Recruitment Success Quotes

I'd rather strive for the kind of interview where instead of me asking to introduce myself to society, society asks me to introduce myself to society.

No matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire. To put it a bit more dramatically, the fate of your business is actually in the hands of the youngest recruit on the staff.

So let us be clear about this up front: We hope to recruit you to join an incipient movement to emancipate women and fight global poverty by unlocking women's power as economic catalysts. That is the process under way - not a drama of victimization but of empowerment, the kind that transforms bubbly teenage girls from brothel slaves into successful businesswomen. This is a story of transformation. It is change that is already taking place, and change that can accelerate if you'll just open your heart and join in.

Director recruitment and selection is a critical process in shaping the composition and effectiveness of a board, laying the foundation for ethical governance and responsible leadership.

Director recruitment and selection is not merely about filling vacancies; it's about building a high-performing and ethical board that can provide effective oversight, guide strategic decision-making, and contribute to the long-term success of the organization.

The Thirties had seen the first generation of American industrial designers; until the Thirties, all pencil sharpeners looked like pencil sharpeners—your basic Victorian mechanism, perhaps with a curlicue of decorative trim. After the advent of the designers, some pencil sharpeners looked as though they’d been put together in wind tunnels. For the most part, the change was only skin-deep; under the streamlined chrome shell, you’d find the same Victorian mechanism. Which made a certain kind of sense, because the most successful American designers had been recruited from the ranks of Broadway theater designers. It was all a stage set, a series of elaborate props for playing at living in the future.

Companies that develop trust have a recruiting advantage. They have a retention advantage and a productivity advantage.

If you have to repeatedly chase after someone when you have a great opportunity, don't bother, if they aren't responsive, they aren't the type of person who'll succeed at it anyway.

One simple answer is that there has been a massive rise in the incidence of sanctimony and smugness among the successful that has nothing to do with any change in the underlying reality. Rather, it has been stimulated by politicians who have realized that it is possible to win power by recruiting the most economically successful forty per cent or so of the population in a crusade to roll back the gains made by their fellow citizens in the previous forty years. And how better to rationalize this than to tell people that they deserve the incomes that the market generates?

Amusement under late capitalism is the prolongation of work. It is sought after as an escape from the mechanised work process, and to recruit strength in order to be able to cope with it again. But at the same time mechanisation has such power over a man’s leisure and happiness, and so profoundly determines the manufacture of amusement goods, that his experiences are inevitably after-images of the work process itself. The ostensible content is merely a faded foreground; what sinks in is the automatic succession of standardised operations. What happens at work, in the factory, or in the office can only be escaped from by approximation to it in one’s leisure time.

The myth about the CIA dated back to the Bay of Pigs: that all its successes were secret, that only its failures were trumpeted. The truth was that the CIA could not succeed without recruiting and sustaining skilled and daring officers and foreign agents. The agency failed daily at that mission, and to pretend otherwise was a delusion.

We can never fall short when it comes to recruiting, hiring, maintaining and growing our workforce. It is the employees who make our organization’s success a reality.

A pyramid scheme is illegal and is where no product or service is sold; the business exists just to bring in recruiting fees. These still pop up from time to time and are an illegal cousin to the Ponzi or Madoff scheme because of the last-man rule. The last-man rule is, if you were to extend the company’s success until the last man on earth joined the business, would it be over because they only make money from recruiting and never the sale of a product or service? If it would, this is illegal.

Business is the reason for words like ‘abomination.’ The Church is the oldest and most successful business known to man, because it knows not only how to recruit customers but also how to control them with things like doctrines and words like ‘abomination.

... the successful recruit must be empathetic. This condition rules out the sadistic, the vengeful, and the enthusiastic. Therefore, many of the garden-variety killers who applied so far have had no chance of success, especially those who are already behind bars.

Because, if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

Time magazine reported in June 1975, a week before the assassination of Sam “Momo” Giancana in Chicago and a month before the disappearance of Jimmy Hoffa in Detroit, and during the time of the Church Committee Senate hearings on the CIA’s ties to organized crime, that Russell Bufalino’s help had been successfully recruited by the CIA in a mysterious CIA-gangland plot to kill Castro. Senator Frank Church’s committee concluded that Bufalino was part of a bizarre conspiracy to assassinate Castro with poison pills just before the April 1961 Bay of Pigs invasion was to take place. Bufalino

To be successful, Soviet secret policemen thought that show trials needed a complex story line, a conspiracy involving many actors, and so Soviet advisers pushed their Eastern European colleagues to link the traitors of Prague, Budapest, Berlin, and Warsaw into one story. In order to do so, they needed a central figure, someone who had known some of the protagonists and who could plausibly, or semi-plausibly, be accused of recruiting all of them. Eventually they hit on a man who fit these requirements: a mildly eccentric Harvard graduate and American State Department official named Noel Field.

The key to success in selling/recruiting lies in your ability to go from no to no without losing your enthusiasm. Remember that we are in the people attraction business. So we must keep our level of passion and excitement high as we sort through the prospects because part of what they are buying into is our “music” — our conviction and attitude about what we are a part of. It’s not what you say; it’s how it sounds that is most important. Don’t worry about having the right words … that is secondary.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Hard military power will remain crucial, but if its use is perceived as unjust, such as at Abu Ghraib or Guantánamo, then hard power undercuts the soft power needed to win the minds of mainstream Muslims and creates more new terrorists than are destroyed. For example, a leading terrorism expert concludes that anti-Americanism was exacerbated by the war in Iraq and the U.S. failure to tailor strategies for key countries. International jihadist groups increased their membership and carried out twice as many attacks in the three years after 2001 as before it.38 Similarly, the former head of Britain’s MI5 intelligence service told the commission investigating the origins of the Iraq War that the war had increased, rather than decreased, terrorists’ success at recruitment.

While military life was demanding, my efforts paid off. Many people say that to do something difficult and worthwhile, they need to be “motivated.” Or that the reason they are not sticking to their goals is because they “lack motivation.” But the military taught me that people don’t need motivation; they need self-discipline. Motivation is just a feeling. Self-discipline is: “I’m going to do this regardless of how I feel.” Seldom do people relish doing something hard. Often, what divides successful from unsuccessful people is doing what you don’t feel motivated to do. Back in basic training, our instructor announced that there are only two reasons new recruits don’t fulfill their duties: “Either you don’t know what’s expected of you, or you don’t care to do it. That’s it.

The hard-fought victories in America's checkered history were won neither with parchment nor with words, but with guns, with blood, and with unimaginable suffering. Slavery, like Nazism and other totalitarian horrors, was vanquished by flying steel, by heartbreak, and by brute force—by whites and blacks who together smashed the institutions that had hijacked American liberty and perverted it for their own profit. But triggers are ultimately pulled by men, and successful campaigns require their practitioners to carry with them more than merely bombs and water. 'Europe was created by history,' Margaret Thatcher liked to say, but 'America was created by philosophy.' That philosophy, established by the founding generation and routinely recruited by the excluded ever since, remains extraordinarily potent—a North Star for wandering discontents within America's borders and without.

But in Hebrew scripture David is not just the “sweet singer of Israel,” the chiseled poet who plays a harp and composes the Psalms. After he makes his name by killing Goliath, David recruits a gang of guerrillas, extorts wealth from his fellow citizens at swordpoint, and fights as a mercenary for the Philistines. These achievements make Saul jealous: the women in his court are singing, “Saul has killed by the thousands, but David by the tens of thousands.” So Saul plots to have him assassinated.19 David narrowly escapes before staging a successful coup. When David becomes king, he keeps up his hard-earned reputation for killing by the tens of thousands. After his general Joab “wasted the country of the children of Ammon,” David “brought out the people that were in it, and cut them with saws, and with harrows of iron, and with axes.” 20 Finally he manages to do something that God considers immoral: he orders a census. To punish David for this lapse, God kills seventy thousand of his citizens.

The school you went to is the most important thing. They don’t recruit at less prestigious schools. I was lucky. I didn’t go to a great school. I mean in my analyst class, we had thirty from Harvard, twenty from Wharton[’s undergraduate program], and only five from [my top-fifteen school]. Once in a while, you see someone from a state school. But usually they’re there because of connections. The most common type of connection was a personal one—either a direct or indirect friendship—with an employee of a particular firm. Michael, also a banker, came from a nonlisted school. He used his own job search experience as an example of the usefulness of connections: If you’re not from the core, then it’s much more difficult to get a job here. All firms say that you can submit your résumé online, but I’m not sure if I’ve ever heard of someone who was successful this way. In my case, I had to come out here [to New York, from the South], work through friends and friends of friends, really use connections and be proactive.

They recruited senior research scientists from different local companies as subjects, and asked them to bring with them to the sessions at least two different problems on which they had been working without success for at least three months. These subjects were executives at Hewlett-Packard, fellows at the Stanford Research Institute, architects, and designers. Among them were the people who would design the first silicon chips, create word processing, and invent the computer mouse. Fadiman and his colleagues administered one-hundred-microgram doses of LSD to the subjects and guided them through the next hours as they puzzled over their intractable problems.*3 The subjects worked on their problems and took a variety of psychometric tests. The results were striking. Many of the subjects experienced flashes of intellectual intuition. Their performance on the psychometric tests improved, but, more important, they solved their thorny equations and problems. According to Fadiman, “A number of patents, products, and publications emerged out of that study.

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.

CONGRUENCE Have you ever felt stuck? Maybe you haven’t recruited anyone in a while, and you just can’t seem to break the streak of no success. This causes you to not feel like picking up the phone and getting any more rejection. You don’t feel like talking about the business that day, so you don’t. Can you relate? This is critical for you to always remember. You cannot avoid rejection. Ninety percent of people are always going to tell you that your business is not for them. You have to go through the no’s to get to the yeses. There is no other way around it. You may not like making calls and accepting no’s, but you will like the results and income you will get by doing it consistently enough. Bank on it. So here’s what happens to everyone, myself included. You have a bad day, where everyone says no. You wake up the next day and you just cannot get yourself to make some calls. The whole day goes by and you did nothing to grow your business. The next day, you have a nagging little feeling of guilt about doing nothing the day before, so you start to internalize it. You question whether you know what you are doing. Does the business work? Is it worth the effort? You know the answer is yes, so you don’t quit — but you also do no activity. The next day, that little guilt feeling has mushroomed even bigger. And as time goes on, the guilt turns into self-loathing. You get down on yourself for not performing like you know you could and should. You begin to beat yourself up and even compare yourself to others. Sadly, this can become a downward spiral that is self-inflicted and hard to break out of. Without being wise enough to seek direct help from an upline expert, some people never recover. Instead of fixing their mindset and bringing their goals and the actions back into alignment — getting congruent — they quit the business. These are the blamers who walk the Earth claiming the business didn’t work. No! They stopped working! Don’t be a blamer. Be congruent. Make your activity match up with your WHY in the business. Pick up the phone and snap back into action. Don’t allow yourself to be depressed, because it is a form of depression. Your upline can help you snap out of it. How

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

You can’t just think your way to new hungers. While Pollan and Berry may have successfully recruited my intellect, their books couldn’t change my habits. Such rehabituation was going to require a whole new set of practices. And while their arguments could be intellectual catalysts for me—epiphanies of insight into how my hunger-habits had been deformed—unlearning those habits would require counterformative practices, different rhythms and routines that would retrain my hunger. My hungers would have to be retrained so that I would want to eat differently.

No Rules. No Excuses. No Regrets. - The Break Diver's Creed

To this end, industry think tanks recruited a handful of scientists to serve as climate skeptics and paid them to travel around the country to give speeches and press interviews that challenged the scientific consensus on human-caused climate change. As investigators discovered, ExxonMobil helped underwrite “the most sophisticated and most successful disinformation campaign” waged since the tobacco days. According to the Union of Concerned Scientists, between 1998 and 2005, ExxonMobil funneled $16 million “to a network of ideological and advocacy organizations that manufacture uncertainty on the issue.” The Competitive Enterprise Institute (CEI) became particularly active.

The relationship of employment and inflation is a funny thing... "Government’s stated goal in this respect is to maintain the economy at full employment. That has the benefit of keeping most citizens happy, while contributing tax to the general good. However, if everyone is in a job the only way a new or growing business can recruit additional staff is to poach from other organizations, usually by offering higher wages. That in turn feeds into inflation..." Barrow, Colin. The 30 Day MBA: Your Fast Track Guide to Business Success (p. 235). Kogan Page. Kindle Edition.

There is also a more cynical explanation for that proliferation. One way to reconcile poor people to their plight is to convince them that material pleasures aren’t fun anyway. Exhortations to forswear indulgence could be simply an instrument of social control, of oppression. So too with Jesus’ assurance that in the afterlife the “first shall be last and the last shall be first”—it sounds a bit like a way of recruiting low-status people to his growing army, a recruitment that may come at their own expense, as they cease to struggle for worldly success. Religion, in this view, has always been the opiate of the masses.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

People are innately prepared to act as members of tribes, but culture tells us how to recognize who belongs to our tribes, what schedules of aid, praise, and punishment are due to tribal fellows, and how the tribe is to deal with other tribes — allies, enemies, and clients. […] Contemporary human societies differ drastically from the societies in which our social instincts evolved. Pleistocene hunter-gatherer societies were likely comparatively small, egalitarian, and lacking in powerful institutionalized leadership. […] To evolve largescale, complex social systems, cultural evolutionary processes, driven by cultural group selection, takes advantage of whatever support these instincts offer. […] cultural evolution must cope with a psychology evolved for life in quite different sorts of societies. Appropriate larger scale institutions must regulate the constant pressure from smaller-groups (coalitions, cabals, cliques), to subvert the large-group favoring rules. To do this cultural evolution often makes use of “work arounds” — mobilizing tribal instincts for new purposes. For example, large national and international (e.g. great religions) institutions develop ideologies of symbolically marked inclusion that often fairly successfully engage the tribal instincts on a much larger scale. Military and religious organizations (e.g., Catholic Church), for example, dress recruits in identical clothing (and haircuts) loaded with symbolic markings, and then subdivide them into small groups with whom they eat and engage in long-term repeated interaction. Such work-arounds are often awkward compromises […] Complex societies are, in effect, grand natural social-psychological experiments that stringently test the limits of our innate dispositions to cooperate.

Mydogg’s sister Murgda has just married a Pikkian,” Roen said, “a naval explorer of the eastern seas. And we have reason to believe that lately Mydogg has been recruiting Pikkians into his Dellian army. And having some success at it.” Fire was startled; this was news, and not of the happy variety.

57. Every Time You Surprise Yourself…You Inspire Yourself SAS selection is designed to test you. Any mental flaw, any physical failing will be exposed by the relentless series of challenges aimed at finding your breaking point. Lung-bursting cross-mountain marches through the snow, uphill sprints, carrying another recruit in a fireman’s lift up and down steep hills, often in driving rain, sometimes in sub-zero temperatures. As selection goes on, these ‘beasting’ sessions get harder and harder. And yet I also found that the more of them I came through in one piece (albeit exhausted and battered), the more easily I could cope with them. It was the SAS way of testing our mental resolve through physical battering. Selection is all about realizing that the pain never lasts for ever. And every time I was tested and I hung on in there, the better I understood that it was just a question of doing it again - one more time - until someone eventually said it was the end, and I had passed. I now know that unless you really, truly test yourself, you’ll never have any idea just how capable you can be. And with each small achievement, your confidence will grow. Most people never reach their limit because they are never sufficiently tested. This means I’ve got two good pieces of news for you. The first is that whenever you do something beyond your ‘comfort zone’ and realize you are still standing, the more you will believe that the impossible is actually possible. And on the road to success, belief is everything. And the second piece of news is that we all have much further to push ourselves than we might initially imagine. Inside us all, just waiting to be tested, is a better, bolder, braver version of who we think we are. All you have to do is give it an opportunity to be unleashed. So pick big targets and surprise yourself with how capable you really are deep down. Remember David and Goliath? Rather than David, the young shepherd boy, looking at this giant of a warrior and thinking, ‘Yikes, he’s huge, I’m beat’ - he thought, ‘With a target that big, how can I possibly miss!’ Success, in life and adventure, is dependent on the retraining of our mind.

Extremists believe they’re doing the will of Allah and if they do their part they will be rewarded with a lifetime in paradise. Recruits are conditioned and brainwashed to believe this. Unfortunately, ISIS is extremely successful in this regard. They’re a powerful recruiting machine. They spend millions on propaganda, very effective propaganda, and it’s all over the internet.

If your team is not working, then you WORK. It is a simple and working antidote to success in network marketing!

Mr. Kunzig: What were the main organizations through which the Communist conspiracy in religion was carried out? Mr. Gitlow. The Methodist Federation for Social Action and organizations patterned after it in the other religious denominations and the united-front organizations set up by the Communist Party. The united-front organizations which recruited thousands of ministers, through which the Communist infiltration of religion was carried on on a grand scale and was highly successful, were the American League Against War and Fascism, later changed to the American League for Peace and Democracy, and the American Youth Congress.

The recruitment successes of militant groups serve as maps of a society’s mistakes.

such figures as Bill Clinton, Al Gore, Joe Lieberman, and Terry McAuliffe, has long been pushing the party to forget blue-collar voters and concentrate instead on recruiting affluent, white-collar professionals who are liberal on social issues. The larger interests that the DLC wants desperately to court are corporations, capable of generating campaign contributions far outweighing anything raised by organized labor. The way to collect the votes and—more important—the money of these coveted constituencies, “New Democrats” think, is to stand rock-solid on, say, the pro-choice position while making endless concessions on economic issues, on welfare, NAFTA, Social Security, labor law, privatization, deregulation, and the rest of it. Such Democrats explicitly rule out what they deride as “class warfare” and take great pains to emphasize their friendliness to business interests. Like the conservatives, they take economic issues off the table. As for the working-class voters who were until recently the party’s very backbone, the DLC figures they will have nowhere else to go; Democrats will always be marginally better on economic issues than Republicans. Besides, what politician in this success-worshiping country really wants to be the voice of poor people? Where’s the soft money in that?

Apart from glory, the advantage to be gained by success was as much economic as political. For in antiquity there was no clear distinction between military and economic activity. How could there be? Part of the point of warfare and conquest was enslavement of the enemy. War was also the recruitment of labour. Little wonder, therefore, that labour was seen as dishonourable. It was associated with defeat and permanent social inferiority. Inevitably, such

The real secret of Silicon Valley is that it’s really all about the people. Sure, there are plenty of stories in the press about the industry’s young geniuses, but surprisingly few about its management practices. What the mainstream press misses is that Silicon Valley’s success comes from the way its companies build alliances with their employees. Here, talent really is the most valuable resource, and employees are treated accordingly. The most successful Silicon Valley businesses succeed because they use the alliance to recruit, manage, and retain an incredibly talented team of entrepreneurial employees

In an alliance, employer and employee develop a relationship based on how they can add value to each other. Employers need to tell their employees, “Help make our company more valuable, and we’ll make you more valuable.” As Russ Hagey, Bain & Company’s chief talent officer, tells recruits and consultants, “We are going to make you more marketable [in the labor market in general].” Employees need to tell their bosses, “Help me grow and flourish, and I’ll help the company grow and flourish.” Employees invest in the company’s success; the company invests in the employees’ market value. By building a mutually beneficial alliance rather than simply exchanging money for time, employer and employee can invest in the relationship and take the risks necessary to pursue bigger payoffs.

Many would ask if exceptions could be made. But of course, this was part of the problem—hiring almost always felt urgent. We know of no instances where managers were allowed to take shortcuts. Successful managers would quickly realize that they had to devote a considerable amount of their time to the process and would redouble their efforts to source, recruit, and hire candidates who were Amazonian. Managers who failed to put in the time (in addition to their day job) to recruit and interview didn’t last. There is no substitute for working long, hard, and smart at Amazon.

Hiring specialists too soon can cause trouble, as can delaying their recruitment. The same holds true for formal structure and systems. Such problems are rarely the main reason for a late-stage startup’s failure: The root cause is almost always that goals for speed or scope are out of whack. Nevertheless, organizational problems can act as amplifiers, boosting the odds of failure by distracting management when marketplace challenges require their full attention.

Craig, on the other hand, sees nothing but blue skies in this change of circumstance. He’s been busy setting up a business he calls Wattle It Be, a touring fan club for the Australian cricket side. Ahead of every international tour he buys cut-price packages for people like himself: sweaty single males who like to drink and chant while they get sunburnt in front of sport. The whole concept is horrific, but it’s a roaring success. He’s turning people away. After two or three tours he works out thtat he can recruit a retired Test player to operate as a kind of figurehead and pub coach, offering special comments and war stories, and the not-quite-promise of access to the players. Pg140

Here’s a little problem with that plan: the vast majority of jobs are not filled through cold resumes coming in advertisements. Do a little googling on the term “hidden job market.” The hidden job market (also called the “unpublicized job market” or the “unadvertised job market”) comprises all jobs that are not listed publicly or filled through means such as employment ads, job boards, or career fairs. Published estimates typically place the hidden job market at 70 percent to 95 percent of all jobs filled at all levels. In an article published on MSNBC.com, Steven Rothberg, founder of CollegeRecruiter.com, says, “[a]bout 90 percent of job openings go unadvertised, yet about 90 percent of candidates apply only to advertised job openings.”10 Let’s say the correct figure for the unpublicized job market is 80 percent. How are those “hidden” jobs being filled? Primarily through networking and referrals.

Terrorist groups will not, in most instances, openly recruit from universities or the well developed areas that politicians and business leaders are always focusing on. They will not flight newspaper or TV adverts, but will use belief systems riding on the back of disadvantages, poverty and problems that have remained unaddressed in particular communities, tribal and religious ideologies. They will recruit the most vulnerable to harm and attack the most vulnerable, in order to spite leaders and authorities.

My personal convictions drive me to join those like-minded, in the recruitment of a growing army without guns, no hatred or prejudice, but with a leadership voice of influence and harnessing resources to create the change they desire. The major problems facing the world, particularly our beloved African continent, will not be won by sanctions, cruelty, ethnic cleansing, revenge, guns or bullets. The challenges are not largely externally motivated, so the platform to change them must shift. Shift from selfish to selfless, from external to internal, from behaviours to beliefs. Some of them are externally sponsored but self-inflicted, whilst most of them are due to greed, short-sightedness, abuse and selfishness.

Alignment of vision, mission, values and attitudes need to be matched between you and those you choose to surround yourself with. The cost of training or replacing will be very minimal and less painful if recruitment, selection and positioning are done well. This applies even to general employment processes, whether at leadership or staff levels.

Getting better at recruiting, for example, doesn’t mean that you’ll hire more people. It means that you’ll get better at identifying which people will be more successful in your company. We want the people who will perform their best here, not the ones who will perform better elsewhere.

Innovative Market Systems was no overnight success. Bloomberg began by investing about $300,000 and went to work with three recruits he had met at Salomon—Thomas Secunda, who specialized in analytics; Chuck Zegar, who created the software; and Duncan MacMillan, the expert in customer needs. All three are still at Bloomberg L.P., wealthy but unsung heroes of the Bloomberg saga.

Superb hiring isn’t just about recruiting the biggest name, top salesperson, or cleverest engineer. It’s about finding the very best people who will be successful in the context of your organization, and who will make everyone around them more successful.

Fire that customer,” I’d say to the person responsible for recruiting for our tests. “Find me someone in our target demographic.” If the next customer was more positive, I would take it as confirmation that I was right in my targeting. If not, I’d fire another customer and try again.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

Goodby, Silverstein & Partners, the legendary San Francisco-based ad agency behind such classic campaigns as “Got Milk” and the Foster Farm Chickens, had found itself in a funk—and felt increasingly irrelevant in an emerging, transmedia world of social networking, user-generated content, mobile, Internet video, and more. So a few years ago, the agency set an ambitious goal to completely revamp itself for the digital age. “Our goal is to be unrecognizable twelve months from now,” creative director Jamie Barrett said at the time. The idea: transform an agency known primarily for eye-popping television spots into one badass, multiplatform marketing machine. It was well worth the effort. In less than a year, Goodby saw revenues leap 20 percent to $102 million. At the start of its transformation effort, 80 percent of the twenty-five-year-old agency’s revenues came from traditional advertising campaigns, while less than 20 percent came from digital initiatives. Today, after three years of reinvention, those numbers are nearly flip-flopped, with 60 percent of revenues now coming from digital initiatives, and 40 percent from traditional. Now, a team once vexed by what it called “Crispin Envy”—for all the attention Crispin Porter + Bogusky receives for its groundbreaking work in digital media—has found its own footing, and then some. While many have driven the transformation, no one has received more credit as a catalyst for change than Derek Robson, forty-two, whom Goodby recruited from adverting agency powerhouse Bartle Bogle Hegarty in London.

The use of the “help China” recruitment approach has worked for other intelligence services besides the MSS. The former Soviet KGB adopted this recruitment method to manipulate persons of Chinese descent into conducting espionage against the PRC. The pitch was modified to convince the source that he or she would help the Chinese people, as opposed to the PRC government.13 Or else prospective agents would be persuaded that their cooperation would enhance China’s relations with the Soviet Union. What little success the Soviets enjoyed against the PRC was attributable to these recruitment techniques.

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

The key to these successful launches was the involvement of the senior pastor. Whether pastors align their sermons with a purchased “campaign” or create their own, their leadership is significant in recruiting and connecting people into groups. Let’s

I’m writing this so people understand who I am and I am working on my reading. I have been a healthcare & nursing recruiter for over 30 years. A while back I was injured in a softball tournament and suffered severe head trauma, actually died twice and coma for around 28 days. I was told I would have no chance to speak, read or write again plus I would suffer from short-term memory loss for the rest of my life. I have been working in healthcare business and I didn’t realize how important this industry was until my accident. It took 18 months just to speak and 2 years to learn to read and write again, ie it wasn’t easy. I have three beautiful daughters and I was given another chance to get better for them. With that being said, I believe I have done very well in my recovery. After I recovered, I realized that what I thought was so important before, really wasn’t that important at all. I have built a shelter for the homeless families and healthcare patients outside of my areas who can’t afford to stay in my city for their treatments. I would have to say that my thoughts about my shelter are right behind me raising three beautiful daughters in my life! I understand the healthcare industry very well and I am a very sufficient recruiter. I know the tools to find the right candidates for any management positions in the healthcare field, specifically in cardiovascular services. My company has continued to be successful in finding the right candidates for our clients despite the downfall of our economy.

Second, this was an idea championed by those at the highest levels of the company. Had the enormous task of making Notes Day a reality been shunted off on someone who didn’t have the clout to throw muscle behind it—and not entrusted to Tom, who in turn recruited the most organized people in the company to help him—it would have been an entirely different experience. Employees wouldn’t have bought into the idea because they’d sense that management hadn’t, either. And that would have rendered Notes Day moot.

Failure can feel like the ultimate death sentence, but it’s actually a step forward. When we fail, life is pushing us in a different direction so we can experience something new. One adventure has ended and another is about to begin, because it must. Think of your activities in life as scientific experiments. Scientists expect the vast majority of their tests to fail, but they still view each test as a step forward, regardless of the outcome. This is because each failed test rules out that particular approach, narrowing the remaining scope of potential solutions. You might be thinking, “What if all of my experiments fail until the day I die?” Great question. That might happen, depending on how you define failure and success. Here’s the magical solution to that problem: The results of your experiments are of little consequence. Only the experiments themselves matter. The old platitude is true: It’s about the journey, not the destination. Doing experiments will account for 99% of your time on this earth. That’s the journey. The result of your experiments is the other 1%. If you enjoy 99% of your life (the time spent in experimentation), who cares about the results? This is how to remove the problem of failure. Failure is just a temporary result. Its effect is as big or as small as you allow it to be. Elon Musk is becoming a household name. He cofounded Paypal. He now runs two companies simultaneously. The first, Tesla Motors, builds electric cars. The second, SpaceX, builds rocket ships. Many people think of Elon Musk as a real-world Iron Man—a superhero. He’s a living legend. He works extremely hard, and he’s brilliant. Did you know that Elon Musk never worked at Netscape? This is interesting because he actually wanted to work there very badly. He applied to Netscape while he was in grad school at Stanford, but never received a response. He even went to Netscape’s lobby with resume in hand, hoping to talk to someone about getting a job. No one in the lobby ever spoke to Elon that day. After getting nervous and feeling ashamed of himself, he walked out. That’s right. Elon Musk failed to get hired at Netscape. The recruiting managers didn’t see a need for him, and he was too ashamed to keep badgering them. So what happened next? Well, we know what happened from there. Musk went on to become one of the most successful and respected visionaries of our time.[30] Take a deep breath and realize that there are no life-ending failures, only experiments and results. It’s also important to realize that you are not the failure—the experiment is the failure. It is impossible for a person to be a failure. A person’s life is just a collection of experiments. We’re meant to enjoy them and grow from them. If you learn to love the process of experimentation, the prospect of failure isn’t so scary anymore.

What happened to the troubled young reporter who almost brought this magazine down The last time I talked to Stephen Glass, he was pleading with me on the phone to protect him from Charles Lane. Chuck, as we called him, was the editor of The New Republic and Steve was my colleague and very good friend, maybe something like a little brother, though we are only two years apart in age. Steve had a way of inspiring loyalty, not jealousy, in his fellow young writers, which was remarkable given how spectacularly successful he’d been in such a short time. While the rest of us were still scratching our way out of the intern pit, he was becoming a franchise, turning out bizarre and amazing stories week after week for The New Republic, Harper’s, and Rolling Stone— each one a home run. I didn’t know when he called me that he’d made up nearly all of the bizarre and amazing stories, that he was the perpetrator of probably the most elaborate fraud in journalistic history, that he would soon become famous on a whole new scale. I didn’t even know he had a dark side. It was the spring of 1998 and he was still just my hapless friend Steve, who padded into my office ten times a day in white socks and was more interested in alphabetizing beer than drinking it. When he called, I was in New York and I said I would come back to D.C. right away. I probably said something about Chuck like: “Fuck him. He can’t fire you. He can’t possibly think you would do that.” I was wrong, and Chuck, ever-resistant to Steve’s charms, was as right as he’d been in his life. The story was front-page news all over the world. The staff (me included) spent several weeks re-reporting all of Steve’s articles. It turned out that Steve had been making up characters, scenes, events, whole stories from first word to last. He made up some funny stuff—a convention of Monica Lewinsky memorabilia—and also some really awful stuff: racist cab drivers, sexist Republicans, desperate poor people calling in to a psychic hotline, career-damaging quotes about politicians. In fact, we eventually figured out that very few of his stories were completely true. Not only that, but he went to extreme lengths to hide his fabrications, filling notebooks with fake interview notes and creating fake business cards and fake voicemails. (Remember, this was before most people used Google. Plus, Steve had been the head of The New Republic ’s fact-checking department.) Once we knew what he’d done, I tried to call Steve, but he never called back. He just went missing, like the kids on the milk cartons. It was weird. People often ask me if I felt “betrayed,” but really I was deeply unsettled, like I’d woken up in the wrong room. I wondered whether Steve had lied to me about personal things, too. I wondered how, even after he’d been caught, he could bring himself to recruit me to defend him, knowing I’d be risking my job to do so. I wondered how I could spend more time with a person during the week than I spent with my husband and not suspect a thing. (And I didn’t. It came as a total surprise). And I wondered what else I didn’t know about people. Could my brother be a drug addict? Did my best friend actually hate me? Jon Chait, now a political writer for New York and back then the smart young wonk in our trio, was in Paris when the scandal broke. Overnight, Steve went from “being one of my best friends to someone I read about in The International Herald Tribune, ” Chait recalled. The transition was so abrupt that, for months, Jon dreamed that he’d run into him or that Steve wanted to talk to him. Then, after a while, the dreams stopped. The Monica Lewinsky scandal petered out, George W. Bush became president, we all got cell phones, laptops, spouses, children. Over the years, Steve Glass got mixed up in our minds with the fictionalized Stephen Glass from his own 2003 roman à clef, The Fabulist, or Steve Glass as played by Hayden Christiansen in the 2003

In 1914, Ernest Shackleton, the venerated British explorer, embarked on an expedition to traverse Antarctica. His recruitment advertisement in The Times (London) read: Men wanted: For hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success.

It was also not until many years later, Baldwin related, that he discovered that the Communists used these fronts as recruiting grounds for the Party. If the treasurer happened to be a party member, funds would be siphoned off for party purposes. Eventually Baldwin recognized the futility of working with the Communists. “I recognized the lesson many others—but, unfortunately, not all liberals—learned: that no movement in which communists participate can successfully resist

In short, we need to learn how to participate from a platform of servanthood rather than power. Let me illustrate. In my fifteen years as a global outreach pastor, I observed two types of North American ministries doing global ministry. The first ministry came together, often in North America, and prayerfully asked God for vision for (as a random example) Argentina and how they should initiate their work in Argentina. After developing their vision, they would go to Argentina to recruit Argentine Christians to join their vision. The recruitment would go something like this: "Jorge, this is our vision for Argentina. Would you join us and help us fulfill our vision-what we believe to be God's vision-for Argentina?" Often Jorge would say yes, especially if the North American mission came fully funded and offered him a decent salary. The second ministry might also develop a burden for a specific country (let's stick with Argentina), but when they went and visited Jorge, their approach was different. They would say, "Jorge, we believe that God has given us a burden for Argentina, but we're here to serve. What is your vision for Argentina? And is there anything in our experiences or resources that you could use to fulfill your vision for your country?" Both ministry approaches could have some success, but the former kept the North Americans on the platform of leadership, often dictating the strategy and funding the vision to the point that local leaders became dependent and failed to look for local, indigenous sources of support. This approach could work, especially if it was well funded. But for leaders like Jorge, it was an outsider's plan imposed on his country. After the funding was gone, these ministries often faltered.

your content is boring then people are not going to read it and engage with you. If

Creative professionals know the importance of quantitative goals and how they can lead to qualitative results.

A writer might write several thousand words a week, every week, even without a compelling topic. A photographer might try for 250 photos per day. Regular practice leads to mastery, but even more important, it increases the chances of having one spectacular success. The more chips you can spread around the roulette table, the higher the likelihood you’ll hit a winner.

is driven more by fear of not being a success than by a concrete desire to do anything in particular.” The postcollege choices of Ivy League students, he explained, “are motivated by two main decision rules: (1) close down as few options as possible; and (2) only do things that increase the possibility of future overachievement.” Recruiters for investment banks and consulting firms understand this psychology, and they exploit it perfectly: the jobs are competitive and high status, but the process of applying and being accepted is regimented and predictable. The recruiters also make the argument to college seniors that if they join Goldman Sachs or McKinsey and Company or any similar firm, they’re not really choosing anything—they’re just going to spend a couple of years making money and, perhaps, recruiters suggest, doing some good in the world, and then at some point in the future they’ll make the real decision about what they want to do and who they want to be. “For people who don’t know how to get a job in the open economy,” Kwak wrote, “and who have ended each phase of their lives by taking the test to do the most prestigious thing possible in the next phase, all of this comes naturally.

good storyteller, build good relationships internally and externally with key ecosystem constituents, take calculated risks, be quickly adaptable and flexible, communicate humbly but firmly, recruit all the time, implement sound business processes, and execute-execute-execute pragmatically within your ecosystem with purpose! If not, success will be just a pipe dream or fleeting experience, as building a start-up successfully is quite difficult. And great ideas don’t just come to you. You must pursue them. Regardless of what your vision for the future is, find ways to keep strengthening your pragmatic combination of mind-set, skill set, direction, strategies, know-how, and execution! If the featured young

Establishing a successful hiring culture that delivers a steady stream of outstanding people starts with understanding the role of recruiters in sourcing candidates. Hint: It isn’t their exclusive realm.

Too often we label things “good” or “bad” when the right designation might merely be “different.” The Israeli military needed people who could analyze satellite images for threats. They needed soldiers who had amazing visual skills, wouldn’t get bored looking at the same place all day long, and could notice subtle changes. Not an easy task. But the IDF’s Visual Intelligence Division found the perfect recruits in the most unlikely of places. They began recruiting people with autism. While autistics may struggle with personal interaction, many excel at visual tasks, like puzzles. And they’ve proven themselves a great asset in their nation’s defense.

Weale had joined the Scouts from the regular army within a few weeks of it being formed. The regiment’s ethos was inspired by the British SAS, with whom several of its senior officers had served, either during the Second World War or in the Malayan emergency or both, but the selection process was even more gruelling: it took seventeen days, the first five of which required living entirely off the land at a training camp on the shores of Lake Kariba. On the fifth day, candidates were given the rotten carcass of a baboon as a reward for making it that far. The few who remained after that – usually around 10 per cent – were given the most meagre of rations to survive the rest of the course to supplement their diet of living off the land. A further four weeks’ training followed, during which they were still monitored for suitability. Successful recruits therefore started out with a strong sense of camaraderie and great pride, as each man knew that the others had also gone well beyond the norms of human endurance and behaviour to become a Selous Scout.

First of all, I have several years of experience as a PM, and I’ve consistently shown success in the role. I’ve launched four critical features from scratch in that time, and was rated the top PM at my company. This is what led to my current hiring manager recruiting me to his team.

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Don’t Invent Job Titles I used to make up job titles because, as a bootstrapper, I didn’t particularly care what someone’s title was. I didn’t want it to matter—but it really does. When we realized we needed an architect to scale our infrastructure at Drip, we asked our internal recruiter to hire for the job of “Senior Scaling Architect.” She eventually talked us into the title of “Senior Architect.” Why? Because when she ran the data, she couldn’t find enough salary information on the title we’d given her. Not only that, but if we’d used a made-up job title, qualified candidates wouldn’t have known what we were hiring for. There are standard SaaS job titles. Use them. Your ideal candidates have saved job searches for things like “Engineer,” “Customer Service Lead,” and, yes, “Senior Architect.” Ignoring that makes it harder to connect with people searching for the job you’re hiring for. It also does a disservice to whomever you end up hiring. They’ll have a much tougher time explaining their qualifications to their next employer when their job title was “Code Wizard” rather than “Senior Engineer.” Although a treatise on organizational structure is beyond the scope of this book, here’s a typical hierarchy of engineering titles (in descending order of authority) that can be easily translated into other departments: Chief Technical Officer VP of Engineering Director of Engineering Manager of Engineering Senior Software Engineer Software Engineer Junior Software Engineer Entry-Level Software Engineer Note: These titles assume the typical path is to move into management, which doesn’t have to be the case. Individual contributor titles above Senior exist, such as Principal Engineer and Distinguished Engineer. But for the sake of simplicity, I’m laying out the above hierarchy, which will work for companies well into the millions of ARR. Another note on titles: be careful with handing out elevated job titles to early employees. One company I know named their first customer service person “Head of Customer Success.” When they inevitably grew and added more customer service people, they didn’t want him managing them and ended up in a tough situation. Should they demote him and have him leave? Or come up with an even more elevated title for the real manager?

HR isn't merely resource management; it's the art of nurturing the seeds of success within every organization, fostering growth and prosperity.

Your through helper is the one who guides and puts you through on how to succeed and what to do, not people who help you find a job or recruit you to work for him or her.

Make things happen. Get things done. Life's easy when you manage expectations!

What does it take to be successful here?” Please notice that this question is similar to questions that are suggested by many MBA career counseling centers, yet not exactly the same. And it’s the exact wording of this question that’s critical. Students from my MBA courses who have asked this question in job interviews have actually had interviewers lean forward and say, “No one ever asked us that before.” The interviewer then gave a great and detailed answer. The key issue here is if someone gives you guidance, they will watch to see if you follow their advice. They will have a personal stake in seeing you succeed. You’ve just recruited your first unofficial mentor.

The ‘purpose’ element of onboarding is where you begin to lay the foundation of success for your new team member.

The Wisdom of Pursuing Other Paths When you only apply online, you’re betting your future on the Applicant Tracking System. I know I’m repeating myself, however it’s critical that you understand this. ATS systems reject, on average, 75% of all applicants. The percentage can be as high as 90%. When you pursue career opportunities through networking, staffing companies, recruiters, or calling the hiring manager, your future is no longer in the hands of the HR Elimination System. In other words, you significantly increase your chances of landing a job. Orville Pierson, a former Vice President at Lee Hecht Harrison, the largest outplacement firm in the U.S. and author of three job search books, provides these success rates: Networking or “Just Plain Talking To Other People” as Pierson likes to call it, is responsible for 75% of all hires. Pierson says networking enables you to become a known candidate, either as a referral or recommendation from an internal employee. Nothing makes a candidate more valuable than being known.

People will mock you, make fun of you and laugh at you. When you take a decision that makes you stronger and the decision that benefits you, because they want you to doubt yourself and revert the decision you made. After seeing that you are becoming strong, then they will start to hate you and recruit others in hating you.

Hiring isn't just about filling positions; it's about assembling a team of stars whose combined brilliance lights up the path to success.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

Hiring is like planting seeds of potential. Nurture them with opportunity, and you'll harvest a garden of success.

If there is one skill a sales manager must have, it is recruiting. It has to be done in‐house because recruiting is so core to successful sales management. Good sales managers are constantly hiring and firing, which helps them develop a clear sense of which candidates are likely to become gunslingers.

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Like the club’s third investor Ray Ryan, who had met Holden through game hunting, Hirschmann was a wily entrepreneur with a Saint Bernard’s nose for sniffing out profitable business opportunities. It was not coincidence that their paths converged; it was causal, meaning that the three men initiated a specific plan of action, which had deliberate consequences. Like all success stories, the club’s efforts to recruit affluent members from around the world were the result of expert planning and timing.

In late April 1942, Commander Charles Radcliffe Haffenden undertook the unlikely task of trying to recruit Charles “Lucky” Luciano to become an informant for Naval Intelligence. It was complicated in that he would have to successfully move through a number of government and bureaucratic hoops without causing a stir. It was a delicate dance filled with imagination, the kind only a man like Haffenden could conceive; a circus of go-betweens, all of whom had to understand the necessity of secrecy.

In eighth grade, despite Lansky’s fantastic aptitude, he dropped out of school and joined Luciano’s gang. By then, Luciano had already made friends with Frank Costello (known then by his real name, Francesco Castiglia), and Lansky brought into the gang his fellow Jewish friend Benjamin “Bugsy” Siegel. A year later World War I started,2 and though Lansky was just fifteen years old, the four boys were having success as stickup men and thieves and making more money than they could deal with. Luciano was the brains and the leader, Costello made important connections, Siegel was the brawn, and Lansky was the accountant. It was a fruitful partnership, and the four of them were sitting on a pile of cash just waiting to invest in something. Then, after World War I, the US government solved that problem for them when they passed the eighteenth Amendment, which started Prohibition. 3 Soon after, Lansky split off and started his own gang with Siegel called the “Bugs and Meyer Mob.” Lansky was ambitious, and while the Bugs and Meyer Mob worked with Luciano and Costello frequently, the gangs of New York were still largely divided along racial lines. Lansky recruited other Jews from the neighborhood, and together they provided trucks and protection for the movement of alcohol. They also shook down Jewish moneylenders and made them pay tribute. But of all the rackets that Lansky ran, the most notorious was his murder-for-hire business that the press called “Murder Inc.

Nichols successfully recruiting women and people of color into the space program would be like if Jerry Seinfeld gave up comedy and became a social activist, intent on reforming the customer service practices of fancy soup places in New York.