Senior Ads Quotes

Senior executives shouldn’t be wasting time debating whether the best background color for an ad is yellow or blue. Just run an experiment. This leaves management free to worry about the stuff that is hard to quantify, which is usually a much better use of their time.

Added to my distress was the realization that many of the “independent” investigative reports clearly laid the blame for the abuses at the feet of senior officers

When I told a senior officer ... that I must have a new head gunner, he remarked that the present man was a delightful person and was also a golf champion. I agreed he was delightful, but added that unfortunately the game we were about to play was not golf.

Yeah!" said the Dean, now in a grip of a wild, unwizardly machismo. "We're mean! Yeah! Are we mean?" The Archchancellor raised his eyebrows, and then turned to the rest of the wizards. "Are we mean?" he said. "Er.. I'm feeling reasonably mean," said the Lecturer of Recent Runes. "I'm definitely very mean, I think," said the Bursar. "It's having no boots that does it," he added. "I'll be mean if everyone else is," said the Senior Wrangler. The Archchancellor turned back to the Dean. "Yes," he said, "it appears that we are all mean." "Yo!" said the Dean. "Yo what?" said Ridcully. "It's not a yo what, it's just a yo," said the Senior Wrangler, behind him. "It's a general street greeting and affirmative with convivial military ingroup and masculine bonding-ritual overtones." "What? What, like 'jolly good'?" said Ridcully. "I suppose so..." said the Senior Wrangler, reluctantly.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

Actually, Bush, technically speaking, is not really President-because he refused to take the Oath of Office. I don’t know how many of you noticed this, but the wording of the Oath of Office is written in the Constitution, so you can’t fool around with it-and Bush refused to read it. The Oath of Of­fice says something about, ”I promise to do this, that, and the other thing,” and Bush added the words, ”so help me God.” Well, that’s illegal: he’s not President, if anybody cares.

One of the junior lawyers was given to exhaling in disgust at statements she didn’t like and then interrupting aggressively, no matter who was speaking. This annoyed many of her colleagues. I loved it. I wanted her on the team because I knew she didn’t care about rank at all. Her directness added value even when she was wrong. I wanted to hear her perspective and knew it would come without prompting, even if she interrupted a senior official to offer it. That interruption would stimulate great conversation.

Had she been able to listen to her body, the true Virginia would certainly have spoken up. In order to do so, however, she needed someone to say to her: “Open your eyes! They didn’t protect you when you were in danger of losing your health and your mind, and now they refuse to see what has been done to you. How can you love them so much after all that?” No one offered that kind of support. Nor can anyone stand up to that kind of abuse alone, not even Virginia Woolf. Malcolm Ingram, the noted lecturer in psychological medicine, believed that Woolf’s “mental illness” had nothing to do with her childhood experiences, and her illness was genetically inherited from her family. Here is his opinion as quoted on the Virginia Woolf Web site: As a child she was sexually abused, but the extent and duration is difficult to establish. At worst she may have been sexually harassed and abused from the age of twelve to twenty-one by her [half-]brother George Duckworth, [fourteen] years her senior, and sexually exploited as early as six by her other [half-] brother… It is unlikely that the sexual abuse and her manic-depressive illness are related. However tempting it may be to relate the two, it must be more likely that, whatever her upbringing, her family history and genetic makeup were the determining factors in her mood swings rather than her unhappy childhood [italics added]. More relevant in her childhood experience is the long history of bereavements that punctuated her adolescence and precipitated her first depressions.3 Ingram’s text goes against my own interpretation and ignores a large volume of literature that deals with trauma and the effects of childhood abuse. Here we see how people minimize the importance of information that might cause pain or discomfort—such as childhood abuse—and blame psychiatric disorders on family history instead. Woolf must have felt keen frustration when seemingly intelligent and well-educated people attributed her condition to her mental history, denying the effects of significant childhood experiences. In the eyes of many she remained a woman possessed by “madness.” Nevertheless, the key to her condition lay tantalizingly close to the surface, so easily attainable, and yet neglected. I think that Woolf’s suicide could have been prevented if she had had an enlightened witness with whom she could have shared her feelings about the horrors inflicted on her at such an early age. But there was no one to turn to, and she considered Freud to be the expert on psychic disorders. Here she made a tragic mistake. His writings cast her into a state of severe uncertainty, and she preferred to despair of her own self rather than doubt the great father figure Sigmund Freud, who represented, as did her family, the system of values upheld by society, especially at the time.   UNFORTUNATELY,

I don’t know if I’ll get in at Stanford,” one premed said to me after he had sent in his application. “Or anywhere else,” he added. Another mentioned a different school, but the students’ worries were essentially the same. I seldom got involved in what I called freaking out, but this kind of talk happened often, especially during our senior year. One time when this freaking out was going on and I didn’t enter in, one of my friends turned to me, “Carson, aren’t you worried?” “No,” I said. “I’m going to the University of Michigan Medical School.” “How can you be so sure?” “It’s real simple. My father owns the university.” “Did you hear that?” he yelled at one of the others. “Carson’s old man owns the University of Michigan.” Several students were impressed. And understandably because they came from extremely wealthy homes. Their parents owned great industries. Actually, I had been teasing, and maybe it wasn’t playing fair. As a Chrisitan, I believe that God— my Heavenly Father— not only created the universe, but He controls it. And, by extension, God owns the University of Michigan and everything else. I never did explain.

Bollywood's economic workings are more mysterious. It still exists in what was known as the informal and high-risk sector of the Indian economy. Banks rarely invest in Bollywood, where moneylenders are rampant, demanding up to 35 percent interest. The big corporate houses seem no less keen to stay away from filmmaking. A senior executive with the Tatas, one of India's prominent business families, told me, "We went into Bollywood, made one film, lost a lot of money, and got out of it fast," adding that "the place works in ways we couldn't begin to explain to our shareholders." Since only six or seven of the two hundred films made each year earn a profit, the industry has generated little capital of its own. The great studios of the early years of the industry are now defunct. It is outsiders- regular moneylenders, small and big businessmen, real estate people, and, sometimes, mafia dons- who continue to finance new films, and their turnover, given the losses, is rapid. Their motives are mixed: sex, glamour, money laundering, and, more optimistically, profit. They rarely have much to do with the desire to make original, or even competent, films.

Ladies,” he said as he stepped forward. “I’m afraid we don’t have enough tents or saddles to add you to the group.” “I already tried to stop them,” Elaine said, “but they insisted.” She turned to Phoebe. “Eddie and Gladys are known for being a little hardheaded.” “Among other things,” Maya added wryly. “That one’s Eddie, and that one’s Gladys,” she said, pointing. “We’re not additions,” Eddie said, “we’re replacements.” Gladys dug through the large black purse strapped over her forearm and pulled out a checkbook. “We met a nice couple at Ronan’s last night, and they couldn’t say yes fast enough when we offered to buy their spots on the cattle drive.” “They said they’re gonna stay in town and get a hot stone massage every day instead.” “But--” “We already paid,” Eddie said. “Five hundred bucks a pop. Figured it would be worth it if we could see some sexy cowboys. We’ve taken riding lessons from Shane Stryker, but he refuses to take off his shirt for us. I hope you’re not going to be so stubborn.” Phoebe thought Zane might call off the whole thing, after all, but all he did was mutter, “Fine. Head inside, I’ll bring your things.” She supposed the novices were a bit of a challenge and senior novices would be even more of one, but to her mind, the older women were quirky and delightful. “We’re mighty excited about this trip,” Gladys said. “Eddie here has wanted to go on a cattle drive since she first saw City Slickers.” She winked. “Not that either of us have a hankering to help with a birthing, mind you. It looked a tad messy.” Phoebe was charmed.

Postscript, 2005 From the Publisher ON APRIL 7, 2004, the Mid-Hudson Highland Post carried an article about an appearance that John Gatto made at Highland High School. Headlined “Rendered Speechless,” the report was subtitled “Advocate for education reform brings controversy to Highland.” The article relates the events of March 25 evening of that year when the second half of John Gatto’s presentation was canceled by the School Superintendent, “following complaints from the Highland Teachers Association that the presentation was too controversial.” On the surface, the cancellation was in response to a video presentation that showed some violence. But retired student counselor Paul Jankiewicz begged to differ, pointing out that none of the dozens of students he talked to afterwards were inspired to violence. In his opinion, few people opposing Gatto had seen the video presentation. Rather, “They were taking the lead from the teacher’s union who were upset at the whole tone of the presentation.” He continued, “Mr. Gatto basically told them that they were not serving kids well and that students needed to be told the truth, be given real-life learning experiences, and be responsible for their own education. [Gatto] questioned the validity and relevance of standardized tests, the prison atmosphere of school, and the lack of relevant experience given students.” He added that Gatto also had an important message for parents: “That you have to take control of your children’s education.” Highland High School senior Chris Hart commended the school board for bringing Gatto to speak, and wished that more students had heard his message. Senior Katie Hanley liked the lecture for its “new perspective,” adding that ”it was important because it started a new exchange and got students to think for themselves.” High School junior Qing Guo found Gatto “inspiring.” Highland teacher Aliza Driller-Colangelo was also inspired by Gatto, and commended the “risk-takers,” saying that, following the talk, her class had an exciting exchange about ideas. Concluded Jankiewicz, the students “were eager to discuss the issues raised. Unfortunately, our school did not allow that dialogue to happen, except for a few teachers who had the courage to engage the students.” What was not reported in the newspaper is the fact that the school authorities called the police to intervene and ‘restore the peace’ which, ironically enough, was never in the slightest jeopardy as the student audience was well-behaved and attentive throughout. A scheduled evening meeting at the school between Gatto and the Parents Association was peremptorily forbidden by school district authorities in a final assault on the principles of free speech and free assembly… There could be no better way of demonstrating the lasting importance of John Taylor Gatto’s work, and of this small book, than this sorry tale. It is a measure of the power of Gatto’s ideas, their urgency, and their continuing relevance that school authorities are still trying to shut them out 12 years after their initial publication, afraid even to debate them. — May the crusade continue! Chris Plant Gabriola Island, B.C. February, 2005

A good campaign usually deploys multiple tactics: paid media (TV ads, digital ads, radio ads, print ads), earned media (which is just jargon for public relations), opposition research (a euphemism for digging up dirt on someone), field (canvassing, door knocking, flyers, lit drops, posters, phone calls), lobbying (personal connections in one way or another), and today, perhaps more than anything else, social media. We went at it on every front. I convened a meeting of our senior team every morning at 8 a.m. to discuss what we could to do to drive Anthony from the race. Here’s the best of what we did: Earned media: I kicked things off by saying, on the front page of the New York Times, that if Anthony ran, I’d add an extra $20 million to our campaign budget to ensure that we destroyed his reputation so thoroughly, he’d never be able to run for anything ever again. In retrospect, the threat probably landed harder than I realized because Anthony was already starting to self-destruct. (It wasn’t like what he got caught doing on Twitter didn’t exist in other, pre-Twitter formats before then.) We started exactly where anyone would when it comes to Anthony Weiner: sex. In his time as a member of the House, Anthony had passed all of one bill. And that one illustrious piece of legislation was to give more visas to models. Yep, protecting the rights of hot women was Anthony’s sole achievement in office. That was a good point to make but not an exposé in and of itself. But then our research team noticed something: Anthony had also received campaign contributions from many of the models who received highly coveted H1B visas. Not only was this pay-to-play (give contributions, get government favors), it was illegal.

Evan was attracted to technology early on, building his first computer in sixth grade and experimenting with Photoshop in the Crossroads computer lab. He would later describe the computer teacher, Dan, as his best friend. Evan dove into journalism as well, writing for the school newspaper, Crossfire. One journalism class required students to sell a certain amount of advertising for Crossfire as part of their grade. Evan walked around the neighborhood asking local businesses to buy ads; once he had exceeded his sales goals, he helped coach his peers on how to pitch businesses and ask adults for money. By high school, the group of 20 students Evan had started with in kindergarten had grown to around 120. Charming, charismatic, and smart, Evan threw parties at his dad’s house that were “notorious” in his words. Evan’s outsized personality could rub people the wrong way at times, but his energy, organizing skills, and enthusiasm made him an exceptional party thrower. He possessed a bravado that could be frustrating and off-putting but was great for convincing everyone that the night’s party was going to be the greatest of all time. Obsessed with the energy drink Red Bull and the lifestyle the brand cultivated, Evan talked his way into an internship at the company as a senior in high school. The job involved throwing parties and other events sponsored by Red Bull. Clarence Carter, the head of the company’s security team, would give Evan advice that would stand him well in the years to come: pay attention to who helps you clean up after the party. Later recalling the story, Evan said, “When everyone is tired and the night is over, who stays and helps out? Because those are your true friends. Those are the hard workers, the people that believe that working hard is the right thing to do.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

Obama is also directing the U.S. government to invest billions of dollars in solar and wind energy. In addition, he is using bailout leverage to compel the Detroit auto companies to build small, “green” cars, even though no one in the government has investigated whether consumers are interested in buying small, “green” cars—the Obama administration just believes they should. All these measures, Obama recognizes, are expensive. The cap and trade legislation is estimated to impose an $850 billion burden on the private sector; together with other related measures, the environmental tab will exceed $1 trillion. This would undoubtedly impose a significant financial burden on an already-stressed economy. These measures are billed as necessary to combat global warming. Yet no one really knows if the globe is warming significantly or not, and no one really knows if human beings are the cause of the warming or not. For years people went along with Al Gore’s claim that “the earth has a fever,” a claim illustrated by misleading images of glaciers disappearing, oceans swelling, famines arising, and skies darkening. Apocalypse now! Now we know that the main body of data that provided the basis for these claims appears to have been faked. The Climategate scandal showed that scientists associated with the Intergovernmental Panel on Climate Change were quite willing to manipulate and even suppress data that did not conform to their ideological commitment to global warming.3 The fakers insist that even if you discount the fakery, the data still show.... But who’s in the mood to listen to them now? Independent scientists who have reviewed the facts say that average global temperatures have risen by around 1.3 degrees Fahrenheit in the past 100 years. Lots of things could have caused that. Besides, if you project further back, the record shows quite a bit of variation: periods of warming, followed by periods of cooling. There was a Medieval Warm Period around 1000 A.D., and a Little Ice Age that occurred several hundred years later. In the past century, the earth warmed slightly from 1900 to 1940, then cooled slightly until the late 1970s, and has resumed warming slightly since then. How about in the past decade or so? Well, if you count from 1998, the earth has cooled in the past dozen years. But the statistic is misleading, since 1998 was an especially hot year. If you count from 1999, the earth has warmed in the intervening period. This statistic is equally misleading, because 1999 was a cool year. This doesn’t mean that temperature change is in the eye of the beholder. It means, in the words of Roy Spencer, former senior scientist for climate studies at NASA, that “all this temperature variability on a wide range of time scales reveals that just about the only thing constant in climate is change.”4

It’s my turn next, and I realize then that I never turned in the name of my escort--because I hadn’t planned on being here. I glance around wildly for Ryder, but he’s nowhere to be seen, swallowed up by the sea of people in cocktail dresses and suits. Crap. I thought he realized that escorting me on court was part of the deal, once I’d agreed to go. I guess he’d figured it’d be easier on me, what with the whole Patrick thing, if I was alone onstage. But I don’t want to be alone. I want Ryder with me. By my side, supporting me. Always. I finally spot him in the crowd--it’s not too hard, since he’s a head taller than pretty much everyone else--and our eyes meet. My stomach drops to my feet--you know, that feeling you get on a roller coaster right after you crest that first hill and start plummeting toward the ground. Oh my God, this can’t be happening. I’ve fallen in love with Ryder Marsden, the boy I’m supposed to hate. And it has nothing to do with his confession, his declaration that he loves me. Sure, it might have forced me to examine my feelings faster than I would have on my own, but it was there all along, taking root, growing, blossoming. Heck, it’s a full-blown garden at this point. “Our senior maid is Miss Jemma Cafferty!” comes the principal’s voice. “Jemma is a varsity cheerleader, a member of the Wheelettes social sorority, the French Honor Club, the National Honor Society, and the Peer Mentors. She’s escorted tonight by…ahem, sorry. I’m afraid there’s no escort, so we’ll just--” “Ryder Marsden,” I call out as I make my way across the stage. “I’m escorted by Ryder Marsden.” The collective gasp that follows my announcement is like something out of the movies. I swear, it’s just like that scene in Gone with the Wind where Rhett offers one hundred and fifty dollars in gold to dance with Scarlett, and she walks through the scandalized bystanders to take her place beside Rhett for the Virginia reel. Only it’s the reverse. I’m standing here doing the scandalizing, and Ryder’s doing the walking. “Apparently, Jemma’s escort is Ryder Marsden,” the principal ad-libs into the microphone, looking a little frazzled. “Ryder is…um…the starting quarterback for the varsity football team, and, um…in the National Honor Society and…” She trails off helplessly. “A Peer Mentor,” he adds helpfully as he steps up beside me and takes my hand. The smile he flashes in my direction as Mrs. Crawford places the tiara on my head is dazzling--way more so than the tiara itself. My knees go a little weak, and I clutch him tightly as I wobble on my four-inch heels. But here’s the thing: If the crowd is whispering about me, I don’t hear it. I’m aware only of Ryder beside me, my hand resting in the crook of his arm as he leads me to our spot on the stage beside the junior maid and her escort, where we wait for Morgan to be crowned queen. Oh, there’ll be hell to pay tomorrow. I have no idea what we’re going to tell our parents. Right now I don’t even care. Just like Scarlett O’Hara, I’m going to enjoy myself tonight and worry about the rest later. After all, tomorrow is another…Well, you know how the saying goes.

Making matters worse, the prefrontal cortex, the part of the brain that governs so much of our higher executive function—the ability to plan and to reason, the ability to control impulses and to self-reflect—is still undergoing crucial structural changes during adolescence and continues to do so until human beings are in their mid- or even late twenties. This is not to say that teenagers lack the tools to reason. Just before puberty, the prefrontal cortex undergoes a huge flurry of activity, enabling kids to better grasp abstractions and understand other points of view. (In Darling’s estimation, these new capabilities are why adolescents seem so fond of arguing—they can actually do it, and not half-badly, for the first time.) But their prefrontal cortexes are still adding myelin, the fatty white substance that speeds up neural transmissions and improves neural connections, which means that adolescents still can’t grasp long-term consequences or think through complicated choices like adults can. Their prefrontal cortexes are also still forming and consolidating connections with the more primitive, emotional parts of the brain—known collectively as the limbic system—which means that adolescents don’t yet have the level of self-control that adults do. And they lack wisdom and experience, which means they often spend a lot of time passionately arguing on behalf of ideas that more seasoned adults find inane. “They’re kind of flying by the seat of their pants,” says Casey. “If they’ve had only one experience that’s pretty intense, but they haven’t had any other experiences in this domain, it’s going to drive their behavior.

Despite no change in average hourly earnings in July, the rise in payrolls should be enough to generate a further rise in income,” said Paul Dales, senior US economist at Capital Economics. “This will allow consumption growth to rise in the second half of the year.” Almost all of the jobs growth came from the private services sector, with business services adding 47,000 positions. Healthcare and the leisure sector remained static, with no meaningful change from June. Construction added 22,000 jobs and manufacturing put on 28,000. The Fed revealed on Wednesday that the rate-setting Federal Open Market Committee believed that labour resources were being underutilised and there was more capacity for improvement, revising its previous views that the unemployment rate was “elevated”.

He is a very senior member of faculty; has an added degree in Computer Science; a supposed scholar; addicted to Google and the Internet; dislikes the library, but, I looked like a magician to him when in a twinkling of an eye I gave him a book from the trolley that contained 90% of what he couldn't get from the Internet for a long while, and ever since, he respects librarians and visits the library almost on a daily basis.

The proliferation of these self-conscious groups, some of which (such as "seniors-only" enclaves) virtually excluded others, added to a perception by the early 1970s that the United States was becoming both a claimant society and an ever more openly balkanized culture.

For general purposes, the dilution rate for essential oils is generally 2%-3%. For instance, if you use 2-3 drops of pure essential oil, you will dilute by adding about a teaspoon of carrier oil. This should be cut in half for children and senior citizens. For women who are pregnant, the general rule is a 1% dilution for oils that are safe to use. For a 3.5 ounce bottle (100 ml) carrier oil, add 25 drops essential oil and for 1/3 ounce carrier oil (10 ml or 2 teaspoons), add 2 drops of essential oil.

The president did e-mail with Secretary Clinton,” Mr. Earnest said. But Mr. Obama wasn’t aware of how her e-mail system was set up or how her team was “planning to comply with the Federal Records Act," he added.  Indeed, the law is on Clinton’s side. Since leaving the State Department, the federal law requiring officials to use government accounts for official communications has been updated. Now, officials cannot send e-mails from a private account unless they copy or forward the e-mails to their government e-mail address. On Sunday, a senior Democrat and Clinton friend called on her to address the e-mail matter publicly. “She needs to step up and come out and state exactly what the situation is,” Sen. Dianne Feinstein of California said Sunday on NBC’s “Meet the Press.” “The silence is going to hurt her.” Other Democrats, such as Sen. Chuck Schumer of New York, defend her, saying she complied with the law and that other secretaries of State also used private e-mails.  But Clinton is hardly home free. Her image, boosted by her four years above the political fray as secretary of State, has been dinged. She’s now polling below 50 percent in hypothetical matchups with top Republicans for the presidency. The e-mail controversy, along with reports that the Clinton family foundation had accepted donations from foreign governments during her time as secretary, has brought back a long-running narrative by critics of Clinton: that she plays by her own rules and is less than transparent.

Sean had never stared into as many blank-eyed faces before. Throughout the high school civics talk, he felt as if he were speaking to the kids in a foreign language, one they had no intention of learning. Scrambling for a way to reach his audience, he ad-libbed, tossing out anecdotes about his own years at Coral Beach High. He confessed that as a teenager his decision to run for student government had been little more than a wily excuse to approach the best-looking girls. But what ultimately hooked his interest in student government was the startling discovery that the kids at school, all so different—jocks, nerds, preppies, and brains—could unite behind a common cause. During his senior year, when he’d been president of the student council, Coral Beach High raised seven thousand dollars to aid Florida’s hurricane victims. Wouldn’t that be something to feel good about? Sean asked his teenage audience. The response he received was as rousing as a herd of cows chewing their cud. Except this group was blowing big pink bubbles with their gum. The question and answer period, too, turned out to be a joke. The teens’ main preoccupation: his salary and whether he got driven around town in a chauffeured limo. When they learned he was willing to work for peanuts and that he drove an eight-year-old convertible, he might as well have stamped a big fat L on his forehead. He was weak-kneed with relief when at last the principal mounted the auditorium steps and thanked Sean for his electrifying speech. While Sean was politically seasoned enough to put the morning’s snafus behind him, and not worry overmuch that the apathetic bunch he’d just talked to represented America’s future voters, it was the high school principal’s long-winded enthusiasm, telling Sean how much of an inspiration he was for these kids, that truly set Sean’s teeth on edge. And made him even later for the final meeting of the day, the coral reef advisory panel.

Hydraulic fracturing has been used safely in over a million wells, resulting in America’s rise as a global energy superpower, growth in energy investments, wages, and new jobs," added Mr. Milito in the statement. Environmental groups have countered that the isolated incidents of contamination confirm their fears about the environmental impacts of hydraulic fracturing. John Noël, of the group Clean Water Action, said in a statement that the report "smashes the myth that there can be oil and gas development without impacts to drinking water." Amy Mall, a senior policy analyst for the Natural Resources Defense Council, said that the EPA study, "while limited, shows fracking can and has impacted drinking water sources in many different ways," according to the Beacon Journal. The EPA report acknowledges that the findings may be due to a lack of data collected, inaccessible information, a scarcity of long-term systematic and base-line studies, and other factors. Bloomberg reported that EPA couldn't come to terms with energy companies including Range Resources Corp. and Chesapeake Energy to conduct water tests near their wells before and after they were fracked, meaning if the agency did find instances of contamination, it was harder to prove that fracking was the cause. "These elements significantly limit EPA’s ability to determine the actual frequency of impacts," the agency said in a fact sheet released with the report.

Quoting page 56-57: Most important for the content of immigration reform, the driving force at the core of this movement, reaching back to the 1920s, were Jewish organizations long active in opposing racial and ethnic quotas. These included the American Jewish Congress, the American Jewish Committee, the Anti-Defamation League of B’nai B’rith, and the American Federation of Jews from Eastern Europe. Jewish members of Congress, particularly representatives from New York and Chicago, had maintained steady but largely ineffective pressure against the national origins quotas since the 1920s. But the war against Hitler and the postwar movement against colonialism sharply changed the ideological and moral environment, putting defenders of racial, caste, and ethnic hierarchies on the defensive. Jewish political leaders in New York, most prominently Governor Herbert Lehman, had pioneered in the 1940s in passing state antidiscrimination legislation. Importantly, these statutes and executive orders added “national origin” to race, color, and religion as impermissible grounds for discrimination. Following the shock of the Holocaust, Jewish leaders had been especially active in Washington in furthering immigration reform. To the public, the most visible evidence of the immigration reform drive was played by Jewish legislative leaders, such as Representative Celler and Senator Jacob Javits of New York. Less visible, but equally important, were the efforts of key advisers on presidential and agency staffs. These included senior policy advisers such as Julius Edelson and Harry Rosenfield in the Truman administration, Maxwell Rabb in the Eisenhower White House, and presidential aide Myer Feldman, assistant secretary of state Abba Schwartz, and deputy attorney general Norbert Schlei in the Kennedy-Johnson administration.

We were doing a great job of attracting people based on what they thought our culture was, but when they got here, they found a discrepancy between what they expected and what they found.” The discrepancy could be traced back to about twenty-five long-tenured senior managers. For Meyer, that discovery was a revelation. “I’d always thought that success was about retention rates,” he said, “but it’s not. It’s about bringing the right people in and exiting the wrong people at the right time. In 2014 and 2015, a lot of these senior people left the company and were replaced by others we added with culture in the forefront of our minds.

A.D. 15, Germanicus led an army across the Rhine and visited the battle sites where Varus lost his legions and his life. Tacitus gave an unforgettable description of the eerie scene: On the open ground were whitening bones, scattered where men had fled, heaped up where they had stood and fought back. Fragments of spears and of horses’ limbs lay there—also human heads, fastened to tree-trunks. In groves nearby were the outlandish altars at which the Germans had massacred the Roman colonels and senior company-commanders.

A dramatic ageing of the population. Its effects will start being felt in 2005 (from the retirement of numerous groups). Since the government did not foresee and reform the retirement system paid out of each year’s taxes, we know it is already too late. There will not be sufficient funds to furnish allocations and healthcare to seniors and ever higher taxes will be levied on those who are working. The result will necessarily be a generalised lowering of purchasing power and therefore of economic growth based on consumption. The ageing of the population will also rapidly lead — it is already happening — to another frightening effect: a loss of technological skills. There are not enough young minds. 2)  The massive immigration of new battalions from the Third World to palliate these gaps, so desired by the UN, is an imposture. These migrants are unskilled and need social services themselves. They are mouths to feed, not the brains needed in a post-industrial society. Germany wanted to import more than 30,000 engineers that it needs (already), but got only 9,000 Indians. The immigration-colonisation (of which the entire cost is already more than 122 billion euros a year), which will not stop growing, added to the steadily increasing birth rate of the foreigners — most of them, as everyone knows, are not able to earn a good education — will be one more brake on economic prosperity. The current masses of ‘youths’ from Africa and North Africa will for the most part have a choice only between unemployment supported by welfare payments or participation in the parallel and criminal economy. The professional value of the workforce is going to experience a dramatic decline as soon as 2010.

One of the simplest ways to strengthen a headline is attachment of a Flag. The Flag is brief, as brief as a single word, stuck on the front of the headline, to reach out and grab the attention of certain specific prospects, by telegraphing that the message is specifically for them. This puts the “who is this for?” ahead of what is being advertised and sold. Here are examples of successful generic headlines with different kinds of flags attached. Headlines Before Attaching Flags Corns Gone in 5 Days or Money Back Guaranteed Weight Loss Up to 15 Pounds First 15 Days — With No Exercise How to Have Eager Prospects Calling and Begging for Next-Day Appointments 28 Days to Healthier Gums Headlines After Adding a Who-Is-This-For? Flag Waiters and Waitresses on Your Feet for Hours: Corns Gone In 5 Days or Money Back Disappointed Dieters: Guaranteed Weight Loss Up to 15 Pounds First 15 Days — with No Exercise Annuity Agents: How to Have Eager Prospects Calling and Begging for Next-Day Appointments Seniors: 28 Days to Healthier Gums Another form of flagging is to focus on the “ill to be cured” or “problem to be solved.” This is usually best done by posing a question, as in these examples: Same Headlines After Adding a Problem Flag Foot Pain? Corns Gone in 5 Days or Money Back Embarrassing Belly Bulge? Guaranteed Weight Loss Up to 15 Pounds First 15 Days — with No Exercise No One to Sell to? How to Have Eager Prospects Calling and Begging for Next-Day Appointments Blood on Your Toothbrush? 28 Days to Healthier Gums

Critics such as Slavoj Žižek accuse him of being a poster child for the cultural excesses of postmodern capitalism (“Ongoing ‘Soft Revolution’”). A recent round of denunciations underwritten by a mix of wonderment and red-baiting exclaim, “The founder of BuzzFeed wrote his senior thesis on the Marxism of Deleuze and Guattari!,” adding to a long list of guilty associations—“the Israeli Defense Force reads A Thousand Plateaus!,” “Deleuze spouts the fashionable nonsense of pseudoscience!” Deleuze’s defenders are correct to dismiss such criticisms as either incomplete or outright spurious. Yet there is a kernel of truth that goes back to an old joke—a communist is someone who reads Das Kapital; a capitalist is someone who reads Das Kapital and understands it.

Balkanization is a feature of the ad agency industry, but it is not a universal phenomenon across all service industries. Somehow, management consulting firms (again!) expanded their technical capabilities and specialties under one brand name. They added specialist consultants, to be sure, but at the same time, they expect their senior partners to become adept at understanding a growing number of disciplines.

The obsession with quarterly earnings came about because personal compensation was increasingly tied to what happened to the share price. Improving market capitalization became the number one job for senior executives. Success would lead to personal wealth. Sadly,

I wouldn’t expect a press secretary to be part of this.” Andrea nodded slightly. “I can see how the title might give that impression, Mr. Weir. However, I’m a senior policy adviser to President Aguirre, I have some background in macroeconomics, and I’ve served two terms in the Archangel Senate.” She offered a tight-lipped smile and added, “I also bake when the mood strikes me.” Weir

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

Swift Antelope caught Hunter’s arm before he could go inside his mother’s lodge. “Hunter, about the little yellow-hair.” “Yes, what about her?” Swift Antelope glanced uneasily at Bright Star, then plunged ahead. “I would like to make arrangements with you--to take her as my wife. Not right away, of course. When she grows old enough.” The young warrior straightened his shoulders. “I will pay a fine bride price, fifty horses and ten blankets.” Hunter smothered a grin. After a year of raiding, Swift Antelope had only ten horses. How much horse stealing did he plan to do? “Swift Antelope, I don’t think she even likes you.” “Your yellow-hair doesn’t like you too well, either.” He had a point. Hunter stroked his chin, acutely aware of a sparrow singing nearby, of cottonwood leaves rustling in the gentle breeze. Such a peaceful sound. He had enough problems without Swift Antelope adding to them. “Can we discuss this another time?” “No! I mean…well, I’ve heard some other warriors talking. I’m not the only one who wants her. If I wait, you may accept the suit of another. She is very fine, is she not?” Hunter wondered if they were talking about the same skinny girl. Then he focused on Swift Antelope, who was only a few years Amy’s senior. He supposed a younger man might find Amy’s coltish prettiness appealing. “I can see your concern. But you forget one thing, Swift Antelope. You have proven yourself my loyal friend. I will not accept the suit of another. Does that ease your mind?” Swift Antelope still gripped Hunter’s arm. “May I visit with her?” “I don’t know about that. She’s been through a terrible time. Having a young man around might upset her.” “Old Man told me what happened to her. But someone must help her walk back to the sunshine, eh?” Again, Hunter had to concede the point. A difficult path lay ahead of Amy, and her way would be made easier if she had a good friend, a young man who could teach her to trust again. “You will take great care with her?” Swift Antelope grinned. “I will protect her with my life. Your mother says she will be strong enough to go on a walk tomorrow. May I take her?” Hunter placed a heavy hand on the boy’s shoulder. “She won’t want to go. You do realize that?” Swift Antelope nodded. “I can handle her until she gets used to me.” “She’s a fighter.” “And I am twice her size.” Hunter almost wished he could go on this walk. It might prove interesting. Little did Swift Antelope know how useless strength could be when tussling with a frightened female. “Come to my lodge late tomorrow afternoon.” Swift Antelope beamed. “I think we should change her name. Aye-mee? It sounds like a sheep baaing. Golden One. That is a good name for her.

Wait. Your mom is Victoria Lane!?” Lucky asked. Holy shit! That’s where he knew her from. That’s why her lips looked so familiar. That’s why he’d felt like he’d looked into her eyes before. He had. “Yep.” “You were in a perfume or clothing ad with her when you were a teenager!” Lucky had ripped out every ad he’d found in magazines his senior year. He’d never particularly thought that Victoria was that hot, but when he’d seen her daughter beside her, Lucky had been one smitten kitten. In fact, Deanna had been his first and only crush. He just hadn’t known it was her. Deanna didn’t share his enthusiasm. “Yeah, I was.” “I knew you looked familiar. God, I was obsessed with you. I stole every ad I could find and I would fold it in half and pin it up on my wall so only you were showing.” Her head spun around, and she looked…mad. “No, you didn’t.” Oh well. He wasn’t about to try to dig himself out of this one. His only move was to dig in deeper. “Yes. I did. I thought you were so damn hot—” Her hand rose defensively. “Lucky, stop. I know that’s not true—” “You don’t know shit,” he snapped back, still feeling the adrenaline from earlier. His tone made him cringe, so he softened his voice. “Sorry, but you don’t.” “Whatever.” She crossed her arms in front of her. Lucky saw it for what it was: a protective stance. But he’d be damned if she was going to feel she had to protect herself from him. He would never hurt her. “Look, I’m sorry if it pisses you off that I had hundreds of pictures of you all over my wall and I used to jack it to you morning and night—” “What!?” she screeched. Glancing over, he saw the horror in her beautiful expressive eyes, but her lips were curled a little at the edges and not set in a grim expression. So he hadn’t pissed her off that bad by his oh-so-shocking admission. “Sorry to burst your bubble, but I don’t think there was a red-blooded teenage boy who wasn’t jerking it to those pictures.” He’d said it to lighten the mood, but he was getting the same feeling he’d gotten when he’d seen Casey heading towards Deanna on the dance floor. One word filled his mind. Mine. Deanna let out a harsh laugh. “Yeah, maybe, but it wasn’t me they were looking at.” Lucky took his eyes off the road just long enough to see in the set of her jaw and her protective body language that she wasn’t joking. She really believed that she wasn’t hot. Or beautiful. And her mom was. Then it hit him. She’d grown up the daughter of a supermodel and a professional baseball player. Maybe living in the shadows all of those years had caused her not to see herself for who she really was. It was time to shed some light on that subject. Instead of arguing with her, Lucky decided to enlighten her. “My favorite was the one with you wearing a white tank top and jeans. Just a tiny sliver of your stomach was showing, and I used to imagine running my finger along that area and how soft your skin would feel. I loved how that one piece of your hair fell over your shoulder. Your eyes were looking right in the camera, and your lips were so full and… I won’t even tell you what I pictured you doing with them.” Deanna sounded breathless as she said, “Oh.” “Do you believe me now?” he asked as he kept his eyes on the winding, dark highway illuminated only by his headlights. “Yes,” she said quietly. Then he felt her turn towards him, and her voice sounded lighter and hell of a lot sassier as she asked, “You know I was only thirteen when I shot that, right?” “You were what!?” Lucky’s voice rose in shock, and it took everything in his power not to swerve the truck into the other lane. Now, he was the one who didn’t believe her. “No way. There is no way you were thirteen!” “Yep. I really was. Whatever you were picturing me doi—” “Stop!” If Lucky could’ve, he would have covered his ears and said, “Na-na-na-na-na! I’m not listening to you.

Stop talking. Now.” Deanna’s head fell back and she started laughing. It was a full-bodied belly laugh that spread over him like a breeze on a hot day. The sound was so sweet that it almost made up for how big of a disgusting pervert he felt like right now. While she was still chuckling, she touched his arm. “Don’t feel bad. How old were you then?” “It was senior year, so seventeen,” Lucky answered, still feeling gross. “See? You were a teenager, too. It’s fine. Really.” She continued giggling, and he had to admit that the sound made him so happy that he didn’t even care that it was at his expense. “It still feels wrong.” His shoulders shook as a chill ran through him, and it wasn’t the good kind. It was the grossed-out kind. “I think it’s hilarious,” she said, clearly enjoying seeing him squirm. “I’m so glad I can amuse you,” he said flatly. “Well, I think it’s only fair since I seemed to have offered hours of amusement for you—” Without even thinking, he reached over the seat and started tickling her. She wiggled and laughed, begging him to stop. He did, but only because a call came in. When he saw the picture on his console’s display, he knew he had to answer it. Pressing the answer button, he extended his patent greeting to his publicist. “Hello, beautiful.” “Why can’t you just play nice with others, especially the press?” Jessie Sloan-Courtland asked in her usual no nonsense tone. Jessie wasn’t one for niceties. She was all business, all the time. Deciding to ignore her rhetorical question and her dislike for small talk, he pushed on undeterred. “I’ve been good. How about you?” “Lucky. You can’t treat the press like that.” Jessie seemed to have the same game plan as he did. This conversation was going to happen, so he figured he might as well just get it over with. “I wasn’t there for them. I was there for the kids.” “It doesn’t matter. They were there, and whether you like it or not, you have a responsibility—” “I had a responsibility to visit the kids and their families. I had a responsibility to protect the people I brought with me. And I lived up to my responsibilities.” “I’m not going to argue with you. You’re supposed to be cleaning up your act. We agreed. And your image is your responsibility. When you elbow photographers in the nose, you open yourself up for lawsuits, and that is not something sponsors think is appealing. You know what’s on the line with this bout. Don’t screw it up.” “Yes, Mom,” he answered—his normal response for when Jessie was right. “You know, you’re not nearly as cute as you think you are,” she said, sounding less than impressed. “Awww, you think I’m cute. Does Zach know? I don’t want to come betw—” “Goodbye, Lucky.” “Bye, beautiful.” When the call disconnected, Lucky felt a little twinge of guilt that Jessie had even had to make that call. He knew better. “Wow. She’s awesome.” Unlike Jessie, Deanna did sound impressed. “Yeah. She is pretty awesome,” he agreed. “And so beautiful.” Deanna was still looking at Jessie’s picture on the console. He didn’t want her to get the wrong idea just because he’d called her beautiful. “Her husband sure thinks so. He’s actually a friend of mine. Have you heard of Zach Courtland?” Deanna was quiet for a beat. Then she snapped her fingers. “Was he the one in the Calvin Klein ads?” “That’s him.” “Wow. She’s married to him? He’s…hot.” Well, this conversation had taken a turn Lucky didn’t like. Not one little bit.

A college student who wants to file a complaint of sexual assault within the campus disciplinary system informs a university employee such as an assistant dean for student life, or perhaps the Title IX coordinator. That person eventually forwards the complaint to a university disciplinary panel that may be composed of, for example, an associate dean with a master's degree in English literature, a professor of chemistry, and a senior majoring in anthropology. Unlike criminal prosecutors, members of the disciplinary panels do not have access to subpoena powers or to crime labs. They often have no experience in fact-finding, arbitration, conflict resolution, or any other relevant skill set. There is, to put it mildly, little reason to expect such panels to have the experience, expertise, and resources necessary to adjudicate a contested claim of sexual assault. Making matters worse, most campus tribunals ban attorneys for the parties (even in an advisory capacity), rules of procedure and evidence are typically ad hoc, and no one can consult precedents because records of previous disputes are sealed due to privacy considerations. Campus "courts" therefore have an inherently kangoorish nature. Even trained police officers and prosecutors too often mishandle sexual assault cases, so it's not surprising that the amateurs running the show at universities tend to have a poor record. And indeed, some victims' advocacy groups, such as the Rape, Abuse and Incest National Network (RAINN), oppose having the government further encourage the campus judicial system to primarily handle campus sexual assault claims, because that means not treating rape as a serious crime. A logical solution, if federal intervention is indeed necessary, would be for OCR [US Department of Education's Office of Civil Rights] to mandate that universities encourage students who complain of sexual assault to report the assault immediately to the police, and that universities develop procedures to cooperate with police investigations. Concerns about victims' well-being when prosecutors decline to pursue a case could also be adjudicated in a real court, as a student could seek a civil protective order against her alleged assailant. OCR could have mandated or encouraged universities to cooperate with those civil proceedings, which in some cases might warrant excluding an alleged assailant from campus.

Besides,’ he added, ‘Catriona Ellangowan is a charming woman. I nearly married her myself once, but she very rightly turned me down for Ellangowan who is a first-rate fellow.’ Mrs Belton was a little anxious over this difference of opinion and slightly ashamed of her daughter’s incivility, though she knew it sprang largely from the nervous state that an engagement can put the most level-headed young woman into, but she could not help being secretly amused by Elsa’s unconcealed surprise and mortification that Captain Hornby, who was considerably her senior and had been about a great deal, should have so far forgotten himself as to prefer any woman to her before he had met her.

John Brooks.’ Immediately, I thought of the odds. First of just surviving in such a place, next of surviving and then becoming a cop. ‘Vertical ghettos, each one of them. Me and John used to say it was the only time when you had to take the elevator up when you were going to hell.’ I just nodded. This was out of my realm completely. ‘And that’s only if the elevators were working,’ he added. I realized that I never considered that Brooks might be a black man. There was no photo in the computer printouts and no reason to mention race in the stories. I had just assumed he was white and it was an assumption I would have to analyze later. At the moment, I was trying to figure out what Washington was trying to tell me by taking me here. Washington pulled into a lot next to one of the buildings. There were a couple of dumpsters coated with decades of graffiti slogans. There was a rusted basketball backboard but the rim was long gone. He put the car in park but left it running. I didn’t know if that was to keep the heat flowing or to allow us a quick getaway if needed. I saw a small group of teenagers in long coats, their faces as dark as the sky, scurry from the building closest to us, then cross a frozen courtyard and hustle into one of the other buildings. ‘At this point you’re wondering what the hell you’re doing here,’ Washington said then. ‘That’s okay, I understand. A white boy like you.’ Again I said nothing. I was letting him run out his line. ‘See that one, third on the right. That was our building. I was on fourteen with my grand-auntie and John lived with his mother on twelve, one below us. They didn’t have no thirteen, already enough bad luck ’round here. Neither of us had fathers. At least ones that showed up.’ I thought he wanted me to say something but I didn’t know what. I had no earthly idea what kind of struggle the two friends must have had to make it out of the tombstone of a building he had pointed at. I remained mute. ‘We were friends for life. Hell, he ended up marrying my first girlfriend, Edna. Then on the department, after we both made homicide and trained with senior detectives for a few years, we asked to be partnered. And damn, it got approved. Story about us in the

The impression given by the Bible is of a cyclical swing between the cult of many gods and the cult of a single exclusive YHWH. But there may have been a prolonged period in which YHWH was worshipped as top God rather than the only God. Even the first of the commandments says ‘Thou shalt have no other gods before me’, presupposing that there were others – a matter of seniority rather than exclusiveness. It is only with ‘Second Isaiah’ as late as the fifth century BCE, that the first explicit statement of ‘Yahweh Alone’ is made categorical.

research university that primarily awards master’s degrees and PhDs, JNU saw the number of seats offered to students wishing to enroll in a master’s or a doctoral program plummet by 84 percent, from 1,234 to 194 in one year.101 Furthermore, admissions committees were made up solely of experts appointed by the JNU vice-chancellor, flouting university statutes and guidelines followed by the University Grants Commission (UGC), which stipulate that academics should be involved.102 This made it possible to hire teachers from Hindu nationalist circles,103 with few qualifications,104 and some facing charges of plagiarism.105 In particular, several former ABVP student activists from JNU have been appointed as assistant professors even after being disqualified by the committee in charge of short-listing applicants.106 The vice-chancellor replaced deans in the School of Social Sciences without following appointment procedures, cutting the number of researchers by 80 percent and ceasing to apply rules JNU had set to ensure diversity through a mechanism taking into account the social background and geographic origin of its applicants.107 The new recruitment procedure strongly disadvantaged Dalits, Adivasis, and OBCs, who used to make up nearly 50 percent of the student intake and who now accounted for a mere 7 percent. The vice-chancellor also issued ad hoc promotions, nominating recently appointed faculty members to the post of full professor. Conversely, the freeze on promotions for “antigovernment” teachers who should have been promoted on the basis of seniority prompted some of the diktat’s victims to take the matter to court.108 However, even after the court—taking note of the illegality of the rejection procedure—ordered a reexamination of the claimants’ promotions, the latter were once again denied.109

You heard, right? Terrence and I are getting married. He's mine," she added unnecessarily. "Yup. Congrats." She waited for more, but that's all I had to say on that matter. "That's it? After you tried to steal him from me senior year, I figured you'd have more to say." Don't take the bait, Lila, don't take the bait. This woman is in charge of pretty much all patient information and she could easily get Bernadette fired. Don't push her. When I didn't respond, she said, "You always had such a smart mouth. Why are you so quiet now?" I fought the urge to roll my eyes. "Because that all happened, what, seven years ago? Maybe even eight? How are you not even over it yet?" She scoffed, so I added, "And if you recall, he came to me when he saw you for the bully you were. Besides, I remember you getting pretty cozy with Derek as well." Her hand flew to her chest and literally clutched at her pearls. "How dare you! Just because you got dumped by your fiancé doesn't mean you have to lie about mine." As usual, good news traveled fast around Shady Palms. "Forget it. I was a fool to think you'd help me." I started to walk away, but knew I couldn't leave it like that and turned back around. "Congratulations to you and Terrence. He's a good guy and there aren't many of them left. I hope you make each other happy. Truly." She stood there with her mouth hanging open as I walked away, trembling but proud. I'd witnessed a tragedy, been interrogated by the police, reconciled with Bernadette, told off Amir, and confronted Janet all in one day. And it wasn't even dinnertime yet.

It’s funny, isn’t it,” Joan added pensively, “you think if you’re being asked to do something by someone so senior, it must be all right. Even though you know it isn’t. But you convince yourself that you’re the one who’s wrong.

The first Superfortress reached Tokyo just after midnight, dropping flares to mark the target area. Then came the onslaught. Hundreds of planes—massive winged mechanical beasts roaring over Tokyo, flying so low that the entire city pulsed with the booming of their engines. The US military’s worries about the city’s air defenses proved groundless: the Japanese were completely unprepared for an attacking force coming in at five thousand feet. The full attack lasted almost three hours; 1,665 tons of napalm were dropped. LeMay’s planners had worked out in advance that this many firebombs, dropped in such tight proximity, would create a firestorm—a conflagration of such intensity that it would create and sustain its own wind system. They were correct. Everything burned for sixteen square miles. Buildings burst into flame before the fire ever reached them. Mothers ran from the fire with their babies strapped to their backs only to discover—when they stopped to rest—that their babies were on fire. People jumped into the canals off the Sumida River, only to drown when the tide came in or when hundreds of others jumped on top of them. People tried to hang on to steel bridges until the metal grew too hot to the touch, and then they fell to their deaths. After the war, the US Strategic Bombing Survey concluded: “Probably more persons lost their lives by fire at Tokyo in a six-hour period than at any time in the history of man.” As many as 100,000 people died that night. The aircrews who flew that mission came back shaken. [According to historian] Conrad Crane: “They’re about five thousand feet, they are pretty low... They are low enough that the smell of burning flesh permeates the aircraft...They actually have to fumigate the aircraft when they land back in the Marianas, because the smell of burning flesh remains within the aircraft. (...) The historian Conrad Crane told me: I actually gave a presentation in Tokyo about the incendiary bombing of Tokyo to a Japanese audience, and at the end of the presentation, one of the senior Japanese historians there stood up and said, “In the end, we must thank you, Americans, for the firebombing and the atomic bombs.” That kind of took me aback. And then he explained: “We would have surrendered eventually anyway, but the impact of the massive firebombing campaign and the atomic bombs was that we surrendered in August.” In other words, this Japanese historian believed: no firebombs and no atomic bombs, and the Japanese don’t surrender. And if they don’t surrender, the Soviets invade, and then the Americans invade, and Japan gets carved up, just as Germany and the Korean peninsula eventually were. Crane added, The other thing that would have happened is that there would have been millions of Japanese who would have starved to death in the winter. Because what happens is that by surrendering in August, that givesMacArthur time to come in with his occupation forces and actually feedJapan...I mean, that’s one of MacArthur’s great successes: bringing in a massive amount of food to avoid starvation in the winter of 1945.He is referring to General Douglas MacArthur, the supreme commander for the Allied powers in the Pacific. He was the one who accepted theJapanese emperor’s surrender.Curtis LeMay’s approach brought everyone—Americans and Japanese—back to peace and prosperity as quickly as possible. In 1964, the Japanese government awarded LeMay the highest award their country could give a foreigner, the First-Class Order of Merit of the Grand Cordon of the Rising Sun, in appreciation for his help in rebuilding the Japanese Air Force. “Bygones are bygones,” the premier of Japan said at the time.

Researchers have proposed two primary explanations for this phenomenon. First, by virtue of their level, senior leaders simply have fewer people above them who can provide candid feedback. Second, the more power a leader wields, the less comfortable people will be to give them constructive feedback, for fear it will hurt their careers. Business professor James O’Toole has added that, as one’s power grows, one’s willingness to listen shrinks, either because they think they know more than their employees or because seeking feedback will come at a cost. But this doesn’t have to be the case. One analysis showed that the most successful leaders, as rated by 360-degree reviews of leadership effectiveness, counter act this tendency by seeking frequent critical feedback (from bosses, peers, employees, their board, and so on). They become more self-aware in the process and come to be seen as more effective by others.

The spirit of the place is not not friendly. Meals begin in silence; once everyone is seated, someone slaps the wooden clackers and leads a little chant. The food is often amazingly good, and despite the growing number of vegans in the ranks, heaps of delicious cheese are often melted and sprinkled and layered into the hot things that come out of the kitchen. At breakfast, watch the very senior people deal with rice gruel, and you'll know enough to spike yours with brown sugar and stir in some whole milk or cream, and you could do much worse on a morning in March. ("You can't change your karma, but you can sweeten your cereal," whispered an elderly priest when I nobly and foolishly added nothing to that blob in my bowl during my first stay at the farm.) Once eating is under way, the common dining room looks rather like a high school cafeteria; there are insider and outsider tables, and it is often easy to spot the new students and short-term guests—they're a few minutes late because they haven't memorized the schedule; they're smiling bravely, wielding their dinner trays like steering wheels, weaving around, desperately looking for a public parking space, hoping someone will wave or smile or otherwise signal them to safety I asked a practice leader about this, and she said she knew it was hard but people have to get over their self consciousness; for some newcomers, she said, that's zazen, that's their meditative practice. I think that's what I mean by not not friendly

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

How many of us would sign up to visit a resort or vacation destination whose only advertising was “It’s beautiful, just perfect,” but provides us with no details? You have no idea what the resort looks like or what it offers. The ads may say it’s perfect—but perfect for whom? It may indeed be perfect—for hikers—but what if you’re not a hiker? Or it may be perfect for hunters or surfers, but what if you’re neither? What if it’s designed for senior citizens and you’re twenty-something, or for kids and you’re eighty?

The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail).

But Silicon Valley was filling up newspapers with dozens of pages of employment ads. One Atari ad in 1974 read simply, “Have Fun, Make Money.” The day the ad ran, an unkempt eighteen-year-old who had grown up in nearby Cupertino showed up at the front desk of the game maker. He refused to leave without a job. The receptionist relayed the message to a senior engineer and asked whether she should call the cops. Instead the engineer, Al Alcorn, engaged with the “hippie-looking kid,” learning that he was a dropout from the literary Reed College with no formal engineering background but deep enthusiasm for technology. Despite the negatives, Alcorn hired Steve Jobs as a technician at $5 an hour. Atari’s unconventional hiring practices didn’t dissuade Sequoia Capital from making an investment. Neither did Atari’s manufacturing floor: “You go on the factory tour and the marijuana in the air would knock you to your knees—where they were manufacturing the product!” Sequoia’s Don Valentine would note later. Japanese quality control it wasn’t. Still, the venture capitalist took the big picture view to his board duties, suggesting that prudishness would have been futile: “What would I say, get a higher brand of marijuana?” This too was a fundamental shift, the counterculture of San Francisco and Berkeley permeating south. The

But Silicon Valley was filling up newspapers with dozens of pages of employment ads. One Atari ad in 1974 read simply, “Have Fun, Make Money.” The day the ad ran, an unkempt eighteen-year-old who had grown up in nearby Cupertino showed up at the front desk of the game maker. He refused to leave without a job. The receptionist relayed the message to a senior engineer and asked whether she should call the cops. Instead the engineer, Al Alcorn, engaged with the “hippie-looking kid,” learning that he was a dropout from the literary Reed College with no formal engineering background but deep enthusiasm for technology. Despite the negatives, Alcorn hired Steve Jobs as a technician at $5 an hour. Atari’s unconventional hiring practices didn’t dissuade Sequoia Capital from making an investment. Neither did Atari’s manufacturing floor: “You go on the factory tour and the marijuana in the air would knock you to your knees—where they were manufacturing the product!” Sequoia’s Don Valentine would note later. Japanese quality control it wasn’t. Still, the venture capitalist took the big picture view to his board duties, suggesting that prudishness would have been futile: “What would I say, get a higher brand of marijuana?” This too was a fundamental shift, the counterculture of San Francisco and Berkeley permeating south.

And when it comes to analysis, the ISI has a poor record. ‘They saw everything through pre-determined ideological prisms, rather like the KBG during the Cold War,’ a senior British official who worked with the ISI for decades told me. ‘Frankly,’ he added. ‘None of their analysis was worth the paper it was written on.

The fearful critiques came from within my government, too. A senior minister said to me, “You can’t stand up to America. Don’t fight a fight you are not going to win. You won’t stop the deal; you’ll only rupture relations with our most important ally. Ask for added defense appropriations, but don’t go.” Another minister argued that we should ask to be at the negotiating table. “You forget that we have been at the table with the Americans for the last two years,” I answered. “They listen politely to our comments, occasionally make minor modifications, but as far as making real changes—they haven’t done a damn thing. We’ve gotten to the point where even the French are tougher than the Americans, but they too don’t call the shots.” As the pressure mounted from abroad and from within, most of my staff joined in urging me to reconsider giving the speech or at least to do it at a later date. I was practically the only holdout. “Why don’t you push it beyond the elections? That way no one could say that it was political,” was the most common suggestion. “We may not be here after the elections,” I answered. As long as doubt lingered whether I would actually go through with the speech, I couldn’t focus my efforts on preparing it properly.

John Ortberg, also a research advisor and senior pastor, added, “You can’t build a great church with a bad student ministry, and you can’t build a great student ministry with a languishing church.

Jacek Nowak was struggling to get buy-in from senior management. He was working in an industry, banking, that is known for being reticent to change. And he was trying to get them to do something about customer experience that was in some senses the antithesis of what they were used to. But by lowering the barrier to trial and driving discovery, he helped management experience the value of what he was suggesting and ultimately adopt his suggestions. Chuck Wolfe was competing against one of the largest industries in the world, whose budget dwarfed his by more than a thousandfold. And getting teens to quit smoking was something that dozens of organizations had been trying to do for decades, without much success. But by laying out the truth rather than telling teens what to do, he was able to turn the tide. By letting them be active participants rather than passive bystanders, Chuck made them feel like they were in control. He reduced reactance and got teens to convince themselves. Nick Swinmurn needed a way to help a small start-up get off the ground. Shoesite.com was running out of money and they needed to change consumer behavior—fast. But rather than trying to convince people or spending funds they didn’t have on splashy ads, they removed the roadblocks. They used free shipping (and returns) to let potential customers experience the offering firsthand. By lowering the barrier to trial, Zappos reduced risk, alleviated uncertainty, and built a billion-dollar business. And along the way, helped usher in the world of online shopping we’re all so familiar with today.

TEACH LEADERSHIP CLASSES at Amazon for our most senior executives. I also speak to interns. Across the spectrum I get the question about work-life balance all the time. I don’t even like the phrase “work-life balance.” I think it’s misleading. I like the phrase “work-life harmony.” I know if I am energized at work, happy at work, feeling like I’m adding value, part of a team, whatever energizes you, that makes me better at home. It makes me a better husband, a better father. Likewise, if I’m happy at home, it makes me a better employee, a better boss. There may be crunch periods when it’s about the number of hours in a week. But that’s not the real thing. Usually it’s about whether you have energy. Is your work depriving you of energy, or is your work generating energy for you?

I TEACH LEADERSHIP CLASSES at Amazon for our most senior executives. I also speak to interns. Across the spectrum I get the question about work-life balance all the time. I don’t even like the phrase “work-life balance.” I think it’s misleading. I like the phrase “work-life harmony.” I know if I am energized at work, happy at work, feeling like I’m adding value, part of a team, whatever energizes you, that makes me better at home. It makes me a better husband, a better father. Likewise, if I’m happy at home, it makes me a better employee, a better boss. There may be crunch periods when it’s about the number of hours in a week. But that’s not the real thing. Usually it’s about whether you have energy. Is your work depriving you of energy, or is your work generating energy for you?

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

Dude,” he said, adopting the modified surfer patois that binds together much of the more youthful cadre of senior management. “You can’t take me out. This place is nothing without a planning operation that understands and is dedicated to the day to day. Give me a chance to exercise my chops and demonstrate my added value. Besides, I’m no lawyer. I’m no beancounter. I’m a Wharton grad, did six years at KPMG. I was instrumental in the transaction that produced this acquisition, for chrissake. At some point we’re going to need to grow revenue, not just cut costs. That’s when what I do really kicks in.

Senior executives shouldn’t be wasting time debating whether the best background color for an ad is yellow or blue. Just run an experiment.

People underestimate the power of models. Observational evidence is not very useful, adding,…our approach is not entirely empirical. —John Mitchell, principal research scientist at the UK Met Office, 2011171

This manifests in two ways. First, many senior developers start writing the infrastructure that other developers use, rather than using existing (often open source) software. We once worked with a client who had once been on the cutting edge of technology. They built their own application server, web framework in Java, and just about every other bit of infrastructure. At one point, we asked if they had built their own operating system, too, and when they said, “No,” we asked, “Why not?!? You built everything else from scratch!” Upon reflection, the company needed capabilities that weren’t available. However, when open-source tools became available, they already owned their lovingly hand-crafted infrastructure. Rather than cut over to the more standard stack, they opted to keep their own because of minor differences in approach. A decade later, their best developers worked in full-time maintenance mode, fixing their application server, adding features to their web framework, and other mundane chores. Rather than applying innovation on building better applications, they permanently slaved away on plumbing.

We didn’t believe when we first heard because you know how church folk can gossip. Like the time we all thought First John, our head usher, was messing around on his wife because Betty, the pastor’s secretary, caught him cozying up at brunch with another woman. A young, fashionable woman at that, one who switched her hips when she walked even though she had no business switching anything in front of a man married forty years. You could forgive a man for stepping out on his wife once, but to romance that young woman over buttered croissants at a sidewalk café? Now, that was a whole other thing. But before we could correct First John, he showed up at Upper Room Chapel that Sunday with his wife and the young, hip-switching woman—a great-niece visiting from Fort Worth—and that was that. When we first heard, we thought it might be that type of secret, although, we have to admit, it had felt different. Tasted different too. All good secrets have a taste before you tell them, and if we’d taken a moment to swish this one around our mouths, we might have noticed the sourness of an unripe secret, plucked too soon, stolen and passed around before its season. But we didn’t. We shared this sour secret, a secret that began the spring Nadia Turner got knocked up by the pastor’s son and went to the abortion clinic downtown to take care of it. She was seventeen then. She lived with her father, a Marine, and without her mother, who had killed herself six months earlier. Since then, the girl had earned a wild reputation—she was young and scared and trying to hide her scared in her prettiness. And she was pretty, beautiful even, with amber skin, silky long hair, and eyes swirled brown and gray and gold. Like most girls, she’d already learned that pretty exposes you and pretty hides you and like most girls, she hadn’t yet learned how to navigate the difference. So we heard all about her sojourns across the border to dance clubs in Tijuana, the water bottle she carried around Oceanside High filled with vodka, the Saturdays she spent on base playing pool with Marines, nights that ended with her heels pressed against some man’s foggy window. Just tales, maybe, except for one we now know is true: she spent her senior year of high school rolling around in bed with Luke Sheppard and come springtime, his baby was growing inside her. — LUKE SHEPPARD WAITED TABLES at Fat Charlie’s Seafood Shack, a restaurant off the pier known for its fresh food, live music, and family-friendly atmosphere. At least that’s what the ad in the San Diego Union-Tribune said, if you were fool enough to believe it. If you’d been around Oceanside long enough, you’d know that the promised fresh food was day-old fish and chips stewing under heat lamps, and the live music, when delivered, usually consisted of ragtag teenagers in ripped jeans with safety pins poking through their lips.

The First World War legitimized violence to a degree that not even Bismarck’s wars of unification in 1864-70 had been able to do. Before the war, Germans even of widely differing and bitterly opposed political beliefs had been able to discuss their differences without resorting to violence.152 After 1918, however, things were entirely different. The changed climate could already be observed in parliamentary proceedings. These had remained relatively decorous under the Empire, but after 1918 they degenerated all too often into unseemly shouting matches, with each side showing open contempt for the other, and the chair unable to keep order. Far worse, however, was the situation on the streets, where all sides organized armed squads of thugs, fights and brawls became commonplace, and beatings-up and assassinations were widely used. Those who carried out these acts of violence were not only former soldiers, but also included men in their late teens and twenties who had been too young to fight in the war themselves and for whom civil violence became a way of legitimizing themselves in the face of the powerful myth of the older generation of front-soldiers.153 Not untypical was the experience of the young Raimund Pretzel, child of a well-to-do senior civil servant, who remembered later that he and his schoolfriends played war games all the time from 1914 to 1918, followed battle reports with avid interest, and with his entire generation ‘experienced war as a great, thrilling, enthralling game between nations, which provided far more excitement and emotional satisfaction than anything peace could offer; and that’, he added in the 1930s,‘has now become the underlying vision of Nazism.’154 War, armed conflict, violence and death were often for them abstract concepts, killing something they had read about and had processed in their adolescent minds under the influence of a propaganda that presented it as a heroic, necessary, patriotic act.155

As Hal Varian told me, “Relying on data helps out everyone. Senior executives shouldn’t be wasting time debating whether the best background color for an ad is yellow or blue. Just run an experiment. This leaves management free to worry about the stuff that is hard to quantify, which is usually a much better use of their time.

The other caution has to do with coordinating what work is phased out as a result of lower staffing levels. Leaders often let any such phasing out proceed of its own accord because they have faith that when they eliminate layers in the organizational chart or increase leadership spans of control, people who feel the increased workload will wisely and naturally eliminate tasks that are non-value added or of reduced competitive importance. But this faith is misplaced if employees are not clear about the relative value of work or what the strategic trade-offs should be. If they do not know what work to eliminate, they may not eliminate any at all and instead pass it on to someone else. In this way the organization chart is like a square of jiggly jelly. If you squeeze the jelly from the top and the bottom, it is going to squelch out the sides, and if you squeeze from the sides, it is going to squelch out the top and the bottom. Increasing spans of control—giving leaders more responsibility—may soon result in more layers (for example, one firm created “senior technician” roles for technicians to fill as intermediaries for busy managers). Decreasing layers of the organizational chart may increase spans of control (for example, another company eliminated a layer of managers but then hired a couple of new directors to handle the additional workload when all the reports were reassigned to the next highest management level). The total headcount dollars are never reduced, just reapportioned.

Gibbs’ coat fell open to reveal a blue frilled shirt, tight leather pants, blue suede shoes and a large ‘Peace’ sign medallion. Everyone went quiet. Moran frowned. ‘So you really think that sort of outfit is suitable for a senior detective, DI Gibbs?’ ‘Sorry, guv. I did a gig in Camden town with my band last night then stayed at the girlfriend Tamara’s pad. Thankfully I’d added her phone number to my out of hours contact list at the old station. I didn’t want to waste time by going home to change when I got the call out, so after a quick dash of Adidas aftershave, I came straight to the scene by cab.

the group remained a collection of very bright people with strong personalities, who frequently clashed with one another, as siblings might. I liked that. One of the junior lawyers was given to exhaling in disgust at statements she didn’t like and then interrupting aggressively, no matter who was speaking. This annoyed many of her colleagues. I loved it. I wanted her on the team because I knew she didn’t care about rank at all. Her directness added value even when she was wrong. I wanted to hear her perspective and knew it would come without prompting, even if she interrupted a senior official to offer it. That interruption would stimulate great conversation.

I see you on television. You’ll jump through hoops to provide fast relief from painful athlete’s foot fungus.” “That’s not me,” I tell her. “I get you a great deal on a new or used vehicle.

Patty was a Netflix senior executive for the company’s first fourteen years and helped drive its remarkable growth through 2012. Patty believes the company’s long stretch of success was fueled by this “very deliberate” strategy of “making it easy to leave and come back.” Patty notes that, while “pissing off consumers” may have short-term benefits, “a subscription model creates the most profit over the long term—over years, generations.” Eric, who went on to serve as chief algorithm officer at online fashion retailer Stitch Fix, added that companies that make it easy to quit get better data about how to keep customers satisfied and loyal. That’s because the “time to feedback” is faster for the company and the evidence is less noisy because most customers are keeping the service because they want it, not because they are trapped in a roach motel.