Seniors Inspirational Quotes

THE FOUR HEAVENLY FOUNTAINS Laugh, I tell you And you will turn back The hands of time. Smile, I tell you And you will reflect The face of the divine. Sing, I tell you And all the angels will sing with you! Cry, I tell you And the reflections found in your pool of tears - Will remind you of the lessons of today and yesterday To guide you through the fears of tomorrow.

What's wrong with me? ... I might seem like the ideal student: homework always in early, every extra credit and extra curricular I can get my hands on, the good girl and the high achiever. But I realized something just now: it's not ambition, not entirely. It's fear. Because I don't know who I am when I'm not working, when I'm not focused on or totally consumed by a task. Who am I between the projects and the assignments, when there's nothing to do? I haven't found her yet and it scares me. Maybe that's why, for my senior capstone project this year, I decided to solve a murder.

To think that you will be happy by becoming something else is delusion. Becoming something else just exchanges one form of suffering for another form of suffering. But when you are content with who you are now, junior or senior, married or single, rich or poor, then you are free of suffering.

When she smiles, the lines in her face become epic narratives that trace the stories of generations that no book can replace.

You take a deep breath and you walk through the doors. It's the morning of your very first day. You say hi to your friends you ain't seen in a while, try and stay out of everybody's way. It's your freshman year and your gonna be here for the next four years in this town. Hopin' one of those senior boys will wink at you and say, "You know I haven't seen you around before." 'Cause when you're fifteen and somebody tells you they love you, you're gonna believe them. And when you're fifteen, feelin' like there's nothin' to figure out, but, count to ten, take it in. This is life before you know who you're gonna be. Fifteen.

Being a senior doesn't automatically make one wise but the wise & foolish alike have things to teach us.

Dulu sebelum saya memulai menulis buku, seorang penulis buku senior pernah berkata di sebuah acara bedah buku, 'sudah berapa banyak kalian membaca buku? Belasan, puluhan atau ratusan? Lalu apa sesuatu yang berlebihan kalau kita membuat satu buku saja, yang kemudian dibaca orang?

Until your senior leaders’ calendars align with the purpose, culture change isn’t happening.

You know what's given me the greatest pleasure in my life? It's been our bungalow, the normalcy of it, the ordinariness of my waking, Almaz rattling in the kitchen, my work, my classes, my rounds with the senior students. Seeing you and Shiva at dinner, then going to sleep with my wife...I want my days to be that way.

When I was a senior in high school, I was playing in this local band in our town, and I really wanted to be a musician for a living, and it didn’t look like that was going to happen with my band. So, I enrolled in college and stuff. My senior year had ended, and I was going through the anxiety of like, ‘I guess I’m an adult now kind of’ and I was really yearning for a direction. And, I remember like sitting in my back one day, and I was praying alone, and I remember God said, just give up. Just let go of this worry and this need for direction and I will give you direction.

Remember at the junior picnic, when someone whipped that dog at Jennifer's head? And Jennifer was laughing, like it was funny? Ted never copped to it, but I know he did it. I saw him. A-hole.' Rachel shakes her head in disgust. 'She probably deals with that kind of crap every day...' 'That's it. I'm going to ask Jennifer if she wants to sit with us today... I don't like those little turds thinking they can make fun of her because she's on the list. Don't they have any respect for the fact that she's a senior? If she's with us, they wouldn't dare say anything.

Nothing In This World Is Age Restricted, You Can Think Like A Senior Head On Young Shoulders.

In that moment, I saw myself as he saw me, I understood the shape I took in his life: I was, paradoxically, simultaneously too much and not enough. And all my life since then I had tried to rectify that. I had silently taken instructions on how to be better from everywhere I could glean them: when I was freshman and my locker was next to where a group of senior guys would laugh and murmur things about girls walking by (too much makeup; too small an ass; not enough makeup; too loud; kind of a bitch because she'd turned one of them down).

For quite a long time I have been examining myself concerning the pertinence of Birthdays, while the date and time is linear, What is the point of celebrating it every year over and over once more, and afterward I understand we invested the vast majority of our energy in attempting to substantiate ourselves the best on the boundaries, all set by others, be it kids, soul mate, guardians, companions, seniors and so forth, and in this journey we will generally fail to remember what initially we needed with ourselves. Birthday is one day which offers us a chance to make a huge stride towards the directions we at any point needed to set out for ourselves. It ought to be made consistently, as the principal right stride, towards your own objectives to provide guidance to every single further advance. I pray that you will actually assemble your entire existence today to take a step towards your own objectives, without blending your objectives in with the objectives of others. Enjoy more than ever and never later. Have an Extraordinary Birthday!!!

What kind of authors do you like?" I asked, speaking in respectful tones to this man two years my senior. "Balzac, Dante, Joseph Conrad, Dickens," he answered without hesitation. "Not exactly fashionable." "That's why I read them. If you only read the books that everyone else is reading, you can only think what everyone else is thinking. That's the world of hicks and slobs. Real people would be ashamed of themselves doing that. Haven't you noticed, Watanabe? You and I are the only real ones in this dorm. The other guys are crap.

After her mother died and Adrienne and her father took up with wanderlust, Adrienne became exposed to new foods. For two years they lived in Maine, where in the summertime they ate lobster and white corn and small wild blueberries. They moved to Iowa for Adrienne's senior year of high school and they ate pork tenderloin fixed seventeen different ways. Adrienne did her first two years of college at Indiana University in Bloomington, where she lived above a Mexican cantina, which inspired a love of tamales and anything doused with habanero sauce. Then she transferred to Vanderbilt in Nashville, where she ate the best fried chicken she'd ever had in her life. And so on, and so on. Pad thai in Bangkok, stone crabs in Palm Beach, buffalo meat in Aspen. As she sat listening to Thatcher, she realized that though she knew nothing about restaurants, at least she knew something about food.

I never allowed my Autism/Asperger's to have the prerogative to neither tear nor slow me down. I earned a degree in chemistry, juggle for elementary schools, play piano for seniors on Sunday mornings, and been mentoring children/teens from K-12 at Royal Rangers almost every week for six years and counting.

Those involved in mental as opposed to physical effort or who carry the responsibilities of management are presumed to require a higher payment for their submission to the purposes of organization than those who render only physical or manual service, however adept or talented that may be. This is because there is profound difference in the nature and extent of the submission that is made. The person on the shop floor or its equivalent gives more or less diligent and deft physical effort for a specified number of hours a day. Beyond that nothing in principle--not thought, certainly not conformity of speech or behavior--is expected. Of the high corporate executive a more complete submission to the purposes of the organization is usually required. He (or she) must speak and also think well of the aims of the enterprise; he may never in public and not wisely in private raise doubt as to the depth and sincerity of his own commitment. Many factors determine his large, often very large, compensation, including the need to pay for the years of preparation, for the considerable intelligence that is requires, for the responsibility that is carried, and for the alleged risks of high position. As a practical matter, his rate of pay is also influenced by the significant and highly convenient role the executive plays in establishing it; much that accrues to the senior corporate executive is in response to his own inspired generosity. But there is also payment for the comprehensive submission of his individual personality to that of the corporation. It is no slight thing to give up one's self and self-expression to the collective personality of one's employer.

At once the senior pilot arose in his mighty bulk and began to struggle into his coat, with awe-inspiring upheavals. The stranger and I hurried impulsively to his assistance, and directly we laid our hands on him he became perfectly quiescent. We had to raise our arms very high, and to make efforts. It was like caparisoning a docile elephant. With a "Thanks, gentlemen," he dived under and squeezed himself through the door in a great hurry.

Part of me, Adventurous Mia, Brave Mia, F.O.U.N.D. Field Department Poster Girl Mia wants to leave immediately-right-now to get this done and over with, rip it off like a Band-Aid. The other part of me, Scared Teenage Soon-to-be-Senior Mia doesn’t know what she wants. She sure as hell doesn’t want to run headfirst into a mess bigger than anything she’s ever faced in her entire life, but she also loves Dave. Both of the Mias do. They would do anything for him. I would do anything for him, even if it means dying to try to protect him. That’s what scares me the most.

Ben was reminded of his boss, one of the senior architects at the firm, who liked to say that buildings had “multiple lives,” perhaps as a way to cushion the news whenever a beloved building lost the bid for preservation and was slated to be redone. It was his boss’s theory of architectural reincarnation that inspired Ben’s own habit of including some homage to the former building—perhaps a pattern in the stone or a shape of a window—within his designs for any replacement. He liked the notion that even buildings could have memories, and could, in turn, be remembered.

Welcome to part one of my author’s note: the inspiration behind this book. Just a few years ago, the wildest thing ever happened to me. During my senior year, Tom Holland secretly enrolled in my high school, the Bronx High School of Science, as an undercover student to learn more about American high schools for his upcoming role as Spider-Man. I was lucky enough to meet and talk to him during his time there (literally still reeling in shock if we’re being honest because w h a t), and I’ve always treasured that experience. Since then, an idea has lingered in the back of my head—wouldn’t this be such an incredible concept for a book?

Good reader, I was exactly the Church Youth Group Girl you think I was. Christian T-shirts and youth choir with a side of sanctimony. It pains me to admit this, but my class voted me “Most Inspirational” my senior year. I was a lot of fun, bless my heart. I grew up immersed in typical Christian culture: heavy emphasis on morality, fairly dogmatic, linear, and authoritative. Because my experience was so homogenous and my skill set included Flying Right, I found wild success within the paradigm. My interpretations were rarely challenged by diversity, suffering, or disparity. Since the bull’s-eye was good behavior (we called it “holiness”), I earned an A.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

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

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

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.

In the light of the evidence it is hard to believe that most crusaders were motivated by crude materialism. Given their knowledge and expectations and the economic climate in which they lived, the disposal of assets to invest in the fairly remote possibility of settlement in the East would have been a stupid gamble. It makes much more sense to suppose, in so far as one can generalize about them, that they were moved by an idealism which must have inspired not only them but their families. Parents, brothers and sisters, wives and children had to face a long absence and must have worried about them: in 1098 Countess Ida of Boulogne made an endowment to the abbey of St Bertin 'for the safety of her sons, Godfrey and Baldwin, who have gone to Jerusalem'.83 And they and more distant relatives — cousins, uncles and nephews - were prepared to endow them out of the patrimonial lands. I have already stressed that no one can treat the phenomenal growth of monasticism in this period without taking into account not only those who entered the communities to be professed, but also the lay men and women who were prepared to endow new religious houses with lands and rents. The same is true of the crusading movement. Behind many crusaders stood a large body of men and women who were prepared to sacrifice interest to help them go. It is hard to avoid concluding that they were fired by the opportunity presented to a relative not only of making a penitential pilgrimage to Jerusalem but also of fighting in a holy cause. For almost a century great lords, castellans and knights had been subjected to abuse by the Church. Wilting under the torrent of invective and responding to the attempts of churchmen to reform their way of life in terms they could understand, they had become perceptibly more pious. Now they were presented by a pope who knew them intimately with the chance of performing a meritorious act which exactly fitted their upbringing and devotional needs and they seized it eagerly. But they responded, of course, in their own way. They were not theologians and were bound to react in ways consonant with their own ideas of right and wrong, ideas that did not always respond to those of senior churchmen. The emphasis that Urban had put on charity - love of Christian brothers under the heel of Islam, love of Christ whose land was subject to the Muslim yoke - could not but arouse in their minds analogies with their own kin and their own lords' patrimonies, and remind them of their obligations to avenge injuries to their relatives and lords. And that put the crusade on the level of a vendetta. Their leaders, writing to Urban in September 1098, informed him that 'The Turks, who inflicted much dishonour on Our Lord Jesus Christ, have been taken and killed and we Jerusalemites have avenged the injury to the supreme God Jesus Christ.

A practical tip: explore the assumptions with your team, not on your own. And as a first step, start by uncovering the unspoken assumptions behind the traditional hierarchical organizational (Amber/Orange) model: workers are lazy and untrustworthy; senior people have all the answers; employees can’t handle difficult news; and so forth.

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.

Back in the late nineties, Ellen Galinsky, the president and co-founder of the Families and Work Institute, had an inspired idea. Rather than blithely speculating about how children experience their parents’ efforts to balance work and home, she decided to ask them directly. Her organization did a detailed, comprehensive survey of over 1,023 kids, ages eight to eighteen, and in 1999 she published and analyzed the results in Ask the Children: What America’s Children Really Think About Working Parents. The data were quite clear: 85 percent of Americans may believe that parents don’t spend enough time with their kids, but just 10 percent of the kids in Galinsky’s survey wanted more time with their mothers, and just 16 percent wanted more time with their dads. A full 34 percent, however, wished their mothers would be “less stressed.

Compared to most of its peers, Princeton is still by choice quite small, a face-to-face community located on a beautiful, tree-filled campus in an exurban colonial town. Its fewer than seven thousand students are taught and mentored by a faculty of over eleven hundred, giving it a 5:1 student-faculty ratio (in full-time equivalents), one of the lowest in the nation. This low ratio stems directly from Princeton’s philosophy of maintaining close personal contact between teachers and learners, and not only in innumerable Wilson-inspired precepts and seminars. The four-course plan, with its demanding (of both students and faculty) junior papers and senior theses, and comprehensive exams were, as Professor of English Charles G. Osgood emphasized on the eve of World War II, 'natural results' of the preceptorial system, Wilson’s reorganization of the curriculum, and 'the personal efforts of men whom Wilson brought to Princeton or advanced.

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director of product management) where some number of product managers (usually somewhere between 3 and 10) report directly to you. The director of product management is really responsible for two things. The first is ensuring his or her product managers are all strong and capable. The second is product vision and strategy and connecting the dots between the product work of the many teams. This is also referred to as holistic view of product. But lots of strong senior product managers are not sure about their preferred career path at this stage, and the GPM role is a great way to get a taste of both worlds. The GPM is the actual product manager for one product team, but in addition, she is responsible for the development and coaching of a small number of additional product managers (typically, one to three others). While the director of product management may have product managers who work across many different areas, the GPM model is designed to facilitate tightly coupled product teams.

Give employees a reason to care. They shouldn’t just think of innovation as something only senior management thinks about.

Our senior citizens paved many great paths for the future that have deep sentimental values, and are deserving of the greatest care and love.

Ainsi posée, l'équation économique du vieillissement inspire invariablement quatre types de mesures publiques possibles. 1. L'allongement de la période de travail au cours d'une vie. Déjà en Espagne, au Japon ou en Allemagne, on prévoit de reporter l'âge légal du départ à la retraite au-delà de 65 ans pour modifier, même provisoirement, le rapport de dépendance démographique. 2. La hausse de la contribution de l'ensemble de la population à la vie économique du pays, par exemple en facilitant la combinaison de l'activité professionnelle et de la vie familiale des femmes pour les inciter à travailler. De la même façon, les mesures d'encouragement au vieillissement actif des seniors doivent leur permettre de diversifier leurs sources de revenus. Surtout qu'en plus d'alléger les budgets publics, on constate qu'une activité même limité réduit les risques de précarisation et d'isolement des personnes âgées, notamment des femmes, plus facilement exposées à la détérioration de leur état de santé et de leur situation économique. 3. La diminution du coût de certaines prestations, comme la prise en charge des maladies de longue durée, grâce à la mise en place de politiques de prévention systématiques des maladies non transmissibles et dégénératives. 4. Le recours à la migration de travail pour étendre la main-d'œuvre, accroître le volume des prélèvements de solidarité tout en comblant certains besoins du marché du travail. (p. 44)

Tom’s team distilled the thousand ideas down to 293 discussion topics. That was still way too many for a single day’s agenda, so a group of senior managers then met and whittled those down to 120 topics, organized into several broad categories such as Training, Environment and Culture; Cross-Show Resource Pooling (we often call our movies “shows”); Tools and Technology; and Workflow.

The week before Notes Day, all facilitators attended a training session to help them keep each meeting on track and make sure that everyone—the outgoing, the laid-back, and everyone in between—was heard from. Then, to make sure something concrete emerged, the Working Group designed a set of “exit forms” to be filled out by each session’s participants. Red forms were for proposals, blue forms were for brainstorms, and yellow forms were for something we called “best practices”—ideas that were not action items per se but principles about how we should behave as a company. The forms were simple and specific: Each session got its own set, tailored specifically to the topic at hand, that asked a specific question. For example, the session called “Returning to a ‘Good Ideas Come from Anywhere’ Culture,” had blue exit forms topped with this header: Imagine it’s 2017. We’ve broken down barriers so that people feel safe to speak up. Senior employees are open to new processes. What did we do to achieve this success? Underneath that question were boxes in which attendees could pencil in three answers. Then, after they wrote a general description of each idea, they were asked to go a few steps further. What “Benefits to Pixar” would these ideas bring? And what should be the “Next Steps” to make them a reality? Finally, there was space provided to specify “Who is the best audience for this idea?” and “Who should pitch this idea?

Weale had joined the Scouts from the regular army within a few weeks of it being formed. The regiment’s ethos was inspired by the British SAS, with whom several of its senior officers had served, either during the Second World War or in the Malayan emergency or both, but the selection process was even more gruelling: it took seventeen days, the first five of which required living entirely off the land at a training camp on the shores of Lake Kariba. On the fifth day, candidates were given the rotten carcass of a baboon as a reward for making it that far. The few who remained after that – usually around 10 per cent – were given the most meagre of rations to survive the rest of the course to supplement their diet of living off the land. A further four weeks’ training followed, during which they were still monitored for suitability. Successful recruits therefore started out with a strong sense of camaraderie and great pride, as each man knew that the others had also gone well beyond the norms of human endurance and behaviour to become a Selous Scout.

The senior players, meanwhile, understood perfectly well, and as one recognised: ‘He always used us as an example, but he was always fair with us and everyone else.’ Pep was finding solutions to the team’s problems, relying on instinct and experience to motivate, inspire and get the best out of the youngsters.

There's is no shame in being vulnerable when the world tosses you boatload of bullshit and tells you to deal with it.

Asoka World School is a reputed international school in Kochi affiliated with CBSE. We have a student-friendly environment and has a very interesting syllabus. The STEM enriched curriculum helps to provide an in-depth learning experience for the students. We have a wide range of extracurricular activities for nurturing and developing a child’s creativity and imagination. Asoka World School can be an ideal option for your child. Here are some key reasons why Asoka World School is the best for your kid. Individualized attention in classes: Our student-teacher ratio arrangement is standardised in such a way that teachers are able to give individual attention to each child. Our teachers are well educated, experienced and constantly inspires their students. We follow the golden teacher-student ratio of 1:20. This helps students to gain the concepts of each subject easily hence they become more confident. This also enriches their knowledge, and they get more quality time to interact with their teachers. image Child Safe Environment: At Asoka World School, you will find your child is in extremely safe hands. Our classrooms are aesthetically designed and technologically equipped to disseminate learning through very many fun ways. Asoka World School has a world-class building design, infrastructure, fully integrated wireless network, climate-controlled smart classrooms, security features and no compromise hygiene and safeguarding policy that offers everything you have been dreaming for your child. Updated Curriculums: We have 4 levels of programmes prepared for our children. Foundational - KG - IInd Preparatory - IIIrd - Vth Middle School - VIth - VIIIth Senior School - IXth - XIIth These programs are framed by our school to focus on developing various vital skills in the students. Our teachers adopt a customised teaching approach that can help students of every category. Our flexible curriculum enhances the communication between the teachers and students to a great extent. Our school has result-oriented teaching methods, qualified and responsible teaching staff to help facilitate a learning environment that is both safe and nurturing. As the best CBSE school in Kochi, Asoka World School is a leader in its sector and we hope to continue rising and come out as the best school in Kochi.

I pay tribute to that little girl who is constantly told by society that she is not beautiful. For the older woman who hides behind her mask and colors her gray hair. And to the senior woman who feels that her wrinkles are a negative reminder of growing older. Know that you are all beautiful, just the way you are. Let the radiance you were born with shine through.

D. Donovan, Senior Reviewer, Midwest Book Review writes: "Sea Creatures and Poems: Plus Some Other Fish Rhymes illustrates the fun that poetry can embrace, providing a zany collection for all ages that is both ocean-focused and whimsical. The operative description for both poems and pictures is "silly," and the book fulfills this promise with a series of engaging observations that belay the usual staid approaches of too many poetry books. Art combined with poetry is "a delicious combination," as Richard Merritts reflects in the collection's introduction. The poems inspired the author to add illustrations which are just as whimsically touched...and, also, quite artistically rendered. These aren't demanding works. Take "Pompano Pompano Pompano," for example. Its very short observation concludes with an ironic twist after identifying the "flat fish from Florida" outside of its normal sea environment. Succinct? Yes. But the poem really...snags readers, landing a winning insight on both the pompano and its ultimate fate. Readers trawling for humor will find plenty in this book. Even the poetry titles present original, fun observations, as in "By Jove, I Hooked a Snook." Aside from its delightful observations, the poems represent diverse structures, from free verse to rhyme: "From the depths of the sea;/Came a fish that could be;/From a prison did flee;/Dressed in stripes, so you see..." From redfish and ahi to the anglers who long for them, Sea Creatures and Poems will appeal to a wide audience, especially those who do not view poetry as an opportunity for philosophical and psychological analysis alone. Its blend of natural history info, inviting color illustrations, and accompanying fun insights is recommended for those who fish to those who enjoy eating or studying them, as well as poetry lovers who will appreciate the very different approaches, poetic variety, and whimsical inspections within. Libraries catering to these audiences will want to include it in their collections, but Sea Creatures and Poems will prove a delightful choice for adults who seek to instill in the young an appreciation for poetry's capability for fun and its diverse structural representations.

I know that with clearly defined goals I cannot fail. I will aim high and I will always hit my mark. I will choose the direction of my life and I will inevitably reach my goals

Church for Monday is a book that will awaken your imagination and ignite a passion in your heart to close the gap between faith and work. This book will help you see the people you interact with each day as more than just casual acquaintances, but as those whom God has placed in your life to experience His love.

During his senior cross-country season, Joash broke every course record except one. In his senior year, at the Nike National race in Portland, Oregon, Joash came in third against 199 of the fastest runners in the country. This boy, who once struggled at home and school, received a five-year full-ride running scholarship and was awarded Academic All American during his freshman year of college. Joash eventually hopes to become an U.S. citizen and work in the medical field. Calvin graduated from University of Mary in respiratory therapy and will graduate from medical school. His goal is to one day open a clinic in Kenya. These two brothers from Kenya brought much unexpected joy and adventure into our lives. They became our sons; they became brothers to our other children. Most of all, they expanded our hearts.

This is the story of an awe-inspiring mother driven to improve our planet and the lives of all its daughters. It’s also a story about men: what it is to be the father, husband or son of such an amazing woman. To be sat down as a man with open eyes and ears to understand the harsh realities of period poverty, the healing power of tourmaline for endometriosis, brilliant entrepreneurship in the face of discrimination, and the power of love to find diamonds in the pieces of a broken heart.’ — Brian Ballantyne, author of Confessions of a Working Father, co-founder, Men for Inclusion, and former Senior Program Manager – Inclusion & Diversity, Amazon

Ken Uston (1935–87). Uston’s books Million Dollar Blackjack and The Big Player inspired the formation of other teams as well as intensified casino efforts to stop them. Ken Uston was one of the more colorful characters in blackjack history. One-quarter Asian, with a Japanese grandfather, he was born Kenneth Senzo Usui. Starting his career in the securities business, he became the youngest senior vice president ever at the Pacific Stock Exchange. Drawn by the allure of blackjack he then left the securities industry to play professionally.

No matter your seniority level, learn like a Junior.

But for every student who fought back there were several more who lived in loneliness or fear. Said one student from the era, “I can remember my first day at RVA, scared, intimidated…being put into the ‘hatchery’ with twenty-four other girls in bunk beds, never accepted but trying to get attention. It was all a bad scene and never got better. No one tried to help me”. Yet it was not the emotional stress or lack of sufficient adult mentors that inspired the greatest vitriol from parents. What triggered the most urgent letters was the appearance of worldy rebellion…ven in the darkest hour, when perhaps one-fourth of the senior class was experimenting with drugs, the vast majority of the school’s students were not using drugs or having sex, let alone dancing or indulging in any of the cosmetic misdemeanors that were so offensive to some within the missionary community. p159

Di dunia nyata tidak ada pembeda antara senior dan junior. Dalam sekejap pendatang baru bisa menjadi bintang, dan pemain lama bisa menjadi usang. Hanya yang berhenti berkarya tertinggal segalanya.

Don Disbro's professional inspirations include his father, Russ Disbro, musician Lars Ulrich and businessman Donald Trump. He hopes to start and sell a business within the next five years. Don Disbro also plans to own two homes, one on the East Coast and another on the West Coast.

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.

It is amazing, the number of business executives and senior leaders who get to be appointed and elevated to positions of authority on the basis of technical competences whilst lacking essential grooming on basic good manners and customs of conduct that must come from the home training process.

If you are a senior executive, you need to embrace each individual’s right to choose his or her own hardships — and you must talk about that openly, candidly.

Organizations that create a climate such as that described in this chapter will naturally experience an acceleration of their OODA loops. So the question becomes how to install it. Boyd suggested, in his briefing “Organic Design for Command and Control,” that it will grow naturally if the senior management sets the proper conditions. He defines the two essential elements necessary for running any human organization along maneuver conflict—rapid OODA loop—lines as: •   Leadership—implies the art of inspiring people to enthusiastically take action towards uncommon goals. It must interact with the system to shape the character or nature of that system in order to realize what is to be done. •   Appreciation—refers to the recognition of worth or value, clear perception, understanding, comprehension, discernment, etc. It must not interact nor interfere with the system, but must discern (not shape) the character / nature of what is being done or about to be done.

So, young lady – what can you do for us?” boomed one senior professional. “Everything – from training to digital forensic investigations,” replied Apurva.

Dear Amy: Eighteen years ago, I left my career to stay home. Now, I have two seniors heading to college and too much free time. I am happily married to a man who has a successful business and works from home. I have friends and volunteer, but I'm bored. I don't want to return to work full time because my youngest is still in school. I spend time thinking about small businesses I could start or jobs to apply for, but I can't seem to pick one and get going. How can I decide what to do and actually make it happen? In the Doldrums You don't need to map out the rest of your life right now; you need only to get unstuck. Start by applying for part-time jobs, any part-time job. It might take you a while to get something because you've been out of the workforce. If it were me, I'd try to work the lunch shift at a busy diner. The tiring workday, responsibilities and glancing interaction with people from all walks of life could be good for you and might inspire your next phase. Read "I Could Do Anything If I Only Knew What It Was: How to Discover What You Really Want and How to Get It," by Barbara Sher with Barbara Smith (Dell). The authors offer thoughtful and practical suggestions for getting unstuck. Amy's column appears seven days a

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.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

The responsibility for finding and fixing problems should be assigned to every employee, from the most senior manager to the lowliest person on the production line. If anyone at any level spotted a problem in the manufacturing process, Deming believed, they should be encouraged (and expected) to stop the assembly line. Japanese companies that implemented Deming’s ideas made it easy for workers to do so: They installed a cord that anyone could pull in order to bring production to a halt. Before long, Japanese companies were enjoying unheard-of levels of quality, productivity, and market share.

A marketing consultant I knew was hired by a family-owned agency because he was dating one of the family members. Clients were leaving the agency in droves and this person didn't understand his duties or how to execute them. The agency owner's solution was to encourage the consultant to spend more time with senior staff who were more experienced; hoping this exposure would give the consultant insight and dedication. This consultant did not change or grow so the agency owner asked several of us for input. I told the agency owner that until this employee was shown direct benefits and need to improve there was no motivation for him to do so. Until there is a perceived need for growth, there isn't likely to be actual growth.

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.