Review Meeting Quotes

Really, Sage? A date?" I sighed. "Yes, Adrian. A date." A real date. Not, like, doing homework together," he added. "I mean like where you go out to a movie or something. And a movie that's not part of a school assignment. Or about something boring." "A real date." I figured I wouldn't give him the specifics on the Shakespheare play. "What's the lucky guy's name?" "Brayden." There was a pause. "Brayden? That his real name?" "Why are you asking if everything's real? You think I'd make any of this up?" "No, no," Adrian assured me. "That what's so ynbelievable about it. Is he cute?" I glanced at the clock. It was time for me to meet my study group. "Gee, maybe I should just send you a picture to review?" "Yes, please. And a full background check and life history." "I have to go. Why do you care so much anyway?" I finally asked in exasperation. His answer took a long time, which was uncharacteristic.

I wish there was a song called “Nguyen and Ari,” a little ditty about a hardworking Vietnamese girl who helps her parents withthe franchised Holiday Inn they run, and does homework in thelobby, and Ari, a hardworking Jewish boy who does volunteerwork at his grandmother’s old-age home, and they meet afterschool at Princeton Review. They help each other study for theSATs and different AP courses, and then, after months of study-ing, and mountains of flashcards, they kiss chastely upon hear-ing the news that they both got into their top college choices.This is a song teens need to inadvertently memorize. Now that’sa song I’d request at Johnny Rockets!

In an article in the April 1999 CACM, Robert Glass summarizes research that seems to indicate that, while code inspection is effective, conducting reviews in meetings is not.

I am old and do not suffer fools gently and if you expect me to review your work, it better meet my stringent standards for logic and science.

Religion demands complete conviction, but science advises against that. It demands understanding instead of belief, so it must be based on verifiable evidence; it must explain related observations with a measurable degree of accuracy; it must withstand continuous critical analysis in peer review; and it must be falsifiable too. If it doesn’t fulfill all these conditions at once, then it isn’t science. If it meets none of them, it could be religion.

How are you more successful at dating than me,” he says, awed by the mystery of it all. “Easy,” I say. “I have lower standards. And no Flannery O’Connor to get in the way. And when I go out to bars, I don’t spend the whole time scowling at Yelp reviews and forcefully projecting DON’T TALK TO ME. Also, I am, arguably, gorgeous from certain angles.

Yes, we call it recursive, the act of reading, of looping the loop, of continually returning to an earlier group of words, behaving like Penelope by moving our mind back and forth, forth and back, reweaving what’s unwoven, undoing what’s been done; and language, which regularly returns us to its origin, which starts us off again on the same journey, older, altered, Columbus one more time, but better prepared each later voyage, knowing a bit more, ready for more, equal to a greater range of tasks, calmer, confident—after all, we’ve come this way before, have habits that help, and a favoring wind—language like that is the language which takes us inside, inside the sentence—inside—inside the mind—inside—inside, where meanings meet and are modified, reviewed and revised, where no perception, no need, no feeling or thought need be scanted or shunted aside.

Because while we all Facebook stalk, protocol is to not admit it. I might know, from status update, that a potential best friend swims laps every mornings, but it'd be creep to say "Don't worry about eating that doughnut, you deserve it after all those calories you burn!" Instead, I check out her profile and she reviews mine, but then we meet and pretend to know nothing.

As it is, I guess I find "Jack and Diane" a little disgusting. As a child of immigrant professionals, I can't help but notice the wasteful frivolity of it all. Why are these kids not at home doing their homework? Why aren't they setting the table for dinner or helping out around the house? Who allows their kids to hang out in parking lots? Isn't that loitering? I wish there was a song called "Nguyen & Ari," a little ditty about a hardworking Vietnamese girl who helps her parents with the franchised Holiday Inn they run, and does homework in the lobby, and Ari, a hardworking Jewish boy who does volunteer work at his grandmother's old-age home, and they meet after school at Princeton Review. They help each other study for the SATs and different AP courses, and then, after months of studying, and mountains of flashcards, they kiss chastely upon hearing the news that they both got into their top college choices. This is a song teens need to inadvertently memorize. Now that's a song I'd request at Johnny Rockets!

The writer, without softening his vision, is obliged to capture or conjure readers. And this means any kind of reader. It means whatever is there. I used to think that it should be possible to write for some supposed elite, for the people who attend the universities and sometimes know how to read, but I have since found that though you may publish your stories in the Yale Review, if they are any good at all you are eventually going to get a letter from some old lady in California, or some inmate of the Federal Penitentiary, or the state in sane asylum, or the local poorhouse, telling you where you have failed to meet his needs. And his need of course is to be lifted up. There is something in us as story-tellers, and as listeners to stories, that demands the redemptive act, that demands that what falls at least be offered the chance of restoration. The reader of today looks for this motion, and rightly so, but he has forgotten the cost of it. His sense of evil is deluded or lacking altogether, and so he has forgotten the price of restoration. He has forgotten the price of truth, even in fiction.

Which three authors, dead or alive, would you invite to a literary dinner party? is a question often asked of authors interviewed for The New York Times Book Review. What Edmund White said James Merrill said about a young fan: “Why does he want to meet us in the flesh? Doesn’t he realize the best part of us is on the page and all he’ll be meeting is an empty hive?

I’ll meet you tomorrow morning at ten in your office, and explain everything. In the meantime, go home and get some sleep.” “I have a meeting with McConnell and Baroja tomorrow at ten A.M. to review some procedures,” he said. Now, that was the J.B. I knew. Never mind the demon attack; procedures needed reviewing.

and if a rainy morning deprived them of other enjoyments, they were still resolute in meeting in defiance of wet and dirt, and shut themselves up, to read novels together. Yes, novels; for I will not adopt that ungenerous and impolitic custom so common with novel–writers, of degrading by their contemptuous censure the very performances, to the number of which they are themselves adding — joining with their greatest enemies in bestowing the harshest epithets on such works, and scarcely ever permitting them to be read by their own heroine, who, if she accidentally take up a novel, is sure to turn over its insipid pages with disgust. Alas! If the heroine of one novel be not patronized by the heroine of another, from whom can she expect protection and regard? I cannot approve of it. Let us leave it to the reviewers to abuse such effusions of fancy at their leisure, and over every new novel to talk in threadbare strains of the trash with which the press now groans. Let us not desert one another; we are an injured body. Although our productions have afforded more extensive and unaffected pleasure than those of any other literary corporation in the world, no species of composition has been so much decried. From pride, ignorance, or fashion, our foes are almost as many as our readers. And while the abilities of the nine–hundredth abridger of the History of England, or of the man who collects and publishes in a volume some dozen lines of Milton, Pope, and Prior, with a paper from the Spectator, and a chapter from Sterne, are eulogized by a thousand pens — there seems almost a general wish of decrying the capacity and undervaluing the labour of the novelist, and of slighting the performances which have only genius, wit, and taste to recommend them. “I am no novel–reader — I seldom look into novels — Do not imagine that I often read novels — It is really very well for a novel.” Such is the common cant. “And what are you reading, Miss — ?” “Oh! It is only a novel!” replies the young lady, while she lays down her book with affected indifference, or momentary shame. “It is only Cecilia, or Camilla, or Belinda”; or, in short, only some work in which the greatest powers of the mind are displayed, in which the most thorough knowledge of human nature, the happiest delineation of its varieties, the liveliest effusions of wit and humour, are conveyed to the world in the best–chosen language. Now, had the same young lady been engaged with a volume of the Spectator, instead of such a work, how proudly would she have produced the book, and told its name; though the chances must be against her being occupied by any part of that voluminous publication, of which either the matter or manner would not disgust a young person of taste: the substance of its papers so often consisting in the statement of improbable circumstances, unnatural characters, and topics of conversation which no longer concern anyone living; and their language, too, frequently so coarse as to give no very favourable idea of the age that could endure it.

Once I started trying to give positive reviews, though, I began to understand how much happiness I took from the joyous ones in my life---and how much effort it must take for them to be consistently good=tempered and positive. It is easy to be heavy; hard to be light. We nonjoyous types suck energy and cheer from the joyous ones; we rely on them to buoy us with their good spirit and to cushion our agitation and anxiety. At the same time, because of a dark element in human nature, we're sometimes provoked to try to shake the enthusiastic, cheery folk out of their fog of illusion---to make them see that the play was stupid, the money was wasted, the meeting was pointless. Instead of shielding their joy, we blast it.

...I have read but little of Madame Glyn. I did not know that things like "It" were going on. I have misspent my days. When I think of all those hours I flung away in reading William James and Santayana, when I might have been reading of life, throbbing, beating, perfumed life, I practically break down. Where, I ask you, have I been, that no true word of Madame Glyn's literary feats has come to me? But even those far, far better informed than I must work a bit over the opening sentence of Madame Glyn's foreword to her novel" "This is not," the says, drawing her emeralds warmly about her, "the story of the moving picture entitled It, but a full character study of the story It, which the people in the picture read and discuss." I could go mad, in a nice way, straining to figure that out. ...Well it turns out that Ava and John meet, and he begins promptly to "vibrate with passion." ... ...It goes on for nearly three hundred pages, with both of them vibrating away like steam launches." -Review of the book, It, by Elinor Glyn. Review title: Madame Glyn Lectures on "It," with Illustrations; November 26, 1927.

Planning Meetings might be the greatest art form ever, since what happens is nothing less than this: a soul shapes a new incarnation, then boldly commits. Quite the contrast to Life Reviews, when a soul comes out the other end. Frankly this returning to heaven to learn about your recent incarnation… it’s like coming out the poop end of life… in contrast to the restaurant-like, lip-smacking deliciousness of a planning meeting. Around here we have this saying, “Planning Meetings for joy. Life Reviews for… compassion.” Basically, watching a Life Review makes you want to hunker down with some celestial tissues, feeling sorry for the sad parts of the story, consoling yourself with knowledge of growth that took place anyway, and maybe wondering if you’ll ever risk leaving heaven again. By contrast, how do you feel after watching an inspiring Planning Meeting? You can’t wait to leave.

also have a new meeting minutes process. Everyone takes their own notes, but one person in the meeting volunteers to capture minutes. These are narrowed down to: Date: Meeting intention: Attendees: Key decisions: Tasks and ownership: The great thing about this new practice is that everyone in the meeting is responsible for stopping to say “Let’s capture this in the minutes”—not just the minute taker. And we now stop meetings five minutes early to review and agree on the minutes before we leave. Before we walk out of the meeting, the minute taker Slacks them to all of us and puts them in any other relevant channel so there isn’t any clean-up or synthesizing guesswork after we’ve dispersed.

Wake up in the morning with a specific goal to look forward to. Creative individuals don’t have to be dragged out of bed; they are eager to start the day. This is not because they are cheerful, enthusiastic types. Nor do they necessarily have something exciting to do. But they believe that there is something meaningful to accomplish each day, and they can’t wait to get started on it. Most of us don’t feel our actions are that meaningful. Yet everyone can discover at least one thing every day that is worth waking up for. It could be meeting a certain person, shopping for a special item, potting a plant, cleaning the office desk, writing a letter, trying on a new dress. It is easier if each night before falling asleep, you review the next day and choose a particular task that, compared to the rest of the day, should be relatively interesting and exciting. Then next morning, open your eyes and visualize the chosen event—play it out briefly in your mind, like an inner videotape, until you can hardly wait to get dressed and get going. It does not matter if at first the goals are trivial and not that interesting. The important thing is to take the easy first steps until you master the habit, and then slowly work up to more complex goals. Eventually most of the day should consist of tasks you look forward to, until you feel that getting up in the morning is a privilege, not a chore.

There is no avoiding the fact that if you want to keep information long-term, it’s all about review, review . . . REVIEW.

If the first time he hears that he’s not meeting expectations is during his performance review, it’s going to feel terrible,

What else? Well, she belongs to a book review club, one her mother helped start, that meets once a month in some Highland Park home. If it’s a particularly interesting home, she’ll go.

Without ever meaning to, my father taught me at a very early age to give up on the idea of approval. I wish I could bottle that freedom now and give it to every young writer I meet, with an extra bottle for the women.

By performing a simple Google search, a website review, a visit to their LinkedIn profile, or a media release search on the person you are about to meet, you can find out where they’ve been, what they care about, and where they’re going. Whether you learn an interesting fact about a hobby they enjoy, the breed of their dog, or something you both have in common, it will show that you took the time to research and that you care about them as a person.

Everybody was always trying to ship me with somebody. Thalia. Jason. Gwen. Even Frank. Oh, you'd be perfect together! That's who you need! But I was never really sure if I wanted that, or if I just felt like I was supposed to want it. People, well-meaning, would be like, Oh, you poor thing. You deserve somebody in your life. Date him. Date her. Date whoever. Find your soul mate.' She looked at me to see if I was following. Her words came out hot and fast, as if she'd been holding them in for a long time. 'And that meeting with Venus. That really messed me up. No demigod will heal your heart. What was that supposed to mean? Then finally you came along.' 'Do we have to review that part again? I am quite embarrassed enough.' 'But you showed me. When you proposed dating . . .' She took a deep breath, her body shaking with silent giggles. 'Oh, gods. I saw how ridiculous I'd been. How ridiculous the whole situation was. That's what healed my heart - being able to laugh at myself again, at my stupid idea about destiny. That allowed me to break free - just like Frank broke free of his firewood. I don't need another person to heal my heart. I don't need a partner . . . at least, not until and unless I'm ready on my own terms. I don't need to be force-shipped with anyone or to wear anybody else's label. For the first time in a long time, I feel like a weight has been lifted from my shoulders. So thank you.

But what if you can’t find a colleague with a compatible schedule? When Taylor went away to speak at a conference for a week, I needed to re-create the experience of making an effort pact with another person. Thankfully, I found Focusmate. With a vision to help people around the world stay focused, they facilitate effort pacts via a one-to-one video conferencing service. While Taylor was away, I signed up at Focusmate.com and was paired with a Czech medical school student named Martin. Because I knew he would be waiting for me to co-work at our scheduled time, I didn’t want to let him down. While Martin was hard at work memorizing human anatomy, I stayed focused on my writing. To discourage people from skipping their meeting times, participants are encouraged to leave a review of their focus mate.5 Effort pacts make us less likely to abandon the task at hand. Whether we make them with friends and colleagues, or via tools like Forest, SelfControl, Focusmate, or kSafe, effort pacts are a simple yet highly effective way to keep us from getting distracted.

Nevertheless, he did not try to eliminate all possible risks. That would make SpaceX rockets as costly and late as those built by the government’s bloated cost-plus contractors. So he demanded a chart showing every component, the cost of its raw materials, the cost that SpaceX was paying suppliers for it, and the name of the engineer responsible for getting that cost down. At meetings he would sometimes show that he knew these numbers better than the engineers doing the presentation, which was not a pleasant experience. Review meetings could be brutal. But costs came down.

During their subsequent meetings, which were soon and often, Lance confessed and anatomized his passion for her. He even gave her its (the passion’s, of course) biography. It had been born of a book jacket, the one responsible for the only really nice thing ever said about Eloise Michaud in a metropolitan review—“The photo-portrait on the book jacket will move as many books as, say, good writing might. To be honest, however, the picture is worth quite the price of the volume. Miss Michaud is the most scrumptious scrivener ever to set pen to the paper of a book-club contract.

An effective staff meeting has three goals: it reviews how things have gone the previous week, allows people to share important updates, and forces the team to clarify the most important decisions and debates for the coming week. That’s it. It shouldn’t be the place to have debates or make decisions.

Now, my all-time favorite accolade from a book reviewer was when Fernanda Pivano, Italy’s best-known critic, wrote in a leading Italian newspaper that “Tom Robbins is the most dangerous writer in the world.” I never read my reviews, even in English, but others sometimes pass choice bits along, so when I had occasion to meet the legendary Signora Pivano at a reception in Milan, I asked her what she meant by that wonderfully flattering remark. She replied, “Because you are saying zat love is zee only thing that matters and everything else eese a beeg joke.” Well, being uncertain, frankly, that is what I’d been saying, I changed the subject and inquired about her recent public denial that she’d ever gone to bed with Ernest Hemingway, whom she’d shown around Italy in the thirties. “Why didn’t you sleep with Hemingway?” I inquired. Signora Pivano sighed, closed her large brown eyes, shook her gray head, and answered in slow, heavily accented English, “I was a fool.” Okay, back to the New York Cinematheque. Why did I choose to go watch a bunch of jerky, esoteric, often self-indulgent 16mm movies rather than sleep with the sexy British actress? Move over, Fernanda, there’s room for two fools on your bus.

The day after Congress declared war, the Socialist party met in emergency convention in St. Louis and called the declaration “a crime against the people of the United States.” In the summer of 1917, Socialist antiwar meetings in Minnesota drew large crowds—five thousand, ten thousand, twenty thousand farmers—protesting the war, the draft, profiteering. A local newspaper in Wisconsin, the Plymouth Review, said that probably no party ever gained more rapidly in strength than the Socialist party just at the present time.” It reported that “thousands assemble to hear Socialist speakers in places where ordinarily a few hundred are considered large assemblages.” The Akron Beacon-Journal, a conservative newspaper in Ohio, said there was “scarcely a political observer . . . but what will admit that were an election to come now a mighty tide of socialism would inundate the Middle West.” It said the country had “never embarked upon a more unpopular war.

Real-Time Agenda Once the lightning round and progress review are complete (usually no more than fifteen minutes into the meeting), now it is time to talk about the agenda. That’s right. Counter to conventional wisdom about meetings, the agenda for a weekly tactical should not be set before the meeting, but only after the lightning round and regular reporting activities have taken place.

To grow and change, you must acknowledge and express your feelings of hurt, anger, confusion, anxiety, and frustration. You must affirm yourself and think about you in a positive way. You must put your goals on paper. You must review your relationship and your role in it. You must get out and meet new people as well as spend productive time alone. This back-and-forth must be done every single day. All along the way, Getting Past Your Breakup will remind you to keep the balance.

I haven’t slept in two days so I feel tired now, lying on my sleeping bag. My feet are very cold but I am ok. In the long transition to sleep I entertain a complex paranoia about a group of people who will be assigned to review each action I have taken throughout my life. And once dead, I’ll meet them in council. There will be a group assigned to review my “thank-yous said” to “those not said.” There will be a group assigned to review every face I’ve made just after waking up. There will be a group assigned to review how I treated people who asked me for help. And a group assigned to review the times I felt bad but didn’t tell anyone. A group assigned to review the times I deliberately threw crayons into the small fan my third grade bus driver positioned by his face. And a group assigned to review bugs I needlessly stepped on. A group for this nap I’m taking too. And in the paranoia, I see myself getting dressed-up to go before them and answer questions. I’m very nervous before each council but I try to be brave. “This nap you took—” someone says. “Yes?” A mean-looking woman in the middle of the panel, she clasps her hands together and she says, “Tell us about this nap.” When I wake up, one of my legs is numb. And I remain awake in my sleeping bag, staring at the blinds until the black behind gets more blue, then lighter blue, then white. Sometimes I definitely feel a sense of accomplishment but it’s never after accomplishing something.

In any case, Klossowski, mentioned again during Acéphale's sessional meeting of 25 July 1938, would later return to his opposition between Nietzsche and Bataille in a lecture given in 1941 at the end of a retreat in a Dominican monastery, 'Le Corps du néant', later printed in the first edition of his book Sade my Neighbour (1947) and which Bataille later told him he 'does not like'. Here Klossowski recapitulated the two stages in the evolution of Nietzsche's thought outlined in Löwith's essay 'Nietzsche and the doctrine of the Eternal Return', which he had reviewed in Acéphale 2: 1. Liberation from the Christian YOU MUST to achieve the I WANT of supra-nihilism; 2. Liberation from the I WANT to attain the I AM of superhumanity in the eternal return. It is precisely in this 'cyclical movement', according to Klossowski, that man 'takes on the immeasurable responsibility of the death of God'. Furthermore, he associates Bataille's negation of God with the negation of utility upon which the notion of expenditure was founded, and hence the source of his 'absolute political nihilism'. His conclusion, however, was a little more ambiguous: 'In his desire to relive the Nietzschean experience of the death of God [...] he did not have the privilege [...] of suffering Nietzsche's punishment: the delirium that transfigures the executioner into a victim [...] To be guilty or not to be, that is his dilemma. His acephality expresses only the unease of a guilt in which conscience has become alienated because he has put faith to sleep: and this is to experience God in the manner of demons, as St. Augustine said'. Unlike Nietzsche. who 'accused himself' of causing the death of God 'in the name of all men' and paid for his guilt with madness, unlike Kirillov, the nihilist in Dostoyevsky's Demons who chose to commit suicide so as to kill men's fear of death and thus kill God himself, Bataille shows us this frightful torment of not being able to make his guilt real and so attain that state of responsibility that gives knowledge of the path to absolution.

I have been cheated. The file had a few pieces of worthless information about me and some of my performance reviews (which I had to sign– so it wasn’t anything new). The rest were blank pieces of paper, which Oliver obviously put in there to make it look more enticing. It also only briefly mentioned the meeting with Spencer, saying I had shown interest in marketing with a red pen mark at the bottom which said: Accused Marketing Director of being a narcissistic bastard. Follow up? They hadn’t even indicated whose side they were on, which is slightly disappointing.

Specify Level of Initiative Your employees can exercise five levels of initiative in handling on-the-job problems. From lowest to highest, the levels are: Wait until told what to do. Ask what to do. Recommend an action, then with your approval, implement it. Take independent action but advise you at once. Take independent action and update you at an agreed-on time; for example, your weekly meeting. When an employee brings a problem to you, outlaw use of level 1 or 2. Agree on and assign level 3, 4, or 5 to the monkey. Take no more than 15 minutes to discuss the problem.

Working on my Ph.D. at the University of Wyoming, I was required to take an advanced statistics course. I had completed the beginning courses several years earlier, but could remember very little. I had no idea how I was going to manage the requirements of an advanced class. Several weeks into the semester, I was floundering. I approached the chair of my committee, Louise Jackson, and said, “This is really over my head. Usually I at least know enough about a subject to follow along. This time I am totally lost.” “Good!” she said. “You don’t know how happy that news makes me.” Her response took me totally by surprise. Teachers are not usually glad when you announce that you are failing. Dr. Jackson continued: “Remember how this feels. Memorize this moment. Don’t ever forget this lesson. This is how many of your future students will feel, and you must be able to relate to them in order to understand and be effective in helping them.” She then gave me some suggestions, including the names of a few possible tutors. She also arranged to meet with me regularly to review my progress—things she assured me she would never have done had she not also once struggled through a few difficult classes of her own.

My son is the man who is handing his passport to the policeman. My son is the policeman who is receiving the passport. My son is the old man in front of me in the queue, here, in the air-port, in Beijing. Over the last twelve months, I have been seeing the face of my son in the faces of all the Chinese people I have happened to meet. I was walking in Milan, Italy, when Laura called me and told me that our application had been finally sent to China. We would be receivinga son or a daughter from China. I was excited. I put my phone into my jacket pocket and slowed down in the Corso Vittorio Emanuele gallery. There was a multitude of people around me, but I was totally unaware of their existence. I was trying to picture my son’s, or my daughter’s face and hands. I wondered what age he or she was. For a while I kept imagining and reviewing all the possibilities, and all the hypotheses, but I was not able to create an image which would bring an end to my seeking. Then, suddenly, I found him. He was walking in front of me with his wife and little daughter. I was not sure about his origin, if he were truly Chinese or not, but it was definitely him. He was a little younger than I. I was happy to see he was so distinguished, with his gold-rimmed glasses and nicely ironed, blue shirt.

Further, in a review of personality research published in 1968, Walter Mischel found that none of the approaches met the gold standard of personality research very well, namely Allport's criterion of predicting with any certainty what people actually do. An extravert should make friends more easily than an introvert, whereas a conscientious person should meet more deadlines than a person who is not conscientious. Mischel found, however, that the typical correlation between personality traits and behavior was quite modest. This news shook up the field, because it essentially said that the traits personality psychologists were measuring were just slightly better than astrological signs at predicting behavior.

unemotional as possible when you’re asking for a raise. First, be really honest with yourself and make sure that you deserve the raise that you’re asking for. You do not automatically deserve a raise just because you’ve been somewhere for a certain amount of time. But if you can articulate the reasons why you deserve a pay increase, then schedule time to meet with your boss and let her know in advance what you want to talk about. This can be as simple as “I’d like to schedule some time with you to talk about my salary. Is it okay if we put something on the calendar?” Talk to your boss about this in person. Hitting him up on Gchat is not appropriate. If your company does regular yearly reviews, that can also be your chance to talk about money.

A look of perplexity appeared on Gabriel's face. It was true that he wrote a literary column every Wednesday in The Daily Express, for which he was paid fifteen shillings. But that did not make him a West Briton surely. The books he received for review were almost more welcome than the paltry cheque. He loved to feel the covers and turn over the pages of newly printed books... He did not know how to meet her charge. He wanted to say that literature was above politics. But they were friends of many years' standing and their careers had been parallel, first at the University and then as teachers: he could not risk a grandiose phrase with her. He continued blinking his eyes and trying to smile and murmured lamely that he saw nothing political in writing reviews of books.

In 2010, the dominance of inclusive fitness theory was finally broken. After struggling as a member of the small but still muted contrarian school for a decade, I joined two Harvard mathematicians and theoretical biologists, Martin Nowak and Corina Tarnita, for a top-to-bottom analysis of inclusive fitness. Nowak and Tarnita had independently discovered that the foundational assumptions of inclusive fitness theory were unsound, while I had demonstrated that the field data used to support the theory could be explained equally well, or better, with direct natural selection—as in the sex-allocation case of ants just described. Our joint report was published on August 26, 2010, as the cover article of the prestigious journal Nature. Knowing the controversy involved, the Nature editors had proceeded with unusual caution. One of them familiar with the subject and the mode of mathematical analysis came from London to Harvard to hold a special meeting with Nowak, Tarnita, and myself. He approved, and the manuscript was next examined by three anonymous experts. Its appearance, as we expected, caused a Vesuvian explosion of protest—the kind cherished by journalists. No fewer than 137 biologists committed to inclusive fitness theory in their research or teaching signed a protest in a Nature article published the following year. When I repeated part of my argument as a chapter in the 2012 book The Social Conquest of Earth, Richard Dawkins responded with the indignant fervor of a true believer. In his review for the British magazine Prospect, he urged others not to read what I had written, but instead to cast the entire book away, “with great force,” no less.

The company’s other primary commitment—to radical transparency—goes much deeper than the glass office walls. Every meeting is recorded, and (unless proprietary client information is discussed) every recording is available to every member of the organization. Each office and meeting room is equipped with audio recording technology. For example, if your boss and your boss’s boss are discussing your performance and you weren’t invited to the meeting, the recording is available for you to review. And you don’t have to scour every audio file to find out whether you were the subject of a closed-door conversation. If your name came up, you’re likely to be given a heads-up, just so that you will review the file. In effect, there is no such thing as a closed-door conversation; everything is part of a “historical record of what is true.

At each of the meetings, I was struck that there seemed to be two kinds of reviewers: some who would look for flaws in the papers, and then pounce to kill them; and others who started from a place of seeking and promoting good ideas. When the “idea protectors” saw flaws, they pointed them out gently, in the spirit of improving the paper—not eviscerating it. Interestingly, the “paper killers” were not aware that they were serving some other agenda (which was often, in my estimation, to show their colleagues how high their standards were). Both groups thought they were protecting the proceedings, but only one group understood that by looking for something new and surprising, they were offering the most valuable kind of protection. Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room for it to grow.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

If I know the classical psychological theories well enough to pass my comps and can reformulate them in ways that can impress peer reviewers from the most prestigious journals, but have not the practical wisdom of love, I am only an intrusive muzak soothing the ego while missing the heart. And if I can read tea leaves, throw the bones and manipulate spirits so as to understand the mysteries of the universe and forecast the future with scientific precision, and if I have achieved a renaissance education in both the exoteric and esoteric sciences that would rival Faust and know the equation to convert the mass of mountains into psychic energy and back again, but have not love, I do not even exist. If I gain freedom from all my attachments and maintain constant alpha waves in my consciousness, showing perfect equanimity in all situations, ignoring every personal need and compulsively martyring myself for the glory of God, but this is not done freely from love, I have accomplished nothing. Love is great-hearted and unselfish; love is not emotionally reactive, it does not seek to draw attention to itself. Love does not accuse or compare. It does not seek to serve itself at the expense of others. Love does not take pleasure in other peeople's sufferings, but rejoices when the truth is revealed and meaningful life restored. Love always bears reality as it is, extending mercy to all people in every situation. Love is faithful in all things, is constantly hopeful and meets whatever comes with immovable forbearance and steadfastness. Love never quits. By contrast, prophecies give way before the infinite possibilities of eternity, and inspiration is as fleeting as a breath. To the writing and reading of many books and learning more and more, there is no end, and yet whatever is known is never sufficient to live the Truth who is revealed to the world only in loving relationship. When I was a beginning therapist, I thought a lot and anxiously tried to fix people in order to lower my own anxiety. As I matured, my mind quieted and I stopped being so concerned with labels and techniques and began to realize that, in the mystery of attentive presence to others, the guest becomes the host in the presence of God. In the hospitality of genuine encounter with the other, we come face to face with the mystery of God who is between us as both the One offered One who offers. When all the theorizing and methodological squabbles have been addressed, there will still only be three things that are essential to pastoral counseling: faith, hope, and love. When we abide in these, we each remain as well, without comprehending how, for the source and raison d'etre of all is Love.

A Safety Travel with Sinclair James International Traveling to somewhere completely foreign to you may be challenging but that is what travelers always look for. It can be a good opportunity to find something new and discover new places, meet new people and try a different culture. However, it can involve a lot of risk as well. You may be surprised to find yourself naked and penniless on the side of the road trying to figure out what you did wrong. These kinds of situations come rarely when you are careful and cautious enough but it is not impossible. Sinclair James International Travel and Tours, your Australian based traveling guide can help you travel safely through the following tips: 1. Pack all Security Items In case of emergencies, you should have all the safety tools and security items with you. Carry a card with your name and number with you and don’t forget to scribble down the numbers of local police station, fire department, list of hospitals and other necessary numbers that you may need. Place them in each compartment and on your pockets. If ever you find yourself being a victim of pick pocketing in Manila, Philippines or being driven around in circles in the streets of Bangkok, Thailand, you will definitely find these numbers very helpful. It is also advisable to put your name and an emergency number in case you are in trouble and may need someone else to call. 2. Protect your Passport Passports nowadays have RFID which can be scanned from a distance. We have heard some complaints from fellow travelers of being victims of scams which involves stealing of information through passports. An RFID blocking case in a wallet may come in handy to prevent hackers from stealing your information. 3. Beware of Taxis When you exit the airport, taxis may all look the same but some of them can be hiding a defective scam to rob tourists during their drive. It is better to ask an official before taking a taxi as many unmarked ones claim that they are legitimate. Also, if the fare isn’t flat rate, be sure you know the possible routes. Some drivers will know better and will take good care of you, but others will take longer routes to increase the fare. If you know your options, you can suggest a different route to avoid paying too much. 4. Be aware of your Rights Laws change from state to state, and certainly from country to country, but ignorance to them will get you nowhere. In fact, in many cases you can get yourself out of trouble by knowing the laws that will affect you. When traveling to other countries, make sure to review the laws and policies that can affect your activities. There are a lot of misconceptions and knowing these could save you a headache. Sinclair James International

Some rationalists would want to advance an additional complaint that we have hardly considered: namely, that the morality and institutions of capitalism not only fail to meet the logical, methodological, and epistemological requirements reviewed already, but also impose a crippling burden on our freedom – as, for example, our freedom to ‘express’ ourselves unrestrainedly. This complaint cannot be met by denying the obvious, a truth with which we opened this book – that moral tradition does seem burdensome to many – but can only be answered by observing again, here and in subsequent chapters, what we derive from bearing this burden, and what the alternative would be. Virtually all the benefits of civilisation, and indeed our very existence, rest, I believe, on our continuing willingness to shoulder the burden of tradition. These benefits in no way ‘justify’ the burden. But the alternative is poverty and famine.

when Napoleon, after reviewing the troops that had returned from Egypt in the Place Bellecour, was elected chief magistrate of the Italian Republic at a meeting in the Jesuit College (today the Lycée Ampère). A Committee of Thirty, headed by Francesco Melzi d’Eril, proposed Napoleon’s name to the 450 Italian delegates present, with the gavel banged down immediately after the question was put just in case anyone had the temerity to demur.5 Melzi had organized the delegates into sections according to whether they had come from the Austrian, Piedmontese, Venetian or Papal areas, thereby deliberately maximizing disunity and minimizing the chances of opposition. Though it was humiliating that the new Italian Republic should be founded in France, where Talleyrand could better keep an eye on the delegates, this was the first time that the word ‘Italy’ had appeared on the political map of Europe since the collapse of Rome in the fifth century AD.

In the same essay, Said (who is reviewing Peter Stansky and William Abrams, co-authors obsessed with the Blair/Orwell distinction) congratulates them on their forceful use of tautology: ‘Orwell belonged to the category of writers who write.’ And could afford to write, they might have added. In contrast they speak of George Garrett, whom Orwell met in Liverpool, a gifted writer, seaman, dockworker, Communist militant, ‘the plain facts of [whose] situation—on the dole, married and with kids, the family crowded into two rooms—made it impossible for him to attempt any extended piece of writing.’ Orwell’s writing life then was from the start an affirmation of unexamined bourgeois values. This is rather extraordinary. Orwell did indeed meet Garrett in Liverpool in 1936, and was highly impressed to find that he knew him already through his pseudonymous writing—under the name Matt Lowe—for John Middleton Murry’s Adelphi. As he told his diary: I urged him to write his autobiography, but as usual, living in about two rooms on the dole with a wife (who I gather objects to his writing) and a number of kids, he finds it impossible to settle to any long work and can only do short stories. Apart from the enormous unemployment in Liverpool, it is almost impossible for him to get work because he is blacklisted everywhere as a Communist. Thus the evidence that supposedly shames Orwell by contrast is in fact supplied by—none other than Orwell himself! This is only slightly better than the other habit of his foes, which is to attack him for things he quotes other people as saying, as if he had instead said them himself. (The idea that a writer must be able to ‘afford’ to write is somewhat different and, as an idea, is somewhat—to use a vogue term of the New Left—‘problematic’. If it were only the bourgeois who were able to write, much work would never have been penned and, incidentally, Orwell would never have met Garrett in the first place.)

Ted and Rick. Ted graduates from university and starts his climb up the corporate ladder. Every day he works long hours. He spends Saturday on projects to try to get ahead. No time for sports, no time for relationships, and no money to save. Every month he reviews his goals to see how far he can climb the corporate ladder. Extra meetings, extra projects. Gradually, Ted begins his climb to the top. And after 18 short years, Ted has his chance. He could become the next new, semi-young, chief executive of the company. But the owner gives the chief executive job to his recently graduated grandson, who promptly fires Ted. Ted has lost 18 years of his life, his dignity, his hard effort, and is again unemployed. Ted’s friend, Rick, also leaves university, but takes an ordinary job. However, Rick does something different. In the evenings, after work, Rick starts his part-time network marketing business. Four years later, Rick fires his boss, and lives the rest of his life on the earnings of his network marketing business.

Our joint report was published on August 26, 2010, as the cover article of the prestigious journal Nature. Knowing the controversy involved, the Nature editors had proceeded with unusual caution. One of them familiar with the subject and the mode of mathematical analysis came from London to Harvard to hold a special meeting with Nowak, Tarnita, and myself. He approved, and the manuscript was next examined by three anonymous experts. Its appearance, as we expected, caused a Vesuvian explosion of protest—the kind cherished by journalists. No fewer than 137 biologists committed to inclusive fitness theory in their research or teaching signed a protest in a Nature article published the following year. When I repeated part of my argument as a chapter in the 2012 book The Social Conquest of Earth, Richard Dawkins responded with the indignant fervor of a true believer. In his review for the British magazine Prospect, he urged others not to read what I had written, but instead to cast the entire book away, “with great force,” no less.

It soon became apparent to me that deniers were a new type of neo-Nazi. Unlike previous generations of neo-Nazis—people who celebrated Hitler’s birthday, sported SS-like uniforms, and hung swastikas at meetings where they would give the Sieg Heil salute—this group eschewed all that.5 They were wolves in sheep’s clothing. They didn’t bother with the physical trappings of Nazism—salutes, songs, and banners—but proclaimed themselves “revisionists”—serious scholars who simply wished to revise “mistakes” in the historical record, to which end they established an impressive-sounding organization—the Institute for Historical Review—and created a benign-sounding publication—the Journal for Historical Review.6 Nothing in these names suggested the revisionists’ real agenda. They held conferences that, at first blush, seemed to be the most mundane academic confabs. But a close inspection of their publications and conference programs revealed the same extremism, adulation of the Third Reich, antisemitism, and racism as the swastika-waving neo-Nazis. This was extremism posing as rational discourse.

The book received a wider review in the business press than in academic journals. A few weeks after the U.S. publication I was invited to address the annual meeting of Drexel-Burnham to outline how the new Treasury bill standard of world finance had replaced the gold exchange standard. Herman Kahn was the meeting’s other invited speaker. When I had finished, he got up and said, “You’ve shown how the United States has run rings around Britain and every other empire-building nation in history. We’ve pulled off the greatest rip-off ever achieved.” He hired me on the spot to join him as the Hudson Institute’s economist. I was happy enough to leave my professorship in international economics at the New School for Social Research. My professional background had been on Wall Street as balance-of-payments economist for the Chase Manhattan Bank and Arthur Andersen. My research along these lines was too political to fit comfortably into the academic economics curriculum, but at the Hudson Institute I set to work tracing how America was turning its payments deficit into an unprecedented element of strength rather than weakness.

As Garrison had tried to show, belatedly, the Gray Board hearings were patently unfair and outrageously extrajudicial. The primary responsibility for the proceedings lay with Lewis Strauss. But as chairman of the board, Gordon Gray could have ensured that the hearing was conducted properly and fairly. He did not do his job. Instead of taking control of the hearing to maintain fairness, which would have required him to rein in Robb’s illicit tactics, he allowed Robb to control the proceedings. Prior to the hearing, Gray permitted Robb to meet exclusively with the board to review the FBI files, a direct violation of the AEC’s 1950 “Security Clearance Procedures.” He accepted Robb’s recommendation that Garrison be denied a similar meeting; he acquiesced to Robb’s refusal to reveal his witness list to Garrison; he did not share Lawrence’s damaging written testimony with the defense; he did nothing to expedite a security clearance for Garrison. The Gray Board was, in sum, a veritable kangaroo court in which the head judge accepted the prosecutor’s lead. As AEC commissioner Henry D. Smyth would insist, any objective legal review of how the hearing was conducted surely would result in its nullification.

FOR MANY YEARS, I was on a committee that read and selected papers to be published at SIGGRAPH, the annual computer graphics conference I mentioned in chapter 2. These papers were supposed to present ideas that advanced the field. The committee was composed of many of the field’s most prominent players, all of whom I knew; it was a group that took the task of selecting papers very seriously. At each of the meetings, I was struck that there seemed to be two kinds of reviewers: some who would look for flaws in the papers, and then pounce to kill them; and others who started from a place of seeking and promoting good ideas. When the “idea protectors” saw flaws, they pointed them out gently, in the spirit of improving the paper—not eviscerating it. Interestingly, the “paper killers” were not aware that they were serving some other agenda (which was often, in my estimation, to show their colleagues how high their standards were). Both groups thought they were protecting the proceedings, but only one group understood that by looking for something new and surprising, they were offering the most valuable kind of protection. Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room for it to grow.

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Focus on the user… and the money will follow. This can be particularly challenging in environments where the user and customer are different, and when your customer doesn’t share your focus-on-the-user ethos. When Google acquired Motorola in 2012, one of the first Motorola meetings Jonathan attended was a three-hour product review, where the company’s managers presented the features and specifications for all of Motorola’s phones. They kept referring to the customer requirements, most of which made little sense to Jonathan since they were so out of tune with what he knew mobile users wanted. Then, over lunch, one of the execs explained to him that when Motorola said “customers,” they weren’t talking about the people who use the phones but about the company’s real customers, the mobile carriers such as Verizon and AT&T, who perhaps weren’t always as focused on the user as they should have been. Motorola wasn’t focusing on its users at all, but on its partners. At Google, our users are the people who use our products, while our customers are the companies that buy our advertising and license our technology. There are rarely conflicts between the two, but when there are, our bias is toward the user. It has to be this way, regardless of your industry. Users are more empowered than ever, and won’t tolerate crummy products.

The kid in the newspaper was named Stevie, and he was eight. I was thirty-nine and lived by myself in a house that I owned. For a short time our local newspaper featured an orphan every week. Later they would transition to adoptable pets, but for a while it was orphans, children your could foster and possibly adopt of everything worked out, the profiles were short, maybe two or three hundred words. This was what I knew: Stevie liked going to school. He made friends easily. He promised he would make his bed every morning. He hoped that if he were very good we could have his own dog, and if he were very, very good, his younger brother could be adopted with him. Stevie was Black. I knew nothing else. The picture of him was a little bigger than a postage stamp. He smiled. I studied his face at my breakfast table until something in me snapped. I paced around my house, carrying the folded newspaper. I had two bedrooms. I had a dog. I had so much more than plenty. In return he would make his bed, try his best in school. That was all he had to bargain with: himself. By the time Karl came for dinner after work I was nearly out of my mind. “I want to adopt him,” I said. Karl read the profile. He looked at the picture. “You want to be his mother?” “It’s not about being his mother. I mean, sure, if I’m his mother that’s fine, but it’s like seeing a kid waving from the window of a burning house, saying he’ll make his bed if someone will come and get him out. I can’t leave him there.” “We can do this,” Karl said. We can do this. I started to calm myself because Karl was calm. He was good at making things happen. I didn’t have to want children in order to want Stevie. In the morning I called the number in the newspaper. They took down my name and address. They told me they would send the preliminary paperwork. After the paperwork was reviewed, there would be a series of interviews and home visits. “When do I meet Stevie?” I asked. “Stevie?” “The boy in the newspaper.” I had already told her the reason I was calling. “Oh, it’s not like that,” the woman said. “It’s a very long process. We put you together with the child who will be your best match.” “So where’s Stevie?” She said she wasn’t sure. She thought that maybe someone had adopted him. It was a bait and switch, a well-written story: the bed, the dog, the brother. They knew how to bang on the floor to bring people like me out of the woodwork, people who said they would never come. I wrapped up the conversation. I didn’t want a child, I wanted Stevie. It all came down to a single flooding moment of clarity: he wouldn’t live with me, but I could now imagine that he was in a solid house with people who loved him. I put him in the safest chamber of my heart, he and his twin brother in twin beds, the dog asleep in Stevie’s arms. And there they stayed, going with me everywhere until I finally wrote a novel about them called Run. Not because I thought it would find them, but because they had become too much for me to carry. I had to write about them so that I could put them down.

Obama met with the president of China, Xi Jinping, in a sterile hotel conference room, untouched cups of cooling tea and ice water before us. There was a long review of all the progress made over the last several years. Xi assured Obama, unprompted, that he would implement the Paris climate agreement even if Trump decided to pull out. “That’s very wise of you,” Obama replied. “I think you’ll continue to see an investment in Paris in the United States, at least from states, cities, and the private sector.” We were only two years removed from the time when Obama had flown to Beijing and secured an agreement to act in concert with China to combat climate change, the step that made the Paris agreement possible in the first place. Now China would lead that effort going forward. Toward the end of the meeting, Xi asked about Trump. Again, Obama suggested that the Chinese wait and see what the new administration decided to do in office, but he noted that the president-elect had tapped into real concerns among Americans about “the fairness of our economic relationship with China. Xi is a big man who moves slowly and deliberately, as if he wants people to notice his every motion. Sitting across the table from Obama, he pushed aside the binder of talking points that usually shape the words of a Chinese leader. We prefer to have a good relationship with the United States, he said, folding his hands in front of him. That is good for the world. But every action will have a reaction. And if an immature leader throws the world into chaos, then the world will know whom to blame.

Speaking of debutantes,” Jake continued cautiously when Ian remained silent, “what about the one upstairs? Do you dislike her especially, or just on general principle?” Ian walked over to the table and poured some Scotch into a glass. He took a swallow, shrugged, and said, “Miss Cameron was more inventive than some of her vapid little friends. She accosted me in a garden at a party.” “I can see how bothersome that musta been,” Jake joked, “having someone like her, with a face that men dream about, tryin’ to seduce you, usin’ feminine wiles on you. Did they work?” Slamming the glass down on the table, Ian said curtly, “They worked.” Coldly dismissing Elizabeth from his mind, he opened the deerskin case on the table, removed some papers he needed to review, and sat down in front of the fire. Trying to suppress his avid curiosity, Jake waited a few minutes before asking, “Then what happened?” Already engrossed in reading the documents in his hand, Ian said absently and without looking up, “I asked her to marry me; she sent me a note inviting me to meet her in the greenhouse; I went there; her brother barged in on us and informed me she was a countess, and that she was already betrothed.” The topic thrust from his mind, Ian reached for the quill lying on the small table beside his chair and made a note in the margin of the contract. “And?” Jake demanded avidly. “And what?” “And then what happened-after the brother barged in?” “He took exception to my having contemplated marrying so far above myself and challenged me to a duel,” Ian replied in a preoccupied voice as he made another note on the contract. “So what’s the girl doin’ here now?” Jake asked, scratching his head in bafflement over the doings of the Quality. “Who the hell knows,” Ian murmured irritably. “Based on her behavior with me, my guess is she finally got caught in some sleezy affair or another, and her reputation’s beyond repair.” “What’s that got to do with you?” Ian expelled his breath in a long, irritated sigh and glanced at Jake with an expression that made it clear he was finished answering questions. “I assume,” he bit out, “that her family, recalling my absurd obsession with her two years ago, hoped I’d come up to scratch again and take her off their hands.” “You think it’s got somethin’ to do with the old duke talking about you bein’ his natural grandson and wantin’ to make you his heir?” He waited expectantly, hoping for more information, but Ian ignored him, reading his documents. Left with no other choice and no prospect for further confidences, Jake picked up a candle, gathered up some blankets, and started for the barn. He paused at the door, struck by a sudden thought. “She said she didn’t send you any note about meetin’ her in the greenhouse.” “She’s a liar and an excellent little actress,” Ian said icily, without taking his gaze from the papers. “Tomorrow I’ll think of some way to get her out of here and off my hands.” Something in Ian’s face made him ask, “Why the hurry? You afraid of fallin’ fer her wiles again?” “Hardly.” “Then you must be made of stone,” he teased. “That woman’s so beautiful she’d tempt any man who was alone with her for an hour-includin’ me, and you know I ain’t in the petticoat line at all.” “Don’t let her catch you alone,” Ian replied mildly. “I don’t think I’d mind.” Jake laughed as he left.

I am glad when we enter the conference room that Chihiro made sure I wasn’t late to the meeting. Not only does my appearance cut short several whispered confabs in the corners of the room (confirming her suspicion that people would have used my lateness as a chance to talk about me), but I also get to take my favorite seat: at the far end of the table next to my favorite monkey. I’ve never quite understood how the monkeys got here. The fresco on the ceiling of this room –originally the formal dining room- is modeled on the one in the formal dining room at La Civetta. It depicts a lemon-covered pergola in a garden. An assortment of birds –doves, sparrows, and long-tailed peacocks – roost on the wooden struts. In the original fresco, fat cupids also frolic amidst the greenery, their chubby feet dangling precariously from their perches. In one corner a plaster foot even protrudes from the frescoed surface. In this New York version of the fresco, there are monkeys instead of cupids: monkeys peering out between leafy branches and monkeys dangling by their tails from the wooden slats of the pergola. If you look carefully (and I have had ample opportunity through long and tedious budget reviews to examine every inch of the palatial room), you can even find a few monkeys that have climbed down from the pergola and found their way into the formal dining room to perform rude and unspeakable acts... My favorite monkey, though, is the little one who peers out from behind the leafy fronds of an aspidistra, making an obscene gesture I have seen only on the streets of Italy. I always sit right next to him. He gives me some relief for the sentiments I am unable to express in the course of department meetings.

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Activists who expressed genuine and reasonable concern for the struggles of trans-identified people would simultaneously dismiss women’s desire for safety, privacy, dignity and fair competition. Unlike those activists, I feel compassion both for people who feel at odds with their sexed bodies, and for the people, mainly women and children, who are harmed when sexual dimorphism is denied. At first I was puzzled that well-educated young women were the most ardent supporters of this new policy of gender self-identification, even though it is very much against their interests. A man may be embarrassed if a female person uses a male changing room; a male in a communal female facility can inspire fear. I came to see it as the rising generation’s ‘luxury belief’ – a creed espoused by members of an elite to enhance their status in each other’s eyes, with the harms experienced by the less fortunate. If you have social and financial capital, you can buy your way out of problems – if a facility you use jeopardises your safety or privacy, you will simply switch. It is poorer and older women who are stuck with the consequences of self-ID in women’s prisons, shelters and refuges, hospital wards and care homes. And some women’s apparent support for self-ID is deceptive, expressed for fear of what open opposition would bring. The few male academics and journalists who write critically on this topic tell me that they get only a fraction of the hate directed at their female peers (and are spared the sexualised insults and rape threats). This dynamic is reinforced by ageism, which is inextricably intertwined with misogyny – including internalised misogyny. I was astonished by the young female reviewer who described my book’s tone as ‘harsh’ and ‘unfortunate’. I wondered if she knew that sexists often say they would have listened to women if only they had stated their demands more nicely and politely, and whether she realised that once she is no longer young and beautiful, the same sorts of things will be said about her, too.

We dare not be original; our American Pine must be cut to the trim pattern of the English Yew, though the Pine bleed at every clip. This poet tunes his lyre at the harp of Goethe, Milton, Pope, or Tennyson. His songs might better be sung on the Rhine than the Kennebec. They are not American in form or feeling; they have not the breath of our air; the smell of our ground is not in them. Hence our poet seems cold and poor. He loves the old mythology; talks about Pluto—the Greek devil,—— the Fates and Furies—witches of old time in Greece,—-but would blush to use our mythology, or breathe the name in verse of our Devil, or our own Witches, lest he should be thought to believe what he wrote. The mother and sisters, who with many a pinch and pain sent the hopeful boyto college, must turn over the Classical Dictionary before they can find out what the youth would be at in his rhymes. Our Poet is not deep enough to see that Aphrodite came from the ordinary waters, that Homer only hitched into rhythm and furnished the accomplishment of verse to street talk, nursery tales, and old men’s gossip, in the Ionian towns; he thinks what is common is unclean. So he sings of Corinth and Athens, which he never saw, but has not a word to say of Boston, and Fall River, and Baltimore, and New York, which are just as meet for song. He raves of Thermopylae and Marathon, with never a word for Lexington and Bunkerhill, for Cowpens, and Lundy’s Lane, and Bemis’s Heights. He loves to tell of the Ilyssus, of “ smooth sliding Mincius, crowned with vocal reeds,” yet sings not of the Petapsco, the Susquehannah, the Aroostook, and the Willimantick. He prates of the narcissus, and the daisy, never of American dandelions andbue-eyed grass; he dwells on the lark and the nightingale, but has not a thought for the brown thrasher and the bobolink, who every morning in June rain down such showers of melody on his affected head. What a lesson Burns teaches us addressing his “rough bur thistle,” his daisy, “wee crimson tippit thing,” and finding marvellous poetry in the mouse whose nest his plough turned over! Nay, how beautifully has even our sweet Poet sung of our own Green river, our waterfowl,of the blue and fringed gentian, the glory of autumnal days.

another showed him back in Berlin, reviewing a throng of grateful Germans from the balcony of the German chancery. He had led Germany to military glory against all odds. The Third Reich built by his Nazis seemed invincible. Yet the restless erstwhile artist and miracle-working warlord was not finished. In fact, the most ambitious act of Nazi world building was yet to come. In Mein Kampf Hitler had made it abundantly clear that the long-term plan of National Socialism was the elimination of the Jews and the enslavement of the Slavs. Both goals were contingent on the conquest of the Soviet Union. Since a large percentage of European Jewry lived within her borders and those of Poland, a war in the east was necessary. Poland had now fallen, and German military forces were already sweeping through the country rounding up its Jewish citizenry. But the Soviet Union—the heart of “Jewish-Bolshevism”—remained untouched. To overcome the Aryans’ greatest racial enemy and subdue the Slavs, a full-scale invasion was necessary. As 1941 opened, then, Hitler prepared for what came to be known as Operation Barbarossa. Bringing Nazi ideology to fulfillment, it proved to be the greatest invasion in history. Hitler before the Eiffel Tower Hitler’s plans for the invasion of Russia were laid out in a series of meetings and reports during the spring. They were defined by a combination of utopian vision and nihilistic contempt. Gathering his generals before him on March 30, the leader declared that the coming struggle was not merely one of army against army but of culture against culture. It would be a “clash of two ideologies,” he explained. The Communists and Nazis had erected their states on the ruins of Christendom. Both Christianity, with its principle of charity, and humanism, with its celebration of autonomous individual dignity, were bankrupt. Wars in the past, he observed, had accommodated such values. But mercy and chivalry were now dead. Between opposing armies, he declared “we must forget the notion” of sympathy.150 The coming conflict will be “a war of annihilation.”151 Hitler’s generals got the message. One, Erich Hoepner (d. 1944), subsequently declared to his men with a combination of Darwinian objectivity and Nietzschean ruthlessness: The war against Russia is an essential phase in the German nation’s struggle for existence. It is the ancient struggle of the Germanic peoples against Slavdom, the defense of European culture against the Muscovite-Asiatic tide, the repulse of Jewish Bolshevism. That struggle must have as its aim the shattering of present-day Russia and therefore be waged with unprecedented hardness.

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NBC News reporter David Gregory was on a tear. Lecturing the NRA president—and the rest of the world—on the need for gun restrictions, the D.C. media darling and host of NBC’s boring Sunday morning gabfest, Meet the Press, Gregory displayed a thirty-round magazine during an interview. This was a violation of District of Columbia law, which specifically makes it illegal to own, transfer, or sell “high-capacity ammunition.” Conservatives demanded the Mr. Gregory, a proponent of strict gun control laws, be arrested and charged for his clear violation of the laws he supports. Instead the District of Columbia’s attorney general, Irv Nathan, gave Gregory a pass: Having carefully reviewed all of the facts and circumstances of this matter, as it does in every case involving firearms-related offenses or any other potential violation of D.C. law within our criminal jurisdiction, OAG has determined to exercise its prosecutorial discretion to decline to bring criminal charges against Mr. Gregory, who has no criminal record, or any other NBC employee based on the events associated with the December 23, 2012 broadcast. What irked people even more was the attorney general admitted that NBC had willfully violated D.C. law. As he noted: No specific intent is required for this violation, and ignorance of the law or even confusion about it is no defense. We therefore did not rely in making our judgment on the feeble and unsatisfactory efforts that NBC made to determine whether or not it was lawful to possess, display and broadcast this large capacity magazine as a means of fostering the public policy debate. Although there appears to have been some misinformation provided initially, NBC was clearly and timely advised by an MPD employee that its plans to exhibit on the broadcast a high capacity-magazine would violate D.C. law. David Gregory gets a pass, but not Mark Witaschek. Witaschek was the subject of not one but two raids on his home by D.C. police. The second time that police raided Witaschek’s home, they did so with a SWAT team and even pulled his terrified teenage son out of the shower. They found inoperable muzzleloader bullets (replicas, not live ammunition, no primer) and an inoperable shotgun shell, a tchotchke from a hunting trip. Witaschek, in compliance with D.C. laws, kept his guns out of D.C. and at a family member’s home in Virginia. It wasn’t good enough for the courts, who tangled him up in a two-year court battle that he fought on principle but eventually lost. As punishment, the court forced him to register as a gun offender, even though he never had a firearm in the city. Witaschek is listed as a “gun offender”—not to be confused with “sex offender,” though that’s exactly the intent: to draw some sort of correlation, to make possession of a common firearm seem as perverse as sexual offenses. If only Mark Witaschek got the break that David Gregory received.

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A Typical Description of an NDE (Near Death Experience) I asked Ring to describe for me a typical NDE. He told me: The first thing is a tremendous feeling of peace, like nothing else you have experienced. Most people say like never before and never again. People say [that it is] the peace that passes all understanding. Then there is the sense of bodily separation and sometimes the sense of actually being out of the body. There are studies that show that people can sometimes report veridically what is in their physical environment, e.g., the lint on the light fixtures above themselves. They could see in a three-hundred-sixty-degree panoramic vision. They had extraordinary acuity. Often when they went further into the experience, they went to a dark place that is sometimes described as a tunnel, but not always. They usually feel that there is a sense of motion; that they are moving through something that is vast almost beyond imagination. And yet they feel they don't have the freedom to go anywhere. They feel as if they were being propelled. The extreme sense of motion often seems to be one of acceleration. Some describe that they have felt as if they were moving a the speed of light or faster. One NDEr described this as superluminal-moving beyond the speed of light with tremendous accelerated motion through a kind of cylindrical vortex, and then, in the distance, the person describes a dot of light that suddenly grows larger, more brilliant, and all encompassing. Ring continued: At this stage of the experience there is an encounter with light. It seems to be a living light exuding pure love, complete acceptance, and total understanding. The individual feels that he is made of that light, that he has always been there, and that he has stepped out of time and stepped into eternity. This feeling is accompanied by a sense of absolute perfection. Being out of time introduces another aspect of the experience: a sense of destiny. Ring explained: Then there is a panoramic light review in which you see everything that has ever happened to you in your life. Not [only] just what you have done but the effects of your actions on others, the effects of your thoughts on others. The whole thing is laid out for you without being judged but with a complete understanding of why things were the way they were in your life. The best metaphor I can suggest for this is: as if you were the character in someone else's novel. There would be one moment outside of time where you would have the perspective of the author of that novel, and you have a sense of omniscience about that character. Why he did the things that he did, why he had affected others, and so on. It is a profound moment outside of time when this realization occurs. You see the whole raison d'etre of your life. You may also see scenes or fragments of scenes of your life if you choose to go back to your body. In other words, it is not only that you have flashbacks but you also seem to have flash-forwards of events that will occur almost at though there is a kind of blueprint for your life. And it is up to you at that moment. You have free choice because it is often left to you whether to go back to your life or to leave it behind. The people we talk with of course always make the choice to go back or sometimes are sent back.

British / Pakistani ISIS suspect, Zakaria Saqib Mahmood, is arrested in Bangladesh on suspicion of recruiting jihadists to fight in Syria • Local police named arrested Briton as Zakaria Saqib Mahmood, also known as Zak, living in 70 Eversleigh Road, Westham, E6 1HQ London • They suspect him of recruiting militants for ISIS in two Bangladeshi cities • He arrived in the country in February, having previously spent time in Syria and Pakistan • Suspected militant recruiter also recently visited Australia A forty year old Muslim British man has been arrested in Bangladesh on suspicion of recruiting would-be jihadists to fight for Islamic State terrorists in Syria and Iraq. The man, who police named as Zakaria Saqib Mahmood born 24th August 1977, also known as Zak, is understood to be of Pakistani origin and was arrested near the Kamalapur Railway area of the capital city Dhaka. He is also suspected of having attempted to recruit militants in the northern city of Sylhet - where he is understood to have friends he knows from living in Newham, London - having reportedly first arrived in the country about six months ago to scout for potential extremists. Militants: The British Pakistani man (sitting on the left) named as Zakaria Saqib Mahmood was arrested in Bangladesh. The arrested man has been identified as Zakaria Saqib Mahmood, sources at the media wing of Dhaka Metropolitan Police told local newspapers. He is believed to have arrived in Bangladesh in February and used social media websites including Facebook to sound out local men about their interest in joining ISIS, according Monirul Islam - joint commissioner of Dhaka Metropolitan Police - who was speaking at a press briefing today. Zakaria has openly shared Islamist extremist materials on his Facebook and other social media links. An example of Zakaria Saqib Mahmood sharing Islamist materials on his Facebook profile He targeted Muslims from Pakistan as well as Bangladesh, Mr Islam added, before saying: 'He also went to Australia but we are yet to know the reason behind his trips'. Zakaria saqib Mahmood trip to Australia in order to recruit for militant extremist groups 'From his passport we came to know that he went to Pakistan where we believe he met a Jihadist named Rauf Salman, in addition to Australia during September last year to meet some of his links he recruited in London, mainly from his weekly charity food stand in East London, ' the DMP spokesperson went on to say. Police believes Zakaria Mahmood has met Jihadist member Rauf Salman in Pakistan Zakaria Saqib Mahmood was identified by the local police in Pakistan in the last September. The number of extremists he has met in this trip remains unknown yet. Zakaria Saqib Mahmood uses charity food stand as a cover to radicalise local people in Newham, London. Investigators: Dhaka Metropolitan Police believe Zakaria Saqib Mhamood arrived in Bangladesh in February and used social media websites including Facebook to sound out local men about their interest in joining ISIS The news comes just days after a 40-year-old East London bogus college owner called Sinclair Adamson - who also had links to the northern city of Sylhet - was arrested in Dhaka on suspicion of recruiting would-be fighters for ISIS. Zakaria Saqib Mahmood, who has studied at CASS Business School, was arrested in Dhaka on Thursday after being reported for recruiting militants. Just one day before Zakaria Mahmood's arrest, local police detained Asif Adnan, 26, and Fazle ElahiTanzil, 24, who were allegedly travelling to join ISIS militants in Syria, assisted by an unnamed Briton. It is understood the suspected would-be jihadists were planning to travel to a Turkish airport popular with tourists, before travelling by road to the Syrian border and then slipping across into the warzone.

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Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

Before long the meeting at headquarters got down to a serious discussion of how General Bragg was to be dealt with, and Howard suddenly realized that he had never attended a strategy conference like this one: matters were not handled so informally in the Army of the Potomac. Grant and Thomas and Sherman simply talked things out, putting a whole campaign in review—Sherman bubbling with ideas, as always, Thomas full of solid facts about the roads and mountains and rivers where they would have to fight, Grant listening to both men and now and then putting in an observation of his own. Howard, who was not especially fanciful, felt that it was almost like being in a courtroom: Thomas was the learned judge, Sherman the brilliant advocate, and Grant was the jury whose verdict would settle everything.

[from 'Blade Runner 2049' review in 'Cut The Kink'] Here, in a reversal of 'The Force Awakens,' Harrison Ford survives and Gosling, his surrogate son, dies. The last shot of the film shows baby-boomer Ford creepily watching his daughter, a maker of memory implants, through a glass partition. Somehow, this generic version of the female has become the creator and repository of false memories, a scrapbooker of all the unnecessary backstories that have been weighing down screenplays since the original 'Blade Runner' came out. At one point we meet some official Hollywood-movie Tribal Scavengers, followed later by some official Hollywood-movie Meaningless Revolutionaries. Since at least the Matrix movies, such figures have heralded a revolution that never comes, though President Donald Sutherland did get trampled to death by rebels in 'The Hunger Games: Mockingjay, Part 2.

For example, after a white nationalist march and the murder of a counter-protester, the president of the United States said that there are “very fine people on both sides.” This comment would have been unthinkable from a high-ranking public official just a few years ago. Yet if we asked the president if he was a racist, I am confident that he would reply with a resounding no (in fact, he recently stated that he was “the least racist” person one could ever meet). In this chapter, I review various ways that racism has adapted over time to continue to produce racial disparity while it exempts virtually all white people from any involvement in, or benefit from, racism.

At the beginning of the meeting, the meeting leader spells out the goals. At the end, the participants go back through the agenda and review assignments to be clear on what needs to happen.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

In the agile model, every sprint lasts for about 2 to 4 weeks where the developer has to spend 20% time on design, 40% on development and 40% on testing, which includes daily stand up call and other sprint meetings such as planning, review and retrospective.

First off, be sure that you understand the purpose for taking these notes. For example, the goal of taking notes in a midsemester lecture might be very different from the notes you take in the review class before a big final. Similarly, what you’re trying to accomplish with the notes you take in a weekly meeting with your team is likely to be different from the notes you take in the week leading up to a major client presentation.

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

...the dramatist writing authentically of Scottish life and character requires a theatre which provides him with actors accomplished in Scottish speech and a producer capable of guiding them, and at present there is only one theatre, Gateway, which begins to meet his requirements.

The invention approach required the endurance to evaluate and discard many options and ideas. So, as we were considering which path to take—build or buy—we took countless meetings with different companies in the digital media business. In addition to enabling us to understand our options for potential acquisition, it was a productive way for us to get up to speed quickly on different aspects of the digital media business, as the founders and leaders of these companies shared their experience and insights from working on a variety of product challenges. In parallel, we were writing some of our first PR/FAQs for digital media products, which we would review and discuss with Jeff. The two processes reinforced one another, and by the end of 2004, our thinking and vision had become clearer. As

The majority of Christian men are doing exactly the same thing as John Mayer, but keeping it a secret. They are lying to themselves and to their significant others. They have become two people in one… the outside man they wish to portray publicly, and the inside man they presume will be rejected if others meet him. Therefore, they must hide their inner man at all costs.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

The Buddhist system is no different than other religious systems that contain laws with embedded exceptions. In reviewing various Buddhist doctrines, doctrines, I have identified three recurring recurring exceptions to the rule of killing: 1. The intention of the person who commits the violence. Is the act accidental or deliberate? 2. The nature of the victim. Is someone killing a human, an animal, or a supernatural being? If someone kills a human, how moral is that person? 3. The stature of the killer. When evaluating the violence, is the person a king, a soldier, or a butcher?

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process—and you have, in your brain, a filter for making choices about what to prioritize.

Many of the issues were foundational. Facebook never bothered to translate its community standards into languages spoken by tens of millions. It often used contractors to review content in other languages, and would route posts in Syrian and Iraqi Arabic to contractors in Morocco, for whom they were incomprehensible. An internal review referred to that as a failure to meet the “rock-bottom minimum” standard that contract moderators understand the language of the content they reviewed.

One important duty of public company directors is to oversee strategic planning, but in Waterloo it seemed like an afterthought. RIM’s board paid “limited attention” to strategic planning according to Protiviti. In 2009, the year Apple started taking big bites out of BlackBerry’s market share and RIM was betting heavily on Storm phones, the board’s Strategic Planning Committee met exactly once, for less than two hours, according to Protiviti. As RIM stepped up acquisitions of technology companies to bolster BlackBerry services, directors had little time to assess some deals. According to Protiviti, directors sometimes learned about deals during the same meeting they were asked for approval. Elsewhere, the board’s audit committee was asked to review financial press releases after publication. RIM’s employee count soared 53 percent to 12,800 in 2009. The surge of new hires was so great that “a number” of new executives were not vetted or approved by the board, Protiviti said. The report attributed the board’s inactivity to a lack by some directors of “sufficient understanding of the company’s business” and excessive deference to Balsillie and Lazaridis. “For these and other reasons, there has been some hesitancy for directors to question or challenge management,” the report concluded.

In Chapter 22, I mentioned people who fit the Seven S’s criteria, whose opinions have informed my own and provide me with further reasons to take the life-after death hypothesis seriously. They included: 1.A CEO of a major corporation 2.A former publisher who is the editor-in-chief of an award-winning newspaper 3.A former chairman of the department of surgery at a major university 4.A former chairman of the department of material sciences at a major university 5.An award winning composer for movies and television 6.A former high ranking staff member of the Joint Chiefs of Staff, 7.The director of a major foundation, educated at Harvard University, and 8.A distinguished anthropologist who was the director of an internationally known research institute. In the spirit of Criterion 5, I have reviewed this list and attempted to determine whether there were any responsible and justified reasons for challenging my evaluations of these people. Try as I might I cannot in good conscience dismiss any of these people as being untrustworthy. In sum, I cannot find valid reasons for concluding that these individuals no longer deserve my admiration and respect. Yes, I can point out a given person’s limitations (at least the ones I am aware of), but these do not impact the logic of my concluding that they meet each of the 7 S’s criteria for being credible and trustworthy. Hence, Criterion 3 passes the test posed by Criterion 5.

2011, I led the Department of Energy’s Quadrennial Technology Review to develop strategies for government support of emerging clean energy technologies. In one town hall meeting, I faced advocates for four different vehicle technologies—internal combustion engines powered by biofuels, compressed natural gas, hydrogen-powered fuel cells, and battery-powered plug-ins. Each of them believed that their technology was the optimal vision for the future, and that all the government had to do was support the development of the appropriate fueling infrastructure. When I reminded them that the country could probably deploy no more than two new fueling technologies at scale, a squabble ensued. There are several reasons I believe that electricity will fuel the passenger vehicles of the future, but one of them is that the existing electrical grid is a good start on the fueling infrastructure. If a widespread transition to plug-in electric cars does come about, systems thinking will be even more important as the electrical and transportation systems would have to work together to accommodate charging millions of vehicles.

Let’s meet Wednesday to see how you’re progressing and discuss any problems

The operation turned out badly—what can you say? More than once in Rouen I’ve seen a patient meet his end in the operating room under the well-groomed hands of Dr. Achille-Cléophas Flaubert. That is how it goes in our line of work, which you don’t know a damned thing about. One time you get lucky, the next you don’t, that’s the end of the story. So undress and lie down next to me, and I will claim my conjugal rights, just as I perform my marital duties as a sound husband and provider. Not a word more!

Judge Soper pointed out that the state could not pay the Hernandezes because they didn’t meet the state’s minimum criteria for a capital crimes case. The Bar Association recommended that such lawyers have ten years’ experience as attorney of record in fifty trials, forty of them involving felony charges, and thirty of the forty felony cases had to have been completed before a jury. The Hernandezes countered by saying it was California law to allow a defendant the counsel of his choice. They were licensed to practice law in California, were members of the bar in good standing, and were going to represent Richard Ramirez. She asked the Hernandezes how they expected to be paid, in that Richard was indigent. They said they’d drawn up an agreement in which Richard would give them the rights to any film or book deal. She said she would have to review it and would appoint private lawyer Victor E. Chavez to read it and see if it was legal or went against the laws preventing criminals from benefiting from their crimes. The Hernandezes said the agreement had been drawn up in El Paso, where there were no laws preventing assigning book and movie rights to lawyers for payment. Gallegos said he had no problem withdrawing from the case.