Seniors Month Quotes

Picture this, Olive. Early two thousands. Preppy, ridiculously expensive all-male DC school. Two gay students in grade twelve. Well, two of us that were out, anyway. Richie Muller and I date for the entirety of senior year - and then he dumps me three days before prom for some guy he’d been having a thing with for months.” “He was a prick,” Adam muttered. “I have three choices. Not go to the dance and mope at home. Go alone and mope at school. Or, have my best friend - who was planning on staying home and moping over gamma-aminobutyric acids - come as my date. Guess which?” Olive gasped. “How did you convince him?” “That’s the thing, I didn’t. When I told him about what Richie did, he offered!

Whom have you fallen in love with?' I ask. 'Well, there was you,' the prince says. 'When we were children.' 'Me?' I ask incredulously. 'You didn't know?' He appears to be merry in the face of my astonishment. 'Oh yes. Though you were a year my senior, and it was hopeless, I absolutely mooned over you. When you were gone from Court, I refused any food but tea and toast for a month.' I cannot help snorting at the sheer absurdity of his statement. He puts a hand to my heart. 'Ah, and now you laugh. It is my curse to adore cruel women.

I am an unlikely guardian. A month ago I thought the Medicare doughnut hole was a breakfast special for seniors. I am a care inflictor.

I was in the fifth grade the first time I thought about turning thirty. My best friend Darcy and I came across a perpetual calendar in the back of the phone book, where you could look up any date in the future, and by using this little grid, determine what the day of the week would be. So we located our birthdays in the following year, mine in May and hers in September. I got Wednesday, a school night. She got a Friday. A small victory, but typical. Darcy was always the lucky one. Her skin tanned more quickly, her hair feathered more easily, and she didn't need braces. Her moonwalk was superior, as were her cart-wheels and her front handsprings (I couldn't handspring at all). She had a better sticker collection. More Michael Jackson pins. Forenze sweaters in turquoise, red, and peach (my mother allowed me none- said they were too trendy and expensive). And a pair of fifty-dollar Guess jeans with zippers at the ankles (ditto). Darcy had double-pierced ears and a sibling- even if it was just a brother, it was better than being an only child as I was. But at least I was a few months older and she would never quite catch up. That's when I decided to check out my thirtieth birthday- in a year so far away that it sounded like science fiction. It fell on a Sunday, which meant that my dashing husband and I would secure a responsible baby-sitter for our two (possibly three) children on that Saturday evening, dine at a fancy French restaurant with cloth napkins, and stay out past midnight, so technically we would be celebrating on my actual birthday. I would have just won a big case- somehow proven that an innocent man didn't do it. And my husband would toast me: "To Rachel, my beautiful wife, the mother of my chidren and the finest lawyer in Indy." I shared my fantasy with Darcy as we discovered that her thirtieth birthday fell on a Monday. Bummer for her. I watched her purse her lips as she processed this information. "You know, Rachel, who cares what day of the week we turn thirty?" she said, shrugging a smooth, olive shoulder. "We'll be old by then. Birthdays don't matter when you get that old." I thought of my parents, who were in their thirties, and their lackluster approach to their own birthdays. My dad had just given my mom a toaster for her birthday because ours broke the week before. The new one toasted four slices at a time instead of just two. It wasn't much of a gift. But my mom had seemed pleased enough with her new appliance; nowhere did I detect the disappointment that I felt when my Christmas stash didn't quite meet expectations. So Darcy was probably right. Fun stuff like birthdays wouldn't matter as much by the time we reached thirty. The next time I really thought about being thirty was our senior year in high school, when Darcy and I started watching ths show Thirty Something together. It wasn't our favorite- we preferred cheerful sit-coms like Who's the Boss? and Growing Pains- but we watched it anyway. My big problem with Thirty Something was the whiny characters and their depressing issues that they seemed to bring upon themselves. I remember thinking that they should grow up, suck it up. Stop pondering the meaning of life and start making grocery lists. That was back when I thought my teenage years were dragging and my twenties would surealy last forever. Then I reached my twenties. And the early twenties did seem to last forever. When I heard acquaintances a few years older lament the end of their youth, I felt smug, not yet in the danger zone myself. I had plenty of time..

Look, this isn't about the ring or when I ever made a hamburger, which, for your information, was my senior year of college." "Right, when you almost caught our kitchen on fire." "And you dated one of the firefighters for six months. You're welcome. Back to my problem.

Another senior librarian I interviewed that day told me that seeing the library in ruins so traumatized her that she didn't get her period for the next four months.

The senior council couldn’t allow me to disobey orders and get away with it. This is their punishment. And it’s right. Just as what I did was right.

Over six months I went from having a fourth grade reading level to that of a senior in high school. My vocabulary mushroomed. I wrote out thousands of flash cards and went over them for hours, days, and weeks.

Once Lola Pierotti earned $24,000 a year and worked long hours as an administrative assistant on Capitol Hill. Now she works longer hours and has even more responsibility- but no pay. What happened? Was she demoted? No, she just married the boss. Her bridegroom, of four years this month, was the senior Republican Senator from Vermont- George D. Aiken. "All he expects of me is that I drive his car, cook his meals, do his laundry and run his office," she enumerated, with a grin.

All this is probably for nothing,' she [her mother] said once we'd hatched the plan. 'Most likely I'll flunk out anyway.' To prepare, she shadowed me during the last months of my senior year of high school, doing all the homework that I was assigned, honing her skills. She replicated my worksheets, wrote the same papers I had to write, read every one of the books. I graded her work, using my teacher's marks as a guide. I judged her a shaky student at best. She went to college and earned straight As

For his “distinguished service to the Reich,” Henry Ford accepted the Grand Cross of the German Eagle—the highest medal that Nazi Germany could award to a foreigner—in July of 1938. James Mooney, a senior executive for General Motors, received his medal a month later.

Parent time is like fairy time but real. It is magic without pixie dust and spells. It defies physics without bending the laws of time and space. It is that truism everyone offers but no one believes until after they have children: that time will actual speed, fleet enough to leave you jet-lagged and whiplashed and racing all at once. Your tiny, perfect baby nestles in your arms his first afternoon home, and then ten months later, he's off to his senior year of high school. You give birth to twins so small and alike, they lie mirrored, each with a head in the palm of one hand while their toes reach only to the crooks of your elbow, but it's only a year before they start looking at colleges. It is so impossible yet so universally experienced that magic is the only explanation. Except then there are also the excruciating rainy Sundays when the kids are whiny, bored, and beastly, and it takes a hundred hours to get from breakfast to bedtime, the long weekends when you wonder whose demonic idea it was to trap you in your home with you bevy of abominable children for a decade without school.

Romantic literature often presents the individual as somebody caught in a struggle against the state and the market. Nothing could be further from the truth. The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, social security steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins. Not only adult men, but also women and children, are recognised as individuals. Throughout most of history, women were often seen as the property of family or community. Modern states, on the other hand, see women as individuals, enjoying economic and legal rights independently of their family and community. They may hold their own bank accounts, decide whom to marry, and even choose to divorce or live on their own. But the liberation of the individual comes at a cost. Many of us now bewail the loss of strong families and communities and feel alienated and threatened by the power the impersonal state and market wield over our lives. States and markets composed of alienated individuals can intervene in the lives of their members much more easily than states and markets composed of strong families and communities. When neighbours in a high-rise apartment building cannot even agree on how much to pay their janitor, how can we expect them to resist the state? The deal between states, markets and individuals is an uneasy one. The state and the market disagree about their mutual rights and obligations, and individuals complain that both demand too much and provide too little. In many cases individuals are exploited by markets, and states employ their armies, police forces and bureaucracies to persecute individuals instead of defending them. Yet it is amazing that this deal works at all – however imperfectly. For it breaches countless generations of human social arrangements. Millions of years of evolution have designed us to live and think as community members. Within a mere two centuries we have become alienated individuals. Nothing testifies better to the awesome power of culture.

I do have a bad habit,” he says. “of falling in love. With regularity and to spectacular effect. You see, it never goes well.” I wonder if this conversation makes him think of our kiss, but then, I was the one who kissed him. He’d only kissed back. “As charming as you are, how can that be?” I say. He laughs again. “That’s what my sister Taryn always says. She tells me that I remind her of her late husband. Which makes some sense, since I would be his half brother. But it’s also alarming, because she’s the one who murdered him.” Much as when he spoke about Madoc, it’s strange how fond Oak can sound when he tells me a horrifying thing a member of his family has done. “Whom have you fallen in love with?” I ask. “Well, there was you,” the prince says. “When we were children.” “Me?” I ask incredulously. “You didn’t know?” He appears to be merry in the face of my astonishment. “Oh yes. Though you were a year my senior, and it was hopeless, I absolutely mooned over you. When you were gone from Court, I refused any food but tea and toast for a month.” I cannot help snorting over the sheer absurdity of his statement. He puts a hand to my heart. “Ah, and now you laugh. It is my curse to adore cruel women. He cannot expect me to believe he had real feelings. “Stop with your games.” “Very well,” he says. “Shall we go to the next? Her name was Lara, a mortal at the school I attended when I lived with my eldest sister and her girlfriend. Sometimes Lara and I would climb into the crook of one of the maple trees and share sandwiches. But she had a villainous friend, who implicated me in a piece of gossip—which resulted in Lara stabbing me with a lead pencil and breaking off our relationship.” “You do like cruel women,” I say. “Then there was Violet, a pixie. I wrote terrible poetry about how I adored her. Unfortunately, she adored duels and would get into trouble so that I would have to fight for her honor. And even more unfortunately, neither my sister nor my father bothered to teach me how to fight for show. I thought of the dead-eyed expression on his face before his bout with the ogre and Tiernan’s angry words. “That resulted in my accidentally killing a person she liked better than me.” “Oh,” I say. “That is three levels of unfortunate.” “Then there was Sibi, who wanted to run away from Court with me, but as soon as we went, hated it and wept until I took her home. And Loana, a mermaid, who found my lack of a tail unbearable but tried to drown me anyway, because she found it equally unbearable that I would ever love another.” The way he tells these stories makes me recall how he’s told me many painful things before. Some people laugh in the face of death. He laughed in the face of despair. “How old were you?” “Fifteen, with the mermaid,” he said. “And nearly three years later, I must surely be wiser.” “Surely,” I say, wondering if he was. Wondering if I wanted him to be.

They did this at the bank I worked at. We all had to go on a course where bright, sparkly people with frightening smiles exhorted us to embrace change because those who can’t die out. I think they cited the dinosaurs.’ ‘So they weren’t killed by an asteroid at all, then?’ said Bashford, astonished. ‘Not according to the expensive people hired to tell us that our expertise, the working relationships we’d built up over the years, all our hard work was now utterly valueless – as would we be if we didn’t get with the new programme. According to them, it was their inability to adapt to this month’s new ideas and working practices that did for the dinosaurs and the asteroid had nothing to do with it. They were quite horrified at our lack of enthusiasm for massive redundancies while senior managers – reluctantly, of course – accepted promotions and pay rises with increased bonuses.

The CIA prepared a briefing paper on July 10 for senior Bush administration officials: “Based on a review of all-source reporting over the last five months, we believe that [bin Laden] will launch a significant terrorist attack against U.S. and/or Israeli interests in the coming weeks. The attack will be spectacular and designed to inflict mass casualties against U.S. facilities or interests. Attack preparations have been made. Attack will occur with little or no warning.”24

SMART Goal NICE Goal Fitness Lose 20 pounds within the next three months. Exercise for 30 minutes daily, focusing on activities that are enjoyable and manageable. Career Get a promotion to a senior management position within two years. Dedicate an hour each week to improving one key skill or networking with industry professionals. Education Complete a Master’s degree in two years. Spend 30 minutes each day reviewing course material and work on assignments in manageable chunks.

Months later… I try my best to enjoy summer vacation, knowing that in a few weeks I’ll be heading into the last semester of my senior year. I should’ve graduated in June, but because Robbie and I moved around during my freshman year, I fell behind a semester. Even though I won’t graduate and walk across the stage until December, my eighteenth birthday is only a few weeks away. That’s when I’ll be forced to leave the house. After the fallout with Cain back in January, I haven’t heard from him other than the few times he came by with gifts and tried to see me.

I was already an atheist, and by my senior year I had became obsessed with the question “What is the meaning of life?” I wrote my personal statement for college admissions on the meaninglessness of life. I spent the winter of my senior year in a kind of philosophical depression—not a clinical depression, just a pervasive sense that everything was pointless. In the grand scheme of things, I thought, it really didn’t matter whether I got into college, or whether the Earth was destroyed by an asteroid or by nuclear war. My despair was particularly strange because, for the first time since the age of four, my life was perfect. I had a wonderful girlfriend, great friends, and loving parents. I was captain of the track team, and, perhaps most important for a seventeen-year-old boy, I got to drive around in my father’s 1966 Thunderbird convertible. Yet I kept wondering why any of it mattered. Like the author of Ecclesiastes, I thought that “all is vanity and a chasing after wind” (ECCLESIASTES 1:14) . I finally escaped when, after a week of thinking about suicide (in the abstract, not as a plan), I turned the problem inside out. There is no God and no externally given meaning to life, I thought, so from one perspective it really wouldn’t matter if I killed myself tomorrow. Very well, then everything beyond tomorrow is a gift with no strings and no expectations. There is no test to hand in at the end of life, so there is no way to fail. If this really is all there is, why not embrace it, rather than throw it away? I don’t know whether this realization lifted my mood or whether an improving mood helped me to reframe the problem with hope; but my existential depression lifted and I enjoyed the last months of high school.

With only three days left of school, yearbooks arrive. There are several blank pages in the back for signatures, but everybody knows the place of honor is the back cover. Of course I’ve saved mine for Peter. I never want to forget how special this year was. My yearbook quote is “I have spread my dreams under your feet; /Tread softly because you tread on my dreams.” I had a very hard time choosing between that and “Without you, today’s emotions would be the scurf of yesterday’s.” Peter was like, “I know that’s from Amélie, but what the hell is a scurf?” and honestly, he had a point. Peter let me write his. “Surprise me,” he said. As we walk through the cafeteria doors, someone holds the door for us, and Peter says, “Cheers.” Peter’s taken to saying cheers instead of thanks, which I know he learned from Ravi. It makes me smile every time. For the past month or so, the cafeteria’s been half-empty at lunch. Most of the seniors have been eating off-campus, but Peter likes the lunches his mom packs and I like our cafeteria’s french fries. But because the student council’s passing out our yearbooks today, it’s a full house. I pick up my copy and run back to the lunch table with it. I flip to his page first. There is Peter, smiling in a tuxedo. And there is his quote: “You’re welcome.” --Peter Kavinsky. Peter’s brow furrows when he sees it. “What does that even mean?” “It means, here I am, so handsome and lovely to look at.” I spread my arms out benevolently, like I am the pope. “You’re welcome.” Darrell busts out laughing, and so does Gabe, who spreads his arms out too. “You’re welcome,” they keep saying to each other. Peter shakes his head at all of us. “You guys are nuts.” Leaning forward, I kiss him on the lips. “And you love it!

The fears of militarization Holbrooke had expressed in his final, desperate memos, had come to pass on a scale he could have never anticipated. President Trump had concentrated ever more power in the Pentagon, granting it nearly unilateral authority in areas of policy once orchestrated across multiple agencies, including the State Department. In Iraq and Syria, the White House quietly delegated more decisions on troop deployments to the military. In Yemen and Somalia, field commanders were given authority to launch raids without White House approval. In Afghanistan, Trump granted the secretary of defense, General James Mattis, sweeping authority to set troop levels. In public statements, the White House downplayed the move, saying the Pentagon still had to adhere to the broad strokes of policies set by the White House. But in practice, the fate of thousands of troops in a diplomatic tinderbox of a conflict had, for the first time in recent history, been placed solely in military hands. Diplomats were no longer losing the argument on Afghanistan: they weren’t in it. In early 2018, the military began publicly rolling out a new surge: in the following months, up to a thousand new troops would join the fourteen thousand already in place. Back home, the White House itself was crowded with military voices. A few months into the Trump administration, at least ten of twenty-five senior leadership positions on the president’s National Security Council were held by current or retired military officials. As the churn of firings and hirings continued, that number grew to include the White House chief of staff, a position given to former general John Kelly. At the same time, the White House ended the practice of “detailing” State Department officers to the National Security Council. There would now be fewer diplomatic voices in the policy process, by design.

Teenagers without strong family ties can become so dependent on their peer group that they will do anything to be accepted by it. About twenty years ago in Tucson, Arizona, the entire senior class of a large high school knew for several months that an older dropout from the school, who had kept up a “friendship” with the younger students, had been killing their classmates, and burying their corpses in the desert. Yet none of them reported the crimes to the authorities, who discovered them by chance. The students, all nice middle-class suburban kids, claimed that they could not divulge the murders for fear of being cut by their friends.

I took out Riptide. With the tip of the blade, I etched a message on the sidewalk: Went to Gramercy. That was another trick I’d only learned in the last month. One day when I was bored, sitting on a sidewalk while my mom shopped for clothes for her first author signing, I discovered that Riptide could sketch glowing lines on asphalt that no regular mortals could see. The markings lasted about three hours before fading away—less if it rained. It made me wonder why I’d never seen Celestial bronze graffiti around from other demigods. Maybe they’d never gotten bored enough to try it. Or maybe their weapons didn’t have a side hustle as writing utensils.

Betty, whom I recently discovered sorting through the contents of my suitcase, turns on the overhead light in my room, wrinkles her brow, and peers in like a camp counselor on an inspection tour, as if she suspects I might be entertaining someone who has paddled in from across the lake. She must keep an eye out. I am a schemer. There are things going on behind her back, plans afoot, she fears. She has no intention of cooperating with any of them. When the phone rings, she listens to every word, not sure if she can trust me with her independence. I don’t blame her. I am an unlikely guardian. A month ago I thought the Medicare doughnut hole was a breakfast special for seniors. I am a care inflictor. She’s

The median (typical) household in America has a net worth of less than $15,000, excluding home equity. Factor out equity in motor vehicles, furniture, and such, and guess what? More often than not the household has zero financial assets, such as stocks and bonds. How long could the average American household survive economically without a monthly check from an employer? Perhaps a month or two in most cases. Even those in the top quintile are not really wealthy. Their median household net worth is less than $150,000. Excluding home equity, the median net worth for this group falls to less than $60,000. And what about our senior citizens? Without Social Security benefits, almost one-half of Americans over sixty-five would live in poverty. Only

Then at 00:28, while reducing power to levels low enough to begin - a process which would take about an hour - Senior Reactor-Control Engineer Leonid Toptunov made a mistake when switching from manual to automatic control, causing the control rods to descend far more than intended.99 Toptunov had only been in his current position for a few months, during which the reactor power had never been reduced.100 Perhaps his nerves got the better of him. Power levels - supposed to be held at 1,500-Megawatts thermal (MWt) for the test - dropped all the way to 30MWt. (The reactor’s output is measured in terms of thermal power - the turbogenerator’s in electrical power. Energy is lost during the transfer from steam to electricity, hence the higher thermal figures.)

Since Modi’s ascension to office, what has happened in the ED, which had registered a preliminary case against Adani in Ahmedabad and was handed details of DRI findings, is illustrative. The officer heading the Ahmedabad branch of the directorate was raided by the CBI, which accused him of possessing disproportionate assets. It failed to prove anything at all, despite months of investigation. The two senior-most officers in the Mumbai regional office, who oversaw the investigations in Ahmedabad, were forced out of the agency. The tenure of Rajan S. Katoch, who was heading the directorate when the case was opened, also ended abruptly. Apart from the Adani case, the Ahmedabad ED investigators were also pursuing some of the biggest money launderers of Gujarat.

Needless to say, elderly people taking steroids may also experience the same side effects as younger persons. So, if you are a senior and need to be on a long course of steroids, what should you do? We would suggest a practical approach—which could apply to anyone on steroids, regardless of age, but may be particularly relevant for seniors because they are particularly vulnerable to side effects: • Understand and verify the need for steroids in your own situation, weighing the anticipated benefit with the possible risks. This means that you should explore the range of other treatments that may be available for your particular condition. You need to learn about the benefits and risks of any other treatment suggested. In other words, get all the information you can prior to going on treatment, be it with steroids or other medications. • Be sure that your health is well-assessed before or at the start of therapy. If you have underlying, separate health conditions, those should be noted and followed while you are on steroids. • Assess bodily systems that might particularly be affected by being on steroids. This means an assessment of your skeletal health, your eyes, your teeth, and your internal organs. • Request guidance about staying active. Physical therapy should be planned, to minimize the chances that your muscles and joints will be overtaxed or that any existing damage might get worse. • Ask to reassess the length and dose of your medication course at various intervals. A reasonable interval is every couple of months, if you are on a long course of steroids.

On Saturday, 28 February 1953, Josef Stalin invited four of his senior associates to the Kremlin: Georgy Malenkov, Lavrenty Beria, Nikita Khrushchev, and Nikolai Bulganin.1 During the final six months of his life, Stalin and these four men constituted what was known as the “ruling group” or simply the “Five.” They met regularly in Stalin’s home. The leader’s other old friends—Vyacheslav Molotov, Anastas Mikoyan, and Kliment Voroshilov—were in disgrace, and he did not wish to see them.2 Assembling a small group of supporters to act as his right hand in ruling the country was a key element of Stalin’s modus operandi. He liked to name these groups according to the number of members: the Five (Piaterka), the Six (Shesterka), the Seven (Semerka), the Eight (Vos’merka), the Nine (Deviatka).

Parent time is like fairy time but real. It is magic without pixie dust and spells. It defies physics without bending the laws of time and space. It is that truism everyone offers but no one believes until after they have children: that time will actually speed, fleet enough to leave you jet-lagged and whiplashed and racing all at once. Your tiny, perfect baby nestles in your arms his first afternoon home, and then ten months later, he’s off to his senior year of high school. You give birth to twins so small and alike, they lie mirrored, each with a head in the palm of one hand while their toes reach only to the crooks of your elbows, but it’s only a year before they start looking at colleges. It is so impossible yet so universally experienced that magic is the only explanation. Except

He had panicked. Tessier cursed his own stupidity. He should have remained in the column where he would have been protected. Instead, he saw an enemy coming for him like a revenant rising from a dark tomb, and had run first instead of thinking. Except this was no longer a French stronghold. The forts had all been captured and surrendered and the glorious revolutionary soldiers had been defeated. If the supply ships had made it through the blockade, Vaubois might still have been able to defend the city, but with no food, limited ammunition and disease rampant, defeat was inevitable. Tessier remembered the gut-wrenching escape from Fort Dominance where villagers spat at him and threw rocks. One man had brought out a pistol and the ball had slapped the air as it passed his face. Another man had chased him with an ancient boar spear and Tessier, exhausted from the fight, had jumped into the water. He had nearly drowned in that cold grey sea, only just managing to cling to a rock whilst the enemy searched the shoreline. The British warship was anchored outside the village, and although Tessier could see men on-board, no one had spotted him. Hours passed by. Then, when he considered it was clear, he swam ashore to hide in the malodorous marshland outside Mġarr. His body shivered violently and his skin was blue and wrinkled like withered fruit, but in the night-dark light he lived. He had crept to a fishing boat, donned a salt-stained boat cloak and rowed out to Malta's monochrome coastline. He had somehow managed to escape capture by abandoning the boat to swim into the harbour. From there it had been easy to climb the city walls and to safety. He had written his account of the marines ambush, the fort’s surrender and his opinion of Chasse, to Vaubois. Tessier wanted Gamble cashiered and Vaubois promised to take his complaint to the senior British officer when he was in a position to. Weeks went past. Months. A burning hunger for revenge changed to a desire for provisions. And until today, Tessier reflected that he would never see Gamble again. Sunlight twinkled on the water, dazzling like a million diamonds scattered across its surface. Tessier loaded his pistol in the shadows where the air was still and cool. He had two of them, a knife and a sword, and, although starving and crippled with stomach cramps, he would fight as he had always done so: with everything he had.

Two months before the funeral, the real estate website Redfin looked at the statistics and concluded that 83 percent of California's homes, and 100 percent of San Francisco's, were unaffordable on a teacher's salary. What happens to a place where the most vital workers cannot afford to live in it? Displacement has contributed to deaths, particularly of the elderly - and many in their eighties and nineties have been targeted with eviction from their homes of many decades. In the two years since Nieto's death, there have been multiple stories of seniors who died during or immediately after their eviction. A survey reported that 71 percent of the homeless in San Francisco used to be housed there. Losing their homes makes them vulnerable to a host of conditions, some of them deadly. Gentrification can be fatal.

After almost eighteen months of trying to convince Kiran to dilute her stakes, a large delegation, which included the global head of R&D at Unilever and his team, came to Bengaluru. In the opening meeting, Kiran gave a presentation, and her first slide, memorable to many, declared that there were three types of companies: # Companies which make things happen # Companies which watch things happen # Companies which wonder what happened Biocon India, she said, was the first type of company and Unilever was the third type. That in-your-face presentation left everyone stunned. ‘We didn’t know where to look. There were board members, some senior managers and the head of Hindustan Unilever. Those days we did not have [smart] phones to fiddle with, we just went red in the face,’ recalls Bharadwaj. If egos were bruised, nobody showed it.

by blitzing students with information and making the application process as simple as dropping a résumé into a box, by following up relentlessly and promising to inform applicants about job offers in the fall of their senior year—months before firms in most other industries—Wall Street banks had made themselves the obvious destinations for students at top-tier colleges who are confused about their careers, don’t want to lock themselves in to a narrow preprofessional track by going to law or medical school, and are looking to put off the big decisions for two years while they figure things out. Banks, in other words, have become extremely skilled at appealing to the anxieties of overachieving young people and inserting themselves as the solution to those worries. And the irony is that although we think of Wall Street as a risk-loving business, the recruiting process often appeals most to the terrified and insecure.

In 1962, the clouds of war against China darkened the nation. I got a call from the Prime Minister’s office asking me to come to Delhi for an urgent meeting. Also present at the meeting were some Generals and a senior bureaucrat, Shivaraman. I was informed that the Indian Army needed milk powder, and they asked me how much we could provide and how soon. I said, ‘A thousand tons and within six months.’ One of the Generals looked at me and said, ‘That’s not enough.’ I said, ‘Okay, then 1,500 tons.’ They said that, too, was not enough. ‘I suppose we stop wasting time, and you tell me the quantity that you need?’ I asked. ‘We need 2,750 tons,’ came the reply. I asked for a piece of paper as an idea began forming in my mind. I was aware that there was another milk powder plant in Rajkot, which belonged to the Government of Gujarat. It was a small plant, but I knew that if we put together all the powder and gave it to the army, sacrificing the entire civilian market, then we could fulfil this commitment in six months.

They recruited senior research scientists from different local companies as subjects, and asked them to bring with them to the sessions at least two different problems on which they had been working without success for at least three months. These subjects were executives at Hewlett-Packard, fellows at the Stanford Research Institute, architects, and designers. Among them were the people who would design the first silicon chips, create word processing, and invent the computer mouse. Fadiman and his colleagues administered one-hundred-microgram doses of LSD to the subjects and guided them through the next hours as they puzzled over their intractable problems.*3 The subjects worked on their problems and took a variety of psychometric tests. The results were striking. Many of the subjects experienced flashes of intellectual intuition. Their performance on the psychometric tests improved, but, more important, they solved their thorny equations and problems. According to Fadiman, “A number of patents, products, and publications emerged out of that study.

The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, national social services steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins.

After they hung up, Hunter took aside Renaat Van den Hooff, who was in charge of the pilot on the Walgreens side, and told him something just wasn’t right. The red flags were piling up. First, Elizabeth had denied him access to their lab. Then she’d rejected his proposal to embed someone with them in Palo Alto. And now she was refusing to do a simple comparison study. To top it all off, Theranos had drawn the blood of the president of Walgreens’s pharmacy business, one of the company’s most senior executives, and failed to give him a test result! Van den Hooff listened with a pained look on his face. “We can’t not pursue this,” he said. “We can’t risk a scenario where CVS has a deal with them in six months and it ends up being real.” Walgreens’s rivalry with CVS, which was based in Rhode Island and one-third bigger in terms of revenues, colored virtually everything the drugstore chain did. It was a myopic view of the world that was hard to understand for an outsider like Hunter who wasn’t a Walgreens company man. Theranos had cleverly played on this insecurity. As a result, Walgreens suffered from a severe case of FoMO—the fear of missing out.

Romantic literature often presents the individual as somebody caught in a struggle against the state and the market. Nothing could be further from the truth. The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, national social services steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins.

Romantic literature often presents the individual as somebody caught in a struggle against the state and the market. Nothing could be further from the truth. The state and the market are the mother and father of the individual, and the individual can survive only thanks to them. The market provides us with work, insurance and a pension. If we want to study a profession, the government’s schools are there to teach us. If we want to open a business, the bank loans us money. If we want to build a house, a construction company builds it and the bank gives us a mortgage, in some cases subsidised or insured by the state. If violence flares up, the police protect us. If we are sick for a few days, our health insurance takes care of us. If we are debilitated for months, national social services steps in. If we need around-the-clock assistance, we can go to the market and hire a nurse – usually some stranger from the other side of the world who takes care of us with the kind of devotion that we no longer expect from our own children. If we have the means, we can spend our golden years at a senior citizens’ home. The tax authorities treat us as individuals, and do not expect us to pay the neighbours’ taxes. The courts, too, see us as individuals, and never punish us for the crimes of our cousins. Not

In 1962, the clouds of war against China darkened the nation. I got a call from the Prime Minister’s office asking me to come to Delhi for an urgent meeting. Also present at the meeting were some Generals and a senior bureaucrat, Shivaraman. I was informed that the Indian Army needed milk powder, and they asked me how much we could provide and how soon. I said, ‘A thousand tons and within six months.’ One of the Generals looked at me and said, ‘That’s not enough.’ I said, ‘Okay, then 1,500 tons.’ They said that, too, was not enough. ‘I suppose we stop wasting time, and you tell me the quantity that you need?’ I asked. ‘We need 2,750 tons,’ came the reply. I asked for a piece of paper as an idea began forming in my mind. I was aware that there was another milk powder plant in Rajkot, which belonged to the Government of Gujarat. It was a small plant, but I knew that if we put together all the powder and gave it to the army, sacrificing the entire civilian market, then we could fulfil this commitment in six months. So I did a swift calculation on a piece of paper and said, ‘It will be done. Now, can I go?’ The General expressed apprehension, ‘Supposing you let us down?’ ‘That is not the way to speak to Mr Kurien,’ Shivaraman said. ‘We have the highest regard for his words. If he says that he will do it, he will certainly do it. And besides, may I know what other alternative you have?’ That quietened the General. Then Shivaraman asked me, ‘What can the government do for you?’ I said, ‘What do you mean?’ He said, ‘Loans? Grants? Anything you want?’ I said, ‘Mr Shivaraman, you said there is an emergency, and if Amul uses this emergency to squeeze money out of the government, then it is an unworthy organisation. I want nothing.’ From that day onwards, Shivaraman was an ally.

investigations and reported the completion of significant investigations without charges. Anytime a special prosecutor is named to look into the activities of a presidential administration it is big news, and, predictably, my decision was not popular at the Bush White House. A week after the announcement, I substituted for the attorney general at a cabinet meeting with the president. By tradition, the secretaries of state and defense sit flanking the president at the Cabinet Room table in the West Wing of the White House. The secretary of the treasury and the attorney general sit across the table, flanking the vice president. That meant that, as the substitute for the attorney general, I was at Vice President Dick Cheney’s left shoulder. Me, the man who had just appointed a special prosecutor to investigate his friend and most senior and trusted adviser, Scooter Libby. As we waited for the president, I figured I should be polite. I turned to Cheney and said, “Mr. Vice President, I’m Jim Comey from Justice.” Without turning to face me, he said, “I know. I’ve seen you on TV.” Cheney then locked his gaze ahead, as if I weren’t there. We waited in silence for the president. My view of the Brooklyn Bridge felt very far away. I had assured Fitzgerald at the outset that this was likely a five- or six-month assignment. There was some work to do, but it would be a piece of cake. He reminded me of that many times over the next four years, as he was savagely attacked by the Republicans and right-leaning media as some kind of maniacal Captain Ahab, pursuing a case that was a loser from the beginning. Fitzgerald had done exactly as I expected once he took over. He investigated to understand just who in government had spoken with the press about the CIA employee and what they were thinking when they did so. After careful examination, he ended in a place that didn’t surprise me on Armitage and Rove. But the Libby part—admittedly, a major loose end when I gave him the case—

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

A word of explanation about how the information in this book was obtained, evaluated and used. This book is designed to present, as best my reporting could determine, what really happened. The core of this book comes from the written record—National Security Council meeting notes, personal notes, memos, chronologies, letters, PowerPoint slides, e-mails, reports, government cables, calendars, transcripts, diaries and maps. Information in the book was supplied by more than 100 people involved in the Afghanistan War and national security during the first 18 months of President Barack Obama’s administration. Interviews were conducted on “background,” meaning the information could be used but the sources would not be identified by name. Many sources were interviewed five or more times. Most allowed me to record the interviews, which were then transcribed. For several sources, the combined interview transcripts run more than 300 pages. I have attempted to preserve the language of the main characters and sources as much as possible, using their words even when they are not directly quoted, reflecting the flavor of their speech and attitudes. Many key White House aides were interviewed in-depth. They shared meeting notes, important documents, recollections of what happened before, during and after meetings, and assisted extensively with their interpretations. Senior and well-placed military, intelligence and diplomatic officials also provided detailed recollections, read from notes or assisted with documents. Since the reporting was done over 18 months, many interviews were conducted within days or even hours after critical discussions. This often provided a fresher and less-calculated account. Dialogue comes mostly from the written record, but also from participants, usually more than one. Any attribution of thoughts, conclusions or feelings to a person was obtained directly from that person, from notes or from a colleague whom the person told. Occasionally, a source said mid-conversation that something was “off-the-record,” meaning it could not be used unless the information was obtained elsewhere. In many cases, I was able to get the information elsewhere so that it could be included in this book. Some people think they can lock up and prevent publication of information by declaring it “off-the-record” or that they don’t want to see it in the book. But inside any White House, nearly everyone’s business and attitudes become known to others. And in the course of multiple, extensive interviews with firsthand sources about key decision points in the war, the role of the players became clear. Given the diversity of sources, stakes and the lives involved, there is no way I could write a sterilized or laundered version of this story. I interviewed President Obama on-the-record in the Oval Office for one hour and 15 minutes on Saturday, July 10, 2

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

a mechanic at the local garage down the street and usually finishes around 6 p.m. I know he’ll be home soon, even if it is only to check that I’m here waiting for him. He’s always had a slight possessive streak; it used to make me feel wanted and needed, but it seems to have kicked up a notch in the past six months. Beau and I met in high school in our senior year. He was a late transfer student who started with only a few months left before graduation. He pursued me fervently, and despite my parents being concerned about their somewhat sheltered daughter going out with the neighborhood’s new resident bad boy, we fell in love,

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

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

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

less than two months in Australia Hubbard had racked up debts, lost a machine gun, upset the top brass and been sent home. Yet two decades later, Hubbard would portray his time in Brisbane as something Australians should be grateful for. In a statement to the press he said, ‘In 1942, as the senior US naval officer in Northern Australia, by a fluke of fate, I helped save them from the Japanese.’15 The

Effective strategy planners spread strategy reviews throughout the year rather than squeeze them into a two- or three-month window. This allows senior executives to focus on one issue at a time until they reach a decision or set of decisions.

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

They tried to bury us. They didn’t know we were seeds.” —Mexican proverb There are some secrets we don’t share because they’re embarrassing. Like that time I met Naval Ravikant (page 546) by accidentally hitting on his girlfriend at a coffee shop? Oops. Or the time a celebrity panelist borrowed my laptop to project a boring corporate video, and a flicker of porn popped up—à la Fight Club—in front of a crowd of 400 people? Another good example. But then there are dark secrets. The things we tell no one. The shadows we keep covered for fear of unraveling our lives. For me, 1999 was full of shadows. So much so that I never wanted to revisit them. I hadn’t talked about this traumatic period publicly until April 29, 2015, during a Reddit AMA (Ask Me Anything). What follows is the sequence of my downward spiral. In hindsight, it’s incredible how trivial some of it seems. At the time, though, it was the perfect storm. I include wording like “impossible situation,” which was reflective of my thinking at the time, not objective reality. I still vividly recall these events, but any quotes are paraphrased. So, starting where it began . . . It’s the beginning of my senior year at Princeton University. I’m slated to graduate around June of 1999. Somewhere in the next six months, several things happen in the span of a few weeks. First, I fail to make it to final interviews for McKinsey consulting and Trilogy software, in addition to others. I have no idea what I’m doing wrong, and I start losing confidence after “winning” in the game of academics for so long. Second, a long-term (for

As Fidel Castro’s M–26–7 forces increased their attacks, the Cuban army was forced to withdraw into the larger towns for safety. This caused ever-increasing pressure on Batista. The United States government stopped supplying the Batista régime with weapons and ammunition. In 1958, in spite of an all-out attack and heavy aerial bombings upon Castro’s guerrilla forces, known as “Operation Verano,” the rebels continued advancing. At that time Batista’s Army had 10,000 soldiers surrounding the Sierra Maestra Mountains and Castro had 300 men under his command, many of them former Batista soldiers who joined the rebels after being appalled by the abuses that they were ordered to carry out. By closing off the major roads and rail lines, Castro put Batista’s forces at a severe disadvantage. On January 1, 1959, with his pockets stuffed with money and an airplane full of art, Presidente Fulgencio Batista flew the coop. Flying to the Dominican Republic before continuing to Portugal some months later, he left Anselmo Alliegro Mila to serve as Acting President. The next day he was relieved and Carlos Manuel Piedra, who had served as the senior member of the Supreme Court, was appointed Provisional President for a day. It was in accordance with the 1940 Cuban constitution, but his appointment was opposed by the new leader, Fidel Castro.

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.

if there really is no way you can win, you never say it out loud. You assess why, change strategy, adjust tactics, and keep fighting and pushing till either you’ve gotten a better outcome or you’ve died. Either way, you never quit when your country needs you to succeed. As Team 5 was shutting down the workup and loading up its gear, our task unit’s leadership flew to Ramadi to do what we call a predeployment site survey. Lieutenant Commander Thomas went, and so did both of our platoon officers in charge. It was quite an adventure. They were shot at every day. They were hit by IEDs. When they came home, Lieutenant Commander Thomas got us together in the briefing room and laid out the details. The general reaction from the team was, “Get ready, kids. This is gonna be one hell of a ride.” I remember sitting around the team room talking about it. Morgan had a big smile on his face. Elliott Miller, too, all 240 pounds of him, looked happy. Even Mr. Fantastic seemed at peace and relaxed, in that sober, senior chief way. We turned over in our minds the hard realities of the city. Only a couple weeks from now we would be calling Ramadi home. For six or seven months we’d be living in a hornet’s nest, picking up where Team 3 had left off. It was time for us to roll. In late September, Al Qaeda’s barbaric way of dealing with the local population was stirring some of Iraq’s Sunni tribal leaders to come over to our side. (Stuff like punishing cigarette smokers by cutting off their fingers—can you blame locals for wanting those crazies gone?) Standing up for their own people posed a serious risk, but it was easier to justify when you had five thousand American military personnel backing you up. That’ll boost your courage, for sure. We were putting that vise grip on that city, infiltrating it, and setting up shop, block by block, house by house, inch by inch. On September 29, a Team 3 platoon set out on foot from a combat outpost named Eagle’s Nest on the final operation of their six-month deployment. Located in the dangerous Ma’laab district, it wasn’t much more than a perimeter of concrete walls and concertina wire bundling up a block of residential homes. COP Eagle’s

After twelve months of going nowhere, the investment committee loses patience and takes over the deal more directly. Organic is sold to a special-purpose acquisition company (or SPAC) listed on local stock exchanges. A SPAC is a cash box with a blank check raised from investors to buy a business within a set timeframe as determined by the executives who run the vehicle. Often, as the vehicle is publicly listed, a SPAC can strike a deal at a higher purchase price than a private equity firm would be willing to pay. Its investors will accept a lower return than they would from a private equity fund, often because the investment is marketed to them as a safer or more straightforward bet. In this case, the SPAC is run by a former senior executive of a French food retail chain and a major hedge fund seeking to expand into the private equity industry. Their joint sector and finance experience is convincing enough for the SPAC’s investors to agree that the transaction is likely to be worthwhile. The

None of these failures occurred overnight or out of the blue. Quite the opposite. The seeds of failure were taking root for months or years while senior management remained blissfully unaware. In many organizations, like those discussed in this chapter, countless small problems routinely occur, presenting early warning signs that the company's strategy may be falling short and needs to be revisited. Yet these signals are often squandered. Preventing avoidable failure thus starts with encouraging people throughout a company to push back, share data, and actively report on what is really happening in the lab or in the market so as to create a continuous loop of learning and agile execution.

On 28 January 2020 one of Harvard’s most senior faculty members, chemist and nanoscientist Dr Charles Lieber, was taken away in handcuffs when the FBI alleged that he had been recruited into the Thousand Talents Program. The Department of Justice alleges that between 2012 and 2017 he was paid $50,000 a month plus generous living expenses to set up a lab at Wuhan University of Technology and transfer his knowledge.78 Lieber failed to disclose his China links to Harvard, even though the Wuhan centre was called the ‘WUT-Harvard Joint Nano Key Laboratory’.

Goodreads is becoming my diary- When I joined Nalanda by 2018, Ritika Rajput, Myself and Urvashi punia bishnoi were almost inseparable friends for three months, wherever we go, we go together, we eat together, we fight together almost whole Nalanda could not separate our friendship until two people entered which I do not want to mention. When we were close friends Shubham das and Shalini Chauhan were seniors to us and introduced us into trekking and hiking in and around Rajgir. But Ritika did not like that I even talk with Shalini Chauhan. Once Shalini invited me to visit Banaras with her, but Ritika asked me not to go with her, I did not want to mess up within friendship so I did not go. After Myself, Ritika and Urvashi broke apart in friendships , Shalini was always there to support me without any expectations. Yeah there were few more friends or seemed like friends Rashmi Singh, Rakhi Kashyap, Deepa kundu, Kajal, Madhuri and all of them were making troubles instead of peace. Shalini was the only peace lover at that time in the campus, but second year she went abroad and then I could not see her even until now Just diary of memories

To practice zazen, Suzuki-roshi often reminded his students, is to study the self. By 1983, the senior priests at Zen Center had logged a lot of hours in the study hall. The work and meditation schedule they kept was famous for its rigor. Typically, they sat for almost two hours every morning, beginning at five, attended a midday service, and sat again for an hour or two in the evening until nine. During the two annual Practice Periods, the daily meditation periods were extended. Once a month, they sat for twelve or fourteen hours—a one-day sesshin (intensive retreat). At the end of each Practice Period, they sat a seven day sesshin—twelve to fourteen hours a day for seven straight days, during which they took their meager meals in the zendo, and slept on their cushions. In fifteen years, Reb, Yvonne, Lew, and the other senior students who'd kept the daily schedule had each sat zazen for at least 10,000 to 15,000 hours. And yet, by any common-sense standard, the most seasoned meditators at Zen Center repeatedly flunked simple tests of self-awareness. "I wonder," wrote a former Zen Center student in a letter to Yvonne in 1987, "if in some cases doing zazen doesn't augment or aggravate the dissociative process—as if in some way it cauterizes the personality and seals it off, encapsulates it, widens the breach between heart and mind.

A lot of the trust I have in my team has to do with my hiring process. It can be a little unusual. When I’m looking for a senior person, I don’t write a job description and then look for someone to fit it. I find talented people who fit my organization and then look for ways to use them. Most of the time that system works as expected. When occasionally it doesn’t, it’s abundantly clear. A number of years ago, I hired a brilliant woman who had worked for some of the biggest companies in the world. Six months into her tenure, I fired her. Why? She was political. She’d come up in a culture that used information as currency. She hoarded it while she tried to work angles.

Years ago, I represented a client, a firefighter/paramedic, in an administrative trial after he had been terminated for allegedly providing patient care that was below the department’s established standards. One central issue was the ongoing, on-the-job training firefighters/paramedics receive. Throughout the trial, senior officers of the department, including the Chief himself, preached and bloviated on and on about how the department is committed to providing only the best patient care and how their paramedics are held to a higher standard; how they are committed to serving the community with the highest level of blah, blah, blah. On cross examination, however, I asked each of them about how many hours a day each provider spends drilling or practicing firefighting technique and equipment. Each of them answered proudly that every firefighter/EMT and firefighter/paramedic, regardless of assignment, spends at least three hours each day practicing firefighting skills and/or rehearsing the use of various firefighting equipment; hoses, ladders, saws, and other firefighter equipment. Ok, that’s great. Through testimony, we determined that, based on a 10-shift work month, each firefighter/paramedic, regardless of assignment, spends at least 30 hours per month drilling, practicing, and/or rehearsing firefighting skills & equipment. That’s at a minimum of 360 hours per year of ongoing, on-the-job firefighter training. Outstanding. When the smoke is showing and the flames are roiling, they will be ready. They all displayed the same proud grin at how well trained their people are. For each of them, however, that smug grin quickly turned when I then asked about the number of hours per day each firefighter/paramedic spends drilling on or practicing patient care related techniques, skills, and tools. Every one of them squirmed as they responded with the truth that the department only offers three hours of patient care related education per month. That’s roughly a maximum of 36 hours of paramedic training for the entire year. It got worse when further testimony showed that patient care related calls account for more than 80 percent of their call volume and fire related calls less than 20 percent, I could see each of them deflate on the witness stand when I asked how they could truthfully say they were committed to providing the best patient care when barely 10 percent of their training addresses patient care, which constitutes over 80 percent of your department’s calls. The answers were more disjointed and nonsensical than a White House press briefing. Of course, across America the 10:1 ratio of ongoing firefighting training to EMS training is pretty consistent, which begs the question: Don’t they get it? Excellence is the product of practice. How can any rational person look at a 10:1 training ratio and declare themselves committed to the highest level of care? How can an agency neglect training on the most significant aspect of the business and then be surprised when issues of negligence and liability arise? Once again, it seems that old-school culture leaves EMS stuck in the mud and the law is not going to wait for agencies to figure out that living in the past compromises the future.

The study covered a two-year period with respondents having used WBV from one month to two years. For all respondents who initially reported pain (88 percent of whom were fifty to eighty years of age), there was an average 31 percent drop in pain levels. Before beginning WBV, the average reported pain level was 5.2; after WBV, the average pain level was 3.6.

At the end of the interrogation, Moustakas said, Kelley was escorted out of CIA headquarters by a senior counterintelligence officer, who also took his badge. He was placed on administrative leave that was to last twenty-one months. In limbo, falsely accused as a spy and facing a possible death penalty, Kelley, having served his country for thirty-seven years, had nowhere to turn. He could only wait, and hope that he would eventually be cleared of the crime he knew he had not committed.

And Sam Schechner and Emily Glazer were studying how activists had spread baseless doubts about the COVID vaccine so effectively that Facebook had to reimpose its Break the Glass measures in May 2021—the third time it had done so in the United States in six months. I chipped in on all these stories, but I spent the bulk of my time focusing on two: revealing the existence of XCheck, Facebook’s program to give preferential treatment to VIP users, and then examining its response to January 6. In Puerto Rico, Haugen and I had discussed the merits of publishing the stories slowly, releasing one damning article each week over the span of months, giving the complex issues in each story the attention they deserved. Senior editors at the Journal, unsurprisingly, had other ideas. They wanted stories published daily, dominating a solid week of tech news, a way to clearly demonstrate that the project was something extraordinary.

But even the biggest Wall Street banks were at a disadvantage when they went up against the traders at Koch Industries, British Petroleum, or Amoco. The Wall Street banks didn’t have access to inside information. Goldman Sachs didn’t own refineries or pipelines and couldn’t get a sneak peek into where markets were headed. The banks had to resort to second-rate information that was publicly available, like government reports on monthly energy supplies. It was a losing proposition. In the mid-1990s, the Wall Street banks came to Koch Industries, asking for help. “We kept getting approached by banks, who say, ‘Hey, Koch. You guys are so good at this physical stuff, we’d like to partner with you,’ ” recalled a former senior Koch executive who was heavily involved in trading operations. The banks came to Koch with the same pitch: the banks would handle “all this financial stuff,” while Koch handled the physical end of trading and shared information from its operations. If Koch executives were flattered by the attention from Wall Street, they didn’t show it for long. “We kind of got curious—or, suspicious is the better term,” the executive recalled. Rather than help the banks out, Koch set up a team to study why the banks were so interested in their business. Koch hired the outside consulting firm McKinsey & Company to study what was happening in commodities markets during the 1990s. McKinsey reported that the world of trading had grown even larger and more profitable than Koch Industries had suspected. As it happened, the futures contracts that Koch was trading had become the “plain vanilla” products in a rapidly booming market. Now there were more exotic, more opaque, and far more profitable financial products on the market. These products were called “derivatives.” That’s where the real money was.

I stayed with him into our senior year and it happened every few months. Eventually, I didn’t try to fight him. I just let him do it because it was easier that way.

October. Best month ever. The air was crisp. The leaves were changing colors in Central Park. And my favorite food cart on 86th Street was serving pumpkin-spice burritos.

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

When Social Security began making monthly distributions in 1940, there were 160 workers for every senior receiving benefits. In 1950, there were 16.5; today, 3; in 20 years, there will be but 2. Now, the average senior receives in Social Security about a third of what the average worker makes. Applying that ratio retroactively, this means that in 1940, the average worker had to pay only 0.2% of his salary to sustain the older folks of his time; in 1950, 2%; today, 11%; in 20 years, 17%.

CUBBY ORDERED an express food delivery in the morning.  It cost extra, but he wasn’t worried about money.  His parents had left him well-off.  How well-off he didn’t know, never having inquired into the matter.  Month by month, year by year, a firm of accountants took his money to clubs on Wall Street where investments of easy virtue lounged.  At least that was how Cubby understood it.  It was a kind of escort service for money, though how the escorts reproduced was a mystery to him.  The same accountants handled his insurance, his tax and now his senior security.  His parents had set up the system when he was in college because they wanted him to concentrate on his studies. And Cubby had concentrated.  He graduated summa cum laude at Harvard, achieving a Ph.D. with a dissertation on synchronized flashing in fireflies. (This little-known phenomenon occurs in the mountains of Tennessee.  It is the insect equivalent of a rock concert.  The male fireflies show up around 8:30 p.m., flashing on and off, watching one another to get the tempo right.  The females, hot little groupies that they are, observe from the ground.  By 9 p.m. the males are flashing in unison and the females go wild.)

In his 1999 book, Day of Deceit: The Truth About FDR and Pearl Harbor, Robert B. Stinnett, a navy photographer who served in the same World War II aerial group as former President George H. W. Bush, used documents acquired from a Freedom of Information Act request to demonstrate definitively that FDR knew about the attack on Pearl Harbor in advance and let it go as part of his larger strategy to provoke the Japanese into war.185 The smoking guns included several declassified, U.S.-decoded Japanese naval broadcasts, and spy communiqués which set forth a timetable, a census, and bombing plans for U.S. ships at Pearl Harbor, at least the contents of which were relayed to FDR and his aides.186 In large part, the book discussed a particularly damning piece of evidence called the McCollum Memo, a six-page document written in October 1940—fourteen months before the attack on Pearl Harbor—and addressed to two senior FDR military advisors outlining the steps for provoking the Japanese into making an overt act of war.187

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

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.

home only to pine over an ex-girlfriend, so he stopped. He apologized, saying a few more things that Catherine once again just nodded her head to, smiling, and before she knew it, she had plans to go see a movie with Dickie the following Friday. It was a date, the first of many. It went like this for two months: Friday night dates. Rides home from school while other girls looked on in jealousy. Long nights parked up at The Point, the low rumble of his car idling away while they made out with the heat blowing on her legs. Him sliding his hands up her skirt. Under her shirt. Her moaning. Her face flushing red. Her toes curling. The Rolling Stones on the radio. Why did he taste so good? Never sex, though. Even when he begged for it, she would refuse. She knew what their relationship really was. It was great and fun and wild and exciting, but she knew it wouldn’t last; he was off to college soon, and she remembered how he felt about being tethered to something familiar. That conversation never left her mind for the duration of their relationship, always reminding her to be ready to lose him. At the time, she was still a virgin, and as much as she loved Dickie she did not wish to give herself fully to someone who would more than likely forget about her within months, if not weeks, of leaving. Catherine was young, but never stupid or naive. She knew how the world worked… even Dickie’s world. What she felt and experienced with him may have been real by her definition, but she understood that that did not make the relationship everlasting or meant-to-be. Their time together had been great and fun and had changed her in ways she would never be able to put into words. She would forever cherish their moments together. Or at least, that’s what she’d thought at the time, before these cherished memories soured. Everything changed the night of the dance. The night he changed. The night she changed, too. It was Dickie’s senior prom. He invited her to go and she happily accepted. She even bought a new dress with the money she’d saved working shifts down at Woolworth’s. The dance was fine and good. They had a blast. They’d even kissed in the middle of the gymnasium during the last slow dance. It had been so romantic. But afterward was a different sort of time. Dickie and some of his friends rented a few rooms at the Heartsridge Motel for a place to hang out after the dance. But it was more than just a place to hang out. It was a place to party, a place to drink alcohol purchased illegally, a place for some of the looser girls to sleep with their dates. She had been to parties with Dickie before, parties with drinking and drugs and where there were rooms dedicated to fooling around. She wasn’t a square. But this was different. This place made her skin crawl. There was a raw energy in the air. She remembered feeling it on her skin. And the fact that it was a motel made the whole scene seem depraved. It just felt off, and she wanted to beg him to go somewhere else. But instead she held her tongue and went along with Dickie. He was leaving soon, after all. Why not appease him? He seemed excited about going. A few of them—all friends of Dickie’s—ended up together in one room, drinking Schnapps, smoking cigarettes, having

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.

I reached for the doorknob just as the doorbell sounded for the second time that afternoon. “What is this?” I said. “Grand Central Station?” I pulled the door open. Mark London was standing on the porch. At the sight of Alex, his face shuttered. “Sorry,” he said. “Bad timing.” “Nope,” Alex said cheerfully. He stepped around me, then past Mark, and moved to the edge of the porch. “Try not to be stupid, London. If I hear you’ve hurt her, I may feel compelled to do something macho like break both your arms. I’m a jock. We can do things like that, you know.” Then he sauntered down the porch and out into the rain. “So,” Mark said after a moment. “You guys kiss and make up or something?” “You are an idiot,” I said. “You know perfectly well he and Elaine are crazy for each other. He’s probably heading next door right now. If the only reason you’re here is to be a pain, you’d better watch out because I’m planning to slam the door in your face.” “Don’t,” Mark said suddenly. “Don’t make me go away, Jo.” I felt the breath back up in my lungs. “Just tell me what you want, London.” “To see you, for one thing,” Mark said explosively. “You’ve been avoiding me for weeks.” “I’ve been avoiding you!” I all but shouted. “Who stopped talking to me as soon as his award-winning articles came out? What happened? You got what you wanted so you didn’t need me anymore?” “I can’t believe you’d think that,” Mark said. “What am I supposed to think?” I said. “I don’t even know you!” “Stop,” Mark said suddenly. “Just stop.” With one quick motion he reached out and pulled me onto the porch and into his arms. “I didn’t come to fight. God, you feel good.” “I am not a pushover,” I mumbled against his chest. I felt, as well as heard, the rumble of his laughter. “No, I know you’re not.” He eased back, taking my face between his hands, running one thumb along my right cheekbone. “I know we don’t know each other very well,” he said. “That’s going to change, beginning now. I want to spend as much time with you as possible.” “What about what I want?” He kissed me then. Long and deep and slow. I felt my heart roll over inside my chest, then settle down to beat in time to his. “What do you want?” Mark said when the kiss was over. “I don’t know,” I confessed. If ever there was a moment for absolute truth, I figured now was the time. “Not altogether. But I’m pretty sure you’re a part of it.” His lips twitched, with suppressed laughter or irritation, I couldn’t quite tell. “When do you think you’ll know for sure?” “Are we going to stand here and play twenty questions all day? How the heck should I know?” He laughed then, the sound unlike anything I’d ever heard from him before. Open and joyous. “I think I’m going to enjoy the next few months,” he said. I smiled. “Just so long as you don’t mind a few surprises.

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Aung San spent the rest of 1940 in the Japanese capital, learning Japanese and apparently getting swept away in all the fascist euphoria surrounding him. “What we want is a strong state administration as exemplified in Germany and Japan. There shall be one nation, one state, one party, one leader . . . there shall be no nonsense of individualism. Everyone must submit to the state which is supreme over the individual . . . ,” he wrote in those heady days of the Rising Sun.8 He spoke Japanese, wore a kimono, and even took a Japanese name. He then sneaked back into Burma, landing secretly at Bassein. He changed into a longyi and then took the train unnoticed to Rangoon. He made contact with his old colleagues. Within weeks, in small batches and with the help of Suzuki’s secret agents in Rangoon, Aung San and his new select team traveled by sea to the Japanese-controlled island of Hainan, in the South China Sea. There were thirty in all—the Thirty Comrades—and they would soon be immortalized in nationalist mythology. Aung San at twenty-five was one of the three oldest. He took Teza meaning “Fire” as his nom de guerre. The other two took the names Setkya (A Magic Weapon) and Ne Win (the Bright Sun). All thirty prefixed their names with the title Bo. “Bo” meant an officer and had come to be the way all Europeans in Burma were referred to, signifying their ruling status. The Burmese were now to have their own “bo” for the first time since 1885. But six months of harsh Japanese military training still lay ahead. It wasn’t easy, and at one point some of the younger men were close to calling it quits. Aung San, Setkya, and Ne Win received special training, as they were intended for senior positions. But all had to pass through the same grueling physical tests, saluting the Japanese flag and learning to sing Japanese songs. They heard tales of combat and listened to Suzuki boasting of how he had killed women and children in Siberia.9 It was a bonding experience that would shape Burmese politics for decades to come.

Different leaders experience the whirlwind in different ways. A senior executive with one of the world’s largest home-improvement retailers describes it this way: “We don’t have dragons swooping down and knocking us off our priorities. What we have are gnats. Every day we have gnats getting in our eyes, and when we look back over the last six months, we haven’t accomplished any of the things we said we were going to.” You’ve almost certainly found yourself facing the whirlwind when you were trying to explain a new goal or strategy to someone who works for you. Can you remember the conversation? Your mind is centered clearly on the goal and you are explaining it in easy-to-understand terms. But, while you’re talking, the person you are talking to is backing slowly out of the room, all the while nodding and reassuring you, but trying to get back to what they would call the real work, another name for the whirlwind. Is that employee fully engaged in achieving that goal? Not a chance. Is he trying to sabotage your goal or undercut your authority? No. He’s just trying to survive in his whirlwind.

The girls were both high school seniors, both pretty in that coltish way. The one sitting on the corner of his old bed—the one he had met for the first time an hour ago—was named Erin. Myron had started dating Erin’s mother, a widow and freelance magazine writer named Ali Wilder, two months ago. This party, here at the house Myron had grown up in and now owned, was something of a “coming out” party for Myron and Ali as a couple. The

Factions within the client’s senior management prevented us from doing our job. Data we asked for arrived late, or in an unusable form or not at all. People we needed to interview refused to speak with us. The members of the client team vigorously pursued their own agendas at the expense of reaching a solution. We spent several uncomfortable months on this study and, in the end, had to make what recommendations we could, “declare victory,” and get out.

Researchers at Yale and Rutgers who studied 2,912 senior citizens over a twelve-year period found that monthly attendance at church services resulted in better mental health. Even those churchgoers who were chronically ill fared better than those who were not religious; they showed “increased feelings of optimism … and fewer symptoms of depression.” Regarding physical health, Duke University Medical Center released a study of more than 1,700 senior citizens in North Carolina that showed a clear relationship between church attendance and good health.23

Emma Sulkowicz, the Columbia University student who made waves as an activist against sexual assault, ended her school year as she began it: carrying a mattress. Ms. Sulkowicz carried her mattress around campus throughout her senior year to raise awareness to her school’s handling of sexual assault. On Tuesday, she brought it with her to her graduation ceremony, and walked with it during the processional. Four fellow female graduates helped her carry the mattress as she walked across the stage to cheers from the audience. Ms. Sulkowicz has said she was raped in her dorm by a classmate who was later cleared of the crime in what she said was a flawed university disciplinary proceeding. She has spent approximately the past nine months carrying her mattress on campus as part of a school-sanctioned art project, “Mattress Performance (Carry That Weight),” vowing to carry it as long as she and the accused student attend the same school. The project sparked debate on and off campus. In January, Ms. Sulkowicz was the guest of New York Sen. Kirsten Gillibrand at President Barack Obama’s State of the Union address. The accused student, Paul Nungesser, and Ms. Sulkowicz both graduated Tuesday. Mr. Nungesser has said he didn’t rape Ms. Sulkowicz and last month filed a lawsuit in Manhattan federal court against Columbia for allowing what he says is sustained harassment against him. As part of the lawsuit, his attorney requested that Columbia bar Ms. Sulkowicz from carrying the mattress at graduation. The school almost did. On Monday, it sent out graduation guidelines that said: “Graduates should not bring into the ceremonial area large objects which could interfere with the proceedings or create discomfort to others in close, crowded spaces shared by thousands of people.” Students saw the guidelines as a reference to Ms. Sulkowicz, they said. But she showed up on Tuesday, mattress in hand. Some students wore red tape on their graduation caps in solidarity with Ms. Sulkowicz, referencing No Red Tape, Columbia’s anti-sexual-assault activist group. Mr. Nungesser’s attorney, Andrew Miltenberg, criticized Columbia. “Once again, Columbia has irresponsibly allowed Ms. Sulkowicz to create a spectacle, the purpose of which is to vilify and humiliate Mr. Nungesser,” Mr. Miltenberg said. “Shame on Columbia for forcing the entire class of 2015 to bear silent witness to the victimization of Mr. Nungesser, on a day set aside to celebrate their academic achievements.” Ms. Sulkowicz, who graduated magna cum laude, and her

The channel?” he exclaimed. “We lost two billion dollars last year! Who gives a fuck about the channel?” Steve perked up. “You,” he said, pointing at the senior exec, “are wrong. And you,” he continued, looking at Cue, “are right.” By the end of the meeting, he had asked Cue and O’Connor to create an online store where buyers could customize their purchases—and to have it completed in two months.

Are you honestly going to let these people keep turning in something they bought in 1987 for the rest of their lives?” “Well,” someone said after a collective shrug, “what’s the alternative?” “I just told you the alternative!” Main declared. “Our ninety-day return policy. I think that you will agree that three months is more than enough time to figure out if something is defective. Is that really too much to ask of your customers?” “Guests,” Target’s senior VP said, forcefully pronouncing the word. “Huh?” Main said, mentally replaying his previous sentence. “Which guests?” “You said customers. But at Target we don’t think of our visitors that way. We consider them guests and we treat them as such.

At the same time, the Establishment and their media allies were in full cry. Lord McGregor, the Chairman of the Press Complaints Commission, issued a statement condemning the hysteria that the book immediately generated as ‘An odious exhibition of journalists dabbling their fingers in the stuff of other people’s souls.’ In fact, this criticism was never made of the book itself; indeed, Lord McGregor has since told me that the issue was the ‘most difficult’ of his tenure. The Archbishop of Canterbury worried publicly about the effects of the publicity on Princes William and Harry; Lord St John of Fewsley condemned the book’s publication, while a pot-pourri of MPs were keen to see me locked away in the Tower; it was, too, a torrid time for Diana’s supporters. As loyalists rallied to the flag, ignoring the message while deriding the messenger, the public gradually began to accept the book’s veracity through statements by Diana’s friends, further confirmed when she visited her old friend Carolyn Bartholomew, who had spoken about the Princess’s bulimia. Unfortunately, that casual call upon an old and trusted friend had bitter consequences for Diana. Senior courtiers, including the Queen’s private secretary, Sir Robert Fellowes, pointed accusing fingers at Diana when they saw the front-page coverage of the visit. Aggrieved and hurt, the Princess flew by helicopter to Merseyside for a visit to a hospice, her first official engagement since Diana, Her True Story hit the headlines. It proved to be an emotional meeting between Diana and her public for, touched by the show of affection from waiting wellwishers, she burst into tears, overcome by the distressing echoes of her morning meeting with Palace officials, and by the underlying strain of the decision she and Prince Charles had taken. As she later told a friend: ‘An old lady in the crowd stroked my face and that triggered something inside me. I simply couldn’t stop myself crying.’ The public tears did not surprise her close friends, who knew only too well the private anguish of her lonely position, the strain she had borne for 18 months. As one remarked: ‘She is a brilliant actress who has disguised her private sorrow.

I lost all airs of being a senior management executive – running around pouring coffee, taking orders, hefting gigantic platters laden with food and at times, working the cashier’s desk. My airs were not all that I lost. I also shed tons of weight and never felt fitter. Lighter on my feet and less thick in the head, the months I spent waitressing earned me the most valuable degree ever – in life management. It was just a high school degree, but it was still better than the unlettered so-and-so I was till then in the University of Life.

The quest of the handsome prince was complete. He had found his fair maiden and the world had its fairytale. In her ivory tower, Cinderella was unhappy, locked away from her friends, her family and the outside world. As the public celebrated the Prince’s fortune, the shades of the prison-house closed inexorably around Diana. For all her aristocratic breeding, this innocent young kindergarten teacher felt totally at sea in the deferential hierarchy of Buckingham Palace. There were many tears in those three months and many more to come after that. Weight simply dropped off, her waist shrinking from 29 inches when the engagement was announced down to 23 inches on her wedding day. It was during this turbulent time that her bulimia nervosa, which would take nearly a decade to overcome, began. The note Diana left her friends at Coleherne Court saying: “For God’s sake ring me up--I’m going to need you.” It proved painfully accurate. As Carolyn Bartholomew, who watched her waste away during her engagement, recalls: “She went to live at Buckingham Palace and then the tears started. This little thing got so thin. I was so worried about her. She wasn’t happy, she was suddenly plunged into all this pressure and it was a nightmare for her. She was dizzy with it, bombarded from all sides. It was a whirlwind and she was ashen, she was grey.” Her first night at Clarence House, the Queen Mother’s London residence, was the calm before the coming storm. She was left to her own devices when she arrived, no-one from the royal family least of all her future husband, thinking it necessary to welcome her to her new world. The popular myth paints a homely picture of the Queen Mother clucking around Diana as she schooled her in the subtle arts of royal protocol while the Queen’s senior lady-in-waiting, Lady Susan Hussey took the young woman aside for tuition in regal history. In reality, Diana was given less training in her new job than the average supermarket checkout operator.

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

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.

She had spent the last six months of her senior year counting down the days, literally wrote the number on a jotter next to her bed every morning. She thought once she’d escaped that prison, her life would suddenly become fantastic, but it hadn’t turned out that way.

In the Army Headquarters, I was surprised to find several senior officers who during the liberation war had remained with the Pakistan Army in East Pakistan. One such officer was Lieutenant Colonel Feroze Salauddin. He was one of the directors of Razakars during the liberation war, but he was cleared for the Bangladesh Army because he was Osmany's pet. Salauddin was a subaltern in 1 East Bengal when Osmany was the commanding officer. His record of being a Director of Razakars was conveniently overlooked. He was now the Director of Welfare in the Army Headquarters. What welfare could the Bangladesh Army, which was almost entirely composed of freedom fighters, expect from him who only two months ago was doing his best to kill freedom fighters? If anything, he would be blocking all genuine welfare initiatives.

starter beginning in his sophomore year and was also one of the team captains as a senior. Anoai was named to the first-team All-Atlantic Coast Conference (ACC) after recording twenty-nine tackles for loss and twelve sacks in 2006. After going undrafted in the 2007 NFL Draft, Anoai was signed by the Minnesota Vikings in May 2007, but was released later that month. The Jacksonville Jaguars signed him in August 2007, only to release Anoa'i less than a week later before the start of the 2007 NFL season. In 2008, Anoai was signed by the Edmonton Eskimos of the Canadian Football

As Fidel Castro’s M–26–7 forces increased their attacks, the Cuban army was forced to withdraw into the larger towns for safety. This caused ever-increasing pressure on Batista. The United States government stopped supplying the Batista régime with weapons and ammunition. In 1958, in spite of an all-out attack and heavy aerial bombings upon Castro’s guerrilla forces, known as “Operation Verano,” the rebels continued advancing. At that time Batista’s Army had 10,000 soldiers surrounding the Sierra Maestra Mountains and Castro had 300 men under his command, many of them former Batista soldiers who joined the rebels after being appalled by the abuses that they were ordered to carry out. By closing off the major roads and rail lines, Castro put Batista’s forces at a severe disadvantage. On January 1, 1959, with his pockets stuffed with money and an airplane full of art, Presidente Fulgencio Batista flew the coop. Flying to the Dominican Republic before continuing to Portugal some months later, he left Anselmo Alliegro Mila to serve as Acting President. The next day he was relieved and Carlos Manuel Piedra, who had served as the senior member of the Supreme Court, was appointed Provisional President for a day. It was in accordance with the 1940 Cuban constitution, but his appointment was opposed by the new leader, Fidel Castro…. Piedra was 92 years old when he died in 1988.

When a reporter who spent months in a Los Angeles high school asked graduating seniors what they had learned, he received this reply from a boy described as “the smartest student in the class”: I learned that in the Vietnam War, North and South Korea fought against each other, and then there was a truce at the 38th parallel, and that Eisenhower had something to do with it. The reporter asked: Would it bother you to know that the things you learned were wrong? The answer was: Not really. Because what we really learned from Miss Silver was that we were worth listening to, that we could express ourselves and that an adult would listen, even if we were wrong. That’s why Miss Silver will always be our favorite teacher. She made us feel like we mattered, like we were important. The teacher herself saw her role in very similar terms: I want to be real in class and be a human being…. And I want my students to know that they can be themselves and I’ll still listen to them. I want every one of them to have a chance to express himself or herself. Those are my priorities.18 Neither

When he was young, he had thick black hair and he roared around on a Norton Commando, giving girls rides to school on the back of his bike. That’s how he met my mom. He was a senior, she was a sophomore. She got pregnant two months later. They never married, but they lived together for a couple of years in my grandmother’s basement. My dad was crazy about my mom. She really was gorgeous, and smart. He told her to keep going to school while he worked days as a mechanic and took care of me at night.