Serious Senior Quotes

I’ve played bingo with these senior citizens. They take that shit seriously. They might be old, but if you get I-22 when they were waiting for B-6? They’ll bust your fucking kneecaps as quick as any backstreet bookie, without an ounce of remorse.

Tommy might be a boy in outer appearance but he was 500 years my senior and significantly more powerful than me. "We" had a serious problem really meant, "I" had a serious problem.

So we get a karaoke machine. On the first night, the year tens stage a competition, insisting that every member of the House has to be involved, so we clear the year-seven and -eight dorms and wait for our turn. Raffy is on second and does an impressive job of "I Can''t Live, If Living Means Without You" but then one of the seniors points out to her that she's chosen a dependency song and Raffy spends the whole night neuroticising about it. "I just worked out that I don't have ambition," she says while one of the year eights sings tearfully, "Am I Not Pretty Enough?" I start compiling a list of all the kids I should be recommending to the school counsellor, based on their song choices. "I think she's reading a little to much into it, Raf." "No she isn't. Because do you know what my second and third choices were? 'Don't Leave Me This Way' and 'I Just Don't Know What To Do With Myself.'" "Mary Grace chose 'Brown-eyed Girl' and she's got blue eyes and Serina sang 'It's Raining Men' and she's a lesbian. You're taking this way too seriously. Let it go.

After we deal and heal...NOT A A SHRED OF EVIDENCE EXISTS THAT LIFE IS SERIOUS .....Jan Marshall

Well, she knew the risks when she got the job,” said the Dean. “What?” said the Senior Wrangler. “Are you saying that before you apply for the job of housekeeper of a university you should seriously consider being eaten by sharks on the shores of some mysterious continent thousands of years before you are born?” “She didn’t ask many questions at the interview, I know that.

Give serious thought to why your company should care about your strategy. Specifically, find problems that the board wants to be solved. What are senior managers scared of? Part of becoming a credible strategic thinker is learning effective approaches to selling ideas for your situation. You’ll know that you’re getting better at selling (or pitching) strategy when managers start coming to you when there is strategic thinking to be done.

Now, I am living out my life in my corner, taunting myself with the spiteful and useless consolation that an intelligent man cannot become anything seriously, and it is only the fool who becomes anything. Yes, a man in the nineteenth century must and morally ought to be pre-eminently a characterless creature; a man of character, an active man is pre-eminently a limited creature. That is my conviction of forty years. I am forty years old now, and you know forty years is a whole lifetime; you know it is extreme old age. To live longer than forty years is bad manners, is vulgar, immoral. Who does live beyond forty? Answer that, sincerely and honestly. I will tell you who do: fools and worthless fellows. I tell all old men that to their face, all these venerable old men, all these silver-haired and reverend seniors! I tell the whole world that to its face! I have a right to say so, for I shall go on living to sixty myself. To seventy! To eighty!... Stay, let me take breath...

I find it disturbing that one anthropologist's readings of transcripts are being listened to more seriously than 40 senior health service clinicians. [Referring to Jean La Fontaine's 1994 research paper for the DOH]

For her first summer vacation, my sister went to California with a couple of friends on a package tour put together by her agency. One of the members of the tour group was a computer engineer a year her senior, and she started dating him when they came back to Japan. This kind of thing happens all the time, but it's not for me. First of all, I hate package tours, and the thought of getting serious about somebody you meet in a group like that makes me sick.

A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

What Hurts the People There are five things that hurt the people: There are local officials who use public office for personal benefit, taking improper advantage of their authority, holding weapons in one hand and people’s livelihood in the other, corrupting their offices, and bleeding the people. There are cases where serious offenses are given light penalties; there is inequality before the law, and the innocent are subjected to punishment, even execution. Sometimes serious crimes are pardoned, the strong are supported, and the weak are oppressed. Harsh penalties are applied, unjustly torturing people to get at facts. Sometimes there are officials who condone crime and vice, punishing those who protest against this, cutting off the avenues of appeal and hiding the truth, plundering and ruining lives, unjust and arbitrary. Sometimes there are senior officials who repeatedly change department heads so as to monopolize the government administration, favoring their friends and relatives while treating those they dislike with unjust harshness, oppressive in their actions, prejudiced and unruly. They also use taxation to reap profit, enriching themselves and their families by exactions and fraud. Sometimes local officials extensively tailor awards and fines, welfare projects, and general expenditures, arbitrarily determining prices and measures, with the result that people lose their jobs. These five things are harmful to the people, and anyone who does any of these should be dismissed from office.

What courses are people excited about now? I asked a blonde senior in cap and gown. Nuclear physics, maybe? Modern art? Civilizations of Africa? Looking at me as if I were some prehistoric dinosaur, she said: "Girls don't get excited about things like that anymore. We don't want careers. Our parents expect us to go to college, everybody goes. You're a social outcast at home if you don't. But a girl who got serious about anything she studied, like wanting to go on and do research, would be peculiar, unfeminine. I guess everybody wants to graduate with a diamond ring on her finger, that's the important thing.

Do you remember that day in Senior Goals when you said it wasn't strange that I wanted to go to the moon?" "I remember." "I think that was the first day I really noticed you." "Took you that long?" Kath teased her. "Maybe I'm a late bloomer," Lily said tartly. "Why, when did you notice me?" Kath shot her a grin. "You really want to know?" "Yes!" "Well . . . last year, you helped me with a geometry proof. You probably don't remember. You do this thing where you . . ." Kath trailed off, looking a little shy. "What? What do I do?" "You chew on your lip when you do a difficult math problem," Kath said. "It's cute." Lily's face went red, and she laughed. "I'd better stop that in college, or no one with take me seriously.

Without ever discussing it or making a conscious shift, we reflexively engaged one another in meetings. This did not mean we always agreed with one another; some of my most heartfelt arguments were with my fellow female Senior Directors. But we took one another's ideas seriously. This meant never leaving them simply hanging in the air, which typically happened in large group discussions.

As much as they were concerned about the police, the Panthers also took seriously the threat of crime and sought to address the fears of the community they served. With this in mind, they organized Seniors Against a Fearful Environment (SAFE), an escort and bussing service in which young Black people accompanied the elderly on their business around the city. In Los Angeles, when the Party opened an office on Central Avenue, they immediately set about running the drug dealers out of the area. And in Philadelphia, neighbors reported a decrease in violent crime after the Party opened their office, and an increase after the office closed. There, the BPP paid particular attention to gang violence, organizing truces and recruiting gang members to help with the survival programs. It may be that the Panthers reduced crime by virtue of their very existence. Crime, and gang violence especially, dropped during the period of their activity, in part (in the estimate of sociologist Lewis Yablonsky) because the BPP and similar groups “channeled young black and Chicano youth who might have participated in gangbanging violence into relatively positive efforts for social change through political activities.

It was around the time of the divorce that all traces of decency vanished, and his dream of being the next great Southern writer was replaced by his desire to be the next published writer. So he started writing these novels set in Small Town Georgia about folks with Good American Values who Fall in Love and then contract Life-Threatening Diseases and Die. I'm serious. And it totally depresses me, but the ladies eat it up. They love my father's books and they love his cable-knit sweaters and they love his bleachy smile and orangey tan. And they have turned him into a bestseller and a total dick. Two of his books have been made into movies and three more are in production, which is where his real money comes from. Hollywood. And, somehow, this extra cash and pseudo-prestige have warped his brain into thinking that I should live in France. For a year.Alone.I don't understand why he couldn't send me to Australia or Ireland or anywhere else where English is the native language.The only French word I know is oui, which means "yes," and only recently did I learn it's spelled o-u-i and not w-e-e. At least the people in my new school speak English.It was founded for pretentious Americans who don't like the company of their own children. I mean, really. Who sends their kid to boarding school? It's so Hogwarts. Only mine doesn't have cute boy wizards or magic candy or flying lessons. Instead,I'm stuck with ninety-nine other students. There are twenty-five people in my entire senior class, as opposed to the six hundred I had back in Atlanta. And I'm studying the same things I studied at Clairemont High except now I'm registered in beginning French. Oh,yeah.Beginning French. No doubt with the freshman.I totally rock.

Mr. Ram was a dedicated person—that means he didn’t let go of the things that were important to him. He was dedicated to Seniors Games Club every week. He got dressed up to go. Everyone knew he was serious about spending time with his friends, that’s how dressed up he was. He was dedicated to people. Even though he was a serious person, with a lot on his mind, he made sure to let you know he remembered you. Always. He smiled at jokes even if they were only sort of funny. He remembered that it was a person who was telling the joke, so he smiled for that person. He was dedicated to reading good books, even if they were from another generation or didn’t make complete sense to him. He read the first Harry Potter when he was ninety years old because someone told him it was good. He would have read the rest of the series if that someone had been able to find the large-type versions in the library for him.* He smiled one of his loudest smiles ever at the Shel Silverstein poem about a pet snowball. But his favorite Shel Silverstein poem was “The Little Boy and the Old Man.” Like the old man in the poem, he was dedicated to someone too, dedicated to helping her find out what the really important things for her were. What she should be dedicated to. She misses him but was happy to have had someone like him in her life. Thank you, Mr. Ram, for the warmth of your hand. *Someone still regrets that they didn’t find the rest of the HP books for him.

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

Megan Meade’s Guide to the McGowan Boys Entry One Observation #1: When they’re beautiful, they know they’re beautiful. Like the second-to-oldest one, Evan. He’s a senior. He is perfection personified. And he knows it. You can tell because he just sort of smiles knowingly when you gape at him. Not that I’ve been gaping at him. Not at all. Anyway, too soon yet to tell if it negatively affects his behavior. (Like Mike Blukowsi and his Astrodome-sized ego problem.) Observation #2: They like skin. Especially skin they think they’re not necessarily supposed to be seeing. Like the space between your belly tee and your waistband. Observation #3: They have no problem bringing up events that would mortify me into shamed silence if the roles were reversed. Like Evan totally brought up the wiffleball bat incident, when if that had happened to me, I’d be wishing on every one of my birthday cakes for everyone to forget it. Observation #4: They gossip. Can you believe it? I overheard Finn and Doug in the backyard talking about some girl named Dawn who blew off some guy named Simon for some other guy named Rick for like TWENTY MINUTES! They sounded like those old mole-hair ladies at Sal’s Milkshakes. ‘Member the ones who lectured us for a whole hour that day about how young women shouldn’t wear shorts? Wait, okay, I got sidetracked. Observation #5: The older ones are so cute with the younger ones. They were playing ultimate Frisbee when I first got here and Evan totally let Caleb and Ian tackle him. It was soooooo cute. **sigh.** Observation #6: They’re cliquey. I mean, eye-rolling, secret-handshake, don’t-talk-to-us-unless-you’ve-got-an-X-and-a-Y cliquey. Very schooled in the art of the freeze-out. Observation #7: They have no sense of personal space. I need a lock on my door. STAT. Observation #8: Boys are icky. Do not even get me started on the state of the bathroom. I’m thinking of calling in a haz-mat team. Seriously. Observation #9: They have really freaky things going on down there. Yeah, I don’t think I’m ready to elaborate on that one yet. Observation #10: They know how to make enemies. Big time.

These are things you’re not supposed to say on campuses now. But let’s be frank. To begin with, if colleges and universities around the country were in any way serious about policies to prevent sexual assaults, the path is obvious: don’t ban teacher-student romance, ban fraternities. And if we want to limit the potential for sexual favoritism—another rationale often proffered for the new policies—then let’s include the institutionalized sexual favoritism of spousal hiring, with trailing spouses getting ranks and perks based on whom they’re sleeping with rather than CVs alone, and brought in at salaries often dwarfing those of senior and more accomplished colleagues who didn’t have the foresight to couple more advantageously.

… no technical skill is worth more than knowing how to select exciting research projects. Regrettably, this vital ability is almost never taught. When I signed on with a research adviser in my first year of graduate school, I was thrilled to be given a problem to work in the physics of the upper atmosphere. That I had no idea what motivated the problem did not prevent me from carrying out an analysis, on a supercomputer of the day, and publishing my first paper at the age of 22… I found myself assimilating technical skills without ever grasping the significance of the problem, without understanding how or whether it was at the cutting edge of science. This way of working became a habit, one that seriously threatened my career… I relied on a senior scientist to tell me what would be an interesting problem to work on; then I would carry out the task… Four years and two postdoctoral positions after earning a PhD—still having little sense of what I wanted to learn as a scientist—I was on the job market.

In hunter-gatherer terms, these senior executives are claiming a disproportionate amount of food simply because they have the power to do so. A tribe like the !Kung would not permit that because it would represent a serious threat to group cohesion and survival, but that is not true for a wealthy country like the United States. There have been occasional demonstrations against economic disparity, like the Occupy Wall Street protest camp of 2011, but they were generally peaceful and ineffective. (The riots and demonstrations against racial discrimination that later took place in Ferguson, Missouri, and Baltimore, Maryland, led to changes in part because they attained a level of violence that threatened the civil order.) A deep and enduring economic crisis like the Great Depression of the 1930s, or a natural disaster that kills tens of thousands of people, might change America’s fundamental calculus about economic justice. Until then, the American public will probably continue to refrain from broadly challenging both male and female corporate leaders who compensate themselves far in excess of their value to society. That

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

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

What’s going on, chick?” she asks, taking a drink. She knows that when Johnnie comes out, something bad has happened. I suck on my teeth and shake my head. She cringes at the burn of whiskey, waiting for me to say more. I glance down at my bracelet. “My past caught up with me.” She slides the bottle back my way. “Need me to hurt someone?” she asks, dead serious. She and I are as close as friends come, and we have been since senior year of high school. And at the core of our friendship is a pact of sorts: nothing’s going to drag her towards the future she doesn’t want, and nothing’s going drag me back into the past I’ve worked to forget. Nothing. I huff out a laugh. “Eli’s already beaten you to it.” “Eli?” she says, raising an eyebrow. “Girl, I’m hurt. Hoes before bros, remember?” “I didn’t ask him to get involved. I broke up with him, and then he got involve—” “What!” She grabs the table. “You broke up with him? When were you going to tell me?” “Today. I was going to tell you today.” She’s shaking her head. “Bitch, you should’ve called me.” “I was busy ending a relationship.” She falls back into her seat. “Shit girl, Eli’s going to stop giving us a discount.” “That’s what your most upset by?” I say, taking another swig of whiskey. “No,” she says. “I’m happy you grew a vagina and broke up with him. He deserves better.” “I’m going to throw this bottle of whiskey at you.” She holds her hands up to placate me. “I’m kidding. But seriously, are you okay?” I barely stop myself from looking at my computer screen again. I exhale. “Honestly? I have no fucking clue.

We then reached a fork in the valley. Should we go left or right? Dad called it left. I had a very powerful intuition that right was the choice we should make. Dad insisted left. I insisted right. It was a fifty-fifty call and he relented. Within two hundred yards we stumbled across a snowy track through the woods and followed it excitedly. Within a mile it came out on a mountain road, and within ten minutes we had flagged down a lift from a car heading up the hill in the darkness. We had found salvation, and I was beat. The car dropped us off at the gates of the garrison thirty minutes later. It was, by then, late into the night, but I was suddenly buzzing with energy and excitement. The fatigue had gone. Dad knew that I had made the right call up there--if we had chosen left we would still be trudging into the unknown. I felt so proud. In truth it was probably luck, but I learned another valuable lesson that night: Listen to the quiet voice inside. Intuition is the noise of the mind. As we tromped back through the barracks, though, we noticed there was an unusual amount of activity for the early hours of a weekday morning. It soon became very clear why. First a sergeant appeared, followed by another soldier, and then we were ushered into the senior officers’ block. There was my uncle, standing in uniform looking both tired and serious. I started to break out into a big smile. So did Dad. Well, I was excited. We had cheated a slow, lingering hypothermic death, lost together in the mountains. We were alive. Our enthusiasm was countered by the immortal words from my uncle, the brigadier, saying: “I wouldn’t smile if I was you…” He continued, “The entire army mountain rescue team is currently out scouring the mountains for you, on foot and in the air with the search-and-rescue helicopter. I hope you have a good explanation.” We didn’t, of course, save that we had been careless, and we had got lucky; but that’s life sometimes. And the phrase: “I wouldn’t smile if I was you,” has gone down into Grylls family folklore.

To this point, Sen. Rand Paul of Kentucky has been the Republican flavor of the year. Events from the IRS scandal to NSA revelations to the Obamacare train wreck have corroborated libertarian suspicions of federal power. And Paul has shown serious populist skills in cultivating those fears for his political benefit. For a while, he succeeded in a difficult maneuver: Accepting the inheritance of his father's movement while distancing himself from the loonier aspects of his father's ideology. But now Rand Paul has fallen spectacularly off the tightrope. It turns out that a senior member of his Senate staff, Jack Hunter, has a history of neo-Confederate radio rants. And Paul has come to the defense of his aide. . . . This would not be the first time that Paul has heard secessionist talk in his circle of confederates--I mean, associates. His father has attacked Lincoln for causing a "senseless" war and ruling with an "iron fist." Others allied with Paulism in various think tanks and websites have accused Lincoln of mass murder and treason. For Rand Paul to categorically repudiate such views and all who hold them would be to excommunicate a good portion of his father's movement. This disdain for Lincoln is not a quirk or a coincidence. Paulism involves more than the repeal of Obamacare. It is a form of libertarianism that categorically objects to 150 years of expanding federal power. . . . Not all libertarians, of course, view Appomattox as a temporary setback. A libertarian debate on the topic: "Lincoln: Hero or Despot?" would be two-sided, lively and well attended. But Paulism is more than the political expression of the Austrian school of economics. It is a wildly ambitious ideology in which Hunter's neo-Confederate views are not uncommon. What does this mean for the GOP? It is a reminder that, however reassuring his manner, it is impossible for Rand Paul to join the Republican mainstream. The triumph of his ideas and movement would fundamentally shift the mainstream and demolish a century and a half of Republican political history. The GOP could no longer be the party of Reagan's internationalism or of Lincoln's belief in a strong union dedicated to civil rights.

a serious contender for my book of year. I can't believe I only discovered Chris Carter a year ago and I now consider him to be one of my favourite crime authors of all time. For that reason this is a difficult review to write because I really want to show just how fantastic this book is. It's a huge departure from what we are used to from Chris, this book is very different from the books that came before. That said it could not have been more successful in my opinion. After five books of Hunter trying to capture a serial killer it makes sense to shake things up a bit and Chris has done that in best possible way. By allowing us to get inside the head of one of the most evil characters I've ever read about. It is also the first book based on real facts and events from Chris's criminal psychology days and that makes it all the more shocking and fascinating. Chris Carter's imagination knows no bounds and I love it. The scenes, the characters, whatever he comes up with is both original and mind blowing and that has never been more so than with this book. I feel like I can't even mention the plot even just a little bit. This is a book that should be read in the same way that I read it: with my heart in my mouth, my eyes unblinking and in a state of complete obliviousness to the world around me while I was well and truly hooked on this book. This is addictive reading at its absolute best and I was devastated when I turned the very last page. Robert Hunter, after the events of the last few books is looking forward to a much needed break in Hawaii. Before he can escape however his Captain calls him to her office. Arriving, Hunter recognises someone - one of the most senior members of the FBI who needs his help. They have in custody one of the strangest individuals they have ever come across, a man who is more machine than human and who for days has uttered not a single word. Until one morning he utters seven: 'I will only speak to Robert Hunter'. The man is Hunter's roommate and best friend from college, Lucien Folter, and found in the boot of his car are two severed and mutilated heads. Lucien cries innocence and Hunter, a man incredibly difficult to read or surprise is played just as much as the reader is by Lucien. There are a million and one things I want to say but I just can't. You really have to discover how this story unfolds for yourself. In this book we learn so much more about Hunter and get inside his head even further than we have before. There's a chapter that almost brought me to tears such is the talent of Chris to connect the reader with Hunter. This is a character like no other and he is now one of my favourite detectives of all time. We go back in time and learn more about Hunter when he was younger, and also when he was in college with Lucien. Lucien is evil. The scenes depicted in this book are some of the most graphic I've ever read and you know what, I loved it. After five books of some of the scariest and goriest scenes I've ever read I wondered whether Chris could come up with something even worse (in a good way), but trust me, he does. This book is horrifying, terrifying and near impossible to put down until you reach its conclusion. I spent my days like a zombie and my nights practically giving myself paper cuts turning the pages. If when reading this book you think you have an idea of where it will go, prepare to be wrong. I've learnt never to underestimate Chris, keeping readers on their toes he takes them on an absolute rollercoaster of a ride with the twistiest of turns and the biggest of drops you will finish this book reeling. I am on a serious book hangover, what book can I read next that can even compare to this? I have no idea but if you are planning on reading An Evil Mind I cannot reccommend it enough. Not only is this probably my book of the year it is probably the best crime fiction book I have ever read. An exaggeration you might say but my opinion is my own and this real

Our lives, Domenic’s and mine, had been like an unraveling braid for the past couple of years. The proximate cause of our disengagement was a girl: Caryn, my first serious girlfriend. She and I had found each other as high school seniors. My plans to bum around Europe with Domenic after high school became plans to bum around Europe with Caryn. We all ended up going, but we didn’t see each other over there as much as we had planned. Then I went back to start college, at the University of California, Santa Cruz, and Caryn came with me. Domenic stayed on in Italy, living with relatives in the village where his father was born, in the eastern Appenines, working in a vineyard, learning Italian. (Domenic liked his own kind fine. I envied that.)

An excellent current day example of online executive presence is Dr. Anthony Fauci’s testimony to the Senate Health Committee on Tuesday May 12th, 2020. Providing his testimony virtually, Dr. Fauci was well groomed and dressed in a coat and tie, just as he would on a normal work day. His suit clearly was not a $8000 Brioni. Rather, it reflected a senior government official with a simpler taste who is more focused on the weightier issues of public health currently afflicting the US and the world. As the face of the National Institute of Allergy and Infectious Diseases, his suit not only signals deference to the institution he leads, but reflects a keen awareness for how his appearance could be perceived by everyone online. Even from home, the message in his persona was “I know my job, I’m prepared, and I take it seriously.” Rhetorically, imagine if he had appeared in a bathrobe looking like he had just gotten out of bed.

Don’t let the fact that just because the meetings are now virtual, you no longer need to be concerned with how you look. It is important to send the message that you are just as prepared and take your job just as seriously when meetings are virtual. This could be especially costly to your career if your boss or someone more senior to you suddenly appear as an unexpected attendee.

The payoffs for maintaining your unwanted condition can be put in three categories. While all three apply, one of them will be the senior payoff—the most influential—for the particular unwanted condition that is persisting. 1. You get to be right. For human beings, being right is a very big payoff, particularly when you are right about the way things “should” be. This validates your tacit ties to the Universal Human Paradigm. You also get to make somebody else wrong. The unwanted condition of never finding a relationship that works is an example of a racket. If this was your unwanted condition, you would probably swear up and down that you really want a working relationship. But you would never pick an appropriate partner—there’s too much payoff in being right about how relationships can’t work. Each failure would provide you more evidence that something is wrong with you, with your partner of the moment, and with marriage, relationships, and love in general. You would go from one relationship to another—frequently, from one marriage to another—involving yourself with the wrong person, over and over, to prove how hard you are trying to “make it work,” but in reality, you would be thoroughly invested in being right about how relationships can’t work. In short, you would be conning yourself, running a racket on anyone you were in a relationship with. In business, the middle manager who doesn’t say what he is thinking, because his ideas are never taken seriously, is running a racket. His payoff: He gets to be right about how difficult it is to advance in the company.

serious crimes such as robbery were downgraded to “theft snatch,” and rapes were often underreported so as to hit performance targets. As a retired detective chief superintendent put it, “When targets are set by offices such as the Mayor’s Office for Policing and Crime, what they think they are asking for are 20% fewer victims. That translates into ‘record 20% fewer crimes’ as far as … senior officers are concerned.

During the 1960s, senior executives in America typically made around twenty dollars for every dollar earned by a rank-and-file worker. Since then, that figure has climbed to 300-to-1 among S&P 500 companies, and in some cases it goes far higher than that. The US Chamber of Commerce managed to block all attempts to force disclosure of corporate pay ratios until 2015, when a weakened version of the rule was finally passed by the SEC in a strict party-line vote of three Democrats in favor and two Republicans opposed. In hunter-gatherer terms, these senior executives are claiming a disproportionate amount of food simply because they have the power to do so. A tribe like the !Kung would not permit that because it would represent a serious threat to group cohesion and survival, but that is not true for a wealthy country like the United States.

Next stop, the Clapham Senior Ladies Social Circle and Jam Tart Society’s annual Jam Tart Society Social.

The July 1934 Putsch and Dollfuss's assassination could have been prevented. Since 29 May of that year clear evidence of the planned Nazi conspiracy was available to the Austrian authorities. It came from a number of highly reliable sources. The warnings were passed to the senior security officials who were charged with the protection of the state, the government and the Chancellor. Without doubt some of them collaborated with the Nazi conspirators. Also without doubt some of the others acted with typical Austrian Schlamperei. They did not take the warnings seriously.

Tricia Newbold, one of the White House employees who works on security clearances, told a House committee that at least 25 Trump staffers got clearances over objections from those whose job was to vet applicants. Newbold told the committee that “two current senior White House officials” were among those given clearances despite “a wide range of serious disqualifying issues involving foreign influence, conflicts of interest, concerning personal conduct, financial problems, drug use, and criminal conduct.” The background check of one person, publicly described only as “Senior White House Official 1,” uncovered “significant disqualifying factors, including foreign influence, outside activities (‘employment outside or business external to what your office at the [Executive Office of the President] entails’), and personal conduct.

The old man held out a paper scroll, not mere parchment. It was a clear sign of wealth and status. Not every noble family could afford to use paper for invitations. The very fact that Hadjar was being visited by the clan’s attorney, and not by a simple servant, spoke volumes. “Thank-” Hadjar reached out, almost closing his fingers around the scroll, but the old man suddenly loosened his grip. Caught in the wind, the invitation, decorated with monograms and tied with a scarlet ribbon, fell to the dirt at Hadjar’s feet. The old man didn’t apologize. He stood there, with his hand still outstretched, a sneer on his lips, radiating complete confidence in his superiority. A clear example that old age didn’t mean one also gained intelligence or wisdom. He’d lived long enough for his hair to turn gray, but not long enough to acquire a brain. He didn’t even realize how simply and blatantly he was being used. Hadjar, just as the old man had expected, bent down to pick up the invitation, dusted it off, and held it without putting it away in his spatial artifact, as was required by etiquette. “You didn’t have to bow to me, young man,” the old man grunted. This was quite a serious insult. Being the personal disciple of a great hero made Hadjar equal in status to the senior heirs of aristocratic families. He was at the very top of the social structure of Dahanatan. But Hadjar didn’t really care about any of that. The power he possessed was insignificant in his opinion, and ever since he’d eaten those first scraps in Primus’ dungeon, he’d stopped caring about whether he was a Prince or a circus freak. Titles didn’t matter. The important thing was that the old man was a servant, and Hadjar was almost an aristocrat. The lawyer’s words were akin to the old man throwing a glove in Hadjar’s face. Hadjar looked behind his visitor, at the dark carriage emblazoned with the white coat of arms of the Predatory Blades clan. Brustor would have to try a little harder. So far, his provocations weren’t even a match for the insults that Hadjar had received during his meetings with Emperor Morgan. Shocking the old man, Hadjar bowed deeply. “Only a silly young man,” he said, straightening back up, “doesn’t feel respect toward someone whose hair is whiter than his.

Now I sit me down in school Where praying is against the rule For this great nation under God Finds mention of Him very odd. If Scripture now the class recites, It violates the Bill of Rights. And anytime my head I bow Becomes a federal matter now. Our hair can be purple, orange, or green, That’s no offense; it’s a freedom scene. The law is specific, the law is precise. Prayers spoken aloud are a serious vice. For praying in a public hall Might offend someone with no faith at all. In silence alone we must meditate, God’s name is prohibited by the state. We’re allowed to cuss and dress like freaks, And pierce our noses, tongues, and cheeks. They’ve outlawed guns, but FIRST the Bible. To quote the Good Book makes me liable. We can elect a pregnant Senior Queen, And the unwed daddy, our Senior King. It’s “inappropriate” to teach right from wrong, We’re taught that such “judgments” do not belong. We can get our condoms and birth controls, Study witchcraft, vampires, and totem poles. But the Ten Commandments are not allowed, No Word of God must reach this crowd. It’s scary here I must confess, When chaos reigns the school’s a mess. So, Lord, this silent plea I make: Should I be shot; my soul please take! Amen

She’d always wished she had dark hair. She felt like nobody took her seriously as a blonde. She had to work twice as hard to get recognition as a strategist, an architect, a senior counselor—anything that had to do with brains.

Saving Saboteurs from Themselves John Henry, a senior management consultant with one of the world’s largest firms, advises a diverse portfolio of senior executive clients and boards. Though he’s found that the social dynamics impeding productive work are often the same wherever he goes, it can be difficult to broach the topic without raising his clients’ hackles. That’s why he keeps a copy of the CIA’s Simple Sabotage Field Manual, a set of guidelines devised by U.S. government officials to sabotage terrorist organizations from the inside, in his briefcase. Originally developed by the OSS during World War II, the Simple Sabotage Field Manual is a guide for, as the CIA puts it, “teaching people how to do their jobs badly.” Here’s a sample of some of the tactics our nation’s best intelligence officers recommend you use to undermine the operations and efficiency of a terrorist cell—or a typical American board meeting: When possible, refer all matters to committees for “further study and consideration.” Attempt to make the committees as large as possible—no fewer than five people. Make speeches. Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences. Haggle over the precise wording of communications, minutes, resolutions. Bring up irrelevant issues as frequently as possible. Refer back to matters decided upon at the last meeting and attempt to reopen the question of the advisability of that decision.

Admiral William R. Furlong, senior officer afloat, ordered tugs to take her in tow and beach her before she sank and bottled up the only entrance and exit to Pearl Harbor. She was grounded with her stern near the shore and her bow in deep water. The Nevada’s wounds alone were not serious enough to sink her; rather it was the loss of her watertight integrity, combined with progressive flooding, that doomed her.

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

So maybe I wasn’t that high profile when I was a student here,” I said. “But am I really more interesting dead than alive?” “You don’t seriously expect me to answer that, do you?” Elaine said. “Yes. No. I don’t know. I mean, don’t get me wrong. I’m really touched that people want to remember me. It just all feels so unreal, somehow.” “Well, there is that part about Jo not really being dead.” “Elaine,” I hissed. “Not so loud!

So maybe I wasn’t that high profile when I was a student here,” I said. “But am I really more interesting dead than alive?” “You don’t seriously expect me to answer that, do you?” Elaine said.

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

I have since gathered data from more than five hundred individuals about their experience on more than one thousand teams. I asked them to answer a series of questions about a time when they had worked on a unified team, what the experience was like, what role their manager played, and what the end result was. Then I had them contrast this with a time when they had been on a disunified team and what that was like, what role their manager played, and how it affected the end result. The results of this research were startling: when there was a high level of clarity of purpose, the teams and the people on it overwhelmingly thrived. When there was a serious lack of clarity about what the team stood for and what their goals and roles were, people experienced confusion, stress, frustration, and ultimately failure. As one senior vice president succinctly summarized it when she looked at the results gathered from her extended team: “Clarity equals success.

This practice often produces a receivables asset that is one of the largest tangible assets on a company's balance sheet. A review of the 2004 Fortune 500 certainly reveals this truth. Receivables ranked among the top three tangible assets for 75% of the top 100 companies. Surprisingly, management of this multi-million (or multi-bil- lion) dollar asset rarely receives much senior management attention, except when a serious problem develops. The custodians of the receivables asset are similar to umpires of a baseball game; they are not noticed unless they do

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.

First they talked to me about something called, “Senior-itis.” “Senior-what? What’s that?” “Son, that’s when you will want to get lazy because you know it’s your last year of middle school,” my Dad said. “That’s a thing? Really?” “Yes, it is,” Mom said. “And your father and I wanted to help you to do your best in school this year. So we decided that if you get at least a B in each of your classes, then we’ll get you any video game console that you want this year.” “What?!! Are you serious?!!” “And, one of those classes has to be your new Scare Class,” my Dad said. “We know you’re feeling nervous about scaring miners. But we believe you can do it, son.” Whoa. That means if I get a B in all my classes, I can get the ScareStation 465 or the Z-Box 360, or the Zii—U! And it’s about time too. I’m so tired of using my Dad’s old Zintendo 64. The graphics are terrible.

Sheila was a formidable advocate for her agency and its insurance fund, savvier about politics and the media than any of us. So despite my objections, the FDIC orchestrated a deal that let WaMu default on its creditors. Shareholders and subordinated debt holders were mostly wiped out, which was understandable. But senior debt holders were exposed to serious haircuts as well. The price of WaMu’s senior debt traded at only 25 cents on the dollar the next day, Friday, September 26.

China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

In the spring of 1919 La Guardia found himself still way down on the seniority list in a Congress described by muckraking editor H. L. Mencken as "petty lawyers and small-town bankers" and a "depressing gang of incompetents." All La Guardia could do was rail at "outrages" in speeches that few people paid attention to and cast votes that changed nothing. Not even the "progressives," such as Robert La Follette and George Norris, took him seriously.

Definite Pessimism A definite pessimist believes the future can be known, but since it will be bleak, he must prepare for it. Perhaps surprisingly, China is probably the most definitely pessimistic place in the world today. When Americans see the Chinese economy grow ferociously fast (10% per year since 2000), we imagine a confident country mastering its future. But that’s because Americans are still optimists, and we project our optimism onto China. From China’s viewpoint, economic growth cannot come fast enough. Every other country is afraid that China is going to take over the world; China is the only country afraid that it won’t. China can grow so fast only because its starting base is so low. The easiest way for China to grow is to relentlessly copy what has already worked in the West. And that’s exactly what it’s doing: executing definite plans by burning ever more coal to build ever more factories and skyscrapers. But with a huge population pushing resource prices higher, there’s no way Chinese living standards can ever actually catch up to those of the richest countries, and the Chinese know it. This is why the Chinese leadership is obsessed with the way in which things threaten to get worse. Every senior Chinese leader experienced famine as a child, so when the Politburo looks to the future, disaster is not an abstraction. The Chinese public, too, knows that winter is coming. Outsiders are fascinated by the great fortunes being made inside China, but they pay less attention to the wealthy Chinese trying hard to get their money out of the country. Poorer Chinese just save everything they can and hope it will be enough. Every class of people in China takes the future deadly seriously.

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

stockpiling of goods, runs on banks, and widespread urban discontent. This put Zhao seriously on the political defensive and under attack from the conservative Old Guard. Over the summer of 1988 a comprehensive plan to control inflation and stabilize the overheated economy was worked out by senior leaders Yao Yilin and Li Peng, as well as State Council think tank economists—which was presented to the Third Plenum of the Thirteenth Central Committee in September. As a result, prices were frozen, foreign trade was recentralized, a very tight fiscal policy forced on state banks, investment controls were put in place, and capital construction halted. Zhao himself came in for six-and-a-half hours of harsh criticism and was forced to make a self-criticism. This was the all-important backdrop to the dramatic demonstrations of the spring of 1989 (which were triggered by economic discontent as much as by political demands). Among the many other economic reforms stimulated during Deng’s tenure, two others deserve brief mention. The first concerned changes in the ownership structure, and the second concerned efforts to establish a regulatory structure (as distinct from an administrative structure) for qualitative oversight of economic activity. With regard to the first, a key part of creating the hybrid state-collective-private economy that Deng and his colleagues envisioned necessitated the creation of truly private enterprises and private ownership.56 Citizens in both rural and urban areas were permitted to purchase long-term leaseholds on property (often their homes) and to pass it from generation to generation. Another example of

This is exactly what Alan Mulally walked into when he took over as the new CEO at Ford in 2006. Ford was in serious trouble, and Mulally was brought in with the hope that he could save the company. Much as Chief Cauley had done at the CRPD, Mulally made it his first order of business at Ford to find out as much as he could about the current state of things from the people who worked there. The task, however, proved more difficult than he expected. To keep a pulse on the health of the organization, Mulally introduced weekly business plan reviews (BPRs). All his senior executives were to attend these meetings and present the status of their work against the company’s strategic plan, using simple color coding—green, yellow and red. Mulally knew that the company was having serious problems, so he was surprised to see that week after week every executive presented their projects as all green. Finally, he threw up his hands in frustration. “We are going to lose billions of dollars this year,” he said. “Is there anything that’s not going well here?” Nobody answered. There was a good reason for the silence. The executives were scared. Prior to Mulally, the former CEO would regularly berate, humiliate or fire people who told him things he didn’t want to hear. And, because we get the behavior we reward, executives were now conditioned to hide problem areas or missed financial targets to protect themselves from the CEO. It didn’t matter that Mulally said he wanted honesty and accountability; until the executives felt safe, he wasn’t going to get it. (For all the cynics who say there is no place for feelings at work, here was a roomful of the most senior people of a major corporation who didn’t want to tell the truth to the CEO because of how they felt.) But Mulally persisted. In every subsequent meeting he repeated the same question until, eventually, one person, Mark Fields, head of operations in the Americas, changed one slide in his presentation to red. A decision he believed would cost him his job. But he didn’t lose his job. Nor was he publicly shamed. Instead, Mulally clapped at the sight and said, “Mark, that is great visibility! Who can help Mark with this?” At the next meeting, Mark was still the only executive with a red slide in his presentation. In fact, the other executives were surprised to see that Fields still had his job. Week after week, Mulally would repeat his question, We are still losing tons of money, is anything not going well? Slowly executives started to show yellow and red in their presentations too. Eventually, it got to the point where they would openly discuss all the issues they were facing. In the process, Mulally had learned some tricks to help build trust on the team. To help them feel safe from humiliation, for example, he depersonalized the problems his executives faced. “You have a problem,” he would tell them. “You are not the problem.

Nelson knew when he started that he couldn't remake the entire high-school experience for his students. But he thought that perhaps he didn't need to. By helping his students develop the specific nonacademic skills that would lead most directly to college success, he believed he could compensate, relatively quickly, for the serious gap in academic ability that separated the average senior at a Chicago public high school from the average American college freshman. Nelson, using instinct more than research, identified five skills, which he called leadership principles, that he wanted OneGoal teachers to emphasize: resourcefulness, resilience, ambition, professionalism, and integrity. These words now permeate the program.

They say that for every terrible officer out there, there's an SNCO who failed the Air Force. Well, Senior Master Sergeant McCabe took his job of turning me into a good officer very seriously, and to this day I remember him as one of the greatest mentors I had in the military.

Many could see that placing affirmative action onto a world of declining opportunity was little more than a zero-sum game—and most likely a fast track to further racial resentment. The problem, as Bayard Rustin put it in 1974, was overcoming the divisiveness of “Affirmative Action in an Age of Scarcity.” As Andrew Levison made the connection between the future of racial progress and the limits on economic opportunity in the New Yorker in 1974, “until progressives deal seriously with the idea of full employment and government guaranteed jobs, black representation in skilled jobs will remain a question of throwing a white carpenter out of work in order to employ a black, or making a Pole with seniority continue to tend the coke ovens while a black moves up to a better job.

The ways we communicate convey meaning. To the extent that a boss sees a woman subordinate’s actions as indicative of nurturance and kindness but not of assertiveness and leadership capability, he is likely to treat her ideas as not deserving of attention and fail to seriously consider her for promotion as well. If his misinterpretation of her communication style is not brought to his attention, she is denied access to senior levels.

Hitler’s electoral success—far greater than Mussolini’s—allowed him more autonomy in bargaining with the political insiders whose help he needed to reach office. Even more than in Italy, as German governmental mechanisms jammed after 1930, responsibility for finding a way out narrowed to a half-dozen men: President Hindenburg, his son Oskar and other intimate advisors, and the last two Weimar chancellors, Franz von Papen and Kurt von Schleicher. At first they tried to keep the uncouth Austrian ex-corporal out. One must recall that in the 1930s cabinet ministers were still supposed to be gentlemen. Bringing raw fascists into government was a measure of their desperation. The Catholic aristocrat Franz von Papen tried as chancellor (July– November 1932) to govern without politicians, through a so-called Cabinet of Barons composed of technical experts and nonpolitical eminences. His gamble at holding national elections in July let the Nazis become the largest party. Von Papen then tried to bring Hitler in as vice chancellor, a position without authority, but the Nazi leader had enough strategic acumen and gambler’s courage to accept nothing but the top office. This path forced Hitler to spend the tense fall of 1932 in an agony of suspenseful waiting, trying to quiet his restless and office-hungry militants while he played for all or nothing. Hoping to deepen the crisis, the Nazis (like the Fascists before them) increased their violence, carefully choosing their targets. The apogee of Nazi street violence in Germany came after June 16, 1932, when Chancellor von Papen lifted the ban on SA uniforms that Brüning had imposed in April. During several sickening weeks, 103 people were killed and hundreds were wounded. Von Papen’s expedient of new elections on November 6 diminished the Nazi vote somewhat (the communists gained again), but did nothing to extract Germany from constitutional deadlock. President Hindenburg replaced him as chancellor on December 2 with a senior army officer regarded as more technocratic than reactionary, General Kurt von Schleicher. During his brief weeks in power (December 1932–January 1933), Schleicher prepared an active job-creation program and mended relations with organized labor. Hoping to obtain Nazi neutrality in parliament, he flirted with Gregor Strasser, head of the party administration and a leader of its anticapitalist current (Hitler never forgot and never forgave Strasser’s “betrayal”). At this point, Hitler was in serious difficulty. In the elections of November 6, his vote had dropped for the first time, costing him his most precious asset—momentum. The party treasury was nearly empty. Gregor Strasser was not the only senior Nazi who, exhausted by Hitler’s all ornothing strategy, was considering other options. The Nazi leader was rescued by Franz von Papen. Bitter at Schleicher for taking his place, von Papen secretly arranged a deal whereby Hitler would be chancellor and he, von Papen, deputy chancellor—a position from which von Papen expected to run things. The aged Hindenburg, convinced by his son and other intimate advisors that Schleicher was planning to depose him and install a military dictatorship, and convinced by von Papen that no other conservative option remained, appointed the Hitler–von Papen government on January 30, 1933. Hitler, concluded Alan Bullock, had been “hoist” into office by “a backstairs conspiracy.

I had once told myself that after my playing career was over, the two things I would never do were commentary and Seniors tennis. Never say never.

Some forms of waiting—on expressways and in doctor’s offices—are fairly trivial in the overall scheme of things. But there are more serious and difficult kinds of waiting: —The waiting of a single person who hopes God might have marriage in store but is beginning to despair —The waiting of a childless couple who desperately want to start a family —The waiting of Nelson Mandela as he sits in a prison cell for twenty-seven years and wonders if he will ever be free or if his country will ever know justice —The waiting of someone who longs to have work that is meaningful and significant and yet cannot seem to find it —The waiting of a deeply depressed person for a morning when she will wake up wanting to live —The waiting of a child who feels awkward and clumsy and longs for the day when he gets picked first on the playground —The waiting of persons of color for the day when everyone’s children will be judged “not by the color of their skin but by the content of their character” —The waiting of an elderly senior citizen in a nursing home—alone, seriously ill, just waiting to die Every one of us, at some junctures of our lives, will have to learn to wait.

Sometimes I think of my death,’ wrote Kurosawa, ‘I think of ceasing to be... and it is from these thoughts that Ikiru came.’ The story of a man diagnosed with stomach cancer, Kurosawa’s film is a serious contemplation of the nature of existence and the question of how we find meaning in our lives. Opening with a shot of an x-ray, showing the main character’s stomach, Ikiru, tells the tale of a dedicated, downtrodden civil servant who, diagnosed with a fatal cancer, learns to change his dull, unfulfilled existence, and suddenly discovers a zest for life. Plunging first into self-pity, then a bout of hedonistic pleasure-seeking on the frentic streets of post-war Tokyo, Watanabe - the film’s hero, finally finds satisfaction through building a children’s playground. In this, the role of his career, Shimura plays Kanji Watanabe, a senior civil servant sunk in ossified routine - a man who, as the dispassionate narrator tells us, has lived like a corpse for twenty-five years. Confronted with the news that he has terminal cancer with only months to live, he finds himself driven to give some meaning to his life. This was one of Kurosawa’s own favourites among his films. It grew, he said, out of a sense of his own mortality. Although he was only 42 and had yet to make most of his finest films, he was tormented with doubts about what his own life would be worth, saying, ‘I keep feeling I have lived so little. My heart aches with this feeling.’ From this angle, the film can be seen as a form of therapy, Kurosawa reassuring himself, and us, that life *can* be made to have meaning, even under the shadow of imminent death. As the critic Richard Brown wrote, Ikiru ‘consists of a restrained affirmation within the context of a giant negation. What it says in starkly lucid terms is that ‘life’ is meaningless when all’s said and done; at the same time one man’s life can acquire meaning when he undertakes to perform some task which is meaningful *to him*. What everyone else thinks about that man’s life is utterly beside the point, even ludicrous. The meaning of his life is what he commits the meaning of his life to be. There is nothing else.

I remember Manjrekar admonishing me for rolling the ball back down the pitch. (I was keeping wickets with our regular keeper injured.) Polly Umrigar in a friendly match at CCI, as soon as he came in, would not play balls on his leg toward short leg preferring to take them on his thigh-pad till he was set; such was the seriousness and professional attitude the Bombay player displayed. And the more senior you were, the greater was the discipline for they saw themselves as role models. This was not evident in Madras or Bangalore where players who had made the grade often thought they were above the law and the code of conduct that was preached. Venkataraghavan was the exception—apart from talent, his discipline, fitness and work ethic has ensured that he is till today, the most successful cricketer from Tamil Nadu.

One of the loveliest things about Jessie as a mother is that she seriously embraces play.

One of the loveliest things about Jessie as a mother is that she seriously embraces play. She loves rocking out to music, loves art projects, loves clue games.

Directly in front of them, dressed in white jerseys and forming a little protective phalanx, were the Pepettes, a select group of senior girls who made up the school spirit squad. The Pepettes supported all teams, but it was the football team they supported most. The number on the white jersey each girl wore corresponded to that of the player she had been assigned for the football season. With that assignment came various time-honored responsibilities. As part of the tradition, each Pepette brought some type of sweet for her player every week before the game. She didn’t necessarily have to make something from scratch, but there was indirect pressure to because of not-so-private grousing from players who tired quickly of bags of candy and not so discreetly let it be known that they much preferred something fresh-baked. If she had to buy something store-bought, it might as well be beer, and at least one player was able to negotiate such an arrangement with his Pepette during the season. Instead of getting a bag of cookies, he got a six-pack of beer. In addition, each Pepette also had to make a large sign for her player that went in his front yard and stayed there the entire season as a notice to the community that he played football for Permian. Previously the making of these yard signs, which looked like miniature Broadway marquees, had become quite competitive. Some of the Pepettes spent as much as $100 of their own money to make an individual sign, decorating it with twinkling lights and other attention-getting devices. It became a rather serious game of can-you-top-this, and finally a dictum was handed down that all the signs must be made the same way, without any neon.

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