Seniors Juniors Quotes

Do not be concerned with the faults of other persons. Do not see others' faults with a hateful mind. There is an old saying that if you stop seeing others' faults, then naturally seniors and venerated and juniors are revered. Do not imitate others' faults; just cultivate virtue. Buddha prohibited unwholesome actions, but did not tell us to hate those who practice unwholesome actions.

the juniors were acting different because they are now the seniors. They even had T-shirts made. I don't know who plans these things.

When I was little, I used to go to the local ice-skating rink. In my mind, I always felt like I could twirl and jump, but when I got out onto the ice, I could barely keep my blades straight. When I got older, that's how it was with people: In my mind, I am bold and forthright, but what comes out always seems to be so meek and polite. Even with Evan, my boyfriend for junior and most of senior year, I never quite managed to be that skating, twirling, leaping person I suspected I could be. But today, apparently, I can skate.

There is a simple way to become buddha: When you refrain from unwholesome actions, are not attached to birth and death, and are compassionate toward all sentient beings, respectful to seniors and kind to juniors, not excluding or desiring anything, with no designing thoughts or worries, you will be called a buddha. Do not seek anything else.

So the captain, the first officer and the ship's doctor and sometimes the engineer all beam down to a planet. Together." "The entire complement of the senior officers?" Billy nodded "And who has the command of the ship?" "I don't know. Junior officers I guess." "If they worked for me I would have them court-martialed. That sounds like a dereliction of duty." "I know. I know. I always thought it odd myself. But that's not the point." "What is the point?" "They're usually accompanied by a guy in the red shirt. Always a crew member you've never seen before. And as soon as you see the shirt, you know he's going to die.

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.

Hey, let’s try speed-starting the fire with an infusion of pure oxygen!” Because inside every senior tech officer was a junior tech officer who’d been on a short leash for a long time.

The most cursory examination of even the most progressive organs of information reveals a curious inability to recognize women as newsmakers, unless they are young or married to a head of state or naked or pregnant by some triumph of technology or perpetrators or victims of some hideous crime or any combiniation of the above. Women's issues are often disguised as people issues, unless they are relegated to the women's pages which amazingly still suvive. Senior figures are all male; even the few women who are deemed worthy of obituaries are shown in images from their youth, as if the last fourty years of their lives have been without achievement of any kind. If you analyse the by-lines in your morning paper, you will see that the senior editorial staff are all older men, supported by a rabble of junior females, the infinitely replacesable 'hackettes'.

I'd violated the primary rule of junior and senior high-- don't get people talking about you too much. This was wearing the brightest shirt on the playground. This was Mom giving you a kiss in the lobby.

BILLY: Did you ever watch Star Trek? MACHIAVELLI: Do I look like I watch Star Trek? BILLY: It's hard to tell who's a Trekkie. MACHIAVELLI: Billy, I ran one of the most sophisticated secret service organizations in the world. I did not have time for Star Trek. (pause) I was more of a Star Wars fan. Why do you ask? BILLY: Well, when Captain Kirk and Mr. Spock beamed down to a planet, usually with Dr. McCoy and sometimes with Scotty from engineering... MACHIAVELLI: Wait a minute--what's Mr. Spock again? BILLY: A Vulcan. MACHIAVELLI: His rank. BILLY: The first officer. MACHIAVELLI: So the captain, the first officer, the ship's doctor, and sometimes the engineer all beam down to a planet. Together. The entire complement of the senior officers? BILLY: (nods) MACHIAVELLI: And who has command of the ship? BILLY: (shrug) I don't know. Junior officers, I guess. MACHIAVELLI: If they worked for me I'd have them court-martialed. That sounds like a gross dereliction of duty. BILLY: I know. I always thought it was a little odd myself.

This wimpled, whining, purblind, wayward boy, this Senior Junior, giant dwarf...Cupid.

It had been two weeks since her first real boyfriend, Jason, had broken up with her on the eve of the first day of school. His exact words had been “Babe, you know I think you’re the best and all, but it’s my senior year and I can’t have the baggage of a relationship. I gotta live it up, play the field. You get it, right?” Uh, not exactly. So Michele had to begin her junior year with a broken heart, which grew all the more painful last week, when word spread that Jason was hooking up with a sophomore, Carly Marsh

Let me tell you girls a story, short and sweet. In high school, I was a junior varsity cheerleader dating a senior who was up for football scholarships. I'd slept with him several times willingly. One night I wasn't in the mood, but he was. So he held me down and forced me. The few people I told about it - including my best friend - pointed out what would happen to him if I told. They stressed the fact that I hadn't been a virgin, that we were dating, that we'd had sex before. So I kept quiet. I never even told my mother. That boy put bruises on my body. I was crying and begging him to stop and he didn't. That's called rape, ladies.

My mom believed that you make your own luck. Over the stove she had hung these old, maroon painted letters that spell out, “MANIFEST.” The idea being if you thought and dreamed about the way you wanted your life to be -- if you just envisioned it long enough, it would come into being. But as hard as I had manifested Astrid Heyman with her hand in mine, her blue eyes gazing into mine, her lips whispering something wild and funny and outrageous in my ear, she had remained totally unaware of my existence. Truly, to even dream of dreaming about Astrid, for a guy like me, in my relatively low position on the social ladder of Cheyenne Mountain High, was idiotic. And with her a senior and me a junior? Forget it. Astrid was just lit up with beauty: shining blonde ringlets, June sky blue eyes, slightly furrowed brow, always biting back a smile, champion diver on the swim team. Olympic level. Hell, Astrid was Olympic level in every possible way.

I made him a promise." Kevin dragged his stare away from Neil's face to follow Andrew's progress. "He's waiting to see if I can keep it." "I don't understand." Kevin said nothing for so long Neil almost gave up waiting for an answer. Finally he explained, "Andrew on his drugs is useless, but Andrew off his drugs is worse. His high school counselor saw the difference between his junior and senior years and swore this medicine saved his life. A sober Andrew is…" Kevin thought for a moment, trying to remember her exact words, and crooked his fingers at Neil as he quoted, "destructive and joyless. "Andrew has neither purpose nor ambition," Kevin said. "I was the first person who ever looked at Andrew and told him he was worth something. When he comes off these drugs and has nothing else to hold him up I will give him something to build his life around." "He agreed to this?" Neil asked. "But he's fighting you every step of the way. Why?" "When I first said you would be Court, why were you upset with me?" "Because I knew it'd never happen," Neil said, "but I wanted it anyway." Kevin said nothing. Neil waited, then realized he'd answered his own question.

In the classics section, she had picked up a copy of The Magic Mountain and recalled the summer between her junior and senior years of high school, when she read it, how she lay in bed hours after she should have gotten up, the sheet growing warmer against her skin as the sun rose higher in the sky, her mother poking her head in now and then to see if she'd gotten up yet, but never suggesting that she should: Eleanor didn't have many rules about child rearing, but one of them was this: Never interrupt reading.

There is a simple way to become a buddha: When you refrain from unwholesome actions, are not attached to birth and death, and are compassionate toward all sentient beings, respectful to seniors and kind to juniors, not excluding or desiring anything, with no thoughts or worries, you will be called a buddha. Seek nothing else.

Being a failed teenager is not a crime, but a predicament and a secret crucible. It is a fun-house mirror where distortion and mystification led to the bitter reflection that sometimes ripens into self knowledge. Time is the only ally of the humiliated teenager, who eventually discovers the golden boy of the senior class is a bloated, bald drunk at the twentieth reunion, and that the homecoming queen married a wife-beater and philanderer and died in a drug rehabilitation center before she was thirty. The prince of acne rallied in college and is now head of neurology, and the homeliest girl blossoms in her twenties, marries the chief financial officer of a national bank, and attends her reunion as president of the Junior League. But since a teenager is denied a crystal ball that will predict the future, there is a forced march quality to this unspeakable rite of passage. It is an unforgivable crime for teenagers not to be able to absolve themselves for being ridiculous creatures at the most hazardous time of their lives.

inside every senior tech officer was a junior tech officer who’d been on a short leash for a long time.

The goal of all leaders should be to work themselves out of a job. This means leaders must be heavily engaged in training and mentoring their junior leaders to prepare them to step up and assume greater responsibilities. When mentored and coached properly, the junior leader can eventually replace the senior leader, allowing the senior leader to move on to the next level of leadership.

Your employers evince great faith in your talents, Mr Ewing, to entrust you with business neccessitating such a long & arduous voyage." I replied that, yes, I was a senior enough notary to be entrusted with my present assignment, but a junior enough scrivener to be obligated to accept the same.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

Senior engineers can develop bad habits, and one of the worst is the tendency to lecture and debate with anyone who does not understand them or who disagrees with what they are saying. To work successfully with a newcomer or a more junior teammate, you must be able to listen and communicate in a way that person can understand, even if you have to try several times to get it right. Software development is a team sport in most companies, and teams have to communicate effectively to get anything done.

As a result we are more and more directing the desires of men to something which does not exist - making the role of the eye in sexuality more and more important and at the same time making its demands more and more impossible. What follows you can easily forecast!

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.

A continuing problem of this static war was that senior officers did not have enough to do to make them keep their hands off their junior’s affairs. Or they had time to think up new projects, from painting fire buckets red to promulgating the color of name tags on enlisted fatigues.

Pico,” Yuan mutters. “I’m listening, Yuan,” Pico’s voice resonates in the library. “Was backing away cowardice?” “About your old research?” Pico begins, “No, you weren’t a coward. Everything needs caution. But Ruem was taking great risks. Risking one’s own life in the war field is not the same as risking the lives of millions. Even if the goal is good.” “Do you think his goal was good?” Yuan asks. “Cosmic energy is the Source, the fabric that forms the universe. Now you, humans, call it prana. You learned to absorb it by being willing to absorb it. It evolves you, yes. Your mind and your body are designed for this purpose, true. I can’t deny that it could bring a greater good. But, theoretically good. Ruem, however, his idea is dark; it’s always been dark. Artificially forcing people into evolution is risky.” Pico explains—now it’s not Senior or Junior anymore. Now they both are one. For that, each of them had to face a small death. A death of the individual, yes. But for the both, it’s a new life, a connected life. A whole life.

We will make the whole universe a noise in the end. We have already made great strides in this direction as regards the Earth.

it is paramount that senior leaders explain to their junior leaders and troops executing the mission how their role contributes to big picture success.

Procrastination is the junior enemy of action; cowardice, the senior.

This emperor was arbiter of the whole world at nineteen, and yet would have a man to be thirty before he could be fit to determine a dispute about a gutter.

The people who are thriving—at any level, junior to senior—tend to have people approaching their desk all the time.” —Keith Rabois

as a junior, he graduates with the senior class

was too senior to do the bullshit jobs and too junior to do the political jobs. I was just right.

it’s often the sixth- to twelfth-best juniors who break through at senior level. They’ve had to fight harder. They don’t buckle when the setbacks come.

Hence the prayers offered in the state of dryness are those which please Him best. We can drag our patients along by continual tempting, because we design them only for the table, and the more their will is interfered with, the better. He cannot "tempt" to virtue as we do to vice. He wants them to learn to walk and must therefore take away his hand; and if only the will to walk is really there He is pleased even with their stumbles.

He had been a fine player, making All-Conference in his junior and senior years, and he knew perfectly well that he had his own bad temper to thank … or to blame. He had not enjoyed football. Every game was a grudge match.

When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it.

I’m telling you, he’s here,” an unmistakable, feminine, Irish voice said. Junior tore himself away from me, eyes wide. “Look,” Moira said. “The little GPS dot says he’s right here somewhere.” “Junior?” Nico Senior called out.

Big D. November '63. He was there that Big Weekend. He caught the Big Moment and took this Big Ride. He was a sergeant on Vegas PD. He was married. He had a chemistry degree. His father was a big Mormon fat cat. Wayne Senior was jungled up all over the nut Right. He did Klan ops for Mr. Hoover and Dwight Holly. He pushed high-line hate tracts. He rode the far-Right zeitgeist and stayed in the know. He knew about the JFK hit. It was multi-faction: Cuban exiles, rogue CIA, mob. Senior bought Junior a ticket to ride. Extradition job with one caveat: kill the extraditee.

As I was editing this chapter, a survey of more than thirty-five hundred Australian surgeons revealed a culture rife with bullying, discrimination, and sexual harassment, against women especially (although men weren’t untouched either). To give you a flavor of professional life as a woman in this field, female trainees and junior surgeons “reported feeling obliged to give their supervisors sexual favours to keep their jobs”; endured flagrantly illegal hostility toward the notion of combining career with motherhood; contended with “boys’ clubs”; and experienced entrenched sexism at all levels and “a culture of fear and reprisal, with known bullies in senior positions seen as untouchable.”68 I came back to this chapter on the very day that news broke in the state of Victoria, Australia, where I live, of a Victorian Equal Opportunity and Human Rights Commission report revealing that sexual discrimination and harassment is also shockingly prevalent in the Victorian Police, which unlawfully failed to provide an equal and safe working environment.69 I understand that attempts to identify the psychological factors that underlie sex inequalities in the workplace are well-meaning. And, of course, we shouldn’t shy away from naming (supposedly) politically unpalatable causes of those inequalities. But when you consider the women who enter and persist in highly competitive and risky occupations like surgery and policing—despite the odds stacked against them by largely unfettered sex discrimination and harassment—casual scholarly suggestions that women are relatively few in number, particularly in the higher echelons, because they’re less geared to compete in the workplace, start to seem almost offensive. Testosterone

Other people would call him sensitive, but it is more than that. The dial is broken, the volume turned all the way up. Moments of joy register as brief, but ecstatic. Moments of pain stretch long and unbearably loud. When his first dog dies, Henry cries for a week. ... When David throws away his childhood bear, ... when he loses the card his grandfather gave him before he passed, when he finds Liz cheating on him during their senior trip, when Robbie dumps him before junior year, every time, no matter how small, or how big, it feels like his heart is breaking again inside his chest.

I love to sketch but am too embarrassed to show anyone. I won a national championship my senior year, the Heisman when I was a junior. I’m actually . . . shy. Dwight Schrute from The Office makes me laugh until I cry. And recently, I’ve discovered I have an insatiable penchant for hot librarians.

Your patient must demand that all his own utterances are to be taken at their face value and judged simply on the actual words, while at the same time judging all his mother's utterances with the fullest and most oversensitive interpretation of the tone and the context and the suspected intention.

And it wasn't just us. It wasn't just that we were high school, me a junior and you a senior, with our clothes all wrong for restaurants like this, too bright and too rumpled and too zippered and too stained and too slapdash and awkward and stretched and trendy and desperate and casual and unsure and baggy and sweaty and sporty and wrong.

Where I lived at Pencey, I lived in the Ossenburger Memorial Wing of the new dorms. It was only for juniors and seniors. I was a junior. My roommate was a senior. It was named after this guy Ossenburger that went to Pencey. He made a pot of dough in the undertaking business after he got out of Pencey. What he did, he started these undertaking parlors all over the country that you could get members of your family buried for about five bucks apiece. You should see old Ossenburger. He probably just shoves them in a sack and dumps them in the river. Anyway, he gave Pencey a pile of dough, and they named our wing alter him. The first football game of the year, he came up to school in this big goddam Cadillac, and we all had to stand up in the grandstand and give him a locomotive—that's a cheer. Then, the next morning, in chapel, he made a speech that lasted about ten hours. He started off with about fifty corny jokes, just to show us what a regular guy he was. Very big deal. Then he started telling us how he was never ashamed, when he was in some kind of trouble or something, to get right down his knees and pray to God. He told us we should always pray to God—talk to Him and all—wherever we were. He told us we ought to think of Jesus as our buddy and all. He said he talked to Jesus all the time. Even when he was driving his car. That killed me. I can just see the big phony bastard shifting into first gear and asking Jesus to send him a few more stiffs. The only good part of his speech was right in the middle of it. He was telling us all about what a swell guy he was, what a hotshot and all, then all of a sudden this guy sitting in the row in front of me, Edgar Marsalla, laid this terrific fart. It was a very crude thing to do, in chapel and all, but it was also quite amusing. Old Marsalla. He damn near blew the roof off. Hardly anybody laughed out loud, and old Ossenburger made out like he didn't even hear it, but old Thurmer, the headmaster, was sitting right next to him on the rostrum and all, and you could tell he heard it. Boy, was he sore. He didn't say anything then, but the next night he made us have compulsory study hall in the academic building and he came up and made a speech. He said that the boy that had created the disturbance in chapel wasn't fit to go to Pencey. We tried to get old Marsalla to rip off another one, right while old Thurmer was making his speech, but be wasn't in the right mood.

While it is unlikely that the size of the Court will ever change again, some scholars, troubled by the increasing length of service on the Court and the advanced age at which justices retire, have recently put forward a proposal that would add new justices, move the oldest into a senior status, and assign the Court’s active work to the most junior nine.

And, caught in a Communist trap, the moral courage of some leaders grew less. The pressure on Tokyo to hold down the loss never ceased. In Korea, on tile ground, it intensified. It was no longer possible to permit juniors any latitude, or any possibility for error. What Boatner foresaw happened. Soon battalion commanders led platoons, and general officers directed company actions, for the loss of one patrol could ruin the career of a colonel. In one way, it was an efficient system. It worked, for the lines were stable, and no senior officer had enough to do. But the damage done to the Army command structure would be long in healing. If a new war came someday, there would be colonels and generals—who had been lieutenants and captains in Korea—who had their basic lessons still to learn.

Dennis White has asked me to write a letter recommending him to the Emanuel Lutheran Seminary (Master of Divinity Program), and I am happy to grant his modest request. Four years ago Mr. White enrolled as a dewy-eyed freshman in one of my introductory literature courses (Cross-cultural Readings in English, or some such dumping ground of a title); he returned several years later for another dose of instruction, this time in the Junior/Senior Creative Writing Workshop—a particularly memorable collection of students given their shared enthusiasm for all things monstrous and demonic, nearly every story turned in for discussion involving vampires, werewolves, victims tumbling into sepulchers, and other excuses for bloodletting. I leave it to professionals in your line of work to pass judgment on this maudlin reveling in violence. A cry for help of some sort? A lack of faith — given the daily onslaught of news about melting ice caps, hunger, joblessness, war — in the validity or existence of a future? Now in my middle fifties, an irrelevant codger, I find it discomfiting to see this generation dancing to the music of apocalypse and carrying their psychic burdens in front of them like infants in arms.

The senior disciple is your creative mind, your ability to absorb knowledge, solve problems and invent new solutions. The second disciple is your ability to organize your world and channel your energy in constructive ways. The junior disciple is your social charisma—just as every organization needs some way to interact with the outside world, this organism known as you also requires an interface with other people.

The spelling in the honors essays was mostly correct, and the diction was clear (although my cautious college-bound don’t-take-a-chancers had an irritating tendency to fall back on the passive voice), but the writing was pallid. Boring. My honors kids were juniors—Mac Steadman, the department head, awarded the seniors to himself—but they wrote like little old men and little old ladies, all pursey-mouthed and ooo, don’t slip on that icy patch, Mildred.

Tracy smiled. “Do you remember the story?” “Kimi? It was my story.” “What do you remember?” “A tragedy of Shakespearean proportions.” “How well did you know her?” “Everyone knew Kimi. She was a track star. In the fall she ran cross-country, and in the spring she ran the high hurdles and the one hundred—back then it was still called the hundred-yard dash. She finished second in the state her junior year and was the odds-on favorite to win both races senior year.

For this boy destined to be the world’s greatest heir, money was so omnipresent as to be invisible—something “there, like air or food or any other element,” he later said—yet it was never easily attainable.11 As if he were a poor, rural boy, he earned pocket change by mending vases and broken fountain pens or by sharpening pencils. Aware of the rich children spoiled by their parents, Senior seized every opportunity to teach his son the value of money. Once, while Rockefeller was being shaved at Forest Hill, Junior entered with a plan to give away his Sunday-school money in one lump sum, for a fixed period, and be done with it. “Let’s figure it out first,” Rockefeller advised and made Junior run through calculations that showed he would lose eleven cents interest while the Sunday school gained nothing in return. Afterward, Rockefeller told his barber, “I don’t care about the boy giving his money in that way. I want him to give it. But I also want him to learn the lesson of being careful of the little things.

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.

In C. S. Lewis’s The Screwtape Letters, senior demon Screwtape coaches a junior devil on how to infect a man’s relationship with others: “Keep his mind off the most elementary of duties by directing it to the most advanced and spiritual ones. Aggravate that most useful of human characteristics, the horror and neglect of the obvious.”2 He continues, “I have had patients of my own so well in hand that they could be turned at a moment’s notice from impassioned prayer for a wife’s or son’s ‘soul’ to beating or insulting the real wife or son without a qualm.

The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit. Does any of that complex crap help one of your SEAL machine gunners understand what he needs to do and the overall plan for what will happen on this operation?” “No,” I responded. “Far from it!” Jocko continued. “In fact, it’s confusing to them. You need to brief so that the most junior man can fully understand the operation—the lowest common denominator. That’s what a brief is. And that is what I want you to do.

Newt Gingrich, Reagan reflected, had never in his life fit properly into a suit. He still looked like the fat, despised, teacher’s-pet, suck-up junior debating whiz who was going to fall apart in his senior year, except he was now fifty years past it. Back when I was alive, he had that same querulous expression of a guy who didn’t understand two big things:
 1. being smart doesn’t make you popular, and 2. even if it did, he isn’t smart enough for it to work for him. He remembered trying to explain it to Nancy, who had told him that, “Ronnie, granted that Newt is sometimes irritating, you have to admit he’s brighter than most Congressmen—” “So is every horse out at Rancho del Cielo, Mommy, and half the rocks for that matter,” he’d said.

He got thrashed in every one-on-one situation, lost every drill, but he kept coming back. At the end of the summer David drove over to see Filip's mom, sat in her kitchen, and told her about a study that showed how many elite players were never among the five best in their youth team, and how it's often the sixth- to twelfth-best juniors who break through at senior level. They've had to fight harder. They don't buckle when the setbacks come. "If Filip ever doubts his chances, you don't have to promise him that he'll be the best in the team one day. You just have to convince him that he can battle his way to twelfth place," David said. There's no way he can know how much that meant for the family, because they have no words to express it. It only changed everything.

Rather, part of the argument is that with so much graduate unemployment, juvenile delinquency and high-school absenteeism, there could be practical alternatives to what we have now. A case could be made for a return to apprenticeships in trades such as car mechanics. Another would be to rearrange our priorities during workplace hiring. Less dependency might be placed on easily-achieved academic certificates - and more public recognition be given to hard-won experience. Other possibilities include early entry into the armed forces or police - via military finishing schools or junior police academies, instead of book-obsessed senior high schools and colleges of the woolly-minded humanities. But, for sure, a campaign of objections to this broader model would be publicly raised by the very groups who stand to lose financially from the decrease in municipal funding. That is, well-heeled academics and comfortably-off teaching unions.

Stand firmly rooted in your convictions, and eventually the whole world will come around to you. In 1838, Emerson delivered a lecture to the senior class of Harvard Divinity School. He had been a student there, himself, ten years earlier. Following in his father’s footsteps, Emerson was ordained as junior pastor at Boston’s Second Church in 1829. But just three years later, he resigned his position because he could no longer repeat the prayers and rituals of the past. “To be a good minister,” he wrote in his journal, “I must leave the ministry. The profession is antiquated. We worship the dead forms of our forefathers.”  Emerson sought new insights, new revelations, and new words to express them. The “Divinity School Address” is an invitation for others to join him. It challenged religious orthodoxy, scandalized some in his audience, and was condemned by church leaders—including the college dean. Emerson wasn’t invited back to Harvard for the next thirty years.

in my name to train young women for global leadership. Wellesley’s twelfth and thirteenth presidents, Diana Chapman Walsh and Kim Bottomly, embraced the idea and, over several years, helped put the pieces together. In January 2010, I traveled to Massachusetts for the inaugural session. The Albright Institute was founded on the belief that a student doesn’t have to major in international relations to have a global mind-set. By giving young women the chance to work in partnership with peers from a variety of disciplines and countries, we encourage them to see differences of perspective as a strength and even as a tool to help solve complex problems. To that end, we provide an intense course of study over a three-week period between the fall and spring semesters, complemented by summer internships. Of the hundreds of Wellesley juniors and seniors who apply annually, forty are selected. In the first two weeks of each session, we offer classes run by professors, former government officials, nonprofit leaders, and businesspeople. During the final seven days, the fellows work in teams to analyze and make recommendations regarding a thorny international problem. At the end, they present their findings, which we pick apart and discuss.

For me, the biggest conflict with the surgery date was that it fell on the same day as Cole’s junior/senior formal at school. The formal had been a big night for Reed two years earlier, with the highlight being a special ring ceremony. Juniors receive their senior rings and ask two special people in their lives to turn the ring on their finger. Reed has asked me to be one of those two people for him, which was a special honor for me. If Cole wants me there, I will reschedule Mia’s surgery. “Cole, who are you planning on having turn your ring?” I asked. “I didn’t get a ring, Mom. I really don’t want one,” Cole replied. Seriously? I thought. Boy, are you your father’s son or what? “All I really care about is getting some really good pictures.” I knew Cole was telling me the truth. He is not about fanfare or rituals. But he did want to remember the night. “Absolutely! I’ll make sure we have plenty of pictures of you,” I exclaimed. As it turned out, I think he was the most photographed student that night. Since I could not be there in person, people texted, e-mailed, and tagged me on Facebook with pictures of him. Again, my friends and Cole’s friends’ parents did what they could to help us through this difficult time. Something as simple as taking pictures was priceless to me. Yes, Cole was completely fine with my not being at the formal, but he was also sad that he could not be at the hospital for Mia. I assured him that there’s never a good time for surgery, and he shouldn’t feel guilty about attending his event--all of us wanted him to go and have a great time.

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

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

Learn how to critique. The value of exercises is very much a product of the quality of the critique, because it is in the critique that lessons can be drawn for all to see. Today, many critiques are poor quality. Often, they are not a critique at all, but just a narrative of who shot whom. At other times, the critique is stifled by an etiquette that demands no one be criticized and nothing negative be said. Too often, critiques can be summarized as “The comm was fouled up but we all did great.” There are a number of things you can do locally to improve the quality of critiques: First, the commanding officer can set a ground rule that demands frankness in critiquing. A good way to encourage this is for the CO to give a trenchant self-critique of his own actions and encourage others to do the same. Beginning a critique with the most junior officers and ending up with the most senior can also help encourage frankness. Second, a critique should be defined as something that looks beyond what happened to why it happened as it did. It may be helpful to look for instances where key decisions were made and ask the man who made them such questions as, “What options did you have here? What other options did you have that you failed to see? How quickly were you able to see, decide and act? If you were too slow, why? Why did you do what you did? Was your reasoning process sound, and if not, why not?” Third, the unit commander can attempt to identify individuals who are good critiquers and have them lead the critique. Not everyone can do it well; it takes a certain natural ability. Finally, the unit can hold a class on critiquing and from it develop some critique SOPs. These can help exercise participants look for key points during the exercise, points that can later serve to frame the critique. These actions are not substitutes for an overall reform of Marine Corps training. But they are concrete ways you can improve your own training. And just as individual self-education will be important after the schools are reformed, so these actions will help you train even after overall training is improved.

MY PROCESS I got bullied quite a bit as a kid, so I learned how to take a punch and how to put up a good fight. God used that. I am not afraid of spiritual “violence” or of facing spiritual fights. My Dad was drafted during Vietnam and I grew up an Army brat, moving around frequently. God used that. I am very spiritually mobile, adaptable, and flexible. My parents used to hand me a Bible and make me go look up what I did wrong. God used that, as well. I knew the Word before I knew the Lord, so studying Scripture is not intimidating to me. I was admitted into a learning enrichment program in junior high. They taught me critical thinking skills, logic, and Greek Mythology. God used that, too. In seventh grade I was in school band and choir. God used that. At 14, before I even got saved, a youth pastor at my parents’ church taught me to play guitar. God used that. My best buddies in school were a druggie, a Jewish kid, and an Irish soccer player. God used that. I broke my back my senior year and had to take theatre instead of wrestling. God used that. I used to sleep on the couch outside of the Dean’s office between classes. God used that. My parents sent me to a Christian college for a semester in hopes of getting me saved. God used that. I majored in art, advertising, astronomy, pre-med, and finally English. God used all of that. I made a woman I loved get an abortion. God used (and redeemed) that. I got my teaching certification. I got plugged into a group of sincere Christian young adults. I took courses for ministry credentials. I worked as an autism therapist. I taught emotionally disabled kids. And God used each of those things. I married a pastor’s daughter. God really used that. Are you getting the picture? San Antonio led me to Houston, Houston led me to El Paso, El Paso led me to Fort Leonard Wood, Fort Leonard Wood led me back to San Antonio, which led me to Austin, then to Kentucky, then to Belton, then to Maryland, to Pennsylvania, to Dallas, to Alabama, which led me to Fort Worth. With thousands of smaller journeys in between. The reason that I am able to do the things that I do today is because of the process that God walked me through yesterday. Our lives are cumulative. No day stands alone. Each builds upon the foundation of the last—just like a stairway, each layer bringing us closer to Him. God uses each experience, each lesson, each relationship, even our traumas and tragedies as steps in the process of becoming the people He made us to be. They are steps in the process of achieving the destinies that He has encoded into the weave of each of our lives. We are journeymen, finding the way home. What is the value of the journey? If the journey makes us who we are, then the journey is priceless.

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.

Ostrom was in attendance. I was a junior scientist at the time and remember seeing him at a coffee break between sessions, talking to one of the more senior paleontologists. He was crying. His thirty years of controversial work had been vindicated by a fossil. At the time, he was quoted as saying, “I literally got weak in the knees when I first saw photos. The apparent covering on this dinosaur is unlike anything we have seen anywhere in the world before.” He was later to say, “I never expected to see anything like this in my lifetime.

When I’m junior, I take orders. When I’m senior, I give orders.

The Al Saud operate something like baseball’s farm team system, in which ambitious young princes start off with relatively junior minor league positions and, if they are talented and fortunate, advance to more senior major league posts.

He set up a ruling system called the Tetrarchy, which essentially consisted of two senior emperors, each called Augustus, and two junior emperors-in-training, called Caesars. Diocletian was the most senior of the four, and he ruled from the Eastern Empire.

You want a doughnut?" I held the plate out to them, and Middle Kipling's face flickered with rage for what I was pretty certain was the first time I'd ever seen any emotion on it. "You can keep your carb filled whores, thank you very much," he bit out before turning sharply and stalking from the room. "He's not a fan of food with holes," Kipling Senior commented like he was discussing the weather. "Too provocative," Junior agreed. "Practically begging for it," Senior said with a nod. "Especially if there's a glazed topping." Junior nodded at the doughnuts and the two of them turned and walked away without another word, leaving me to spit my fucking doughnut out with a shudder.

I was not able to sleep that night. To be honest, I didn’t even try. I stood in front of my living room window, staring out at the bright lights of New York City. I don’t know how long I stood there; in fact, I didn’t see the millions of multicolored lights or the never-ending streams of headlights and taillights on the busy streets below. Instead, I saw, in my mind’s eye, the crowded high school classrooms and halls where my friends and I had shared triumphs and tragedies, where the ghosts of our past still reside. Images flickered in my mind. I saw the faces of teachers and fellow students I hadn’t seen in years. I heard snatches of songs I had rehearsed in third period chorus. I saw the library where I had spent long hours studying after school. Most of all, I saw Marty. Marty as a shy sophomore, auditioning for Mrs. Quincy, the school choir director. Marty singing her first solo at the 1981 Christmas concert. Marty at the 1982 Homecoming Dance, looking radiant after being selected as Junior Princess. Marty sitting alone in the chorus practice room on the last day of our senior year. I stared long and hard at those sepia-colored memories. And as my mind carried me back to the place I had sworn I’d never return to, I remembered.

A senior jock talking to a non-cheerleader junior? This is not good.

The head of one of the large management consulting firms always starts an assignment with a new client by spending a few days visiting the senior executives of the client organization one by one. After he has chatted with them about the assignment and the client organization, its history and its people, he asks (though rarely, of course, in these words): “And what do you do that justifies your being on the payroll?” The great majority, he reports, answer: “I run the accounting department,” or “I am in charge of the sales force.” Indeed, not uncommonly the answer is, “I have 850 people working under me.” Only a few say, “It’s my job to give our managers the information they need to make the right decisions,” or “I am responsible for finding out what products the customer will want tomorrow,” or “I have to think through and prepare the decisions the president will have to face tomorrow.” The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.

No matter your seniority level, learn like a Junior.

Ibegan at Fittipaldi with the title of ‘junior aerodynamicist’, but because they didn’t have any other aerodynamicists, I was senior aerodynamicist as well.

They are divided into senior tranches, which hold the least risky debt, and junior tranches, which hold the more risky debt. It’s all about redistributing risk.

No matter your seniority, learn like a junior.

Wherever knowledge workers perform well in large organizations, senior executives take time out, on a regular schedule, to sit down with them, sometimes all the way down to green juniors, and ask: “What should we at the head of this organization know about your work? What do you want to tell me regarding this organization? Where do you see opportunities we do not exploit? Where do you see dangers to which we are still blind? And, all together, what do you want to know from me about the organization?

She left her mother in the living room and headed for her childhood bedroom, with its canopy bed and pink ruffles. Most kids had posters in their rooms, but Mom hadn’t allowed tacks to be stuck into her expensive wallpaper, so Frankie had framed art on her walls. A row of old stuffed animals sat along the top of her bookshelf. A pink ballerina jewelry box on the bedside table held junior and high school trinkets, probably a stack of senior pictures and prom memorabilia. You knew what was expected of a girl who slept in a room like this.

The retarded development of Indian generalship after independence cannot be entirely explained away by the lack of experience of senior Indian officers. There have been other breakaway armies in history, but in none has there been such a marked reluctance either to evolve an empirical, indigenous philosophy of warfare or to introduce orthodox precepts of military science. No zeal or momentum appears to have impelled the officers left over from the Raj. Clearly the seniors among them preferred to perpetuate British affectations of amateurism; their criteria for generalship were confined to a flair for leadership and battlefield panache. Nor did they encourage their juniors to acquire professional knowledge. On the contrary, officers who studied or wrote about professional subjects were dubbed ‘theoretical’ – as though theory were something that must be avoided in the pursuit of practice.

Sadomasochism is a combination of acts enclave of physical conditions gaily in which spiritual energy is zero; for some, it is only superficial and dissemblance pleasure of torture with enforcement. This does apply paradoxically in today's hyclical world; this does not conclude the self-serving and rudeness of humans perfunctorily. Terminate it instead of captivating it. This act will always be raised and remain subject to scrutiny. Senior and junior are all getting hacked by hanging in its clench while holding the queue. Sadism is the self-obsession of some people; they have clutched it in a venomous state and liked its harassment.

a later Morgan Guaranty president who apprenticed at Morgan Grenfell, recalled the somnolent mood: “By Thursday afternoon at four, one of the senior partners would come across to the juniors and say, ’Why are we all still here? It’s almost the weekend.

Are my junior-year grades the most important part of the transcript? Colleges want to see strong course work with good grades all the way through. But beyond that, the most important grades on a transcript are always your most recent grades. For example, if a student is applying under an early decision program in November of senior year, the most important grades are second-semester junior-year grades (and many times the college will also call your school for a progress report on how your senior year is going). For students applying under the regular admission schedule, the most important grades are those from the first semester of senior year. “What have you done for me lately?” is the relevant question for admission officers.

On the afternoon of Saturday, August 4, 1934, Alagna approached a number of the crew and junior officers an hour before sailing time. He urged them to walk off. Clutching a copy of the Marine Workers’ Voice, the official organ of the Marine Workers International Union, the radioman tried to duplicate the success of the Diamond Cement’s crew. But by the time he had walked the length of the ship he had earned the enmity of Captain Wilmott and every senior officer. They looked on him as a saboteur, a dangerous radical willing to risk their livelihoods in an era when ships’ officers would sign on as watchmen to make a living. The deck crew was not much more sympathetic. Alagna’s conditions on board were undoubtedly better than theirs; most of them had nothing in common with the well-spoken college graduate and his talk of a confrontation with the men who paid their wages. The call to strike was a total failure. Captain Wilmott wanted to fire Alagna at once, but Ferson and Rogers intervened. They argued they could not work a constant radio watch between them. The Radiomarine Corporation said it was impossible to find a replacement at such short notice. So George Alagna was temporarily reprieved. But he was shunned by virtually all the officers and crew. The only exception was George White Rogers. The radio shack continued to be a center of ferment.

Such a procedure would divide the work between senior and junior analysts as follows: (1) The senior analyst would set up the formula to apply to all companies generally for determining past-performance value. (2) The junior analysts would work up such factors for the designated companies—pretty much in mechanical fashion. (3) The senior analyst would then determine to what extent a company’s performance—absolute or relative—is likely to differ from its past record, and what change should be made in the value to reflect such anticipated changes. It would be best if the senior analyst’s report showed both the original valuation and the modified one, with his reasons for the change. Is

So, as president of the older, the senior bank in Yoknapatawpha County, my grandfather was forced to buy one or else be dictated to by the president of the junior one. You see what I mean? not senior and junior in the social hierarchy of the town, least of all rivals in it, but bankers, dedicated priests in the impenetrable and ineluctable mysteries of Finance; it was as though, despite his lifelong ramrod-stiff and unyielding opposition to, refusal even to acknowledge, the machine age, Grandfather had been vouchsafed somewhere in the beginning a sort of—to him—nightmare vision of our nation’s vast and boundless future in which the basic unit of its economy and prosperity would be a small mass-produced cubicle containing four wheels and an engine.

That June, in the summer before my senior year in high school, I reported to Scripps as a junior trainee for a series of three excursions. I celebrated my 17th birthday at sea. Our initial work was part of a study looking at why sardines—immortalized in John Steinbeck’s Cannery Row—had disappeared off the California coast.

The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

I remember Gable putting his arm around me as I walked off the stage of the NCAA final. I wanted that win so badly. I was so close. How could I have allowed my mind to drift during the biggest moment and event of my life? I didn’t come to Iowa for Big Ten titles. I didn’t even consider them. I came for NCAA Titles and fell short. There was an emptiness in me. Though I wasn’t lost, I was hurting. What I came to Iowa for alluded me. A last-second loss as a junior and an injury-riddled senior year left me in an empty place. So much went into winning. What would college leave me hungry for? It would leave me so close but never attaining what I deeply longed for.

I have a complicated spiritual history. Here's the short version: I was born into a Mass-going Roman Catholic family, but my parents left the church when I was in the fifth grade and joined a Southern Baptist church—yes, in Connecticut. I am an alumnus of Wheaton College—Billy Graham's alma mater in Illinois, not the Seven Sisters school in Massachusetts—and the summer between my junior and senior year of (Christian) high school, I spent a couple of months on a missions trip performing in whiteface as a mime-for-the-Lord on the streets of London's West End. Once I left home for Wheaton, I ended up worshiping variously (and when I could haul my lazy tuckus out of bed) at the nondenominational Bible church next to the college, a Christian hippie commune in inner-city Chicago left over from the Jesus Freak movement of the 1960s, and an artsy-fartsy suburban Episcopal parish that ended up splitting over same-sex issues. My husband of more than a decade likes to describe himself as a “collapsed Catholic,” and for more than twenty-five years, I have been a born-again Christian. Groan, I know. But there's really no better term in the current popular lexicon to describe my seminal spiritual experience. It happened in the summer of 1980 when I was about to turn ten years old. My parents had both had born-again experiences themselves about six months earlier, shortly before our family left the Catholic church—much to the shock and dismay of the rest of our extended Irish and/or Italian Catholic family—and started worshiping in a rented public grade school gymnasium with the Southern Baptists. My mother had told me all about what she'd experienced with God and how I needed to give my heart to Jesus so I could spend eternity with him in heaven and not frying in hell. I was an intellectually stubborn and precocious child, so I didn't just kneel down with her and pray the first time she told me about what was going on with her and Daddy and Jesus. If something similar was going to happen to me, it was going to happen in my own sweet time. A few months into our family's new spiritual adventure, after hearing many lectures from Mom and sitting through any number of sermons at the Baptist church—each ending with an altar call and an invitation to make Jesus the Lord of my life—I got up from bed late one Sunday night and went downstairs to the den where my mother was watching television. I couldn't sleep, which was unusual for me as a child. I was a champion snoozer. In hindsight I realize something must have been troubling my spirit. Mom went into the kitchen for a cup of tea and left me alone with the television, which she had tuned to a church service. I don't remember exactly what the preacher said in his impassioned, sweaty sermon, but I do recall three things crystal clearly: The preacher was Jimmy Swaggart; he gave an altar call, inviting the folks in the congregation in front of him and at home in TV land to pray a simple prayer asking Jesus to come into their hearts; and that I prayed that prayer then and there, alone in the den in front of the idiot box. Seriously. That is precisely how I got “saved.” Alone. Watching Jimmy Swaggart on late-night TV. I also spent a painful vacation with my family one summer at Jim and Tammy Faye Bakker's Heritage USA Christian theme park in South Carolina. But that's a whole other book…

What is the difference between a junior and senior developer?

He [Hamlet] sees ghosts and listens to dreams. And when his ghost father tells him that he (Hamlet Senior) was killed by his brother and asks Hamlet Junior to avenge his death, in the right, honorable way, Hamlet says yes, yes, yes, he'll do it. But somehow he never gets round to it. Not like the other two young men in the play. The Norwegian Prince Fortinbras(...) has made his life [!!] pursuing the honor that his father lost when Hamlet Senior beat him in single combat. (...). When the lord chamberlain,Polonius, is killed, his son, Laertes, returns to the court immediately, demanding restitution, (...). So there is no shortage of examples of how young men are expected to and do act in this world where honor demands an eye for an eye, a tooth for a tooth, a life for a life. But Hamlet doesn't do it. Instead, he beats up on his girlfriend and he's cruel to his mother.

Well, go in,” said Pandora. “It’s open to the public.” “So, for once, we won’t have to destroy private property,” Uncle Mort said, opening the door. “Look how far we’ve come, gang—” A shriveled, bony fist punched him in the face. Since there wasn’t much force behind the blow, however, it just sort of shoved him off balance for a second. Uncle Mort rubbed his cheek, as if he’d been stung by a mosquito. “Ow.” “Don’t you dare come in here!” a little man in a bow tie and suspenders yelled. He stared out at them from behind a pair of humongous old-man glasses, his wispy white hairs quivering as he shouted. When the Juniors came in anyway, he got even angrier. “Don’t you dare take another step!” They took another step. “Don’t you dare—” “Turlington!” Pandora blared, holding up a balled fist of her own. “You shut that pie hole of yours or I’ll stuff it with a hearty slice of knuckle cobbler!” “Knuckle cobbler?” Lex whispered to Driggs. “Good name for a band,” he replied. The man almost fainted. “Pan—Pandora?” “Damn straight!” She puffed out her chest and trapped him up against the wall. “Now, you’re going to let these friends of mine bunk here for the evening, and you’re going to be real nice and real pleasant about it, and above all, you’re not even going to think of ratting us out. Got it?” “Yes, yes,” he said, shaking. “Whatever you need. I think I might even have some pillows and blankets left over from the last overnight camp, in the closet behind the—” Pandora karate-chopped the side of his head. The Juniors watched as he went down like a sack. “What’d you do that for?” Uncle Mort asked once the poor man stopped twitching. “He would have ratted,” Pandora said with confidence. “Old Turly was my partner for a brief stint back in our younger days. Thick as thieves, we were. But he’s a squirrelly bastard, I know that much.” “So are you,” Uncle Mort pointed out. “That’s why we were such good friends!” Uncle Mort stared at her for a moment more, then rubbed his eyes. “Okay. Fine. Make yourselves at home, kids. Just step right on over the unconscious senior citizen.

After all the tears and frustration and hurt, there’s something inside me that remains unbroken. It’s strong and whole; it’s the place where the best part of me resides, and that’s the part of me who is going to walk into the junior/senior banquet with my head held high in front of everyone two weeks after being expelled: the real me—the me who is learning not to hide anymore

One thing that separates us Senior Citizens from the Juniors is learning how to suffer," Paul noted. "It's a skill, just like learning to write.

When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it. At the heart of this very simple action is the Marine Corps’ approach to leadership. Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

You want the party line or the real answer?” “You know what I want.” His eyes shine as he shakes his head. “Penn, these girls…they’re not the girls we went to school with, okay? There’s a group of girls here who have a club called the Bald Eagles. Know why?” “Do I want to know?” “They all shave their pussies.” “Is that a big deal?” Wade raises his eyebrows. “They’re in the eighth grade.” “Jesus.” Even in our frankest discussions, Mia and I have not gotten to this level of detail. “And the juniors and seniors? Man, they put it right in your face. Day in and day out. Sex is no big deal to them. I’ll be honest with you, Penn, the hardest thing I’ve ever done is said no to the girls who’ve come on to me in this office. I’ve had ’em start changing clothes right in front of me, like they forgot I was here, then ask if I want to see more.” Wade’s honesty surprises me. But is he playing me as well? “Do you always say no, Wade?” His jaw tightens. “Yessir, I do. Know why?” “Why?” “My mama taught me one lesson. Don’t shit where you eat.” He glances at the door again. “I need this job, Penn. And screwing a seventeen- or eighteen-year-old would eventually lose it for me. Because these girls can’t handle what they’re playing with. They have sex, but they don’t understand what it really is,

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.

The one lesson to be learned is the necessity for every officer to cultivate belief in his own judgment, so as not to be afraid of acting correctly when the day of trial comes. This incident has provided the Navy with a lesson of the duty owed by juniors towards senior officers that it is well for officers to ponder over and digest. 105 [underlining

Signals ‘capacity’ tends to be defined by how much the senior end can transmit, rather than by how much the junior end can conveniently assimilate. In Operation

You’re teaching nursing?” he asked, surprised. She nodded. “I’ve been doing that for the past year or so. Turns out I like it.” “My new sister-in-law, Shelby—she’s a student there, in nursing. Cutest thing you’ll ever see. Best thing that ever happened to Luke. Any chance you know her?” “What year is she in?” Franci asked. “First year. She got married in her first semester because Paddy and Colin were done with their deployments—she waited for all the Riordans to be available. She’s way younger than Luke and is just starting college.” Franci tilted her head and smiled, thinking how sweet it was that cranky, womanizing old Luke ended up with a sweet young girl who was determined to get an education. “I’m pretty sure I haven’t met Luke’s wife. Most of the freshmen are stuck in liberal-arts courses the first year. I teach one medical-surgical course and one that boils down to charting ER patients. I’m just one of many instructors. Mostly, I teach juniors and seniors. I share an office on campus with another nursing instructor and I only teach a couple of days a week. Except for meetings, of which there are too many.” “You never did go for the meetings,” he said with a smile. “I’ll have to tell Shelby to introduce herself. You’ll love her. You’ll—” “One thing at a time, all right?” Franci asked patiently.

Are you aware of which areas in your business are marred by mistakes because the lower-level employees don’t have enough technical competence to make good decisions? How could you implement a “we learn” policy among your junior and senior staff? Would you consider writing a creed for your organization modeled after the one we wrote for Santa Fe? Are people eager to go to training?

We discovered, to give one example, that our client’s three top brokers handled the 10 biggest accounts. By sharing these big accounts out among more brokers, and by dedicating one senior and one junior broker to each of the three largest customers, we actually increased total sales from these accounts. Rather than divide up the pie more fairly, we increased the size of the pie. Thus, 80/20 gave us a jump-start in solving the client’s problem.

Personal connections lead to assignments and promotions, so it needs to be okay for men and women to spend informal time together the same way men can. A senior man and a junior man at a bar is seen as mentoring. A senior man and a junior woman at a bar can also be mentoring... but is looks like dating.

Today is the first day in the next chapter of my life.  My best friend, Ivy, and I are leaving home to finish college. We will be roommates and have the time of our lives. She has been staying at our house since November of our senior year in high school.  My parents agreed to help us both with college if we would take two years of basic courses at the local junior college.  Now we are moving to Springfield, Missouri to attend Missouri State University. 

The most natural action of a senior official is to breed junior officials.

The mother of a student in Europe who was between his junior and senior years of high school called Motto in a frantic state. She had just read somewhere that college admissions offices looked for kids who had spent their summers in enriching ways, ideally doing charity work, and her son was due to be on vacation with the rest of the family in August. “Should we ditch our plans,” she asked Motto, “and have him build dirt roads?” Motto reminded her that she lived in a well-paved European capital. “Where would these dirt roads be?” he said. “India?” she suggested. “Africa?” She hadn’t worked it out. But if Yale might be impressed by an image of her son with a small spade, large shovel, rake or jackhammer in his chafed hands, she was poised to find a third-world setting that would produce that sweaty and ennobling tableau.

these weeks and months of precious seniority slipping away – already Douglas of the Phoebe, Evans on the West Indies station, and a man he did not know called Raitt had been made; they were in the last Gazette and now they were ahead of him on the immutable list of post-captains; he would be junior to them for ever.

What you want to avoid are the systems whereby senior personnel are determining what junior personnel should be doing.

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

Eve, the girl who’s running a 3.97 in “Doing School”—she is carrying four APs her junior year, plans to do seven her senior year, and copes with the workload, among other ways, by studying in class (that is, for other classes)—has this to say: “I sometimes have two or three days where I only get two hours of sleep per night. . . . I really really fear failure. . . . I am just a machine with no life at this place. . . . I am a robot just going page by page, doing the work.” She “surviv[es] on cereal” but is usually “too stressed and tired to feel hungry”—though not so stressed that, like some of her friends, she talks about killing herself. And yet she wouldn’t have it any other way: “Some people see health and happiness as more important than grades and college; I don’t.

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.

Fuck.” I unzip my jeans and pull out my dick. Spitting on my hand, I slowly start to stroke it, imagining I have one hand in her hair that’s shoving her mouth on my cock. She steps in what I know is her shower, and I see water spraying onto her body. Closing my eyes, I pick up the pace with my hand and see her on her knees inside the shower. Her pretty blue eyes look up at me while her parted lips just beg to be fucked. “Whatever my girl wants,” I pant, my hips bucking in the driver’s seat. I wrap my hands into her wet, dark hair and slide my cock inside her hot, wet mouth and begin to fuck it. “Blake.” I moan, my hand picking up the pace as I imagine her pretty blue eyes crying while I fuck that pretty face. My balls tighten, and my breath quickens seconds before I come in my hand. “Fuck,” I hiss, reaching up, I remove my shirt and use it to clean up my mess. Looking up at her window, I see the light to her bathroom turn off, then the one to her bedroom. Taking a deep breath, I lean my head against the headrest, trying to calm my racing heart. “Soon, Blake. Soon.” I won’t have to use my hand or imagination. I’ll have her mouth, pussy, and ass to use. I will fucking own her. JUNIOR YEAR I exit the room and start walking down the hallway to my bedroom. Shoving the door open, I slam it shut to find Matt sitting on the side of my bed. “Get the fuck out.” I walk past him toward my adjoining bathroom. He jumps to his feet. “What in the fuck did you tell Lincoln?” Spinning around, I shove his chest. “I didn’t say shit!” He stumbles back and then shakes his head, giving a rough laugh. “You should have my back.” “And you should have known not to fucking touch her,” I shout back. “If you would have let me fuck her …” “You mean rape her?” I correct him. “Fuck, Matt! What in the hell were you thinking?” Abstinence is part of our oath, until our senior year when we are granted a chosen. If I had told Lincoln that he was going to rape the woman, he’d for sure be stripped of his Lord title. Matt

A group of researchers asked ninety-nine college freshmen and sophomores to think back a few years and recall the grades they had received for high school classes in math, science, history, foreign language study, and English.44 The students had no incentive to lie because they were told that their recollections would be checked against their high school registrars’ records, and indeed all signed forms giving their permission. Altogether, the researchers checked on the students’ memories of 3,220 grades. A funny thing happened. You’d think that the handful of years that had passed would have had a big effect on the students’ grade recall, but they didn’t. The intervening years didn’t seem to affect the students’ memories very much at all—they remembered their grades from their freshman, sophomore, junior, and senior years all with the same accuracy, about 70 percent. And yet there were memory holes. What made the students forget? It was not the haze of years but the haze of poor performance: their accuracy of recall declined steadily from 89 percent for A’s to 64 percent for B’s, 51 percent for C’s, and 29 percent for D’s. So if you are ever depressed over being given a bad evaluation, cheer up. Chances are, if you just wait long enough, it’ll improve.

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.

Senior mencuri ide junior, junior terinspirasi senior, itulah dunia seni ironic,do you think?

Compared to a conventional debt instrument, what makes securitization so attractive is the fact that the airline often retains the junior tranches. These become an asset on its balance sheet. Any discount associated with the low credit rating of these layers is more than offset by the discount on the purchase of the aircraft, thereby creating an immediate profit and cash inflow on delivery of the aircraft. Such are the wonders of modern financial alchemy. Under good, even normal, business conditions, the airline makes lease payments to the securitization vehicle. But in a recession or a bankruptcy filing, when payments are suspended, the owners of the senior strata are able to seize the collateral. The junior participants in the securitization have no rights, and any such assets on the airline’s balance sheet must be written down to zero, further increasing the airline’s losses. By this clever piece of financial engineering, the airline gets shiny new planes for an extremely low cost of funds–recently as low as 6 per cent–while equity shareholders carry nearly all of the business risk. That an industry which has rarely earned an acceptable return on capital should have access to such cheap capital is quite astonishing.

Neither Junior nor Senior held such baldly racist sentiments, but they agreed that the board had to accommodate retrograde southern views in order to function.

If Senior tried to shut out his critics, Junior was hypersensitive to insinuations about his father.

In Tibetan societies, the deference to social inferior to superior, junior to senior, mundane to sacred, spiritually immature to spiritually advanced and so forth is very strongly marked. Basic formulas recited before tea or meals: The supreme teacher is the precious Buddha. The supreme protector is the precious Dharma. The supreme guide is the precious Sangha. I offer worship to these three Refuge-granting jewels! Om mani padme hum, the natural voice of reality is uninterrupted. Om still pride Ma still jealous rage Ni stills lust Pad stills stupidity Me stills greed Hum stills hatred. From the Mani Kabum.

Master of Arts; Domina; Senior Member of this University (statutum est quod Juniores Senioribus debitam et congruam reverentiam tum in privato tum in publico exhibeant);

My internship—landed with the help of a fraternity connection—was at Deloitte, a management consulting firm where smart senior people give clients advice and junior people, who have no idea what they’re trying to do, make PowerPoint presentations, run Excel models, and pretend they’re not frauds. It was my first real job in the business world, and I loved it.

His junior year at college completed, Jim wrote to his parents: “Seems impossible that I am so near my senior year at this place, and truthfully, it hasn’t the glow about it that I rather expected. There is no such thing as attainment in this life; as soon as one arrives at a long-coveted position he only jacks up his desire another notch or so and looks for higher achievement—a process which is ultimately suspended by the intervention of death. Life is truly likened to a rising vapor, coiling, evanescent, shifting. May the Lord teach us what it means to live in terms of the end, like Paul who said, ‘Neither count I my life dear unto myself, that I might finish my course with joy. . . .’ ” During that summer, after preaching to a group of Indians on a reservation, Jim wrote: “Glad to get the opportunity to preach the Gospel of the matchless grace of our God to stoical, pagan Indians. I only hope that He will let me preach to those who have never heard that name Jesus. What else is worth while in this life? I have heard of nothing better. ‘Lord, send me!

You have taken your first steps in Alchemy as an Alchemy Apprentice. The next step for you will be one of a Junior Alchemist, capable of refining the simplest of pills and elixirs. Next would be a Senior Alchemist; the rank this old man had been for the majority of his life. You can call yourself a true alchemist at this rank. At the end of my life, I have taken my last steps to be a Grand Alchemist. After Grand Alchemist, your Path will take you to be a Master, a Grandmaster, a Saint, and at last an Alchemy Emperor. Such is the Path before you.

Of course one can’t be sure. But I don’t think I’m important enough. I’ve been a junior lecturer for sixteen years, without promotion or a rise in pay. I always humbly ask my Party Secretary for instructions and never indulge in the luxury of taking the initiative. I carry out his instructions even when I know he is wrong. At indoctrination meetings I never speak unless told to do so. Then I simply repeat whatever was said by our Group Leader or the Party Secretary. I think my behaviour can be considered impeccable. Anyway, in the last analysis, the more senior you are the more likely you are to get into trouble. “A big tree catches the wind” is a true saying.

You’re not that big!” she exclaims, exasperated. I pause, mid-thrust, staring at her with horror. I know I am. I have statistics to prove it. We even used a ruler in the locker room back when I was a junior in high school. What kind of bullshit is this? Knight Senior doesn’t need this negativity from the love of its life.

However supportive the senior ulama may be, their pragmatism has often been challenged by more junior clerics demanding stricter enforcement of Wahhabi tenets and far less accommodation with Western values.

citizens and junior employees can grow the pie, whereas only senior management controls the purse strings and can decide where to spend a company’s cash.

Aside from the waste, fraud has a terribly demoralising effect on scientists. As we’ve seen, one reason that so many frauds manage to infiltrate the literature is that, in general, scientists are open-minded and trusting. The norm for peer reviewers is to be sceptical of how results are interpreted, but the thought that the data are fake usually couldn’t be further from their minds. The sheer prevalence of fraud, though, means that we all need to add a depressing option to our repertoire of reactions to questionable-looking papers: someone might be lying to us. Nor is it just other people’s papers that require this extra vigilance: fraud can happen on any scientist’s own doorstep. Because papers are rarely authored by lone researchers, a fraudulent co-author can sometimes tarnish the reputation of entire teams of innocent colleagues. In many cases the perpetrator is a junior lab member who drags their senior co-authors’ names through the mud, as in the case of Michael LaCour’s fake gay-marriage canvassing study. Sometimes it goes the other way, with established scientists recklessly jeopardising the careers of their subordinates (the report into Diederik Stapel’s fraud noted, for example, that no fewer than ten of his students’ PhD theses were reliant on his faked data). And we already saw the ultimate cost of reputational damage in the case of Yoshiki Sasai, who took his own life after finding himself involved in the STAP stem-cell scandal.

Cristiano’s grades are excellent. Your parents and I discussed getting you a tutor. Perhaps Cristiano would be just the man.” Armani gave a slight nod. “I would be most honored to do so.” Tutor me in death, maybe. “But we won’t even have the same classes! Wouldn’t another senior be better for him?” “Cristiano has your same classes. He’s a junior.” I gaped. “In what world is Armani here seventeen?” Cristiano shrugged unapologetically. “They feed us better in Italy.

Don’t Invent Job Titles I used to make up job titles because, as a bootstrapper, I didn’t particularly care what someone’s title was. I didn’t want it to matter—but it really does. When we realized we needed an architect to scale our infrastructure at Drip, we asked our internal recruiter to hire for the job of “Senior Scaling Architect.” She eventually talked us into the title of “Senior Architect.” Why? Because when she ran the data, she couldn’t find enough salary information on the title we’d given her. Not only that, but if we’d used a made-up job title, qualified candidates wouldn’t have known what we were hiring for. There are standard SaaS job titles. Use them. Your ideal candidates have saved job searches for things like “Engineer,” “Customer Service Lead,” and, yes, “Senior Architect.” Ignoring that makes it harder to connect with people searching for the job you’re hiring for. It also does a disservice to whomever you end up hiring. They’ll have a much tougher time explaining their qualifications to their next employer when their job title was “Code Wizard” rather than “Senior Engineer.” Although a treatise on organizational structure is beyond the scope of this book, here’s a typical hierarchy of engineering titles (in descending order of authority) that can be easily translated into other departments: Chief Technical Officer VP of Engineering Director of Engineering Manager of Engineering Senior Software Engineer Software Engineer Junior Software Engineer Entry-Level Software Engineer Note: These titles assume the typical path is to move into management, which doesn’t have to be the case. Individual contributor titles above Senior exist, such as Principal Engineer and Distinguished Engineer. But for the sake of simplicity, I’m laying out the above hierarchy, which will work for companies well into the millions of ARR. Another note on titles: be careful with handing out elevated job titles to early employees. One company I know named their first customer service person “Head of Customer Success.” When they inevitably grew and added more customer service people, they didn’t want him managing them and ended up in a tough situation. Should they demote him and have him leave? Or come up with an even more elevated title for the real manager?

raising funding also has the potential to save you years. As Craig Hewett, the founder of Castos, told me, funding allows you to “live in the future” by making investments you otherwise would have had to wait for. When Craig Hewett raised money for Castos, he spent it on hiring senior sales and development team members rather than the juniors many startups are forced to hire because of a lack of cash. This allowed Castos to make progress fast. Ruben Gamez, the founder of SignWell, used funding to invest in compliance (SOC2 Type 2 and HIPAA). They would have done so eventually, but they wouldn’t have been able to afford it until later. This investment allowed them to start closing major deals sooner and grow faster. Strategic hiring can be another way to spend funds. Jordan Gal, the founder of Rally, hired a chief of staff almost from day one. He told me, “Money allows you to hire in such a way that you, as the founder, can focus on whatever your superpower is, with far fewer distractions than when bootstrapped.” Derrick Reimer of SavvyCal burst into a crowded scheduling space by investing funds into SEO and marketing earlier than he would have been able to if he was purely bootstrapped. This potentially shaved a year or more off his marketing efforts. Those are just a few of the ways funding can help when applied strategically.

most people conform to the voice of authority even when it contradicts their intuition, expertise or values. This is authority bias. We follow rules, orders and instructions from those senior or uniformed. Co-pilots defer to captains, junior officers to lieutenants, managers to CEOs. Who do you listen to? Power, social class and wealth create a natural hierarchy of who gets heard.

5. We are always the “junior partner” in interpretation. The senior partner is God’s own Spirit. It is the Spirit who occupies not only the text, but the entire long procession of readers whose heirs we are. To confess the “one, holy, apostolic catholic church” is to acknowledge that we belong to a wondrous reading community. Such a company can protect us from excessive anxiety, for that company that invites us to read always reassures us in the midst of our reading, “Do not fear.

There is a remarkably distinctive smell emitted by fearful bureaucrats. It is acrid, rank, and seems to cling to the clothing and the hair. Acting like a pheromone, it drives senior management to form small defensive herds from which to scream homicidally at middle management that they must not tell junior staff who can fix the problem what is going on because everything, including what has just been reported on the radio, is secret.

The difference between senior and junior generalists will be somewhat obvious in their portfolios, but unmistakeable in their communication with you.

Yes, sir. Well, when we knew where our sector was going to be, I gathered all my officers and senior NCOs, and some junior NCOs and troops as well, and told them what I wanted. I told them we had to operate in a way that would not make the locals hate us enough to fight us. Then I asked how we could do that. They talked, and I listened. I had an advantage in that we have a company of National Guardsmen attached. A lot of them are cops. I think cops understand this kind of situation better than a lot of soldiers do. “The cops made one very important point right at the beginning. They said the key to keeping the peace is to de-escalate situations rather than escalate them. Soldiers are taught to escalate. If something isn’t working, bring in more firepower. Cops don’t do that, because it enrages the community and turns it against them. So that was one piece of the puzzle.

We waited what seemed like forever in the emergency room, but I was eventually admitted. The news was not good. X-rays showed a break; plus, I’d torn all three ligaments. It couldn’t have been any worse. The doctor said I would be in a cast for at least three months, and after that I would need physical therapy to get my strength back. He wanted to do surgery, but Dad always says, “The last thing you ever want ‘em to do is cut on you,” so we turned down the surgery. The doctor warned me that I might not be able to walk right again, but I decided to take my chances and try to heal on my own. I was discharged with painkillers, crutches, and a cast and hobbled to the car. As I rested over the next few days, reality began to set in. If I couldn’t jump or run or maybe not even walk, I wouldn’t be able to practice basketball. If I couldn’t practice, I wasn’t going to be able to play on the team my junior or senior years. If I couldn’t play basketball, I wasn’t going to get scouted by colleges, and I wasn’t going to earn a scholarship. My basketball career was over. Maybe it had all been a pipe dream, but it had been on my heart for so many years. In a split second, my life changed completely. My basketball dreams were crushed. I no longer had anything to work for. No more practices, scrimmages, or games. No more drills at home or three-point-shot marathons until dark. My freak accident not only destroyed my ankle, it destroyed my identity and everything for which I lived and breathed. I was going to have to reinvent myself. And that’s when everything started to go bad.

Respect is reciprocal. From your juniors, borrow respect. To your seniors, lend respect.

These operations were victorious but also extremely humbling; the takeaways—both good and bad—vast. The Battle of Ramadi provided a litany of lessons learned, which we were able to capture and pass on. The greatest of these was the recognition that leadership is the most important factor on the battlefield, the single greatest reason behind the success of any team. By leadership, we do not mean just the senior commanders at the top, but the crucial leaders at every level of the team—the senior enlisted leaders, the fire team leaders in charge of four people, the squad leaders in charge of eight, and the junior petty officers that stepped up, took charge, and led. They each played an integral role in the success of our team.

Department Floor(s) Administration 1 to 5 Finance 6 to 8 Human resources 9 to 10 Gym and Squash Court 11 Technical 12 to 17 Training 18 to 20 Administration for technical training 21 to 24 Junior and Middle Management 25 to 28 Very Senior Management 29 Security 30

For almost a century, the school had been home to creative geniuses, radical thinkers, and innovators. Ellingham had no application, no list of requirements, no instructions other than, "If you would like to be considered for Ellingham Academy, please get in touch." That was it. One simple sentence that drove every high-flying student frantic. What did they want? What were they looking for? This was like a riddle from a fantasy story or fairy tale - something the wizard makes you do before you are allowed into the Cave of Secrets. Applications were supposed to be rigid lists of requirements and test scores and essays and recommendations and maybe a blood sample and a few bars from a popular musical. Not Elllingham. Just knock on the door. Just knock on the door in the special, correct way they would not describe. You just had to get in touch with something. They looked for a spark. If they saw such a spark in you, you could be one of the fifty students they took each year. The program was only two years long, just the junior and senior years of high school. There were no tuition fees. If you got in, it was free. You just had to get in.

With this in mind, I’d started a leadership and mentoring program at the White House, inviting twenty sophomore and junior girls from high schools around Greater D.C. to join us for monthly get-togethers that included informal chats, field trips, and sessions on things like financial literacy and choosing a career. We kept the program largely behind closed doors, rather than thrusting these girls into the media fray. We paired each teen with a female mentor who would foster a personal relationship with her, sharing her resources and her life story. Valerie was a mentor. Cris Comerford, the White House’s first female executive chef, was a mentor. Jill Biden was, too, as were a number of senior women from both the East and the West Wing staffs. The students were nominated by their principals or guidance counselors and would stay with us until they graduated. We had girls from military families, girls from immigrant families, a teen mom, a girl who’d lived in a homeless shelter. They were smart, curious young women, all of them. No different from me. No different from my daughters. I watched over time as the girls formed friendships, finding a rapport with one another and with the adults around them. I spent hours talking with them in a big circle, munching popcorn and trading our thoughts about college applications, body image, and boys. No topic was off-limits. We ended up laughing a lot. More than anything, I hoped this was what they’d carry forward into the future—the ease, the sense of community, the encouragement to speak and be heard. My wish for them was the same one I had for Sasha and Malia—that in learning to feel comfortable at the White House, they’d go on to feel comfortable and confident in any room, sitting at any table, raising their voices inside any group.

The dealers chosen in the initial years all performed well. However, after some years, with changes in the ministry, the Maruti management and board came under a lot of pressure to accommodate unsuitable persons as dealers. Maruti dealerships were very profitable in those days as there was virtually no competition. The dealer did not have to employ any working capital, and the vehicles commanded a premium. The role of the dealer was virtually that of being a distributor. Naturally, getting a dealership was considered to be a very safe way of making money, and hence became an object of political patronage. While senior ministers like N.D. Tiwari and the late J. Vengal Rao kept away from making recommendations for dealerships, their junior ministers did not exercise the same self-restraint. The common perception was that public sector companies were controlled by the ministry, and ministers therefore had the right to give directions to the management on various matters. A minister probably felt that he would lose face if he were to tell a political supporter that he was unable to direct the management of a public sector firm to do a small thing like award a dealership. Unfortunately, most of the recommendations made were for people who were totally unable to meet the minimum requirements for a dealership. One person who came with a strong recommendation was a ‘social worker’ with no assets and no declared source of income. The inability to award a dealership to him made one minister of state very unhappy. Somehow Vengal Rao heard about this matter. He called me and said that under no circumstances was a dealership to be awarded to this person, as it was not a clean case. Some months later, after Vengal Rao had quit his post, the minister of state ordered an enquiry against me in the Kandla transportation case and the extension of my term as managing director was delayed.

Any good leader is immersed in the planning and execution of tasks, projects, and operations to move the team toward a strategic goal. Such leaders possess insight into the bigger picture and why specific tasks need to be accomplished. This information does not automatically translate to subordinate leaders and the frontline troops. Junior members of the team—the tactical level operators—are rightly focused on their specific jobs. They must be in order to accomplish the tactical mission. They do not need the full knowledge and insight of their senior leaders, nor do the senior leaders need the intricate understanding of the tactical level operators’ jobs. Still, it is critical that each have an understanding of the other’s role. And it is paramount that senior leaders explain to their junior leaders and troops executing the mission how their role contributes to big picture success.

To be effectively empowered to make decisions, it is imperative that frontline leaders execute with confidence. Tactical leaders must be confident that they clearly understand the strategic mission and Commander’s Intent. They must have implicit trust that their senior leaders will back their decisions. Without this trust, junior leaders cannot confidently execute, which means they cannot exercise effective Decentralized Command. To ensure this is the case, senior leaders must constantly communicate and push information—what we call in the military “situational awareness”—to their subordinate leaders. Likewise, junior leaders must push situational awareness up the chain to their senior leaders to keep them informed, particularly of crucial information that affects strategic decision making.

Decentralized Command does not mean junior leaders or team members operate on their own program; that results in chaos. Instead, junior leaders must fully understand what is within their decision-making authority—the “left and right limits” of their responsibility. Additionally, they must communicate with senior leaders to recommend decisions outside their authority and pass critical information up the chain so the senior leadership can make informed strategic decisions.

Human beings are generally not capable of managing more than six to ten people, particularly when things go sideways and inevitable contingencies arise. No one senior leader can be expected to manage dozens of individuals, much less hundreds. Teams must be broken down into manageable elements of four to five operators, with a clearly designated leader. Those leaders must understand the overall mission, and the ultimate goal of that mission—the Commander’s Intent. Junior leaders must be empowered to make decisions on key tasks necessary to accomplish that mission in the most effective and efficient manner possible. Teams within teams are organized for maximum effectiveness for a particular mission, with leaders who have clearly delineated responsibilities. Every tactical-level team leader must understand not just what to do but why they are doing it. If frontline leaders do not understand why, they must ask their boss to clarify the why.

Don’t preach and hope for ownership; implement mechanisms that actually give ownership. Eliminating the tickler did that for us. Eliminating top-down monitoring systems will do it for you. I’m not talking about eliminating data collection and measuring processes that simply report conditions without judgment. Those are important as they “make the invisible visible.” What you want to avoid are the systems whereby senior personnel are determining what junior personnel should be doing.

Junior in Seven, Senior in Nineteen.

Shortly afterwards, at Cambridge, he noticed a medieval crumhorn hanging on the wall at a friend’s digs and began to seek out – and teach himself to play – examples of every type of instrument that time had consigned to oblivion: crumhorns, sackbuts, sorduns, shawms, rebecs, tabors, viols, citole, organetto, racketts and chalumeaux, and all the senior and junior members of the recorder family.

As a fact of seniority, I cannot be a junior; however, I may choose a junior.

The juniors ones, whether in age or status do not ask any or many things from the seniors because of the natural hesitation while the seniors can ask, and mostly they get that.

But there is a lot of fuzziness in the notion of "intellectual contribution." In some academic units, for example, junior scholars are expected to list their department chairs or lab chiefs as coauthors on all their publications, whether or not these people have actually contributed anything to the paper. In fact, I have heard some senior academics argue that they should be listed as coauthors on anything written by anyone being paid out of their grants. The polite term for this is honorary authorship or gift authorship, a practice that is officially frowned upon by journal editors but that remains relatively common.

In government service a junior cannot afford to be smarter than his senior.

Who?” “Bill Judd Jr.” “Oh, noooo.” Round, Swedish oooo’s. “Miz Sweet, when we were going through Judd Sr.’s office, we found some invoices on your computer, for chemicals that were apparently used in an ethanol plant out in South Dakota…” “I heard about it on TV. That was the same one? The one where they were making drugs?” “Yes, it was,” Virgil said. “Oh, nooo.” The sound was driving him crazy; she sounded like a bad comedian. “Who in town knew about the ethanol plant?” She turned her face to one side and put a hand to her lips. “Well, the Judds, of course.” “Both of them?” Virgil asked. “Well…Junior set it up, but Senior knew about it.” He pressed. “Are you sure about that?” “Well, yes. He signed the checks.” “Did you see him signing the checks?” Virgil asked. “No, but I saw the checks. It was his signature…” “Do you remember the bank?” She shook her head. “No, no, I don’t.” She frowned. “I’m not even sure that the bank name was on the checks.” “Did you ever talk to Junior about that?” “No. It wasn’t my business,” she said. “They wanted to keep it quiet, because, you know, when ethanol started, it sounded a little like the Jerusalem artichoke thing. The Judds were involved in that, of course.” “So how quiet did they keep it?” Virgil asked. “Who else knew? Did you tell anybody?” He saw it coming, the noooo. “Oh, noooo…Junior told me, don’t talk about this, because of my father. So, I didn’t.” “Not to anybody?” Her eyes drifted. She was thinking, which meant that she had. “It’s possible…my sister, I might have told. I think there might have been some word around town.” “It’s really important that you remember…” She put her hand to her temple, as though she were going to move a paper clip with telekinesis, and said, “I might have mentioned it at bridge. At our bridge club. That a plant was being built, and some local people were involved.” “All right,” Virgil said. “So who was at the bridge club?” “Well, let me see, there would have been nine or ten of us…” She listed them; he only recognized one of the names. WHEN HE WAS DONE with Sweet, he strolled up the hill to the newspaper office. He pushed in, and found Williamson behind the business counter, talking to a woman customer. Williamson looked past the woman and snapped, “What do you want?” “I have a question, when you’re free.” “Wait.” Williamson was wearing a T-shirt and had sweat stains under his arms, as though he’d been lifting rocks. “Take just a minute.” The customer was trying to dump her Beanie Baby collection locally—ten years too late, in Virgil’s opinion—and wanted the cheapest possible advertisement. She got twenty words for six dollars, looking back and forth between Virgil and Williamson, and after writing a check for the amount, said to Virgil, “I’d love to hear your question.” Virgil looked at her over his sunglasses and grinned: “I’d love to have you, but I’m afraid it’s gotta be private, for the moment.” “Shoot.” She looked at Williamson, who shrugged, and she said, “Oh, well.” WHEN SHE’D GONE out the door, Williamson said, “I’m working. You can ask me out back.” “You still pissed about the search?

Junior partnerships within authoritarian regimes proved disastrous for fascist movements. Playing second fiddle fit badly with fascists’ extravagant claims to transform their peoples and redirect history. For their part, the authoritarian senior partners took a dim view of the fascists’ impatient violence and disdain for established interests, for these cases often involved fascist movements that retained much of the social radicalism of the early movement stage.

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...executives are often insulated from the scale and variety of problems faced by junior employees. Even when senior leaders try to seek out information, most employees put on a brave face because they’re afraid to show weakness or vulnerability. Top leaders are further handicapped by their own psychology: Research shows that power reduces empathy, which means they identify less with both the frontline employees’ challenges and the middle managers who must deal with these issues daily.

What a beautifully whorish name I have—Feng Yue—Phoenix Moon. Can’t say my mother lacked foresight when she named me. Unfortunately, Xiao Feng Xian was the last celebrity prostitute. This is the 1970s, the modern world. They even made polygamy illegal a few years ago, after so many thousand of years. Can you believe that? What man would be happy with just one wife if they could afford more? Some girls thought it might bring us more business, but we have seen no evidence of that so far. The law has simply driven junior wives underground. They’ve become secret mistresses—less accepted, less recognized, less protected, children relegated to the shadows. The senior wives are now more suspicious of their men than ever, wondering what their mistresses are like, feeling more insecure. Nobody gains. Stupid. In any case, we don’t have the same good karma as our sisters from the dynasties. Phoenix is now a euphemism for chicken, which means hookers in Cantonese slang. Poets are extinct. We have become just chickens.

prom was less a prom and more a fancy dance. There were no limos or corsages or tuxedos. The guys who owned suits would be wearing them, but half the students would probably be in a blazer and khakis. And it wasn’t like prom where dates showed up together. The long-term couples did, sure, but most of the dates just met each other there. Armed with the knowledge of what to expect, I met Katie there. Sort of. I showed up, and she showed up, but it became pretty clear that we weren’t really there together. What happened between Katie’s immediate yes and her arrival to turn us so utterly platonic? Did Katie not understand I had asked her as a date? I specifically didn’t say as friends—she had to have known the difference. She was a worldly senior, after all. Then it hit me. Katie was a senior, and she couldn’t go to junior prom unless a junior asked her. And she wanted to go to junior prom with her best friend. It didn’t matter that Amalia thought Katie and I made a cute couple. Katie didn’t agree, and her opinion on the matter was way more influential. I gave my theory one final test. A slow song came on, and I approached Katie from across the room. Because that’s where she was hanging out—completely across the room. “Let’s dance,” I said, with the courage of a man who had nothing to lose. Not “Would you like to dance?” or “I was just thinking, maybe we should dance?” But a confident, assured, “Let’s dance.” That was the kind of thing that a boyfriend would say to a girlfriend if she was his date at the junior prom. So why couldn’t I say it to my date? Katie took my hand and we walked to the dance floor, and we danced. If you could call what we did dancing. We stood as far apart as we could while still technically touching and took small steps from side to side. My hands did their best

going to ask Katie.” Amalia practically burst through the phone. I was sure that part of Amalia’s excitement was having a friend that might be going to the party with her. But she also went on and on about how she had always thought that Katie and I would make such a cute couple and it was a wonderful idea and she was rooting for me and several other encouraging statements. Amalia also said that I’d better ask Katie soon, since it was going to be hard to keep that a secret. I called Katie right after I hung up. I didn’t have the guts to get rejected in person, but Amalia’s excitement had excited me. Katie and I talked about the latest assignment, a modern satire of a great work. I was planning on writing a version of “The Raven” about high school, an idea that Katie seemed to like. After all, she was writing a high-school version of Macbeth. We were in sync in many ways. And then, I just said it. “Do you want to go to the junior prom with me?” Katie said yes immediately. There was no time to blabber about how I thought it made sense for her to go because Amalia was going or to add in an as friends. Katie had said yes. I didn’t know what to expect from junior prom when I got there. The last school dance I’d been to was the first school dance I was able to go to. I was so excited for that one—Hunter had a few dances each year, and when the first dance came around, I put on my best ugly shirt (I wasn’t fashion forward enough to know that orange shirts are a bad idea for a redhead) and stood there awkwardly while everyone ignored me. From then on, school dances weren’t my thing. I had spent the previous three years at USY dances though, so I wasn’t intimidated by junior prom. I just wanted to know what I was in for. Jacob Corry’s girlfriend was a senior, so she became my Obi-Wan.

Tour of duty: The projected period of assignment of a diplomat to his post. Tour of duty: "One usually has to be at a post at least a year before one has gotten one's bearings, and established one's relationships, and sensed the important people that you want to cultivate and develop, and established your own rating system for the validity of the information and the soundness of the judgments that you extract, and learned the country and its problems." — Livingston Merchant, 1983 Training, responsibility of ambassadors for: As the most senior member of his profession present in an embassy, an ambassador has a duty to tutor his juniors in the essentials of diplomatic tradecraft, to evaluate their potential successfully to pursue a diplomatic career, and to ensure that the most promising among them are assigned to places and positions where they can begin to develop into what they have the capacity to be.

The Shining Empire advance team built their own gate in the Hidden Schools themselves, in Armillary Square, beneath the great glyph-studded edifice of the Argent Library. Five junior functionaries in identical high-collared jackets assembled the gate out of parts from metal suitcases they carried, in an hour, as black-robed students gathered like crows to watch. When the last silver pieces snapped together, the senior functionary plied some brushwork, and the air beneath the peaked arch parted like a curtain. The honor guard marched through, in their ancestral god-masks—and then, at their heart, the oiled and careful knot of the Party in their olive suits, reviewing the world as might an engineer an unsolved problem.

After all, habits and routines make our lives easier, but they also make things boring. Consider your commute, or your weekly run to the grocery store: you’ve probably traced and retraced the same route so many times that you no longer have to think about it. That’s convenient and efficient, but when you’re on autopilot, you’re not really present. You could walk out your front door and end up at your desk or in the produce aisle with absolutely no memory of how you got there. (This is even more true if you’ve spent the trip there staring at your phone.) Not only will navigating your life on autopilot leave you with fewer memories, it will actually make time seem to speed up. William James described this in his classic 1890 text, The Principles of Psychology, when he wrote that “as each passing year converts some of [our] experience[s] into automatic routine which we hardly note at all, the days and weeks smooth themselves out…and the years grow hollow and collapse.” (Way to twist the knife, William.) Psychologists refer to this phenomenon as “dissociation,” and screens are a particularly powerful trigger for it. According to tech addiction expert David Greenfield, that’s what’s happening when you look up from your phone and have no idea where the last forty-five minutes of your life have gone. As James alluded to, when you fill your schedule with routines, habits, and passive consumption, your memories will arrange themselves in a smooth chain of indistinguishable links, with very little to help you tell where one day ended and another began. The best way to fight back and to slow down time is to focus on creating more opportunities for what scientists call “pattern separation”—in other words, finding ways to break up monotony. A life filled with new experiences and small rebellions can do just this. Instead of a long, smooth chain, you’ll end up with the equivalent of a necklace made of colorful beads, each of which holds the potential to become, in the words of Johan Huizinga, “a treasure to be retained by the memory.” The more distinct these beads are (and the more beads you collect each day), the more time will seem to slow down. As an example, think of your four years of high school. Chances are that you have distinct memories from freshman, sophomore, junior, and senior years, and that, for better or for worse, those four years seemed to pass relatively slowly. Compare that to how many distinct memories you have from the last four years of your adult life.