Senior Counsel Quotes

The Kochs were part of a national explosion of dark money. In 2006, only 2 percent of “outside” political spending came from “social welfare” groups that hid their donors. In 2010, this number rose to 40 percent, masking hundreds of millions of dollars. Campaign-finance reformers were apoplectic but powerless. “The political players who are soliciting these funds and are benefiting from the expenditure of these funds will know where the money came from,” argued Paul S. Ryan, senior counsel at the liberal Campaign Legal Center. “The only ones in the dark will be American voters.

Attempts to locate oneself within history are as natural, and as absurd, as attempts to locate oneself within astronomy. On the day that I was born, 13 April 1949, nineteen senior Nazi officials were convicted at Nuremberg, including Hitler's former envoy to the Vatican, Baron Ernst von Weizsacker, who was found guilty of planning aggression against Czechoslovakia and committing atrocities against the Jewish people. On the same day, the State of Israel celebrated its first Passover seder and the United Nations, still meeting in those days at Flushing Meadow in Queens, voted to consider the Jewish state's application for membership. In Damascus, eleven newspapers were closed by the regime of General Hosni Zayim. In America, the National Committee on Alcoholism announced an upcoming 'A-Day' under the non-uplifting slogan: 'You can drink—help the alcoholic who can't.' ('Can't'?) The International Court of Justice at The Hague ruled in favor of Britain in the Corfu Channel dispute with Albania. At the UN, Soviet Foreign Minister Andrei Gromyko denounced the newly formed NATO alliance as a tool for aggression against the USSR. The rising Chinese Communists, under a man then known to Western readership as Mao Tze-Tung, announced a limited willingness to bargain with the still-existing Chinese government in a city then known to the outside world as 'Peiping.' All this was unknown to me as I nuzzled my mother's breast for the first time, and would certainly have happened in just the same way if I had not been born at all, or even conceived. One of the newspaper astrologists for that day addressed those whose birthday it was: There are powerful rays from the planet Mars, the war god, in your horoscope for your coming year, and this always means a chance to battle if you want to take it up. Try to avoid such disturbances where women relatives or friends are concerned, because the outlook for victory upon your part in such circumstances is rather dark. If you must fight, pick a man! Sage counsel no doubt, which I wish I had imbibed with that same maternal lactation, but impartially offered also to the many people born on that day who were also destined to die on it.

It is understandable if you are struggling to reconcile images of a smooth moving Justin Timberlake singing, “I’m bringing sexy back…” with the experience of working in aged care! Sexy is often everything that aged care is not. But by using the word “sexy” I am not referring to the high octane experience of being intimate with someone. Who knows though, your older adult clients may well want to talk about such things! How senior friendly to encourage this? What I am referring to is bringing the spice or pizzazz associated with respect back to our Western society that appears to have lost its way in valuing seniors.

He was also great at email. The tendency today is to have cascading emails, a senior person sending something to her staff, who write their own version to their people, and so on. Bill always counseled us to have one email, straight from the senior person, and over the years he practically perfected the art of writing those messages.

In the corner of the room, the triumvirate of my top aides sits in observation: the chief of staff, Carolyn Brock; Danny Akers, my oldest friend and White House counsel; and Jenny Brickman, my deputy chief of staff and senior political adviser. All of them stoic, stone-faced, worried. Not one of them wanted me to do this. It was their unanimous conclusion that I was making the biggest mistake of my presidency.

Trump was the only modern president who had never met most of his senior advisers and cabinet appointees before he won the presidency; his three top White House aides—Priebus, Bannon, and Kushner—had never served in government either. He approached the new bureaucracy in much the same way he had a family-run business, demanding that employees sign agreements that would prevent them from ever speaking publicly about the experience. The White House counsel made clear to some staff that the contracts were not enforceable.

My wife and I have had the joy of working with thousands of college students and have engaged in countless conversations with them about what they’re going to do as they approach graduation. Up to that point, they had felt safe and secure knowing they were simply coming back to campus for another year of school. But now that they were being kicked out of the nest, they felt a strong need to pray, get counsel, pursue options, and make decisions. As I chat with these twenty-one to twenty-five-year olds, I love to pose an unusual question. “If you could do anything with your life, what would you want to do? Just for a moment, free your mind from school loans or parents’ wishes or boyfriend pressure. Put no constraints or parameters on it. Write down what you would love to do with your life if you got to choose.” There are many things in life that will catch your eye, but only a few will catch your heart. Pursue those! Most have never allowed their mind or heart to think that broadly or freely. They’ve been conditioned to operate under some set of exterior expectations or self-imposed limitations. A few have sat there so long staring at that blank sheet, I thought they might pass out! They finally get an inspirational thought, and begin enthusiastically scribbling something. They finish with a smile, pass it over to me, and I take a look. Nine out of ten times I pass it back to them, look deep into their eyes and quietly say, “Go do this.” There is a reason they feel so excited about the specific direction, cause, or vocation they wrote down. It’s because God is the One who put it in their heart. “Delight yourself in the LORD; and He will give you the desires of your heart” (Psalm 37:4). “Are you delighting yourself in the Lord?” I ask the graduating senior. “I am certainly seeking to,” they reply. “Well then,” I respond, “you’ve just written down the desires of your heart. So, go for it.” Too simplistic or idealistic? I probably do have a more “wide-open” view of helping a person discover God’s direction for their life, but I believe this exercise strikes at the core of understanding what each of us were designed to do.

About ten seconds later, my assistant popped her head into my office. “Mr. Dimon is on the line.” I took off my earrings (the Oakland in me) and picked up the receiver. “You’re trying to steal from my shareholders!” he yelled, almost as soon as he heard my voice. I gave it right back. “Your shareholders? Your shareholders? My shareholders are the homeowners of California! You come and see them. Talk to them about who got robbed.” It stayed at that level for a while. We were like dogs in a fight. A member of my senior team later recalled thinking, “This was either a really good or a colossally bad idea.” I shared with Dimon the way his lawyers were presenting his position, and why it was unacceptable to me. As temperatures cooled, I got into the details of my demands so that he would understand exactly what I needed—not through the filter of his general counsel, but directly from me. At the end of the conversation, he said he would talk to his board and see what they could do. I’ll never know what happened on Dimon’s side. But I do know that two weeks later, the banks gave in. When all was said and done, instead of the $2 billion to $4 billion that was originally on the table, we secured an $18 billion deal, which ultimately grew to $20 billion in relief to homeowners.

Learning, self-imbibing and disseminating the fact that every person & department is inter- dependent towards achieving the goals set by the organisation would go a long way to avoid conflicts in any organisation. People management is more of an art than a science. Inculcating a sense of belonging to the organisation and setting goals would be the best motivational tool apart from other motivational factors that generally revolve around such as training sessions, work recognition, bonuses etc. That apart whether one's work is recognised or not, a star invariably shine's through the darkness. Thereby good leaders need to self introspect and pave a way for unity within the team towards achieving the goals of the organisation.

The group was divided, almost entirely along generational lines. The older and more senior members of my team—Joe, Hillary, Gates, and Panetta—counseled caution, all of them having known and worked with Mubarak for years. They emphasized the role his government had long played in keeping peace with Israel, fighting terrorism, and partnering with the United States on a host of other regional issues. While they acknowledged the need to press the Egyptian leader on reform, they warned that there was no way of knowing who or what might replace him.

Life's a journey to be traversed circumspectly! Live, pray, love, serve, work and travel; all with a will; for the clock of your life may next be still

Life's a journey to be circumpectly traversed.As the good book says, the narrow path leads to life with hope and the broad one to misery.Choose your path wisely

Empirically, it is advised when the Board suggests implementing a change, it’s essential to provide valuable alternatives if such a suggestion does not align with the goal sought to be achieved. Transparency and effective communication is the key for strategic decision-making. Facing challenging situations in the pursuit requires that professionals offer well-analyzed options to the Board ensuring that the company's best interests are upheld. Setting aside personal biases and egos is crucial for aligning with the Board’s common vision. Presenting a professional opinion backed by thorough analysis is the cornerstone of effective decision-making. Clearly outlining trade-offs and potential impacts guides informed choices. Approach decisions with a collaborative mindset, focusing on the organization's long-term success.

I strongly believe in leading with integrity. It’s not just about impressing the Board or the company; but it simply is what it is. Moreover, results should speak for themselves. It builds trust and ensures that strategic decisions are based on ethical principles and sound judgment. By focusing on the cost-benefit ratio when providing strategic advice, you can ensure efficient resource allocation. Maintaining a commitment to integrity, results, and strategic, cost-effective advice allows you to lead effectively and inspire confidence in your leadership.

One thing I have found immensely helpful is building your emotional intelligence and navigating through the vision by setting achievable goals with a growth mindset. Being resilient is one of the keys used for effective leadership. It is all about learning, being adaptable, adjusting and never forgetting the vision and that will help you to lead the team appropriately.

Building resilience as a corporate executive leader is a must. One key to effective leadership is building emotional intelligence and setting achievable goals with a growth mindset. Resilience plays a vital role in this process, allowing executive leaders to adapt, adjust, and stay focused on the vision. Remember, continual learning and adaptability are crucial for leading your team successfully.

The envelope was embossed with the logo of my father’s law firm—Barry, Yu & Singh, an appropriate name for a ruthless pack of attorneys. Walter Yu was actually senior partner, but he settled for second billing so that the firm’s name would evoke fear in opposing counsel.

Harold lies in the darkened room with curtains drawn. It is one thirty in the afternoon and his lunch tray seems to almost sigh at the untouched food. His words are soft and not many. He listens, looking down, as you speak about concerned staff referring him to a counselling program – you are here to see if he is interested. “I’m fine,” he says, in a rare attempt to meet your eye, and it is clear to you that he is not. He is 88 years old and five months ago his right leg had to be amputated due to complications with diabetes. Immediately after, he was transferred to an aged care facility an hours drive from his wife Elizabeth, two years his senior, who could no long care for him at home. A month after that he was transferred to this facility; his wife can now more easily visit him. But, he tells you, he does not know why she bothers. “There’s no point,” he says, and you wonder if he is also referring to being alive.

The Greek word that is translated “prophesy” means “to speak for another.” It means to speak for God or to be His spokesman.1 According to Dick Iverson, former senior pastor of Bible Temple in Portland, Oregon: The gift of prophecy is speaking under the direct supernatural influence of the Holy Spirit. It is becoming God’s mouthpiece, to verbalize His words as the Spirit directs. The Greek word propheteia means “speaking forth the mind and counsel of God.” It is inseparable in its New Testament usage with the concept of direct inspiration of the Spirit. Prophecy is the very voice of Christ speaking in the church.

The Country Ambassador versus the Country Manager Some companies experiment with an interesting profile: a country chairperson who is a weak overlay over the business and largely plays an ambassadorial role. However, statesmanship and ambassadors are best left to the realm of diplomacy. These roles are a legacy of an era that no longer exists. GE tried the model over the past decade with limited success and finally abandoned it. A ceremonial role, with no accountability for the business and the responsibility only for engaging government, industry associations, and other CEOs, is usually not effective. Everyone—employees, customers, business partners, government officials—will quickly see this role for what it is and dismiss the person as lightweight. This does disservice to the incumbent and the role. The ambassadorial country manager who smells opportunity, but is powerless to act, can become intensely frustrated. Increasingly, the connections among strategy and execution, business, reputation, and regulation are tightening, so an artificial separation of these functions is suboptimal. Bringing accountability for these together in a single leader is vital for growing competent and well-rounded business leaders, who are capable of even being the CEO someday. If the business does require wise counsel, access, and influence and a senior public face, a strong advisory board headed by an iconic leader who serves as a nonexecutive chairperson may be a more prudent approach. We followed this model at Microsoft India with considerable success; the approach is gaining popularity at companies like Coca-Cola, Schneider Electric, and JCB.

The thing is, there’s generally no consequence for bad police behavior, even repeated or serially bad behavior. Even if individual officers are successfully sued, the only thing that happens is that the city’s corporation counsel pays out some cash, and life just goes on as before. An officer’s record of complaints or settlements isn’t listed publicly. A defense lawyer who wants to find out if the officer who arrested his client has ever, say, bounced an old lady’s head off a sidewalk or lied to a judge about witnessing a drug sale has to meet an extraordinary legal standard to get access to that info. In order to look at an officer’s record, you have to file what’s called a “Gissendanner motion,” the term referring to a 1979 case, People v. Gissendanner. In that case, a woman in the Rochester suburb of Irondequoit was busted in a sting cocaine sale by a pair of undercover police. The court in that case held that the defendant isn’t entitled to subpoena the records of arresting officers willy-nilly, but that you needed a “factual predicate” to look for records of, say, excessive force or entrapment. In other words, you already need to know what you’re looking for before you find it. What this all boils down to is, if you really feel like it, you can definitely sue the New York City Police Department. Since so much of what they do happens on the street, in front of witnesses, you might very well even win. But even if you win, there’s not necessarily any consequence. The corporation counsel’s office doesn’t call up senior police officials after lawsuits and say, “Hey, you’ve got to get rid of these three meatheads in the Seventy-Eighth Precinct we keep paying out settlements for.” In fact, when there are successful lawsuits, individual officers typically aren’t even informed of it. What makes this so luridly fascinating is that this system is the exact inverse of the no-jail, all-settlement system of justice that governs too-big-to-fail companies like HSBC. Big banks get caught committing crimes, at worst they pay a big fine. Instead of going to jail, a check gets written, and it comes out of the pockets of shareholders, not the individuals responsible. Here it’s the same thing. Police make bad arrests, a settlement comes out of the taxpayer’s pocket, but the officer himself never even hears about it. He doesn’t have to pay a dime. And life goes on as before.

Despite the refusal of the Obama Justice Department to prosecute anyone at the IRS, it is clear that what happened was an epic clampdown on any conservative voices speaking or advocating against the president’s disastrous policies and in favor of patriotism and adherence to the Constitution and the rule of law. Over the course of twenty-seven months leading up to the 2012 election, not a single Tea Party–type organization received tax-exempt status. Many were unable to operate; others disbanded because donors refused to fund them without the IRS seal of approval; some organizations and their donors were audited without justification; and many incurred legal fees and costs fighting the unlawful conduct by Lerner and other IRS employees. The IRS suppressed the entire Tea Party movement just in time to help Obama win reelection. And everyone in the administration involved in this outrageous conduct got away with it without being punished or prosecuted. Was it simply a case of retribution against the perceived “enemies” of the administration? No, this was much bigger than political payback. It was a systematic and concerted effort to squash the Tea Party movement—one of the most organic and powerful political movements in recent memory—during an election season. [See Appendix for select IRS documents uncovered by Judicial Watch.] This was about campaign politics. It was a scandal for the ages. President Obama obviously wanted this done even if he gave no direct orders for it. In 2015, he told Jon Stewart on The Daily Show that “you don’t want all this money pouring through non-profits.” But there is no law preventing money from “pouring through non-profits” that they use to achieve their legal purposes and the objectives of their members. Who didn’t want this money pouring through nonprofits? Barack Obama. In the subsequent FOIA litigation filed by Judicial Watch, the IRS obstructed and lied to a federal judge and Judicial Watch in an effort to hide the truth about what Lois Lerner and other senior officials had done. The IRS, including its top political appointees like IRS Commissioner John Koskinen and General Counsel William J. Wilkins, have much to answer for over their contempt of court and of Congress. And the Department of Justice lawyers and officials enabling this cover-up in court need to be held accountable as well. If the Tea Party and other conservative groups had been fully active in the critical months leading up to the 2012 election, would Mitt Romney have been elected president? We will, of course, never know for certain. But we do know that President Obama’s Internal Revenue Service targeted right-leaning organizations applying for tax-exempt status and prevented them from entering the fray during that period. That is how you steal an election in plain sight. Accountability is not something we will get from the Obama administration. But Judicial Watch will continue its independent investigation and certainly any new presidential administration should take a fresh look at this IRS scandal.

In retrospect it is scarcely believable that insulting letters passing between obscure people in a small town should result in four assize trials and two Court of Criminal Appeal hearings, and claim the time of a distinguished Scotland Yard officer, the Director of Public Prosecutions, and the senior Treasury Counsel.

Evaluating long-term relationship objectives with key suppliers is crucial. A thorough market analysis, coupled with strategic mediation to resolve discrepancies, should effectively address pricing issues. This underscores the necessity of robust contractual agreements and the prudence of maintaining backup suppliers to mitigate risks if conflicts escalate into disputes. Additionally, implementing contingency plans ensures that pricing discrepancies are managed effectively, enabling the cultivation of positive supplier relationships while securing fair and competitive pricing.

Squinting at the display, he recognized Sasha McCandless’ office number. “Mac, slow down,” he said over the torrent of words pouring out of his senior associate. Then he sat, silent, listening, his shoulders sagging under the weight of what Sasha was saying. Laura tugged on his sleeve, covering the mouthpiece with her hand, and stage whispered, “It’s Bob Metz.” Noah nodded. Metz was the general counsel of Hemisphere Air. “Mac, Metz is on my home line. Stay put. Make some coffee. I’ll see you soon.” He flipped the phone shut. Laura handed him the house phone and he headed into his closet to dress while he placated the troubled man on the other end of the line. Soft warm light puddled down from the brass-armed

It does not matter how small the sins are provided that their cumulative effect is to edge the man away from the Light and out into Nothing,” counsels the senior demon in Lewis’s The Screwtape Letters. “Indeed the safest road to Hell is the gradual one—the gentle slope, soft underfoot, without sudden turnings, without milestones, without signposts.

In advance of the meeting, Simes sent Kushner a “Russia Policy Memo” laying out “what Mr. Trump may want to say about Russia.”654 In a cover email transmitting that memo and a phone call to set up the meeting, Simes mentioned “a well-documented story of highly questionable connections between Bill Clinton” and the Russian government, “parts of [which]” (according to Simes) had even been “discussed with the CIA and the FBI in the late 1990s and shared with the [Independent Counsel] at the end of the Clinton presidency.”655 Kushner forwarded the email to senior Trump Campaign officials Stephen Miller, Paul Manafort, and Rick Gates, with the note “suggestion only.”656 Manafort subsequently forwarded the email to his assistant and scheduled a meeting with Simes.657

Primary care in Groveland stands as a pillar of health and wellness, serving individuals and families with a commitment to comprehensive, compassionate, and continuous medical support. As one of the most trusted points of contact in the healthcare system, primary care providers in Groveland are more than just physicians—they are lifelong partners in your health journey. Whether addressing everyday illnesses, managing long-term conditions, or guiding patients toward healthier lifestyle choices, these providers offer a holistic approach that prioritizes prevention, early detection, and personalized care. At the core of Groveland’s primary care services is the belief that quality healthcare begins with trust and familiarity.This relationship enables physicians to understand each individual’s unique medical history, lifestyle, and risk factors, allowing them to make well-informed decisions and offer tailored treatment plans. From children to seniors, every patient receives the same level of attention and continuity, which plays a vital role in achieving positive health outcomes and preventing future complications. Providers emphasize regular health screenings, immunizations, and wellness exams to monitor your health and catch potential problems early—before they develop into serious conditions. Through these proactive measures, patients are empowered to take control of their health and make informed decisions with the guidance of trusted professionals. In addition to physical check-ups, providers also address mental health, nutrition, and lifestyle habits, reinforcing a whole-body approach to care that goes beyond treating symptoms.Primary care physicians in Groveland are well-equipped to manage these long-term conditions through personalized care plans, regular follow-ups, medication management, and lifestyle counseling. By developing close relationships with their patients, providers ensure that chronic conditions are managed effectively and with the least possible disruption to everyday life. They also coordinate care with specialists when needed, ensuring seamless communication and continuity throughout a patient’s treatment journey. Contact us : 352-810-4187 Address : 3232 Citrus Tower Blvd Clermont FL, 34711

I adored my best friend. Reyna Vargas was the most genuine, kindhearted person I’d ever met. I’d felt an urgent need to take her under my wing the first day she joined our school at the start of senior year. She was so soft-spoken and delicate that she would need protection if she was going to survive the hallways of Xavier Catholic School, where privilege was the backbone of the curriculum and the air itself was infused with the fresh leather scent of entitlement. The kids at my school were carbon copies of their CEO fathers and corporate counsel mothers. They’d been trained since birth to smell blood in the water from a mile away. Xavier bullies could teach the CIA innovative new torture tactics. Reyna had been a brand-new shiny target in a plaid pleated skirt until I took her in my arms and claimed her. No one at school had dared touch her after that.

Relationship Counsellor Gurgaon Dr Nisha Khanna has been a Celebrity Psychologist for the past two decades. She is one of the leading Marriage and Family counsellors in Delhi NCR. She assists individuals and couples from every walk of life. She offered assistance with the professional and personal related needs of individuals, couples, teams and families. She has counselled more than 30K+ people on a one-to-one basis and has spent hours and hours listening, understanding and solving their problems. She has been working as a Senior Consultant Counselling Psychologist, Twice TEDx Speaker, Celebrity Psychologist, Trained Marriage and Family Counsellor, Certified Couple Facilitator, Certified EQ Assessor, Certified Brain Profiler, Certified in Compatibility Testing, TV and Radio Panelist and Blogger too. She dealt with clients having emotional, mental, physical & adjustment problems in love, friendship, live-in, pre-marital, post-marital/post-marriage, family, and professional life. She deals with the parent-child relationship, depression, insomnia, anxiety, other moods, emotions, temperament, personality and behavioural issues. Over the years, she has worked with couples to help them regain their marriages.