Reputation Management Quotes

Effective risk management and compliance are essential for protecting the company's assets and reputation.

Lamb said, ‘If you had issues with him, I could have spoken to HR. Arranged an intervention.’ He tapped Moody’s shoulder with his foot. ‘Breaking his neck without going through your line manager, that shit stays on your record.

Your reputation is what others think of you; your character is what you truly are. Reputations can be manipulated; character can only be developed and maintained.

If anything, his personality seemed like something external to himself, managed by the opinions of others, rather than anything he individually did or produced. Now he has a sense of invisibility, nothingness, with no reputation to recommend him to anyone.

What you post online speaks VOLUME about who you really are. POST with intention. REPOST with caution.

You know, Taylor, I told his manager that your reputation in this firm is that you can go head-to-head with any man. And win.

By actively overseeing and providing guidance on risk management and cybersecurity, the board demonstrates its commitment to protecting the company's assets, reputation, and long-term success.

Let me be brutally honest. Being an insider, I know exactly how these MBA guys think. And because I know who they really are, I have nothing but utter contempt for these professionals. Now you might think I am stereotyping and generalizing. Yes, I am, indeed. But get this thing straight. Only highly competitive people prepare for these entrance exams to these top-notch B-schools. Only those who have excessive cupidity for money, power and status, only such people enter these highly reputed management colleges. These people don’t have friends, instead, they have connections. It’s all about Moolah. It’s all about usefulness. You scratch my back, and I will scratch yours. You be my ladder, and I will be yours.

Back home, Connell’s shyness never seemed like much of an obstacle to his social life, because everyone knew who he was already, and there was never any need to introduce himself or create impressions about his personality. If anything, his personality seemed like something external to himself, managed by the opinions of others, rather than anything he individually did or produced. Now he has a sense of invisibility, nothingness, with no reputation to recommend him to anyone.

Health, wealth, reputation, and status are all mere ingredients of happiness. The key to true well-being is being able to manage them capably.

CSIPP™ directly helps organizations address reputational risk and crisis management from a corporate governance perspective.

It takes 20 years to build a reputation and few minutes of cyber-incident to ruin it.

We lie, cheat, and cut ethical corners quite often when we think we can get away with it, and then we use our moral thinking to manage our reputations and justify ourselves to others.

By the age of twenty-five, [Louis T. Wigfall] had managed to squander his considerable inheritance, settle three affairs of honor on the dueling ground, fight in a ruthless military campaign against the Seminoles, consume a small lakeful of bourbon, win an enviable reputation in whorehouses throughout the South, and get hauled before a judge on charges of murder. Three years after that, he took the next logical step and went into Texas politics.

Nowadays, some 60–70 percent of our clients turn to us as PR consultants—and it seems to be exactly the same everywhere in the world—for two main reasons: crisis management and reputation management.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

Strong brands are not built through shortcuts and copycats

Begin with no; it's easier to say yes later. It's difficult (and damaging to your reputation) to say yes and then change your mind.

Focus your efforts on adding value rather than on promoting your achievements.

Information is a significant component of most organizations’ competitive strategy either by the direct collection, management, and interpretation of business information or the retention of information for day-to-day business processing. Some of the more obvious results of IS failures include reputational damage, placing the organization at a competitive disadvantage, and contractual noncompliance. These impacts should not be underestimated.

When you’re not around, your reputation will speak for you.

Your digital footprints speak volumes than your CV

You can’t repair character flaws with positive social media posts

In a digitally connected world a byte of data can boost or bite your brand

Don't entertain others at the expense of your reputation.

The easiest way to obtain an updated version of a candidate's CV is via SocialMedia

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

Reputation is an outcome; but it is also a valuable, strategic asset.

I was also encountering CEOs who felt that their grip on social media was under control because they had an intern managing a Twitter feed. And I disagreed.

Act your way into relevancy. Don’t ask your way into relevancy.

Demand for your business is driven by the quality of your reputation. Live and breathe your values to maintain control of your brand reputation.

If upper management wants an issue to go away, they’ll allow us the opportunity to fix it. If we have a reputation for rectifying difficulties, they’ll want us to continue these efforts.

Crisis management involves anticipating potential crises, developing response plans, and establishing clear communication channels to effectively address stakeholder concerns and mitigate reputational damage.

One of the main cyber-risks is to think they don’t exist. The other is to try to treat all potential risks. Fix the basics, protect first what matters for your business and be ready to react properly to pertinent threats. Think data, but also business services integrity, awareness, customer experience, compliance, and reputation.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

There’s a story I love to tell about how Napoléon Bonaparte picked his generals. After one of his great generals died, Napoléon reputedly sent one of his staff officers to search for a replacement. The officer returned several weeks later and described a man he thought would be the perfect candidate because of his knowledge of military tactics and brilliance as a manager. When the officer finished, Napoléon looked at him and said, “That’s all very good, but is he lucky?

This in turn has led to the awful idea—and booming business—of reputation management, where firms are hired to help shape a more likable, relatable You. Devoted to gaming the system, this new practice is a form of deception, an attempt to erase (strangely) both subjectivity and objectivity, to evaluate through mass intuition, for a very high price.

Reputation is everything when it comes to building a digital brand

Be wary of what you do with the attention social media gives you

The way to repair a bad reputation is to keep doing actions that prove otherwise.

It takes a lifetime to build a name, and yet one day is enough to flush it down the toilet.

Don’t rush to rise to fame, lest you will be lashed in shame

When your LinkedIn Profile doesn't sync with your Facebook persona, you are on a verge of sinking your brand

A critical ingredient which binds customers to a brand is trust

Einstein is reputed to have said, “Everything should be made as simple as possible, but no simpler.

Unprofessionalism damages the business reputation and tarnishes the trust of society.

Joke: “Where’s the best place to hide a dead body?” Answer: “On page 3 of Google’s search results.” The only way to be influential is to be found via search engines!

Public relations, as with all forms of branding and marketing is manipulation. This is why you have to have a firm ethic standing to engage in these practices.

It’s harder to repair a damaged reputation than to build a good one in the first place.

Good reputation is a lifeboat in the flood of life crisis.

Commonality is an enemy to respect.

Image and reputation are just as important as finances and associations.

Reputation and influence must be earned. Social media is the quickest way to show your audience how good you are.

People can malign your reputation all they want; you simply must trudge on. Concede defeat if they succeed in tarnishing your character before God Almighty

Positive reputation management. I Googled your name, and a few obnoxious articles popu up. I work with the leading reputation management company that can backlink to the positive articles to make a "firewall" which prevents negative pieces from ranking well on Google. Your first page of Google is key as 95% never go beyond the first Google page. Let's improve this. Easy to do.

According to Japanese scholar Yuki Tanaka, the United States firebombed over a hundred Japanese cities. Destruction reached 99.5 percent in the city of Toyama, driving Secretary of War Henry Stimson to tell Truman he "did not want to have the US get the reputation of outdoing Hitler in atrocities," though Stimson did almost nothing to halt the slaughter. He had managed to delude himself into believing Arnold's promise that he would limit "damage to civilians." Future Defense Secretary Robert S. McNamara, who was on LeMay's staff in 1945, agreed with his boss's comment that of the United States lost the war, they'd all be tried as war criminals and deserved to be convicted. Hatred towards the Japanese ran so deep that almost no one objected to the mass slaughter of civilians.

For example, my choice of career. You generously and patiently gave me complete freedom.  Though this followed the habits, or at least the values, of the Jewish middle class concerning their sons.  And here your misunder-standing of my character worked its effect, which – together with your father’s pride – blinded you to my real nature: to my weakness.  In your opinion, I was always studying as a child, and  later I was always writing.  Looking back that      is certainly not true.  I can say with very little exaggeration, I barely studied and I learnt nothing; to have retained something after so many years of education wasn’t remarkable for a man with a memory and some intelligence;  but given the vast expenditure of time and money, and my outwardly easy, unburdened life, what I achieved with regard to knowledge, especially sound knowledge, was nothing – certainly when compared to what others managed.  It is lamentable, but for me understandable.  I always had such a deep concern about the continued existence of my mind and spirit, that I was indifferent to everything else.  Jewish schoolboys have a reputation, for amongst them one finds the most improbable things; but my cold, barely disguised, permanent, childish, ridiculous, animal, self-satisfied indifference, and my cold and fantastical mind, are not things that I have ever met again – though admittedly they were just a defence against nervous destruction through fear and guilt.  And I was worried about myself in all manner of ways.  For example, I was worried about my health: I was worried about my hair falling out, my digestion, and my back – for it was stooped.  And my worries turned to fear and it all ended in true sickness.  But what was all that?  Not actual bodily sickness.  I was sick because I was a disinherited son, who needed constant reassurance about his own peculiar existence, who in the most profound sense never owned anything, and who was even insecure about the thing which was next to him: his own body. 

The other side of the coin is that fans can panic players into making poor decisions. The more unsettled a crowd gets, the worse the football on show will become - I've seen it a million times. Certain grounds have a reputation. Whenever I've played at Wolverhampton Wanderers or West Ham United , every manager has said "Keep this lot quiet for 20 minutes, and their fans will start getting on their back".

The serving girl—plump, round and rosy-cheeked—moved quickly between the tables. The soldiers smiled at her. She felt torn between the desire to smile back at them, because they were young, and the fear of getting a bad reputation, because they were the enemy—so she frowned and tightly pursed her lips, without, however, quite managing to erase the two dimples on her cheeks which showed her secret pleasure.

Gustavo Tiberius speaking." “It’s so weird you do that, man,” Casey said, sounding amused. “Every time I call.” “It’s polite,” Gus said. “Just because you kids these days don’t have proper phone etiquette.” “Oh boy, there’s the Grumpy Gus I know. You miss me?” Gus was well aware the others could hear the conversation loud and clear. He was also aware he had a reputation to maintain. “Hadn’t really thought about it.” “Really.” “Yes.” “Gus.” “Casey.” “I miss you.” “I miss you too,” Gus mumbled into the phone, blushing fiercely. “Yeah? How much?” Gus was in hell. “A lot,” he said truthfully. “There have been allegations made against my person of pining and moping. False allegations, mind you, but allegations nonetheless.” “I know what you mean,” Casey said. “The guys were saying the same thing about me.” Gus smiled. “How embarrassing for you.” “Completely. You have no idea.” “They’re going to get you packed up this week?” “Ah, yeah. Sure. Something like that.” “Casey.” “Yes, Gustavo.” “You’re being cagey.” “I have no idea what you mean. Hey, that’s a nice Hawaiian shirt you’ve got on. Pink? I don’t think I’ve seen you in that color before.” Gus shrugged. “Pastor Tommy had a shitload of them. I think I could wear one every day for the rest of the year and not repeat. I think he may have had a bit of a….” Gus trailed off when his hand started shaking. Then, “How did you know what I was wearing?” There was a knock on the window to the Emporium. Gus looked up. Standing on the sidewalk was Casey. He was wearing bright green skinny jeans and a white and red shirt that proclaimed him to be a member of the 1987 Pasadena Bulldogs Women’s Softball team. He looked ridiculous. And like the greatest thing Gus had ever seen. Casey wiggled his eyebrows at Gus. “Hey, man.” “Hi,” Gus croaked. “Come over here, but stay on the phone, okay?” Gus didn’t even argue, unable to take his eyes off Casey. He hadn’t expected him for another week, but here he was on a pretty Saturday afternoon, standing outside the Emporium like it was no big deal. Gus went to the window, and Casey smiled that lazy smile. He said, “Hi.” Gus said, “Hi.” “So, I’ve spent the last two days driving back,” Casey said. “Tried to make it a surprise, you know?” “I’m very surprised,” Gus managed to say, about ten seconds away from busting through the glass just so he could hug Casey close. The smile widened. “Good. I’ve had some time to think about things, man. About a lot of things. And I came to this realization as I drove past Weed, California. Gus. It was called Weed, California. It was a sign.” Gus didn’t even try to stop the eye roll. “Oh my god.” “Right? Kismet. Because right when I entered Weed, California, I was thinking about you and it hit me. Gus, it hit me.” “What did?” Casey put his hand up against the glass. Gus did the same on his side. “Hey, Gus?” “Yeah?” “I’m going to ask you a question, okay?” Gustavo’s throat felt very dry. “Okay.” “What was the Oscar winner for Best Song in 1984?” Automatically, Gus answered, “Stevie Wonder for the movie The Woman in Red. The song was ‘I Just Called to Say I Love You.’” It was fine, of course. Because he knew answers to all those things. He didn’t know why Casey wanted to— And then he could barely breathe. Casey’s smile wobbled a little bit. “Okay?” Gus blinked the burn away. He nodded as best he could. And Casey said, “Yeah, man. I love you too.” Gus didn’t even care that he dropped his phone then. All that mattered was getting as close to Casey as humanely possible. He threw open the door to the Emporium and suddenly found himself with an armful of hipster. Casey laughed wetly into his neck and Gus just held on as hard as he could. He thought that it was possible that he might never be in a position to let go. For some reason, that didn’t bother him in the slightest.

Fallujah was a Guernica with no Picasso. A city of 300,000 was deprived of water, electricity, and food, emptied of most of its inhabitants who ended up parked in camps. Then came the methodical bombing and recapture of the city block by block. When soldiers occupied the hospital, The New York Times managed to justify this act on grounds that the hospital served as an enemy propaganda center by exaggerating the number of casualties. And by the way, just how many casualties were there? Nobody knows, there is no body count for Iraqis. When estimates are published, even by reputable scientific reviews, they are denounced as exaggerated. Finally, the inhabitants were allowed to return to their devastated city, by way of military checkpoints, and start to sift through the rubble, under the watchful eye of soldiers and biometric controls.

If anything, his personality seemed like something external to himself, managed by the opinion of others, rather than anything he individually did or produced. Now he has a sense of invisibility, nothingness, with no reputation to recommend him to anyone.

In this age people have become more loyal and attached to personal brands,individuals than companies, brands. [You get the emotional highs and lows, but real issues overlooked]. In a social media driven world, every piece of content we put out there can make or mar us

Nowadays, the majority of people are searching online for any business. They want to see that you are credible and want to hear it straight from another customer’s mouth. People will still look your business up even after getting a recommendation from a trusted family or friend.

Of all the noble, vaunted heroes we hear about, at least half were contemptible liars and schemers who used their influence to claim achievements and write the histories, and managed to succeed. Of those who really did give everything for truth and justice, two-thirds choked to death horribly and quietly in the dust of history, forgotten by everyone, and the remaining one-third had their reputations smeared into eternal infamy, just like Song Cheng. Only a tiny percentage were remembered as they were by history, less than the exposed corner of the iceberg.

I can be forgiven because my family was, by reputation, peculiar as well as anglais. I lift my cup, they are watching me anxiously: it’s imperative that I mention the tea. “Très bon,” I manage to get out in the direction of Madame. “Délicieux.” Doubt seizes me, thé may be feminine.

The idea of reputation, influence, and influencers in the offline world is as old as the hills. It's not new on the web either, but semantic search is creating a portable sense of identity, reputation, and influence that in the days before it simply did not exist. And this is changing everything

He earned a national reputation managing large political campaigns, turning them into media-driven extravaganzas with emphasis on sound bites and perception over any kind of substance, and his win rate was astonishingly high. That probably said more for the gullibility of the modern voter than the high standards of the modern candidate, Michelle thought.

In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective.

Caroline O’Day was one of those rare parochial-school girls who managed to wear her St. Michael’s uniform—her pleated flannel skirt and matching burgundy knee socks—as if she were a cocktail waitress in a lounge of questionable repute. With boys, Caroline O’Day was as aggressive as a Corvette, and Maureen Early enjoyed her company because Mr. Early thought the O’Days were vulgar.

Mindful of appearances beyond their borders, for the time being at least, the Nazis wondered how the United States had managed to turn its racial hierarchy into rigid law yet retain such a sterling reputation on the world stage. They noticed that in the United States, when it came to these racial prohibitions, “public opinion accepted them as natural,” wrote the historian Claudia Koonz.

Establishing and maintaining an unconventional investment profile requires acceptance of uncomfortably idiosyncratic portfolios, which frequently appear downright imprudent in the eyes of conventional wisdom. Unless institutions maintain contrarian positions through difficult times, the resulting damage of buying high and selling low imposes severe financial and reputational costs on the institution.

Genisys, a Google Adwords-certified leading Digital Marketing Agency is operating multi facet digital services throughout India specializing in Web development, Web design, Software development, Digital marketing services which include-SEO (Search Engine Optimization), SMM (Social Media Marketing), PPC(Pay Per Click), Email marketing, Content marketing, Mobile marketing, Affiliate marketing, Brand marketing and promotion, inbound marketing, Local Business Marketing, Business listing solution, Video brochure, Ecommerce solution, CRM service, Reputation Management, Online Presence analysis, Conversion Rate Optimization, Goggle service and so on to keep up with the high-tech advanced digital world and connecting the clients goal to reality through creative designers, digital strategists and specialized innovative team.

Connell's shyness never seemed like much of an obstacle to his social life, because everyone knew who he was already, and there was never any need to introduce himself or create impressions about his personality. If anything, his personality seemed like something external to himself, managed by the opinions of others, rather than anything he individually did or produced. Now he has a sense of invisibility, nothingness, with no reputation to recommend him to anyone.

With Petrov, everything is a zero-sum game—for Russia to rise, America must fall. Everything he’s done over the past decade has been an effort to sully and tarnish the reputation of Western democracies. Promoting Brexit, actively trying to break up the EU and NATO, turning Italy against France, stoking the fires of partisanship in the United States. And while we turn inward, trying to tame and manage the chaos Russia unleashed in our house, Petrov is systematically moving his chess pieces all over the board.

Back home, Connell's shyness never seemed like much of an obstacle to his social life, because everyone knew who he was already, and there was never any need to introduce himself or create impressions about his personality. If anything, his personality seemed like something external to himself, managed by the opinions of others, rather than anything he individually did or produced. Now he has a sense of invisibility, nothingness, with no reputation to recommend him to anyone. Though his physical appearance has not changed, he feels objectively worse-looking than he used to be. He has become self-conscious about his clothes. All the guys in his class wear the same waxed hunting jackets and plum-coloured chinos, not that Connell has a problem with people dressing how they want, but he would feel like a complete prick wearing that stuff. At the same time, it forces him to acknowledge that his own clothes are cheap and unfashionable. His only shoes are an ancient pair of Adidas trainers, which he wears everywhere, even to the gym.

Yet it’s surely no coincidence that hobbies have acquired this embarrassing reputation in an era so committed to using time instrumentally. In an age of instrumentalization, the hobbyist is a subversive: he insists that some things are worth doing for themselves alone, despite offering no payoffs in terms of productivity or profit. The derision we heap upon the avid stamp collector or train spotter might really be a kind of defense mechanism, to spare us from confronting the possibility that they’re truly happy in a way that the rest of us—pursuing our telic lives, ceaselessly in search of future fulfillment—are not.

With his reputation in tatters, his health ravaged by radiation absorbed at Chernobyl, his disillusionment with his country’s unwillingness to focus more on safety, and feeling the weight of so many dead on his shoulders, Valerii Legasov hanged himself on the disaster’s second anniversary - a day after his proposal for a reformed Soviet scientific community was rejected. During the hours preceding his death, he dictated his memoirs in the form of a lengthy voice recording, in which he concluded that the accident was the, “apotheosis of all that was wrong in the management of the national economy and had been so for many decades.”259

In 1947 Bohm accepted an assistant professorship at Princeton University, an indication of how highly he was regarded, and there he extended his Berkeley research to the study of electrons in metals. Once again he found that the seemingly haphazard movements of individual electrons managed to produce highly organized overall effects. Like the plasmas he had studied at Berkeley, these were no longer situations involving two particles, each behaving as if it knew what the other was doing, but entire oceans of particles, each behaving as if it knew what untold trillions of others were doing. Bohm called such collective movements of electrons plasmons, and their discovery established his reputation as a physicist.

In the days of the Roman Colosseum, captured soldiers were regularly thrown to the lions. But one soldier earned a reputation for bravery and managed to save his life by a bold act. When a lion sprang toward him with lunch on its mind, the man whispered something in the lion’s ear just at the last moment. The lion cowered, turned a sickly green, and then slunk back into its cage. This happened again and again, with even the empire’s fiercest lions turning tail once they had heard what the man whispered. The emperor, curious to understand the man’s power over these beasts, promised him his life in exchange for the secret of how he caused the lions to leave him alone. “It’s simple,” the soldier told the emperor. “When a lion is about to attack, I just whisper, ‘After you’ve eaten, they’re going to ask you to make a short speech.’ Works every time.

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.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

Read the following chain of events and see whether a similar pattern might apply to other toxic products that were reported in the news during your lifetime: 1. Workers were told that the paint was nontoxic, although there was no factual basis for this declaration. The employers discounted scientists. The workers believed their superiors. 2. Health complaints were made in ever-increasing frequency. It became obvious that something was seriously wrong. 3. U.S. Radium and other watch-dial companies began a campaign of disinformation and bogus medical tests - some of which involved X-rays and may even have made the condition worse. 4. Doctors, dentists, and researchers complied with U.S. Radium's and other companies' requests and refused to release their data to the public. 5. Medical professionals also aided the companies by attributing worker deaths to other causes. Syphilis was often cited as the diagnosis, which had the added benefit to management of being a smear on the victims' reputations. 6. One worker, Grace Fryer, decided to sue U.S. Radium. It took Fryer two years to find a lawyer who was willing to take on U.S. Radium. Only four other workers joined her suit; they became known as the "Radium Girls." 7. In 1928, the case was settled in the middle of the trial before it went to the jury for deliberation. The settlement for each of the five "Radium Girls" was $10,000 (the equivalent of $124,000 in 2009 dollars), plus $600 a year while the victim lived and all medical expenses. Remember the general outline of this scenario because you will see it over and over again: The company denies everything while the doctors and researchers (and even the industrial hygienists) in the company's employ support the company's distorted version of the facts. Perhaps one worker in a hundred will finally pursue justice, one lawyer out of the hundreds of thousands in the United States will finally step up to the plate, and the case will be settled for chump change.

The scheme began to unravel following the Panic of 1873 when railroad investments failed. The bank experienced several runs at the height of the panic. The panic would not have affected the bank if it had been a savings bank, but by 1866, the business of the bank had become…reckless speculation, over-capitalization, stock manipulation, intrigue and bribery, and downright plundering…. In a last ditch effort to save the bank, the Trustees appointed Frederick Douglas as Bank President in March of 1874. Douglass did not ask to be nominated and the Bank Board knew that Douglass had no experience in banking, but they felt that his reputation and popularity would restore confidence to fleeing depositors….Douglas lent the bank $10,000 of his own money to cover the bank’s illiquid assets….Douglass quickly discovered that the bank was full of dead men’s bones, rottenness and corruption. As soon as Douglass realized that the bank was headed towards certain failure, he imposed drastic spending cuts to limit depositors’ losses. He then relayed this information to Congress, underscoring the bank’s insolvency, and declaring that he could no longer ask his people to deposit their money in it. Despite the other Trustees’ attempts to convince Congress otherwise, Congress sided with Douglass, and on June 20, 1874, Congress amended the Charter to authorize the Trustees to end operations. Within a few weeks’ time, the bank’s doors were shut for good on June 29, 1874, leaving 61,131 depositors without access to nearly $3 million dollars in deposits. More than half of accumulated black wealth disappeared through the mismanagement of the Freedman’s Savings Bank. And what is most lamentable…is the fact that only a few of those who embezzled and defrauded the one-time liquid assets of this bank were ever prosecuted….Congress did appoint a commission led by John AJ Cresswell to look into the failure and to recover as much of the deposits as possible. In 1880, Henry Cook testified about the bank failure and said that bank’s depositors were victims of a widespread universal sweeping financial disaster. In other words, it was the Market’s fault, not his. The misdeeds of the bank’s management never came to light.

Before she could answer, the door vibrated with a demanding thump. “Sydney,” came a muffled voice from the other side. “Yes,” Nick said, rising to his feet. Sir Ross’s tall form filled the doorway. His face was expressionless as he looked at the two of them. “I was just told of Lord Radnor’s presence.” He went directly to Lottie, crouching before her much as Nick had. Seeing her bruised arm, Sir Ross gestured toward it carefully. “May I?” His voice was more gentle than she had ever heard it. “Yes,” Lottie murmured, allowing him to take her hand in his. Sir Ross examined the darkened wrist with a gathering frown. His face was very close, and his gray eyes were so kind and concerned that Lottie wondered how she could have ever thought him aloof. She recalled his reputed compassion for women and children— a focal point of his magisterial career, Sophia had told her. Sir Ross’s mouth flexed in a faint, reassuring smile as he released her hand. “This won’t happen again— I can promise you that.” “Wonderful party,” Nick said sarcastically. “Perhaps you can tell us who the hell included Lord Radnor on the guest list?” “Nick,” Lottie interceded, “it’s all right, I am certain that Sir Ross did not—” “It is not all right,” Sir Ross countered quietly. “I hold myself responsible for this, and I humbly beg your forgiveness, Charlotte. Lord Radnor was most certainly not included on the guest list that I approved, but I will find out how he managed to obtain an invitation.” His brow creased as he continued. “Lord Radnor’s behavior tonight was irrational as well as reprehensible… it bespeaks an obsession with Charlotte that will likely not end with this incident.” “Oh, it’s going to end,” Nick said darkly. “I have several methods in mind that will cure Radnor’s obsession. To start with, if he hasn’t left the premises by the time I go back out there—” “He’s gone,” Sir Ross interrupted. “Two of the runners are here— I bid them to remove him in as discreet a manner as possible. Calm yourself, Sydney— it will do no good for you to rampage like a maddened bull.” Nick’s eyes narrowed. “Tell me how calm you would be if someone had left those bruises on Sophia.” Sir Ross nodded with a short sigh. “Point taken.” -Sir Ross, Nick, & Lottie

… But how do I create my charioteer? Or do I want to be my own charioteer? I can guide myself only with will and intention. But will and intention are simply part of myself. Consequently they are insufficient to express my wholeness. Intention is what I can foresee, and willing is to want a foreseen goal. But where do I find the goal? I take it from what is presently known to me. Thus I set the present in place of the future. In this manner, though I cannot reach the future, I artificially produce a constant present. Everything that would like to break into this present strikes me as a disturbance, and I seek to drive it away so that my intention survives. Thus I close off the progress of life. But how can I be my own charioteer without will and intention? Therefore a wise man does not want to be a charioteer, for he knows that will and intention certainly attain goals but disturb the becoming of the future. Futurity grows out of me; I do not create it, and yet I do, though not deliberately and wilfully, but rather against will and intention. If I want to create the future, then I work against my future. And if I do not want to create it, once again I do not take sufficient part in the creation of the future, and everything happens then according to unavoidable laws to which I fall victim. The ancient devised magic to compel fate. They needed it to determine outer fate. We need it to determine inner fate and to find the way that we are unable to conceive. For a long time I considered what type of magic this would have to be. And in the end I found nothing. Whoever cannot find it within himself should become an apprentice, and so I took myself off to a far country where a great magician lived, of whose reputation I had heard. The Magician After a long search I found the small house in the country fronted by a large bed of tulips. This is where Philemon, the magician, lives with his wife Baucis. Philemon is one of those magicians who has not yet managed to banish old age, but who lives it with dignity, and his wife can only do the same. Their interests seem to have become narrow, even childish. They water their bed of tulips and tell each about the flowers that have newly appeared. And their days fade into a pale wavering chiaracuso, lit up by the past, only slightly frightened of the darkness of what is to come.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

What I want to know is whether or not I can expect a repetition of it, if I were to agree with what Alexandra wants.” Drowning in angry mortification, Elizabeth nevertheless managed not to flinch or drop her gaze, and although her voice shook slightly, she managed to say calmly and clearly, “I have no control over wagging tongues, your grace. If I had, I would not have been the topic of scandal two years ago. However, I have no desire whatever to reenter your society. I still have scars enough from my last sortie among the Quality.” Having deliberately injected a liberal amount of derision into the word “Quality,” Elizabeth closed her mouth and braced herself to be verbally filleted by the old woman whose white brows had snapped together over the bridge of her thin nose. An instant later, however, the pale hazel eyes registered something that might have been approval, then they shifted to Alexandra. With a curt nod the dowager said, “I quite agree, Alexandra. She has spirit enough to endure what they will put her through. Amazing, is it not,” continued the dowager to Elizabeth with a gruff smile, “that on the one hand we of the ton pride ourselves on our civilized manners, and yet many of us will dine on one another’s reputations in preference to the most sumptuous meal.” Leaving Elizabeth to sink slowly and dazedly into a chair she’d shot out of but moments before, the dowager then walked over to the sofa and seated herself, her eyes narrowed in thought. “The Willington’s ball tonight will be a complete crush,” she said after a moment. “That may be to our advantage-everyone of importance and otherwise will be there. Afterward there’ll be less reason to gossip about Elizabeth’s appearance, for everyone will have seen her for themselves.” “Your grace,” Elizabeth said, flustered and feeling some expression of gratitude was surely in order for the trouble the dowager was about to be put to, “it-it’s beyond kind of you to do this-“ “Nonsense,” the woman interrupted, looking appalled. “I am rarely kind. Pleasant, at times,” she continued while Alexandra tried to hide her amusement. “Even gracious when the occasion demands, but I wouldn’t say ‘kind.’ ‘Kind’ is so very bland. Like lukewarm tea. Now, if you will take my advice, my girl,” she added, looking at Elizabeth’s strained features and pale skin, “you will immediately take yourself upstairs and have a long and restorative nap. You’re alarmingly peaked. While you rest”-she turned to Alexandra-“Alexandra and I will make our plans.” Elizabeth reacted to this peremptory order to go to bed exactly as everyone reacted to the dowager duchess’s orders: After a moment of shocked affront she did exactly as she was bidden.

Jackson gaped at her, wondering how this had all turned so terrible wrong. But he knew how. The woman was clearly daft. Bedlam-witted. And trying to drive him in the same direction. "You can't be serious. Since when do you know anything about investigating people?" She planted her hands on her hips. "You won't do it, so I must." God save him, she was the most infuriating, maddening-"How do you propose to manage that?" She shrugged. "Ask them questions, I suppose. The house party for Oliver's birthday is next week. Lord Devonmont is already coming, and it will be easy to convince Gran to invite my other two. Once they're here, I could try sneaking into their rooms and listening in on their conversations or perhaps bribing their servants-" "You've lost your bloody mind," he hissed. Only after she lifted an eyebrow did he realize he'd cursed so foully in front of her. But the woman would turn a sane man into a blithering idiot! The thought of her wandering in and out of men's bedchambers, risking her virtue and her reputation, made his blood run cold. "You don't seem to understand," she said in a clipped tone, as if speaking to a child. "I have to catch a husband somehow. I need help, and I've nowhere else to turn. Minerva is rarely here, and Gran's matchmaking efforts are as subtle as a sledgehammer. And even if my brothers and their wives could do that sort of work, they're preoccupied with their own affairs. That leaves you, who seem to think that suitors drop from the skies at my whim. If I can't even entice you to help me for money, then I'll have to manage on my own." Turning on her heel, she headed for the door. Hell and blazes, she was liable to attempt such an idiotic thing, too. She had some fool notion she was invincible. That's why she spent her time shooting at targets with her brother's friends, blithely unconcerned that her rifle might misfire or a stray bullet hit her by mistake. The wench did as she pleased, and the men in her family let her. Someone had to curb her insanity, and it looked as if it would have to be him. "All right!" he called out. "I'll do it." She halted but didn't turn around. "You'll find out what I need in order to snag one of my choices as a husband?" "Yes." "Even if it means being a trifle underhanded?" He gritted his teeth. This would be pure torture. The underhandedness didn't bother him; he'd be as underhanded as necessary to get rid of those damned suitors. But he'd have to be around the too-tempting wench a great deal, if only to make sure the bastards didn't compromise her. Well, he'd just have to find something to send her running the other way. She wanted facts? By thunder, he'd give her enough damning facts to blacken her suitors thoroughly. Then what? If you know of some eligible gentleman you can strong-arm into courting me, then by all means, tell me. I'm open to suggestions. All right, so he had no one to suggest. But he couldn't let her marry any of her ridiculous choices. They would make her miserable-he was sure of it. He must make her see that she was courting disaster. Then he'd find someone more eligible for her. Somehow. She faced him. "Well?" "Yes," he said, suppressing a curse. "I'll do whatever you want." A disbelieving laugh escaped her. "That I'd like to see." When he scowled, she added hastily, "But thank you. Truly. And I'm happy to pay you extra for your efforts, as I said." He stiffened. "No need." "Nonsense," she said firmly. "It will be worth it to have your discretion." His scowl deepened. "My clients always have my discretion.

Successful con men are treated with considerable respect in the South. A good slice of the settler population of that region were men who’d been given a choice between being shipped off to the New World in leg-irons and spending the rest of their lives in English prisons. The Crown saw no point in feeding them year after year, and they were far too dangerous to be turned loose on the streets of London—so, rather than overload the public hanging schedule, the King’s Minister of Gaol decided to put this scum to work on the other side of the Atlantic, in The Colonies, where cheap labor was much in demand. Most of these poor bastards wound up in what is now the Deep South because of the wretched climate. No settler with good sense and a few dollars in his pocket would venture south of Richmond. There was plenty of opportunity around Boston, New York, and Philadelphia—and by British standards the climate in places like South Carolina and Georgia was close to Hell on Earth: swamps, alligators, mosquitoes, tropical disease... all this plus a boiling sun all day long and no way to make money unless you had a land grant from the King... So the South was sparsely settled at first, and the shortage of skilled labor was a serious problem to the scattered aristocracy of would-be cotton barons who’d been granted huge tracts of good land that would make them all rich if they could only get people to work it. The slave-trade was one answer, but Africa in 1699 was not a fertile breeding ground for middle-management types... and the planters said it was damn near impossible for one white man to establish any kind of control over a boatload of black primitives. The bastards couldn’t even speak English. How could a man get the crop in, with brutes like that for help? There would have to be managers, keepers, overseers: white men who spoke the language, and had a sense of purpose in life. But where would they come from? There was no middle class in the South: only masters and slaves... and all that rich land lying fallow. The King was quick to grasp the financial implications of the problem: The crops must be planted and harvested, in order to sell them for gold—and if all those lazy bastards needed was a few thousand half-bright English-speaking lackeys in order to bring the crops in... hell, that was easy: Clean out the jails, cut back on the Crown’s grocery bill, jolt the liberals off balance by announcing a new “Progressive Amnesty” program for hardened criminals.... Wonderful. Dispatch royal messengers to spread the good word in every corner of the kingdom; and after that send out professional pollsters to record an amazing 66 percent jump in the King’s popularity... then wait a few weeks before announcing the new 10 percent sales tax on ale. That’s how the South got settled. Not the whole story, perhaps, but it goes a long way toward explaining why George Wallace is the Governor of Alabama. He has the same smile as his great-grandfather—a thrice-convicted pig thief from somewhere near Nottingham, who made a small reputation, they say, as a jailhouse lawyer, before he got shipped out. With a bit of imagination you can almost hear the cranky little bastard haranguing his fellow prisoners in London jail, urging them on to revolt: “Lissen here, you poor fools! There’s not much time! Even now—up there in the tower—they’re cookin up some kind of cruel new punishment for us! How much longer will we stand for it? And now they want to ship us across the ocean to work like slaves in a swamp with a bunch of goddamn Hottentots! “We won’t go! It’s asinine! We’ll tear this place apart before we’ll let that thieving old faggot of a king send us off to work next to Africans! “How much more of this misery can we stand, boys? I know you’re fed right up to here with it. I can see it in your eyes— pure misery! And I’m tellin’ you, we don’t have to stand for it!...

Halo Effect Cisco, the Silicon Valley firm, was once a darling of the new economy. Business journalists gushed about its success in every discipline: its wonderful customer service, perfect strategy, skilful acquisitions, unique corporate culture and charismatic CEO. In March 2000, it was the most valuable company in the world. When Cisco’s stock plummeted 80% the following year, the journalists changed their tune. Suddenly the company’s competitive advantages were reframed as destructive shortcomings: poor customer service, a woolly strategy, clumsy acquisitions, a lame corporate culture and an insipid CEO. All this – and yet neither the strategy nor the CEO had changed. What had changed, in the wake of the dot-com crash, was demand for Cisco’s product – and that was through no fault of the firm. The halo effect occurs when a single aspect dazzles us and affects how we see the full picture. In the case of Cisco, its halo shone particularly bright. Journalists were astounded by its stock prices and assumed the entire business was just as brilliant – without making closer investigation. The halo effect always works the same way: we take a simple-to-obtain or remarkable fact or detail, such as a company’s financial situation, and extrapolate conclusions from there that are harder to nail down, such as the merit of its management or the feasibility of its strategy. We often ascribe success and superiority where little is due, such as when we favour products from a manufacturer simply because of its good reputation. Another example of the halo effect: we believe that CEOs who are successful in one industry will thrive in any sector – and furthermore that they are heroes in their private lives, too.

Developing a business depends on many factors. But you should basically understand the exchange between value. In other words, you must provide value to receive equal value. If you look at single people, you can see that they can’t provide any value – they don’t smile, dress, talk or behave in a way that makes others want to spend time, much less a life, with them. Relationships and Business are not much different. In a business, people know that appearance and the way you talk to a costumer is as important as the value of your product, and that’s why brands sell, even when their products have no quality. For example, in shopping malls you can see shops packed with people buying clothes that have no value and will be ruined or out of fashion very soon, because the brand is selling an image, not quality anymore. China, on the other hand, managed to compete in the world markets by reducing price over quality, and is now paying the price of a very bad reputation, as most people don’t trust Chinese brands anymore. This is already impacting the economy, so I don’t know what will happen in the next years. It’s all in the hands of the politicians and the internationalization of the companies. And yet, I just said this to explain the relation between value and product. But here’s another example. I tried to share what I know about Learning with Teachers, Parents and Psychologists, and nobody cared. Besides, what I earned in helping children with learning disabilities was a very low payment, and I had to quit that as I couldn’t afford to pay an apartment and daily expenses with such job. However, there are people making thousands of dollars with drugs that have no effect, toilets for cats and pet-rocks. In other words, is never about what the world needs but what the world wants.

As we thought about what would make us both better and different, two core ideas greatly influenced our thinking: First, technical founders are the best people to run technology companies. All of the long-lasting technology companies that we admired—Hewlett-Packard, Intel, Amazon, Apple, Google, Facebook—had been run by their founders. More specifically, the innovator was running the company. Second, it was incredibly difficult for technical founders to learn to become CEOs while building their companies. I was a testament to that. But, most venture capital firms were better designed to replace the founder than to help the founder grow and succeed. Marc and I thought that if we created a firm specifically designed to help technical founders run their own companies, we could develop a reputation and a brand that might vault us into the top tier of venture capital firms despite having no track record. We identified two key deficits that a founder CEO had when compared with a professional CEO: 1. The CEO skill set Managing executives, organizational design, running sales organizations and the like were all important skills that technical founders lacked. 2. The CEO network Professional CEOs knew lots of executives, potential customers and partners, people in the press, investors, and other important business connections. Technical founders, on the other hand, knew some good engineers and how to program.

Developing a business depends on many factors. But you should basically understand the exchange between value. In other words, you must provide value to receive equal value. If you look at most singles, you can see that they can’t provide any value – they often don’t smile, dress, talk or behave in a way that makes others want to spend time, much less a lifetime, with them. Relationships and businesses are not much different. In a business, people know that appearance and the way you talk to a costumer is as important as the value of your product, and that’s why brands sell, even when their products have no quality. For example, in shopping malls you can see shops packed with people buying clothes that have no value and will be ruined or out of fashion very soon, because the brand is selling an image, not quality anymore. China, on the other hand, managed to compete in the world market by reducing price over quality, and is now paying the cost of a very bad reputation, as most people don’t trust Chinese brands anymore. This is already impacting the economy, so I don’t know what will happen in the next years. It is all in the hands of the politicians and the internationalization of the companies. And yet, I just said this to explain the relation between value and product. But here’s another example: I tried to share what I know about learning with teachers, parents and psychologists, and nobody cared. Besides, what I earned in helping children with learning disabilities was a very low payment, and I had to quit that as I couldn’t afford to pay an apartment and daily expenses with such job. However, there are people making thousands of dollars with drugs that have no effect, toilets for cats and pet-rocks. In other words, it is never about what the world needs but what the world wants.

Stop Saying “Yes” To Everyone In his book The Distinguishing Mark of Leadership, author Don Meyer quotes Warren Buffet as saying the following: “The difference between successful people and very successful people is that very successful people say ‘no’ to almost everything.” Buffet’s remark mirrors a comment made by Steve Jobs while giving a presentation at the Apple Worldwide Developers Conference (WWDC) in 1997. He noted: “Focusing is about saying no.” Most people say yes. They acquiesce when a stranger asks for their time. They give in when a coworker asks for help. They surrender when a family member demands immediate attention. On the surface, such a response seems reasonable. After all, a willingness to help others is an admirable quality. The problem is, saying “yes” forces us to put our own tasks and responsibilities on the back burner. Every moment we devote to helping someone is a moment we cannot allocate toward getting our own work done. Constantly saying “yes” has another adverse effect: you gain a reputation for being helpful. Again, that seems admirable. But consider: making yourself available to anyone who asks only encourages people to seek your help in the future. It’s like placing a bowl of milk on your doorstep for stray cats. As long as you continue to provide the milk, the stray cats will come. Guaranteed. Let’s take a closer look at how the habit of saying “yes” diminishes your ability to get things done.

This whole exercise was teaching me that Russian business culture is closer to that of a prison yard than anything else. In prison, all you have is your reputation. Your position is hard-earned and it is not relinquished easily. When someone is crossing the yard coming for you, you cannot stand idly by. You have to kill him before he kills you. If you don’t, and if you manage to survive the attack, you’ll be deemed weak

Back in the days, PMS were pretty much just that: fancy versions of excel spreadsheets: you used them to assign rooms, print attendants’ sheets or, best case scenario, manage guest invoicing. Today, on the other hand, PMS are required to manage a multitude of tasks, and they have to flawlessly integrate with a multitude of third-party apps and software: channel managers, booking engines, CRM, Yield Management tools, MICE planning software, self-check-in apps, reputation management systems… Well, you get the idea.

The transition to managing a larger team reminded me that when everything is going fine, management is easy. Thousands of managers around the world inherit healthy teams in healthy companies, do little of merit, and get great rewards for just being in the right place at the right time. The real story behind some people you meet with fantastic reputations isn't notable talents or skills, but merely an exceptional ability to choose the right time to join and leave particular projects. The work of managers everywhere is rarely evaluated with enough consideration for the situation they inherited and the situations they faced that were not in their control. We all make judgments of ability at the most superficial levels. If the results are good, we give praise. If the results are poor, we criticize. We rarely give credence to the feeling in the back of our minds that the winner or loser doesn't quite fit the part. We know in our careers people who were shafted, taking the fall for incompetence that wasn't theirs, and also people who slide through organizations as if coated with Teflon, causing misery and frustration at every turn, yet they move into promotions unscathed.

I’m not certain of the etiquette, but it doesn’t seem proper. He’s an unmarried gentleman, and this is a household of young women who have only me as a chaperone. If I were ten years older and had an established reputation, it might be different, but as things are…” “I’m a member of the household,” West protested. “Doesn’t that make the situation more respectable?” Kathleen looked at him. “You’re joking, aren’t you?” West rolled his eyes. “My point is, if anyone were to try and attach some improper meaning to Winterborne’s gift, the fact that I’m here would--” He stopped as he heard a choking sound from Helen, who had turned very red. “Helen?” Kathleen asked in concern, but the girl had turned away, her shoulders shaking. Kathleen sent West an alarmed glance. “Helen,” he said quietly, striding forward and taking her upper arms in an urgent grasp. “Sweetheart, are you ill? What--” He paused as she shook her head violently and gasped out something, one of her hands flailing in the direction behind them. West looked up alertly. His face changed, and he began to laugh. “What is the matter with you two?” Kathleen demanded. Glancing around the entrance hall, she realized the crate was no longer in the corner. The twins must have raced downstairs the moment it had been mentioned. Clutching it on either side, they lugged it furtively toward the receiving room. “Girls,” Kathleen said sharply, “bring that back here at once!” But it was too late. The receiving room’s double doors closed, accompanied by the click of a key turning in the lock. Kathleen stopped short, her jaw slackening. West and Helen staggered together, overcome with hilarity. “I’ll have you know,” Mrs. Church said in amazement, “it took our two stoutest footmen to bring that crate into the house. How did two young ladies manage to carry it away so quickly?” “Sh-sheer determination,” Helen wheezed. “All I want in this life,” West told Kathleen, “is to see you try to pry that crate away from those two.” “I wouldn’t dare,” she replied, giving up. “They would do me bodily harm.

Jimmy’s goal since childhood, he explained to Siegel, had been to join the cast of Saturday Night Live. He was endearing. After a two-hour call, Siegel offered to represent him. She had one question, however. “Why don’t you stay and graduate?” Jimmy was a semester shy of a degree. Siegel suggested that they get started in the summer, so he’d have a bachelor’s degree to fall back on, just in case. “No, no,” Jimmy insisted. “I need to get on Saturday Night Live, and you’re going to make it happen, because you know Adam Sandler! I don’t want to do anything else.” Siegel knew this was a long shot—and a long-term endeavor—especially for an out-of-town kid with zero acting credits. But for some reason, she couldn’t turn him down; she had never met someone as focused and passionate about a single dream as this grinning bumpkin from the tiny town of Saugerties, New York. And though his skills were rough, given some time in the industry, she thought he might just make it. “OK, let’s do this,” she said. So, in January 1996 Jimmy quit college and moved to Los Angeles. For six months, Siegel booked him gigs on small, local stand-up comedy stages. Then, without warning, SNL put a call out for auditions; three cast members would be leaving the show. Having worked with one of the departing actors, David Spade, Siegel pulled a few strings and arranged a Hail Mary for the young Jimmy Fallon: an audition at The Comic Strip. SO HERE HE WAS. Fresh-faced, sweating in his light shirt, holding his Troll doll. In front of Lorne Michaels and a phalanx of Hollywood shakers. When Jimmy ended his three-minute bit, the audience clapped politely. True to his reputation, Michaels didn’t laugh. Not once. Jimmy went home and awaited word. Finally, the results came: SNL had invited Tracy Morgan, Ana Gasteyer, and Chris Kattan, each of whom had hustled in the comedy scene for years, to join the cast. Jimmy—the newbie whose well-connected manager had finagled an invite—was crushed. “Was he completely raw? A hundred percent,” Siegel says. But, the SNL people said, “Let’s keep an eye on him.