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.

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.

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.

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.

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.

...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.

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.

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.

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

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

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?

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.

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.

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.

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.

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.

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

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.

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.

When the pandemic started, most of the other medical practices in the Detroit area shut down, Dr. David Brownstein told me. “I had a meeting with my staff and my six partners. I told them, ‘We are going to stay open and treat COVID.’ They wanted to know how. I said, ‘We’ve been treating viral diseases here for twenty-five years. COVID can’t be any different.’ In all that time, our office had never lost a single patient to flu or flu-like illness. We treated people in their cars with oral vitamins A, C, and D, and iodine. We administered IV solution outside all winter with IV hydrogen peroxide and vitamin C. We’d have them put their butts out the car window and shot them up with intramuscular ozone. We nebulized them with hydrogen peroxide and Lugol’s iodine. We only rarely used ivermectin and hydroxychloroquine. We treated 715 patients and had ten hospitalizations and no deaths. Early treatment was the key. We weren’t allowed to talk about it. The whole medical establishment was trying to shut down early treatment and silence all the doctors who talked about successes. A whole generation of doctors just stopped practicing medicine. When we talked about it, the whole cartel came for us. I’ve been in litigation with the Medical Board for a year. When we posted videos from some of our recovered patients, they went viral. One of the videos had a million views. FTC filed a motion against us, and we had to take everything down.” In July 2020, Brownstein and his seven colleagues published a peer-reviewed article describing their stellar success with early treatment. FTC sent him a letter warning him to take it down. “No one wanted Americans to know that you didn’t have to die from COVID. It’s 100 percent treatable,” says Dr. Brownstein. “We proved it. No one had to die.

Step 6. Ensure That Your Environment Supports Your Goals Some people subscribe to the philosophy that if the cure doesn’t hurt, it can’t be working. When it comes to permanent changes in diet and lifestyle, the opposite philosophy is the best: The less painful the program, the more likely it is to succeed. Take steps to make your new life easier. Modify your daily behavior so that your surroundings work for you, not against you. Have the right pots, pans, and utensils to cook with; have the right spices, herbs, and seasonings to make your meals delicious; have your cookbooks handy and review them often to make your dishes lively and appealing. Make sure you give yourself the time to shop for food and cook your meals. Change your life to support your health. Don’t sacrifice your health for worthless conveniences. Avoid temptation. Very few people could quit smoking without ridding their house of cigarettes. Alcoholics avoid bars to stop drinking. Protect yourself by protecting your environment. Decrease the time when you are exposed to rich foods to avoid testing your “willpower.” One of the best ways to do this is to throw all the rich foods out of the house. Just as important is to replace harmful foods with those used in the McDougall Program for Maximum Weight Loss. If many of your meals are eaten away from home, make the situations meet your needs. Go to restaurants that offer at least one delicious, nutritious item. Ask the waiter to remove the butter and olive oil from the table. Accept invitations to dinner from friends who eat and live healthfully. Bring healthful foods with you whenever possible. Keep those people close who support your efforts and do not try to sabotage you. Ask family and friends to stop giving you boxes of candy and cakes as gifts. Instead suggest flowers, a card, or a fruit basket. Tell your mother that if she really loves you she’ll feed you properly, forgoing her traditional beef stroganoff.

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.

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.

Sinclair James - English Communication Language in Asia Is English Language a Hindrance to Communication for Foreigners in Asia? One of the hesitations of westerners in coming to Asia is the language barrier. True, Asia has been a melting pot of different aspects of life that in every country, there is a distinct characteristic and a culture which would seem odd to someone who grew up in an entirely different perspective. Language is one of the most flourishing uniqueness of Asian nations. Although their boundaries are emphasized by mere walls which can be broken down easily, the brand of each individual can still be determined on the language they use or most comfortable with. Communication may be a problem as it is an issue which neighboring countries also encounter on each other. Message relays or even simple gestures, if interpreted wrongly can cause conflicts. Indeed, the complaints are valid. However, on the present day number of American and European visitors and the boost in tourism economies, language barriers seem to have been surpassed. Perhaps, the problem may not even exist at all. According to English Language Proficiency Test (ELPT) and International English Language Testing System (IELTS), Asian countries are not altogether illiterate in speaking and understanding the universal language. If so, there are countries which can even speak English as fluent as any native can. Take for example the Philippines. Once in Manila, the country’s capital, you will find thousands of individuals representing different nationalities. The center for business growth in the country, Business Process Outsourcing (BPO) has proven the literacy of the people in conversing using the international language. Clients from abroad prefer Filipinos in dealing with customers concern since they can easily comprehend grasp and explain things in English. ELPT and IELTS did not even include the Philippines in the list of the top English speaking nations in Asia since they are already considered one of the best and most fluent in this field. Other neighboring Asian countries also send their citizens to the Philippines to learn English. With a mixture of British and American English being used in everyday conversations, the Philippines has to be considered to be included in the top 5 most native English speakers. You may even be surprised to meet a young child in Manila who has not gone to school or mingled with foreigners but can speak and understand English. Singapore, Indonesia, Malaysia and most Asian countries, if indeed all, can also easily understand and speak English. It seems that the concern for miscommunication has completely no basis and remains a groundless issue. Maybe perhaps, those who say this just want to find a dumb excuse? Read more at: SjTravels.com

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.

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.

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

I no longer believed in the idea of soul mates, or love at first sight. But I was beginning to believe that a very few times in your life, if you were lucky, you might meet someone who was exactly right for you. Not because he was perfect, or because you were, but because your combined flaws were arranged in a way that allowed two separate beings to hinge together.” ― Lisa Kleypas, Blue-Eyed Devil tags: love, relationships, romance 6811 likes Like Liked! view quote Share on TwitterLikes the quote "I no longer believed in the idea of soul mates, or love at first sight. But I was beginning to believe that a very few times in your life, if you were lucky, you might meet someone who was exactly right for you. Not because he was perfect, or because you were, but because your combined flaws were arranged in a way that allowed two separate beings to hinge together." always post: reviews user statuses

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

From a nitty-gritty, practical standpoint, here is the drill that can get you there:   Loose Papers Pull out all miscellaneous scraps of paper, business cards, receipts, and so on that have crept into the crevices of your desk, clothing, and accessories. Put it all into your in-basket for processing.   Process Your Notes Review any journal entries, meeting notes, or miscellaneous notes scribbled on notebook paper. List action items, projects, waiting-fors, calendar events, and someday/ maybes, as appropriate. File any reference notes and materials. Stage your “Read/Review” material. Be ruthless with yourself, processing all notes and thoughts relative to interactions, projects, new initiatives, and input that have come your way since your last download, and purging those not needed.   Previous Calendar Data Review past calendar dates in detail for remaining action items, reference information, and so on, and transfer that data into the active system. Be able to archive your last week’s calendar with nothing left uncaptured.   Upcoming Calendar Look at future calendar events (long- and short-term). Capture actions about arrangements and preparations for any upcoming events.   Empty Your Head Put in writing (in appropriate categories) any new projects, action items, waiting-fors, someday/maybes, and so forth that you haven’t yet captured.   Review “Projects” (and Larger Outcome) Lists Evaluate the status of projects, goals, and outcomes one by one, ensuring that at least one current kick-start action for each is in your system.   Review “Next Actions” Lists Mark off completed actions. Review for reminders of further action steps to capture.   Review “Waiting For” List Record appropriate actions for any needed follow-up. Check off received items.   Review Any Relevant Checklists Is there anything you haven’t done that you need to do?   Review “Someday/Maybe” List Check for any projects that may have become active and transfer them to “Projects.” Delete items no longer of interest.   Review “Pending” and Support Files Browse through all work-in-progress support material to trigger new actions, completions, and waiting-fors.   Be Creative and Courageous Are there any new, wonderful, hare-brained, creative, thought-provoking, risk-taking ideas you can add to your system?

Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together

To the early American his state government was at least on a par with the federal government in his esteem. Illustrative is the following incident: President Washington was about to arrive at Boston on a visit, and Governor Hancock was perturbed over a matter of protocol; would he be compromising the dignity of the Commonwealth of Massachusetts if he went to meet the “father of his country” on arrival, or would it be more proper that the President call at the state Capitol? The Governor finally settled the problem by pleading illness…. The sequel to that incident is worth noting. President Washington was asked to review the Massachusetts militia; he refused on the ground that the militia was the military arm of the state, not the federal government; after all, the tacit understanding in those days was that the militia might be called upon to face the federal army.

Nothing was going to compromise my freedom to walk the streets whenever, wherever and with whomever I wanted. I saw fame as being akin to living in a high-security prison and I didn’t want to go there. How can you win just enough and then leave the table? Go to a Gamblers Anonymous meeting and you’ll see it’s easier said than done. I’d have to be very careful to not let things get out of control. I resolutely avoided looking at charts, bank balances, reviews, radio or television appearances, and carried on like nothing out of the ordinary had happened.

KEY POINTS—EMBRACING ACCOUNTABILITY • Accountability on a strong team occurs directly among peers. • For a culture of accountability to thrive, a leader must demonstrate a willingness to confront difficult issues. • The best opportunity for holding one another accountable occurs during meetings, and the regular review of a team scoreboard provides a clear context for doing so.

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

Love MINECRAFT? **Over 18,000 words of kid-friendly fun!** This high-quality fan fiction fantasy diary book is for kids, teens, and nerdy grown-ups who love to read epic stories about their favorite game! Meet the Skull Kids. They're three Minecraft players who hop from world to world, hunting zombies and searching for the elusive Herobrine--the ghost in the machine. Teleporting down into a new world, the group is surprised to find that the game has changed once again, rendering almost ALL of their technology and mods useless. And when two of the Skull Kids are starving and distracted by exploring a desert village on Day 1 of their new adventure, the whole group is in danger when the sun goes down. Will the Skull Kids survive? Thank you to all of you who are buying and reading my books and helping me grow as a writer. I put many hours into writing and preparing this for you. I love Minecraft, and writing about it is almost as much fun as playing it. It’s because of you, reader, that I’m able to keep writing these books for you and others to enjoy. This book is dedicated to you. Enjoy!! After you read this book, please take a minute to leave a simple review. I really appreciate the feedback from my readers, and love to read your reactions to my stories, good or bad. If you ever want to see your name/handle featured in one of my stories, leave a review and tell me about it in there! And if you ever want to ask me any questions, or tell me your idea for a cool Minecraft story, you can email me at steve@skeletonsteve.com. Are you on my Amazing Reader List? Find out at the end of the book! June 29th, 2016 Now I’m going to try something a little different. Tell me what you guys think! This ‘Players Series’ is going to be a continuing series of books following my new characters, the players Renzor51, Molly, and quantum_steve. Make sure to let me know if you like it or not! Would you still like to see more books about mobs? More books about Cth’ka the Creeper King? I’m planning on continuing that one. ;) Don’t forget to review, and please say hi and tell me your ideas! Thanks, Ryan Gallagher, for the ideas to continue the wolf pack book! Enjoy the story. P.S. - Have you joined the Skeleton Steve Club and my Mailing List?? You found one of my diaries!! This particular book is the continuing story of some Minecraft players—a trio of friends who leap from world to world, searching for the elusive Herobrine. They’re zombie hunters and planeswalkers. They call themselves “The Skull Kids”. Every time these Skull Kids hop into a new world, they start with nothing more than the clothes they’re wearing, and they end up dominating the realm where they decide to live. What you are about to read is the first collection of diary entries from Renzor51, the player and member of the Skull Kids who documents their adventures, from the day they landed on Diamodia and carved out their own little empire, and beyond. Be warned—this is an epic book! You’re going to care about these characters. You’ll be scared for them, feel good for them, and feel bad for them! It’s my hope that you’ll be sucked up into the story, and the adventure and danger will be so intense, you’ll forget we started this journey with a video game! With that, future readers, I present to you the tale of the Skull Kids, Book 1. The Skull Kids Ka-tet Renzor51 Renzor51 is the warrior-scribe of the group, and always documents the party’s adventures and excursions into game worlds. He’s a sneaky fighter, and often takes the role of a sniper, but can go head to head with the Skull Kids’ enemies when needed. A natural artist, Renzor51 tends to design and build many of the group’s fortresses and structures, and keeps things organized. He also focuses a lot on weapon-smithing and enchanting, always seeking out ways to improve his gear. Molly

What would a broad scientific code of ethics look like? It would lay out the moral and ethical principles under which science should and should not be conducted. It would have some means of enforcement or exposure of scientists who did not meet this standard, so the public could evaluate their claims in that context. It would have guidelines for best practices in research, peer review, independence, and disclosure.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

PARTIES, CONFERENCES AND NETWORKING EVENTS. You’ve got to be honest with yourself; this was the actual lesson you’ve been dreading, only if you are a natural extrovert, there are some things that are more stressful than going to parties and other networking activities. Today is going to be a bit tough, so you are going to have to be tougher. This is where all the lessons you’ve learnt so far will pay off. When you’re in a party, a conference or networking event, you are likely to hold one of four possible roles. How you react to the event will depend on this role. The possibilities include: Host/Greeter. Guest. Networker. Support. People will definitely come to you if you’re in the first category, making introduction moderately easy and opportunities for small talk plentiful. You may be in charge of giving a presentation or attending to a table at a convention or any similar event. Make sure to create eye contact and smile at strangers to acknowledge them, someone will approach you in no time. Topics that may outstand may include how successful the turnout was or other positive factors that craved out of the event. If you happen to be a guest or a visitor, the challenge is on you to approach and kick start conversations. The golden rule for breaking ice at events and starting small talks ate networking arena are remarkably the same. You have to keep one thing in mind; everyone attends a party with the intention of meeting a new person and talking with them. So, if you find out that your introduction is not so much an imposition as making it up to meet new people, you will find it much compelling and easy. Your best topics in this case are basically probing enquires about what brings your other party to the event and if you have mutual acquaintances. Your own work as a networker is a little bit different from being a host or guest. As a networker, you have to join groups, or even groups of groups in a cohesive way. You may need to go in to many conversations in the middle. The best way to go about this is to smile or enthusiastically go with something that was just said. When this is done, be careful not to shoehorn your conversation topics in to small talks, but try to carefully merge in to each of them as if you’re approaching from a highway on- ramp. Support is the final role, and the sad part about this is that you might find yourself at the end catering an event or working as a neutral staff. Even with that, you may still create opportunities for personal networking or even very revealing small talks during the course of the event. Conversation with other staff, special guests or even the host can turn out to invaluable connections that you can make use of later. With this at the back of your mind, always prepare for short conversations when you’re working an event just as seriously as if you were attending the event as a special guest. Maybe you’re not that kind of person that can withstand large crowd, take a break to regain who you are and review the topical assessments you prepared in the previous lessons. Don’t forget to excuse yourself so you can move around in the event centre on a regular basis, perhaps going for another role you think you’re capable of. This particular aspect does not have any other way to go about it. In fact, it might take the next 5 days before you put the whole concept together, and you may need to combine the zeal with tomorrow’s lesson. Now, you should go for a party or be the host to one yourself so you can utilize all these principles you learnt today. There’s no way to wave this, you have to learn it and be perfect. Bring your partner who has been your support all this while along to tackle the four roles and many more within the time frame. Until then, maintain the free flow with ease.

When Bindi, Robert, and I got home on the evening of Steve’s death, we encountered a strange scene that we ourselves had created. The plan had been that Steve would get back from his Ocean’s Deadlist film shoot before we got back from Tasmania. So we’d left the house with a funny surprise for him. We got large plush toys and arranged them in a grouping to look like the family. We sat one that represented me on the sofa, a teddy bear about her size for Bindi, and a plush orangutan for Robert. We dressed the smaller toys in the kids’ clothes, and the big doll in my clothes. I went to the zoo photographer and got close-up photographs of our faces that we taped onto the heads of the dolls. We posed them as if we were having dinner, and I wrote a note for Steve. “Surprise,” the note said. “We didn’t go to Tasmania! We are here waiting for you and we love you and miss you so much! We will see you soon. Love, Terri, Bindi, and Robert.” The surprise was meant for Steve when he returned and we weren’t there. Instead the dolls silently waited for us, our plush-toy doubles, ghostly reminders of a happier life. Wes, Joy, and Frank came into the house with me and the kids. We never entertained, we never had anyone over, and now suddenly our living room seemed full. Unaccustomed to company, Robert greeted each one at the door. “Take your shoes off before you come in,” he said seriously. I looked over at him. He was clearly bewildered but trying so hard to be a little man. We had to make arrangements to bring Steve home. I tried to keep things as private as possible. One of Steve’s former classmates at school ran the funeral home in Caloundra that would be handling the arrangements. He had known the Irwin family for years, and I recall thinking how hard this was going to be for him as well. Bindi approached me. “I want to say good-bye to Daddy,” she said. “You are welcome to, honey,” I said. “But you need to remember when Daddy said good-bye to his mother, that last image of her haunted him while he was awake and asleep for the rest of his life.” I suggested that perhaps Bindi would like to remember her daddy as she last saw him, standing on top of the truck next to that outback airstrip, waving good-bye with both arms and holding the note that she had given him. Bindi agreed, and I knew it was the right decision, a small step in the right direction. I knew the one thing that I had wanted to do all along was to get to Steve. I felt an urgency to continue on from the zoo and travel up to the Cape to be with him. But I knew what Steve would have said. His concern would have been getting the kids settled and in bed, not getting all tangled up in the media turmoil. Our guests decided on their own to get going and let us get on with our night. I gave the kids a bath and fixed them something to eat. I got Robert settled in bed and stayed with him until he fell asleep. Bindi looked worried. Usually I curled up with Robert in the evening, while Steve curled up with Bindi. “Don’t worry,” I said to her. “Robert’s already asleep. You can sleep in my bed with me.” Little Bindi soon dropped off to sleep, but I lay awake. It felt as though I had died and was starting over with a new life. I mentally reviewed my years as a child growing up in Oregon, as an adult running my own business, then meeting Steve, becoming his wife and the mother of our children. Now, at age forty-two, I was starting again.

It felt as though I had died and was starting over with a new life. I mentally reviewed my years as a child growing up in Oregon, as an adult running my own business, then meeting Steve, becoming his wife and the mother of our children. Now, at age forty-two, I was starting again.

It felt as though I had died and was starting over with a new life. I mentally reviewed my years as a child growing up in Oregon, as an adult running my own business, then meeting Steve, becoming his wife and the mother of our children. Now, at age forty-two, I was starting again. I kept going over and over what had happened. I wanted to talk to everyone who had been there with Steve on the day of his accident. But I thought it more important to focus on our life together instead. Often, while we were on an adventure, it struck me as almost surreal for us to be in a tropical rain forest, for example, or on a South Pacific island, visiting the Galapagos, or trekking in snow-capped wilderness in America. I felt like I had been living in a movie.

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If the people aren’t motivated, they don’t need to sign up for motivation training – they need a different job! They might rotate to another position, go to work in a different office, participate more in project meetings or find another way to work for us on a part-time, commission or representative basis. We can adapt if they can.” – Ricardo Semler

Keep a list in your journal of all the ways you have responded productively in difficult situations, as well as the impact your response had on others. You may want to review this list before meetings or conversations you anticipate may become challenging.

If you avoid the presenter’s eyes, yawn, or read the newspaper it’s worse than not being there at all. Lack of interest undermines the confidence of the presenter. Remember that you are spending a big part of your working day at the review. Make that time as valuable for yourself and your organization as you can. Pay attention and jot down things you’ve heard that you might try. Ask questions if something is not clear to you and speak up if you can’t go along with an approach being recommended. And if a presenter makes a factual error, it is your responsibility to go on record. Remember, you are being paid to attend the meeting, which is not meant to be a siesta in the midst of an otherwise busy day. Regard attendance at the meeting for what it is: work. Mission-Oriented

Review agendas with your client, before meetings, before phone calls, before discussions. Clients should know that they can expect you to always solicit their views on how time will be spent. 6.

In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.

It didn’t necessarily mean that he’d been awake all night washing away his mother’s blood. She looked under the bed and felt behind the wardrobe. No porn. No girlie posters on the walls. In fact there were no pictures on the walls at all, only a framed certificate from his catering course. What did he do for sex? Probably used the Internet, like most of the UK’s male population. It came to Vera that more than likely he was a virgin. In contrast, Miranda’s room was surprisingly big. Opulent and glamorous in an old-fashioned way. It held a double bed, piled with pillows and silk-covered cushions, in various shades of purple. These seemed to have been artfully arranged – another sign, Vera thought, that Miranda hadn’t been to bed the night before. There was a small wrought-iron grate, just for decoration now. Where the fire would once have been laid stood a candle in a big blue candle-holder, identical to the one on the table on the terrace. Was that significant? Vera tried to remember if she’d seen one like it in the main house. On one side of the chimneybreast, bookshelves had been built into the alcove, and on the other stood a big Victorian wardrobe. There was a dressing table with an ornate framed mirror under the window, and an upholstered stool in front of it. No PC. So what did Miranda do for sex? The question came, unbidden, into her head. Vera sat on the stool and gave a wry smile into the mirror. She knew her team had sometimes asked the same question about her. But not recently. As you got older, folk seemed to think you could do without. This is where Miranda would have sat to prepare herself to meet the residents. Again Vera was reminded of an ageing actress. Her dressing table was scattered with make-up. The woman hadn’t shared her son’s obsession with order and cleanliness. And beyond the mirror there was a view to the coast. It wasn’t possible to see the terrace from here – it was in the shadow of the big house. But the beach was visible. What had Miranda been thinking as she put on her face, as she brushed her hair and held it in place with spray? That her life as a writer was over? Or did she still hope for the big break, the posters on the Underground and the reviews in the Sunday papers? Was she still writing? It seemed to Vera that this question was so important, so fundamental, that she’d been a fool not to consider it before. If Miranda had written a new book, and Tony Ferdinand had offered to help her find a home for it, of course Miranda would be shattered to find him dead. The stabbed body would symbolize her shattered dreams. It wouldn’t be easy for a middle-aged

At its core, town government is the closest government to the people and, accordingly, you truly get a flavor for the residents of the town by watching their best-and-brightest elected leaders reviewing rezoning applications peacefully during one meeting and cussing one another out at the next. Oftentimes, members conduct themselves just as professionally mundane as in any other form of government, but when they do flare up, it’s the sort of rocket launch that occasionally gets the cops and/or the courts involved, as I covered multiple times in Haymarket. (My favorite, of course, involved a town council member being found guilty of “using abusive language” following a dispute about what synonym for testicle he told the mayor to suck during a parade.) After all, nothing exemplifies former U.S. House Speaker Tip O’Neill’s famous observation that “All politics is local” like town government, especially with the more modern take that “All politics is personal.

for teams to flag problems that they see. On a monthly basis, bring people together to review them and figure out which ones are worth solving. 9. Stop assigning devil’s advocates and start unearthing them. Dissenting opinions are useful even when they’re wrong, but they’re only effective if they’re authentic and consistent. Instead of assigning people to play the devil’s advocate, find people who genuinely hold minority opinions, and invite them to present their views. To identify these people, try appointing an information manager—make someone responsible for seeking out team members individually before meetings to find out what they know. 10. Welcome criticism. It’s hard to encourage dissent if you don’t practice what you preach. When Ray Dalio received an email criticizing his performance in an important meeting, copying it to the entire company sent a clear message that he welcomed negative feedback. By inviting employees to criticize you publicly, you can set the tone for people to communicate more openly even when their ideas are unpopular.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

After dinner I went off by myself, opened my engagement book, and thought over all the interviews, discussions, and meetings that had taken place during the week. I asked myself: “ ‘What mistakes did I make that time?’ “ ‘What did I do that was right—and in what way could I have improved my performance?’ “ ‘What lessons can I learn from that experience?’ “I often found that this weekly review made me very unhappy. I was frequently astonished at my own blunders. Of course, as the years passed, these blunders became less frequent. Sometimes I was inclined to pat myself on the back a little after one of these sessions. This system of self-analysis and self-education, which continued year after year, did more for me than any other one thing I have ever attempted.

The bizarre killing of the calf and the potentially deadly nighttime encounter with phantom creatures that were shot but left no blood and few tracks did not appear to fulfill the criteria of anything that could be reported at a scientific meeting. Nor could this kind of incident be written up for a peer-reviewed science journal. In fact, beyond the videotaped track in the snow, there was no physical evidence that this incident had ever happened. And at a subsequent Science Advisory Board meeting, the board made it abundantly clear that these events, in the absence of physical evidence, did not constitute verification of anything. Little did we know that these unexpected events would become part of an increasingly frustrating pattern of transient, difficult-to-interpret, but frightening events and phenomena that would never again be repeated in our presence.

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.

...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