Short Executed Quotes

To sit in solemn silence on a dull, dark dock in a pestilential prison with a life-long lock awaiting the sensation of a short, sharp shock from a cheap and chippy chopper on a big, black block.

How You Doing, Little Lucy?” His bright tone and mild expression indicates we’re playing a game we almost never play. It’s a game called How You Doing? and it basically starts off like we don’t hate each other. We act like normal colleagues who don’t want to swirl their hands in each other’s blood. It’s disturbing. “Great, thanks, Big Josh. How You Doing?” “Super. Gonna go get coffee. Can I get you some tea?” He has his heavy black mug in his hand. I hate his mug. I look down; my hand is already holding my red polka-dot mug. He’d spit in anything he made me. Does he think I’m crazy? “I think I’ll join you.” We march purposefully toward the kitchen with identical footfalls, left, right, left, right, like prosecutors walking toward the camera in the opening credits of Law & Order. It requires me to almost double my stride. Colleagues break off conversations and look at us with speculative expressions. Joshua and I look at each other and bare our teeth. Time to act civil. Like executives. “Ah-ha-ha,” we say to each other genially at some pretend joke. “Ah-ha-ha.” We sweep around a corner. Annabelle turns from the photocopier and almost drops her papers. “What’s happening?” Joshua and I nod at her and continue striding, unified in our endless game of one-upmanship. My short striped dress flaps from the g-force. “Mommy and Daddy love you very much, kids,” Joshua says quietly so only I can hear him. To the casual onlooker he is politely chatting. A few meerkat heads have popped up over cubicle walls. It seems we’re the stuff of legend. “Sometimes we get excited and argue. But don’t be scared. Even when we’re arguing, it’s not your fault.” “It’s just grown-up stuff,” I softly explain to the apprehensive faces we pass. “Sometimes Daddy sleeps on the couch, but it’s okay. We still love you.

Share and Enjoy' is the company motto of the hugely successful Sirius Cybernetics Corporation Complaints Division, which now covers the major land masses of three medium-sized planets and is the only part of the Corporation to have shown a consistent profit in recent years. The motto stands-- or rather stood-- in three mile high illuminated letters near the Complaints Department spaceport on Eadrax. Unfortunately its weight was such that shortly after it was erected, the ground beneath the letters caved in and they dropped for nearly half their length through the offices of many talented young Complaints executives-- now deceased. The protruding upper halves of the letters now appear, in the local language, to read "Go stick your head in a pig," and are no longer illuminated, except at times of special celebration.

The oft-repeated quip, “I’m sorry to write you a long letter, as I did not have time to write a short one,” could be applied to meetings: “I’m sorry to imprison you in this long meeting, as I did not have time to prepare a short one.

Idealism + Inaction = Depression

Adolf Eichmann went to the gallows with great dignity. He had asked for a bottle of red wine and had drunk half of it. He refused the help of the Protestant minister the Reverend William Hull who offered to read the Bible with him: he had only two more hours to live and therefore no “time to waste.” He walked the fifty yards from his cell to the execution chamber calm and erect with his hands bound behind him. When the guards tied his ankles and knees he asked them to loosen the bonds so that he could stand straight. “I don’t need that ” he said when the black hood was offered him. He was in complete command of himself nay he was more: he was completely himself. Nothing could have demonstrated this more convincingly than the grotesque silliness of his last words. He began by stating emphatically that he was a Gottgläubiger to express in common Nazi fashion that he was no Christian and did not believe in life after death. He then proceeded: “After a short while gentlemen we shall all meet again. Such is the fate of all men. Long live Germany long live Argentina long live Austria. I shall not forget them.” In the face of death he had found the cliché used in funeral oratory. Under the gallows his memory played him the last trick he was “elated” and he forgot that this was his own funeral. It was as though in those last minutes he was summing up the lesson that this long course in human wickedness had taught us-the lesson of the fearsome word-and-thought-defying banality of evil.

I sit up and stare with eyes closed, perceiving the infinity of this dimension, so grateful to experience this, comfortable with the idea of this journey either ending shortly or continuing forever.

It may merely be apocryphal that when the Wizard saw the glass bottle he gasped, and clutched his heart. The story is told in so many ways, depending on who is doing the telling, and what needs to be heard at the time. It is a matter of history, however, that shortly thereafter, the Wizard absconded from the Palace. He left in the way he had first arrived-- a hot-air balloon-- just a few hours before seditious ministers were to lead a Palace revolt and to hold an execution without trial.

Cognitive flexibility is an important executive function that reflects our ability to shift thinking and to produce a steady flow of creative thoughts and answers as opposed to a regurgitation of the usual responses. The trait correlates with high-performance levels in intellectually demanding jobs. So if you have an important afternoon brainstorming session scheduled, going for a short, intense run during lunchtime is a smart idea.

Edward M. Hallowell, a psychiatrist who specializes in brain science, explains, play has a positive effect on the executive function of the brain. “The brain’s executive functions,” he writes, “include planning, prioritizing, scheduling, anticipating, delegating, deciding, analyzing—in short, most of the skills any executive must master in order to excel in business.

As Chris Granger, executive vice president at the NBA, explains, "Talented people are attracted to those who care about them. When you help someone get promoted out of your team, it's a short-term loss, but it's a clear long-term gain. It's easier to attract people, because word gets around that your philosophy is to help people.

Don't be long on talk and short on execution

Liquidity. When an executive said his bank had plenty of liquidity it always meant that it didn’t. At

He who is lucid, understands himself, explains himself, justifies himself, and masters his acts will never execute a memorable action. Psychology is the hero’s tomb.

Good follow-up is just as important as the meeting itself. The great master of follow-up was Alfred Sloan, the most effective business executive I have ever known. Sloan, who headed General Motors from the 1920s until the 1950s, spent most of his six working days a week in meetings—three days a week in formal committee meetings with a set membership, the other three days in ad hoc meetings with individual GM executives or with a small group of executives. At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to clarify a confusing point. At the end he summed up, thanked the participants, and left. Then he immediately wrote a short memo addressed to one attendee of the meeting. In that note, he summarized the discussion and its conclusions and spelled out any work assignment decided upon in the meeting (including a decision to hold another meeting on the subject or to study an issue). He specified the deadline and the executive who was to be accountable for the assignment. He sent a copy of the memo to everyone who’d been present at the meeting. It was through these memos—each a small masterpiece—that Sloan made himself into an outstandingly effective executive.

She entered the lobby a short while later, dressed in her gray overcoat, and we went up to the room. It was desolate, with white furniture, designed for executives or prospective suicides,

Everyone can make the wrong decision—in fact, everyone will sometimes make a wrong decision. But no one needs to make a decision which, on its face, falls short of satisfying the boundary conditions.

There are three kinds of time for us to deal with; each presents problems that can be solved with skill and practice. First there is long time: the drawn-out, years-long kind of time that must be managed with patience and gentle guidance. Our handling of long time should be mostly defensive—this is the art of not reacting impulsively, of waiting for opportunity. Next there is forced time: the short-term time that we can manipulate as an offensive weapon, upsetting the timing of our opponents. Finally there is end time, when a plan must be executed with speed and force. We have waited, found the moment, and must not hesitate.

I’ve heard the stories about you, Kyoshi, and I know the things you’ve seen. What do you care if a single peasant lives or dies?” She crossed the distance between them and thrust a closed fan under his chin, stopping short of his throat. “I care more for his life than I do for yours right now,” she said, examining the growing whites of Zoryu’s eyes. “Let me make myself perfectly clear. You live on top of what I control. Your islands are surrounded by my waves. You fill your very lungs at my discretion. So if I hear any news about ‘Yun’ being executed, you will truly learn what it’s like when the spirits forsake you in the face of the elements.

There are over six thousand languages in India, as per one estimate. At home, my driver speaks three: Kannada, Tamil and Telugu. I speak three languages: Hindi, English and bad. The home nurse (caring for my MIL) speaks Malayalam. The maid speaks gibberish. And, my husband does not speak. So, by the time we get a simple task executed, for instance, ‘Get some salt’, one can take a short trip to Sri Lanka, learn Sinhalese and come back.

I mean to say, millions of people, no doubt, are so constituted that they scream with joy and excitement at the spectacle of a stuffed porcupine-fish or a glass jar of seeds from Western Australia - but not Bertram. No; if you will take the word of one who would not deceive you, not Bertram. By the time we had tottered out of the Gold Coast village and were working towards the Palace of Machinery, everything pointed to my shortly executing a quiet sneak in the direction of that rather jolly Planters' Bar in the West Indian section. ... There are certain moments in life when words are not needed. I looked at Biffy, Biffy looked at me. A perfect understanding linked our two souls. "?" "!" Three minutes later we had joined the Planters. I have never been in the West Indies, but I am in a position to state that in certain of the fundamentals of life they are streets ahead of our European civilisation. The man behind the counter, as kindly a bloke as I ever wish to meet, seemed to guess our requirements the moment we hove in view. Scarcely had our elbows touched the wood before he was leaping to and fro, bringing down a new bottle with each leap. A planter, apparently, does not consider he has had a drink unless it contains at least seven ingredients, and I'm not saying, mind you, that he isn't right. The man behind the bar told us the things were called Green Swizzles; and, if ever I marry and have a son, Green Swizzle Wooster is the name that will go down on the register, in memory of the day his father's life was saved at Wembley.

When a slave must be executed, the slaves from those plantations nearby are brought to watch; a deterrent, aye? against future ill-considered action.” “Indeed,” Jamie said politely. “I believe that was the Crown’s notion in executing my grandsire on Tower Hill after the Rising. Verra effective, too; all my relations have been quite well behaved since.” I had lived long enough among Scots to appreciate the effects of that little jab. Jamie might have come at Campbell’s request, but the grandson of the Old Fox did no man’s bidding lightly—nor necessarily held English law in high regard. MacNeill had got the message, all right; the back of his neck flushed turkey-red, but Farquard Campbell looked amused. He uttered a short, dry laugh before turning round.

execute enough short sales and leave them open long enough, they can have a negative impact on the ability of a small company to access capital. If that happens at a critical point in the development of the company, it can literally drive them out of existence.

All they wanted now was what she herself wanted only a few short hours ago: to be bowed to when they caught certain people’s eyes; to be invited to one more dull house; to be put on the Rector’s Executive Committees, and pour tea at the Consuless’s “afternoons”.

From across the room, Elizabeth straightened her papers, then rose. “Sorry to cut this short, Calvin, but I have a meeting.” “A meeting?” Calvin said, as if she’d just announced she was attending an execution. “If you worked in my lab, you’d never have to go to meetings.

Through the half-open door in one room of the huts I saw Pastor Bonhoeffer, before taking off his prison garb, kneeling on the floor praying fervently to his God. I was most deeply moved by the way this lovable man prayed, so devout and so certain that God heard his prayer. At the place of execution, he again said a short prayer and then climbed the steps to the gallows, brave and composed. His death ensued after a few seconds. In the almost fifty years that I worked as a doctor, I have hardly ever seen a man die so entirely submissive to the will of God.

Another segment of society that has constructed a language of its own is business. People in business say that toner cartridges are in short supply, that they have updated the next shipment of these cartridges, and that they will finalize their recommendations at the next meeting of the board. They are speaking a language familiar and dear to them. Its portentous nouns and verbs invest ordinary events with high adventure; executives walk among toner cartridges, caparisoned like knights. We should tolerate them--every person of spirit wants to ride a white horse.

In other industries, such as media and financial services, a large percentage of executive compensation is doled out in annual performance bonuses. These short-term goals (and yes, a year is definitely short term) can generate behaviors that are detrimental to creating long-term value.

Why do I know I exist if I also know I will not? Why was I given access to logical space and the mathematical structure of the world? Just to lose them when my body is destroyed? Why do I wake up in the night with the thought that I will die, why do I sit up, drenched in sweat, and scream and slap myself and try to suppress the thought that I will disappear for all eternity, that I will never be again, to the end of time? Why will the world end with me? We age: we stand quietly in line with those condemned to death. We are executed one after the other in a sinister extermination camp. We are first stripped of our beauty, youth, and hope. We are next wrapped in the penitential robe of illness, weariness, and decay. Our grandparents die, our parents are executed in front of us, and suddenly time gets short, you suddenly see your reflection in the axeblade. And only then do you realize you are living in a slaughterhouse, that generations are butchered and swallowed by the earth, that billions are pushed down the throat of hell, that no one, absolutely no one escapes. That not one person that you see coming out of the factory gates in a Mélies film is still alive. That absolutely everyone in an eighty-year-old sepia photograph is dead. That we all come into this world from a frightening abyss without our memories, that we suffer unimaginably on a speck of dust, and that we then perish, all in a nanosecond, as though we had never lived, as though we had never been.

Mrs. Varden was a lady of what is commonly called an uncertain temper - a phrase which being interpreted signifies a temper tolerably certain to make everybody more or less uncomfortable. Thus it generally happened, that when other people were merry, Mrs. Varden was dull; and that when other people were dull, Mrs. Varden was disposed to be amazingly cheerful. Indeed the worthy housewife was of such a capricious nature, that she not only attained a higher pitch of genius than Macbeth, in respect of her ability to be wise, amazed, temperate and furious, loyal and neutral in an instant, but would sometimes ring the changes backwards and forwards on all possible moods and flights in one short quarter of an hour; performing, as it were, a kind of triple bob major on the peal of instruments in the female belfry, with a skilfulness and rapidity of execution that astonished all who heard her.

7. Character is built in the course of your inner confrontation. Character is a set of dispositions, desires, and habits that are slowly engraved during the struggle against your own weakness. You become more disciplined, considerate, and loving through a thousand small acts of self-control, sharing, service, friendship, and refined enjoyment. If you make disciplined, caring choices, you are slowly engraving certain tendencies into your mind. You are making it more likely that you will desire the right things and execute the right actions. If you make selfish, cruel, or disorganized choices, then you are slowly turning this core thing inside yourself into something that is degraded, inconstant, or fragmented. You can do harm to this core thing with nothing more than ignoble thoughts, even if you are not harming anyone else. You can elevate this core thing with an act of restraint nobody sees. If you don’t develop a coherent character in this way, life will fall to pieces sooner or later. You will become a slave to your passions. But if you do behave with habitual self-discipline, you will become constant and dependable. 8. The things that lead us astray are short term—lust, fear, vanity, gluttony. The things we call character endure over the long term—courage, honesty, humility. People with character are capable of a long obedience in the same direction, of staying attached to people and causes and callings consistently through thick and thin. People with character also have scope. They are not infinitely flexible, free-floating, and solitary. They are anchored by permanent attachments to important things. In the realm of the intellect, they have a set of permanent convictions about fundamental truths. In the realm of emotion, they are enmeshed in a web of unconditional loves. In the realm of action, they have a permanent commitment to tasks that cannot be completed in a single lifetime.

We all have a stake in the truth. Society functions based on an assumption that people will abide by their word - that truth prevails over mendacity. For the most part, it does. If it didn't, relationships would have a short shelf life, commerce would cease, and trust between parents and children would be destroyed. All of us depend on honesty, because when truth is lacking we suffer, and society suffers. When Adolf Hitler lied to Neville Chamberlain, there was not peace in our time, and over fifty million people paid the price with their lives. When Richard Nixon lied to the nation, it destroyed the respect many had for the office of the president. When Enron executives lied to their employees, thousands of lives were ruined overnight. We count on our government and commercial institutions to be honest and truthful. We need and expect our friends and family to be truthful. Truth is essential for all relations be they personal, professional, or civic.

His woolly grey hair, short thick body, air of perpetual busyness, suggested an industrious gnome conscripted into the service of the army; a gnome who also liked to practise considerable malice against the race of men with whom he mingled, by making as complicated as possible every transaction they had to execute through himself.

When I was a little girl, if someone asked me why I was a Christian, I said it was because Jesus lived in my heart. In high school, I said it was because I accepted the atonement of Jesus Christ on the cross for my sins. My sophomore year of college, during a short-lived Reformed phase, I said it was because of the irresistible grace of God. But after watching Zarmina's execution on television, I decided that the most truthful answer to that question was this: I was a Christian because I was born in the United States of America in the year 1981 to Peter and Robin Held. Arminians call it free will; Calvinists call it predestination. I call it "the cosmic lottery.

Profoundly moralistic in regard to the present, the revolutionary is cynical in action. He protests against police brutality, the inhuman rhythm of industrial production, the severity of bourgeois courts, the execution of prisoners whose guilt has not been proved beyond doubt. Nothing, short of a total ‘humanisation’, can appease his hunger for justice. But as soon as he decides to give his allegiance to a party which is as implacably hostile as he is himself to the established disorder, we find him forgiving, in the name of the Revolution, everything he has hitherto relentlessly denounced. The revolutionary myth bridges the gap between moral intransigence and terrorism.

The secret to living your life to its potential is to value the important stuff above your own comfort. Therefore, the critical first step to executing well is creating and maintaining a compelling vision of the future that you want even more than you desire your own short-term comfort, and then aligning your shorter term goals and plans, with that long-term vision.

as Edward M. Hallowell, a psychiatrist who specializes in brain science, explains, play has a positive effect on the executive function of the brain. “The brain’s executive functions,” he writes, “include planning, prioritizing, scheduling, anticipating, delegating, deciding, analyzing—in short, most of the skills any executive must master in order to excel in business.

On the question of the machinery of government, we have seen that a good deal of our trouble seems to have stemmed from the extent to which the executive has felt itself beholden to the short-term trends of public opinion in the country and from what we might call the erratic and subjective nature of public reaction to foreign-policy questions. I would like to emphasize that I do not consider public reaction to foreign-policy questions to be erratic and undependable over the long term; but I think the record indicates that in the short term our public opinion, or what passes for public opinion in the thinking of official Washington, can be easily led astray into areas of emotionalism and subjectivity which make a poor and inadequate guide for national action.

There’s an interesting story about Abraham Lincoln. During the American Civil War he signed an order transferring certain regiments, but Secretary of War Edwin Stanton refused to execute it, calling the president a fool. When Lincoln heard he replied, ‘If Stanton said I’m a fool then I must be, for he’s nearly always right, and he says what he thinks. I’ll step over and see for myself.’ He did, and when Stanton convinced him the order was in error, Lincoln quietly withdrew it. Part of Lincoln’s greatness lay in his ability to rise above pettiness, ego, and sensitivity to other people’s opinions. He wasn’t easily offended. He welcomed criticism, and in doing so demonstrated one of the strengths of a truly great person: humility. So, have you been criticised? Make it a time to learn, not lose.

FEASIBILITY: The ability to begin turning the idea into action in a short period of time PROFITABILITY: The potential to make money from this idea, also in a short period of time PERSUASION: Not only is this a good idea, it’s a good idea now To narrow our list even further, let’s add two more qualities to the mix: EFFICIENCY: How quickly can this be executed? MOTIVATION: How excited are you about this idea?

There was a lot of angst about it. It was sort of viewed as, These folks don’t know what they’re talking about. If losses go to ten percent there will be, like, a million homeless people.” (Losses in the pools Hubler’s group had bet on would eventually reach 40 percent.) As a senior Morgan Stanley executive outside Hubler’s group put it, “They didn’t want to show you the results. They kept saying, That state of the world can’t happen.” It

Ultimately, I want a peak experience in reading, and that is sometimes difficult to find in contemporary fiction. I’m not interested in books that are just clever and well executed; polish doesn’t impress me, and I don’t care about a merely capable sentence. Life is short; I want a confrontation with high art. I want soul. Great literature rattles the mind and makes the body sing. It’s an unmistakable, electric feeling, and too rare. That is what I want.

What a revolution! In less than a century the persecuted church had become a persecuting church. Its enemies, the “heretics” (those who “selected” from the totality of the Catholic faith), were now also the enemies of the empire and were punished accordingly. For the first time now Christians killed other Christians because of differences in their views of the faith. This is what happened in Trier in 385: despite many objections, the ascetic and enthusiastic Spanish lay preacher Priscillian was executed for heresy together with six companions. People soon became quite accustomed to this idea. Above all the Jews came under pressure. The proud Roman Hellenistic state church hardly remembered its own Jewish roots anymore. A specifically Christian ecclesiastical anti-Judaism developed out of the pagan state anti-Judaism that already existed. There were many reasons for this: the breaking off of conversations between the church and the synagogue and mutual isolation; the church’s exclusive claim to the Hebrew Bible; the crucifixion of Jesus, which was now generally attributed to the Jews; the dispersion of Israel, which was seen as God’s just curse on a damned people who were alleged to have broken the covenant with God . . . Almost exactly a century after Constantine’s death, by special state-church laws under Theodosius II, Judaism was removed from the sacral sphere, to which one had access only through the sacraments (that is, through baptism). The first repressive measures

there is always a single “source”: the person who took the first risk on a new initiative. That source maintains a unique relationship with the gestalt of the original idea and has an intuitive knowledge of what the right next step for the initiative is, whereas others who join later to help with the execution often lack that intuitive connection to the founder’s original insight. Many organizational tensions and power struggles often revolve around lack of explicit acknowledgment of who the source of the initiative is.

Do not localize your attention Not to localize or partialize the mind is the end of spiritual training. When it is nowhere it is everywhere. When it occupies one tenth, it is absent in the other nine tenths. Let the gung fu man discipline himself to have the mind go on its own way, instead of trying deliberately to confine it somewhere. Therefore, during chi sao, you should have nothing purposely designed, nothing consciously calculated, no anticipation, no expectation. In short, you should be standing there like a dead man. To be conscious is characteristic of the human mind as distinguished from the mind of the lower animals. But when the mind becomes conscious of its doings, it ceases to be instinctual and its commands are colored with calculations and deliberations—which means that the connection between itself and the limbs is no longer direct because the identity of the commander and his executive agent is lost. When dualism (yang against yang) takes place, the whole personality never comes out as it is in itself (letting go itself from itself).

Being captain of such a vessel was not a stressful job, despite the sheer size of the thing. Everything was automated, and this meant that this behemoth could be efficiently handled by a far less seasoned captain. Besides, hiring mature skippers with actual experience would cost real money. And hey, the computers ran everything anyway – and that’s how Bran Johannsen enters this story – as a fine young inexperienced graduate of the Merchant Space Academy in Mars City, who only got his Executive Officer’s ticket four short years ago.

Golf is the great conductor of life's symphony. Not in my lifetime have I seen anything with more ability to change the course of futures. It has the ability to build lasting relationships in a few short hours, promote executives, fund projects, build teams, break down barriers, and create an environment of deal-making, stress relief, and wellness. It's the one place where we willingly shut off our phones, turn away from distraction and become one with nature and ourselves. -Thank you for being a part of our symphony, Network & Golf

Under the seeming disorder of the old city, wherever the old city is working successfully, is a marvelous order for maintaining the safety of the streets and the freedom of the city. It is a complex order. Its essence is intricacy of sidewalk use, bringing with it a constant succession of eyes. This order is all composed of movement and change, and although it is life, not art, we may fancifully call it the art form of the city and liken it to the dance — not to a simple-minded precision dance with everyone kicking up at the same time, twirling in unison and bowing off en masse, but to an intricate ballet in which the individual dancers and ensembles all have distinctive parts which miraculously reinforce each other and compose an orderly whole. The ballet of the good city sidewalk never repeats itself from place to place, and in any once place is always replete with new improvisations. The stretch of Hudson Street where I live is each day the scene of an intricate sidewalk ballet. I make my own first entrance into it a little after eight when I put out my garbage gcan, surely a prosaic occupation, but I enjoy my part, my little clang, as the junior droves of junior high school students walk by the center of the stage dropping candy wrapper. (How do they eat so much candy so early in the morning?) While I sweep up the wrappers I watch the other rituals of the morning: Mr Halpert unlocking the laundry's handcart from its mooring to a cellar door, Joe Cornacchia's son-in-law stacking out the empty crates from the delicatessen, the barber bringing out his sidewalk folding chair, Mr. Goldstein arranging the coils of wire which proclaim the hardware store is open, the wife of the tenement's super intendent depositing her chunky three-year-old with a toy mandolin on the stoop, the vantage point from which he is learning English his mother cannot speak. Now the primary childrren, heading for St. Luke's, dribble through the south; the children from St. Veronica\s cross, heading to the west, and the children from P.S 41, heading toward the east. Two new entrances are made from the wings: well-dressed and even elegant women and men with brief cases emerge from doorways and side streets. Most of these are heading for the bus and subways, but some hover on the curbs, stopping taxis which have miraculously appeared at the right moment, for the taxis are part of a wider morning ritual: having dropped passengers from midtown in the downtown financial district, they are now bringing downtowners up tow midtown. Simultaneously, numbers of women in housedresses have emerged and as they crisscross with one another they pause for quick conversations that sound with laughter or joint indignation, never, it seems, anything in between. It is time for me to hurry to work too, and I exchange my ritual farewell with Mr. Lofaro, the short, thick bodied, white-aproned fruit man who stands outside his doorway a little up the street, his arms folded, his feet planted, looking solid as the earth itself. We nod; we each glance quickly up and down the street, then look back at eachother and smile. We have done this many a morning for more than ten years, and we both know what it means: all is well. The heart of the day ballet I seldom see, because part off the nature of it is that working people who live there, like me, are mostly gone, filling the roles of strangers on other sidewalks. But from days off, I know enough to know that it becomes more and more intricate. Longshoremen who are not working that day gather at the White Horse or the Ideal or the International for beer and conversation. The executives and business lunchers from the industries just to the west throng the Dorgene restaurant and the Lion's Head coffee house; meat market workers and communication scientists fill the bakery lunchroom.

The only thing that [Amaranta] did not keep in mind in her fearsome plan was that in spite of her pleas to God she might die before Rebeca. That was, in fact, what happened. At the final moment, however, Amaranta did not feel frustrated, but, on the contrary, free of all bitterness because death had awarded her the privilege of announcing itself several years ahead of time. She saw it on one burning afternoon sewing with her on the porch a short time after Meme had left for school. She saw it because it was a woman dressed in blue with long hair, with a sort of antiquated look, and with a certain resemblance to Pilar Ternera during the time when she had helped with the chores in the kitchen. Fernanda was present several times and did not see her, in spite of the fact that she was so real – so human and on one occasion asked of Amaranta the favor of threading a needle. Death did not tell her when she was going to die or whether her hour was assigned before that of Rebeca, but ordered her to begin sewing her own shroud on the next sixth of April. She was authorized to make it as complicated and as fine as she wanted, but just as honestly executed as Rebeca's, and she was told that she would die without pain, fear, or bitterness at dusk on the day that she finished it. Trying to waste the most time possible, Amaranta ordered some rough flax and spun the thread herself. She did it so carefully that the work alone took four years. Then she started the sewing. As she got closer to the unavoidable end she began to understand that only a miracle would allow her to prolong the work past Rebeca's death, but the very concentration gave her the calmness that she needed to accept the idea of frustration.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

Some have argued that capitalism promotes democracy, because of common norms of transparency, rule of law, and free competition—for markets, for ideas, for votes. In some idealized world, capitalism may enhance democracy, but in the history of the West, democracy has expanded by limiting the power of capitalists. When that project fails, dark forces are often unleashed. In the twentieth century, capitalism coexisted nicely with dictatorships, which conveniently create friendly business climates and repress independent worker organizations. Western capitalists have enriched and propped up third-world despots who crush local democracy. Hitler had a nice understanding with German corporations and bankers, who thrived until the unfortunate miscalculation of World War II. Communist China works hand in glove with its capitalist business partners to destroy free trade unions and to preserve the political monopoly of the Party. Vladimir Putin presides over a rigged brand of capitalism and governs in harmony with kleptocrats. When push comes to shove, the story that capitalism and democracy are natural complements is a myth. Corporations are happy to make a separate peace with dictators—and short of that, to narrow the domain of civic deliberation even in democracies. After Trump’s election, we saw corporations standing up for immigrants and saluting the happy rainbow of identity politics, but lining up to back Trump’s program of gutting taxes and regulation. Some individual executives belatedly broke with Trump over his racist comments, but not a single large company has resisted the broad right-wing assault on democracy that began long before Trump, and all have been happy with the dismantling of regulation. If democracy is revived, the movement will come from empowered citizens, not from corporations.

The violent secularism of al-Nasser had led Qutb to espouse a form of Islam that distorted both the message of the Quran and the Prophet’s life. Qutb told Muslims to model themselves on Muhammad: to separate themselves from mainstream society (as Muhammad had made the hijrah from Mecca to Medina), and then engage in a violent jihad. But Muhammad had in fact finally achieved victory by an ingenious policy of non-violence; the Quran adamantly opposed force and coercion in religious matters, and its vision—far from preaching exclusion and separation—was tolerant and inclusive. Qutb insisted that the Quranic injunction to toleration could occur only after the political victory of Islam and the establishment of a true Muslim state. The new intransigence sprang from the profound fear that is at the core of fundamentalist religion. Qutb did not survive. At al-Nasser’s personal insistence, he was executed in 1966. Every Sunni fundamentalist movement has been influenced by Qutb. Most spectacularly it has inspired Muslims to assassinate such leaders as Anwar al-Sadat, denounced as a jahili ruler because of his oppressive policies towards his own people. The Taliban, who came to power in Afghanistan in 1994, are also affected by his ideology.

He’d been spending more time in the past lately. He liked to close his eyes and let his memories overtake him. A life, remembered, is a series of photographs and disconnected short films: the school play when he was nine, his father beaming in the front row; clubbing with Arthur in Toronto, under whirling lights; a lecture hall at NYU. An executive, a client, running his hands through his hair as he talked about his terrible boss. A procession of lovers, remembered in details: a set of dark blue sheets, a perfect cup of tea, a pair of sunglasses, a smile. The Brazilian pepper tree in a friend’s backyard in Silver Lake. A bouquet of tiger lilies on a

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

As countless myths and children’s stories recount, however, childlike playfulness, something we uniquely crave among primates, is eventually lost. We relish some banter with the hot dog vendor, but keep it short because we’re late for work. As adults, the childish drive to meander, examine boogers, and play becomes subordinated to productive routine. Get up, dress, commute, work, eat, sleep, repeat. This is the realm of the PFC, that center of executive control, and it is no accident that its maturation corresponds to an increased ability to stay on task, delay gratification, and subordinate emotions and desires to abstract reason and the achievement of practical goals.

On that particular evening there stood in the portico of the temple of Melmoth two remarkable figures who were the centre of observation for a considerable fringe of Phœnician idlers. One of these men was clearly by his face and demeanour a great chieftain. His strongly-marked features were those of a man who had led an adventurous life, and were suggestive of every virile quality from brave resolve to desperate execution. His broad, high brow and contemplative eyes showed that he was a man of wisdom as well as of valour. He was clad, as became a Greek nobleman of the period, with a pure white linen tunic, a gold-studded belt supporting a short sword, and a purple cloak.

But Hans Beimler survived Dachau, escaping certain death just hours before the SS ultimatum expired. With the help of two rogue SS men, apparently, he squeezed through the small window high up in his cell, passed the barbed wire and electric fence around the camp, and disappeared into the night.7 After Private Steinbrenner unlocked Beimler’s cell early the next morning, on May 9, 1933, and found it empty, the SS went wild. Sirens sounded across the grounds as all available SS men turned the camp upside down. Steinbrenner battered two Communist inmates who had spent the night in the cells adjacent to Beimler, shouting: “Just you wait, you wretched dogs, you’ll tell me [where Beimler is].” One of them was executed soon after.8 Outside, a huge manhunt got under way. Planes circled near the camp, “Wanted” posters went up at railway stations, police raids hit Munich, and the newspapers, which had earlier crowed about Beimler’s arrest, announced a reward for recapturing the “famous Communist leader,” who was described as clean-shaven, with short-cropped hair and unusually large jug ears.9 Despite all their efforts, Beimler evaded his hunters. After recuperating in a safe house in Munich, he was spirited away in June 1933 by the Communist underground to Berlin and then, in the following month, escaped over the border to Czechoslovakia, from where he sent a postcard to Dachau telling the SS men to “kiss my ass.

All the same, while a ruler can’t expect to inspire love when making himself feared, he must avoid arousing hatred. Actually, being feared is perfectly compatible with not being hated. And a ruler won’t be hated if he keeps his hands off his subjects’ property and their women. If he really has to have someone executed, he should only do it when he has proper justification and manifest cause. Above all, he mustn’t seize other people’s property. A man will sooner forget the death of his father than the loss of his inheritance. Of course there are always reasons for taking people’s property and a ruler who has started to live that way will never be short of pretexts for grabbing more. On the other hand, reasons for executing a man come more rarely and pass more quickly.

The story is told about three men who were sentenced to death by guillotine. One was a doctor, another a lawyer, and the third an engineer. The day of execution arrived, and the three prisoners were lined up on the gallows. “Do you wish to face the blade, or look away?” the henchman asked the doctor. “I’ll face the blade!” the physician courageously replied. The doctor placed his neck onto the guillotine, and the executioner pulled the rope to release the blade. Then an amazing thing happened – the blade fell to a point just inches above the doctor’s neck, and stopped! The crowd of gathered townspeople was astonished, and tittered with speculation. After a bevy of excited discussions, the executioner told the doctor, “This is obviously a sign from God that you do not deserve to die. Go forth – you are pardoned.” Joyfully the doctor arose and went on his way. The second man to confront death was the lawyer, who also chose to face the blade. The cord was pulled, down fell the blade, and once again it stopped but a few inches from the man’s naked throat! Again the crowd buzzed – two miracles in one day! Just as he did minutes earlier, the executioner informed the prisoner that divine intervention had obviously been issued, and he, too, was free. Happily he departed. The final prisoner was the engineer who, like his predecessors, chose to face the blade. He fitted his neck into the crook of the guillotine and looked up at the apparatus above him. The executioner was about to pull the cord when the engineer pointed to the pulley system and called out, “Wait a minute! – I think I can see the problem!” Within each of us there resides an overworking engineer who is more concerned with analyzing the problem than accepting the solution. Many of us have become so resigned to receiving the short end of the stick in life, that if we were offered the long end, we would doubt its authenticity and refuse it. We must be willing to drop the heavy load of guilt, unworthiness, and self-denial we have carried for so long, perhaps lifetimes. We must openly affirm that we are ready to receive all the good that life has to offer us, without argument or wariness. Then we must accept our good – not just in word, but in action. In so doing we claim our right to live in a new world – one which attests that we are deserving not of punishment, but of release, freedom, and celebration.

Treason the only crime defined in the Constitution. Tyranny as under the Stuart and Tudor kings characterized by the elimination of political dissent under the laws of treason. Treason statutes which were many and unending, the instrument by which the monarch eliminated his opposition and also added to his wealth. The property of the executed traitor forfeited by his heirs because of the loathsomeness of his crime. The prosecution of treason, like witchcraft, an industry. Founding Fathers extremely sensitive to the establishment of a tyranny in this country by means of ambiguous treason law. Themselves traitors under British law. Under their formulation it became possible to be guilty of treason only against the nation, not the individual ruler or party. Treason was defined as an action rather than thought or speech. "Treason against the US shall consist only in levying war against them, or in adhering to their Enemies, giving them Aid & Comfort...No person shall be convicted of treason unless on the testimony of two witnesses to the same Overt act, or on Confession in Open Court." This definition, by members of the constitutional convention, intended that T could not be otherwise defined short of constitutional amendment. "The decision to impose constitutional safeguards on treason prosecutions formed part of a broad emerging American tradition of liberalism...No American has ever been executed for treason against his country," says Nathaniel Weyl, Treason the story of disloyalty and betrayal in American history, published in the year 1950. I say if this be treason make the most of it.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

As a legal matter, then, the case seemed straightforward enough. But it was also highly political, and it placed the authority of the Supreme Court on the line. Madison was seen as likely to defy a direct order to give Marbury his commission. How could the Supreme Court uphold the rule of law without provoking a confrontation with the executive branch that could leave the Court permanently weakened? Marshall’s solution was to assert the Court’s power without directly exercising it. His opinion for a unanimous Court—speaking in one voice in the new Marshall style, rather than through a series of separate concurring opinions as in the past—held that Marbury was due his commission but that the Court could not order it delivered. That was because the grant of “original” jurisdiction to the Supreme Court in Article III did not include writs of mandamus.

Athenian democracy, though it had the grave limitation of not including slaves or women, was in some respects more democratic than any modern system. Judges and most executive officers were chosen by lot, and served for short periods; they were thus average citizens, like our jurymen, with the prejudices and lack of professionalism characteristic of average citizens. In general, there were a large number of judges to hear each case. The plaintiff and defendant, or prosecutor and accused, appeared in person, not through professional lawyers. Naturally, success or failure depended largely on oratorical skill in appealing to popular prejudices. Although a man had to deliver his own speech, he could hire an expert to write the speech for him, or, as many preferred, he could pay for instruction in the arts required for success in the law courts. These arts the Sophists were supposed to teach.

But even if his sympathies are not with Arachne in this moment, he can still imagine that from her perspective these gods are nothing but rapists. She has been described to us as excessively arrogant about her own skills, even if her confidence is well-founded. And she has been shown to be short-tempered with an interfering old woman. But these aren’t the characteristics of a fantasist or a fool. She isn’t out of her mind, like poor Ajax. We can’t simply dismiss her opinions as those coming from a disordered mind. Whether Ovid shares her views is unimportant. What matters is that he is perfectly aware of her feelings about the pain inflicted by these gods in their cruelty, and his version of Arachne is given the space to express it. Look at the great gifts the gods have given you, Athene’s tapestry proclaims. Arachne’s response is very detailed in its execution, but very simple in its message: the price is too high.

Obama’s embrace of nuance distinguished him sharply from his GOP antagonists. Back in 2004, President George W. Bush told Senator Joe Biden, “I don’t do nuance.” Former Louisiana governor Bobby Jindal, a Republican, even blamed Trump’s ascendance in 2016 on precisely this penchant of Obama’s, writing in the Wall Street Journal that, “after seven years of the cool, weak and endlessly nuanced ‘no drama Obama,’ voters are looking for a strong leader who speaks in short, declarative sentences.” His remarks mirror criticisms made several years earlier by Mitt Romney, who accused the then-president of being “tentative, indecisive, timid and nuanced.” (The response of one liberal pundit shows the fluid perspective clearly: “Obama is ‘nuanced’? Yes, but can someone explain why that’s a bad thing? It’s a complex, ‘turbulent,’ and ever-changing world. Having a chief executive who appreciates and is aware of ‘nuance’ strikes me as positive.”)

In 1924–1929, sentences were determined by joint administrative and economic consideration. Beginning in 1924, because of national unemployment, the courts reduced the number of verdicts which sentenced prisoners to corrective labor while they continued to live at home and increased short-term prison sentences. These cases involved only nonpolitical offenders, of course. As a result, prisons were overcrowded with short-termers serving sentences of up to six months, and not enough use was being made of them in labor colonies. At the beginning of 1929, the People's Commissariat of justice of the U.S.S.R., in Circular No. 5, condemned short-term sentences and, on November 6, 1929, the eve of the twelfth anniversary of the October Revolution, when the country was supposedly entering on the construction of socialism, a decree of the Central Executive Committee and the Council of People's Commissars simply forbade all sentences of less than one year!

The Constitutional Convention quickly agreed to the proposal of Governor Edmund Randolph of Virginia for a national government of three branches: legislative, executive, and judicial. Randolph’s resolution “that a national Judiciary be established” passed unanimously. Debating and defining the powers of Congress in Article I and of the president in Article II consumed much of the delegates’ attention and energy. Central provisions of Article III were the product of compromise and, in its fewer than five hundred words, the article left important questions unresolved. Lacking agreement on a role for lower courts, for example, the delegates simply left it to Congress to decide how to structure them. The number of justices remained unspecified. Article III itself makes no reference to the office of chief justice, to whom the Constitution (in Article I) assigns only one specific duty, that of presiding over a Senate trial in a presidential impeachment.

On 28 June 1914 the heir to the throne, Archduke Franz Ferdinand, was assassinated in Sarajevo, capital of Bosnia, a heartland of the South Slavs. Philosophers refer to ‘the inevitable accident’, and this was a very accidental one. Some young Serb terrorists had planned to murder him as he paid a state visit. They had bungled the job, throwing a bomb that missed, and one of them had repaired to a café in a side street to sort himself out. The Archduke drove to the headquarters of the governor-general, Potiorek (where he was met by little girls performing folklore), and berated him (the two men were old enemies, as the Archduke had prevented the neurasthenic Potiorek from succeeding an elderly admirer as Chief of the General Staff). The Archduke went off in a rage, to visit in hospital an officer wounded by the earlier bomb. His automobile moved off again, a Count Harrach standing on the running board. Its driver turned left after crossing a bridge over Sarajevo’s river. It was the wrong street, and the driver was told to stop and reverse. In reverse gear such automobiles sometimes stalled, and this one did so - Count Harrach on the wrong side, away from the café where one of the assassination team was calming his nerves. Now, slowly, his target drove up and stopped. The murderer, Gavrilo Princip, fired. He was seventeen, a romantic schooled in nationalism and terrorism, and part of a team that stretches from the Russian Nihilists of the middle of the nineteenth century, exemplified especially in Dostoyevsky’s prophetic The Possessed and Joseph Conrad’s Under Western Eyes. Austria did not execute adolescents and Princip was young enough to survive. He was imprisoned and died in April 1918. Before he died, a prison psychiatrist asked him if he had any regrets that his deed had caused a world war and the death of millions. He answered: if I had not done it, the Germans would have found another excuse.

It seems strange that George Burns and Gracie Allen would be discovered, as radio properties, by the British. They were doing a vaudeville tour in England, playing to packed houses everywhere. The British just loved Gracie; her routines became so well known during the six-month trip that the audience would sometimes shout out the punchline in unison. They were aided in this by radio, using the infant medium to promote their stage shows, doing short bits from their act on various BBC stations as they traveled. From the beginning, Gracie had severe mike fright. She never really lost her fear of the microphone, Burns would say in interviews and in his books, but she always coped with it. Returning home, they auditioned for NBC and Grape Nuts in 1930. But the agency executive thought Gracie would be “too squeaky” on the air, and they lost the job. It was an irony: a few years later, the same product would be carrying their radio show, then one of the most successful in the nation.

Then there are the metabolic costs of switching itself that I wrote about earlier. Asking the brain to shift attention from one activity to another causes the prefrontal cortex and striatum to burn up oxygenated glucose, the same fuel they need to stay on task. And the kind of rapid, continual shifting we do with multitasking causes the brain to burn through fuel so quickly that we feel exhausted and disoriented after even a short time. We’ve literally depleted the nutrients in our brain. This leads to compromises in both cognitive and physical performance. Among other things, repeated task switching leads to anxiety, which raises levels of the stress hormone cortisol in the brain, which in turn can lead to aggressive and impulsive behaviors. By contrast, staying on task is controlled by the anterior cingulate and the striatum, and once we engage the central executive mode, staying in that state uses less energy than multitasking and actually reduces the brain’s need for glucose.

Ted and Rick. Ted graduates from university and starts his climb up the corporate ladder. Every day he works long hours. He spends Saturday on projects to try to get ahead. No time for sports, no time for relationships, and no money to save. Every month he reviews his goals to see how far he can climb the corporate ladder. Extra meetings, extra projects. Gradually, Ted begins his climb to the top. And after 18 short years, Ted has his chance. He could become the next new, semi-young, chief executive of the company. But the owner gives the chief executive job to his recently graduated grandson, who promptly fires Ted. Ted has lost 18 years of his life, his dignity, his hard effort, and is again unemployed. Ted’s friend, Rick, also leaves university, but takes an ordinary job. However, Rick does something different. In the evenings, after work, Rick starts his part-time network marketing business. Four years later, Rick fires his boss, and lives the rest of his life on the earnings of his network marketing business.

The brain makes up l/50th of our body mass but consumes a staggering 1/5th of the calories we burn for energy. If your brain were a car, in terms of gas mileage, it’d be a Hummer. Most of our conscious activity is happening in our prefrontal cortex, the part of our brain responsible for focus, handling short-term memory, solving problems, and moderating impulse control. It’s at the heart of what makes us human and the center for our executive control and willpower. The “last in, first out” theory is very much at work inside our head. The most recent parts of our brain to develop are the first to suffer if there is a shortage of resources. Older, more developed areas of the brain, such as those that regulate breathing and our nervous responses, get first helpings from our blood stream and are virtually unaffected if we decide to skip a meal. The prefrontal cortex, on the other hand, feels the impact. Unfortunately, being relatively young in terms of human development, it’s the runt of the litter come feeding time.

I still had moments when my nerves got to me, but whenever I’d start to get anxious, Kyla Ross would remind me, “Simone, just do what you do in practice.” And before I went out for each event, she’d high-five me and say, “Just like practice, Simone!” I’d say the same thing to her when it was her turn to go up. “Just like practice” became our catchphrase. As I walked onto the mat to do my floor exercise, I held on to that phrase like it was a lifeline, because I was about to perform a difficult move I’d come up with in practice—a double flip in the layout position with a half twist out. The way it happened was, I’d landed short on a double layout full out earlier that year during training, and I’d strained my calf muscle on the backward landing. Aimee didn’t want me to risk a more severe injury, so she suggested I do the double layout—body straight with legs together and fully extended as I flipped twice in the air—then add a half twist at the end. That extra half twist meant I’d have to master a very tricky blind forward landing, but it would put less stress on my calves. I thought the new combination sounded incredibly cool, so I started playing around with it until I was landing the skill 95 percent of the time. At the next Nationals Camp, I demonstrated the move for Martha and she thought it looked really good, so we went ahead and added it to the second tumbling pass of my floor routine. I’d already performed the combination at national meets that year, but doing it at Worlds was different. That’s because when a completely new skill is executed successfully at a season-ending championship like Worlds or the Olympics, the move will forever after be known by the name of the gymnast who first performed it. Talk about high stakes! I’ll cut to the chase: I nailed the move, which is how it came to be known as the Biles. How awesome is that! (The only problem is, when I see another gymnast perform the move now, I pray they don’t get hurt. I know it’s not logical, but because the move is named after me, I’d feel as if it was my fault.)

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

mistake—could these facts lead to any conclusion other than that they were the desperate emissaries of some body, political or otherwise, who intended to sacrifice themselves, their fellow-passengers, and the ship, in one great holocaust? The whitish granules which I had seen one of them pour into the box formed no doubt a fuse or train for exploding it. I had myself heard a sound come from it which might have emanated from some delicate piece of machinery. But what did they mean by their allusion to to-night? Could it be that they contemplated putting their horrible design into execution on the very first evening of our voyage? The mere thought of it sent a cold shudder over me, and made me for a moment superior even to the agonies of sea-sickness. I have remarked that I am a physical coward. I am a moral one also. It is seldom that the two defects are united to such a degree in the one character. I have known many men who were most sensitive to bodily danger, and yet were distinguished for the independence and strength of their minds. In my own case, however, I regret to say that my quiet and retiring habits had fostered a nervous dread of doing anything remarkable or making myself conspicuous, which exceeded, if possible, my fear of personal peril.

Towards the end of September the officers went to a man in prison, whom they found quietly playing at cards, and gave him notice that he was to die in two hours. The wretched creature was horror-struck; for, during the six months he had been forgotten, he had no longer thought on death; he was confessed, bound, his hair cut off, he was placed in the fatal cart, and taken to the place of execution; the executioner took him from the priest; laid him down and on the see-saw, put him in the oven, to use slang, and then let loose the axe. The heavy triangle of iron slowly detached itself, falling by jerks down the slides, until, horrible to relate, it gashed the man, but without killing him! The poor creature uttered a frightful cry. The disconcerted executioner hauled up the axe, and let it slide down again. A second time, the neck of the malefactor was cut, without being severed. Again he shrieked, the crowd joining him. The executioner raised the axe a third time, hoping to do better at the third stroke, but, no! The third stroke only started a third stream of blood on the prisoner’s neck, but the head did not fall. Let us cut short these fearful details. Five times the axe was raised and let fall, and after the fifth stroke, the condemned was still shrieking for mercy.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

Shortly before our CFO’s pep talk, another high-level executive at the bank stopped me in the hall to give me what he considered some critical advice. “A lot of smart kids like you come through the bank, and they use it for a stepping stone,” he said. “They stay for a year or two and then they leave. I think that’s a huge mistake. Look at me: I’ve been here forever and I’m happier than anyone I know. This place rewards loyalty, and I’m good at my job because I’ve got my finger right on the pulse of the company. I know everything that’s going on.” A week later, I saw two workmen hauling boxes out of his office. He was a victim of the bank’s first-ever round of layoffs. I’m not trying to put this man down for his faith in the bank or make light of his unemployment. I want to use his story to make another point about failure in business. That chat reinforced something else I was beginning to learn: people in management positions, even very senior management positions, are often completely wrong about the fortunes of their own companies. More important, in making these misjudgments, they almost always err on the side of excessive optimism. They think their businesses are in much better shape than they actually are. Jerry’s rig utilization chart at Global Marine and our own CFO’s boasts about Joe DiMaggio only underscored this lesson for me at the time. And, three decades and over 1,400 meetings with other executives later, I can say this tendency is as pronounced as ever.

The history of another country, one Americans don’t much like comparing themselves with, illustrates the grave dangers of yoking political ideology to dubious science. In the 1930s under Joseph Stalin, the quack “scientist” Trofim Lysenko, who promoted himself through party newspapers rather than rigorous experiments, rose to prominence and took control of Soviet biological, medical, and agricultural research for several decades. Lysenko used his power to prosecute an ideologically driven crusade against the theory of genetics, which he denounced as a bourgeois affront to socialism. In short, his political presuppositions led him to embrace bogus scientific claims. In the purges that followed, many of Lysenko’s scientist critics lost their jobs and suffered imprisonment and even execution. By 1948 Lysenko had convinced Stalin to ban the study of genetics. Soviet science suffered immeasurable damage from the machinations of Lysenko and his henchmen, and the term “Lysenkoism” has since come to signify the suppression of, or refusal to acknowledge, science for ideological reasons. In a democracy like our own, Lysenkoism is unlikely to take such a menacing, totalitarian form. Nevertheless, the threat we face from conservative abuse of science—to informed policymaking, to democratic discourse, and to knowledge itself—is palpably real. And as the modern Right and the Bush administration flex their muscles and continue to battle against reliable, mainstream conclusions and sources of information, this threat is growing.

The insensitivity of Roosevelt’s reply startled Churchill. The subtext seemed clear: Roosevelt was concerned only about assistance that would directly help sustain the safety of the United States from German attack, and cared little whether the Middle East fell or not. Churchill wrote to Anthony Eden, “It seems to me as if there has been a considerable recession across the Atlantic, and that quite unconsciously we are being left very much to our fate.” Colville noted how the accumulation of bad news that night left Churchill “in worse gloom than I have ever seen him.” Churchill dictated a reply to Roosevelt in which he sought to frame the importance of the Middle East in terms of the long-range interests of the United States itself. “We must not be too sure that the consequences of the loss of Egypt and the Middle East would not be grave,” he told Roosevelt. “It would seriously increase the hazards of the Atlantic and the Pacific, and could hardly fail to prolong the war, with all the suffering and military dangers that this would entail.” Churchill was growing weary of Roosevelt’s reluctance to commit America to war. He had hoped that by now the United States and Britain would be fighting side by side, but always Roosevelt’s actions fell short of Churchill’s needs and expectations. It was true that the destroyers had been an important symbolic gift, and that the lend-lease program and Harriman’s efficient execution of its mandate were a godsend; but it had become clear to Churchill that none of it was enough—only America’s entry into the war would guarantee victory in any reasonable period of time. One result of Churchill’s long courtship of Roosevelt, however, was that now at least the prime minister felt able to express his concerns and wishes with more candor, directly, without fear of driving America away altogether.

True law necessarily is rooted in ethical assumptions or norms; and those ethical principles are derived, in the beginning at least, from religious convictions. When the religious understanding, from which a concept of law arose in a culture, has been discarded or denied, the laws may endure for some time, through what sociologists call "cultural lag"; but in the long run, the laws also will be discarded or denied. With this hard truth in mind, I venture to suggest that the corpus of English and American laws--for the two arise for the most part from a common root of belief and experience--cannot endure forever unless it is animated by the spirit that moved it in the beginning: that is, by religion, and specifically by the Christian people. Certain moral postulates of Christian teaching have been taken for granted, in the past, as the ground of justice. When courts of law ignore those postulates, we grope in judicial darkness. . . . We suffer from a strong movement to exclude such religious beliefs from the operation of courts of law, and to discriminate against those unenlightened who cling fondly to the superstitions of the childhood of the race. Many moral beliefs, however, though sustained by religious convictions, may not be readily susceptible of "scientific" demonstration. After all, our abhorrence of murder, rape, and other crimes may be traced back to the Decalogue and other religious injunctions. If it can be shown that our opposition to such offenses is rooted in religion, then are restraints upon murder and rape unconstitutional? We arrive at such absurdities if we attempt to erect a wall of separation between the operation of the laws and those Christian moral convictions that move most Americans. If we are to try to sustain some connection between Christian teaching and the laws of this land of ours, we must understand the character of that link. We must claim neither too much nor too little for the influence of Christian belief upon our structure of law. . . . I am suggesting that Christian faith and reason have been underestimated in an age bestridden, successively, by the vulgarized notions of the rationalists, the Darwinians, and the Freudians. Yet I am not contending that the laws ever have been the Christian word made flesh nor that they can ever be. . . . What Christianity (or any other religion) confers is not a code of positive laws, but instead some general understanding of justice, the human condition being what it is. . . . In short, judges cannot well be metaphysicians--not in the execution of their duties upon the bench, at any rate, even though the majority upon the Supreme Court of this land, and judges in inferior courts, seem often to have mistaken themselves for original moral philosophers during the past quarter century. The law that judges mete out is the product of statute, convention, and precedent. Yet behind statute, convention, and precedent may be discerned, if mistily, the forms of Christian doctrines, by which statute and convention and precedent are much influenced--or once were so influenced. And the more judges ignore Christian assumptions about human nature and justice, the more they are thrown back upon their private resources as abstract metaphysicians--and the more the laws of the land fall into confusion and inconsistency. Prophets and theologians and ministers and priests are not legislators, ordinarily; yet their pronouncements may be incorporated, if sometimes almost unrecognizably, in statute and convention and precedent. The Christian doctrine of natural law cannot be made to do duty for "the law of the land"; were this tried, positive justice would be delayed to the end of time. Nevertheless, if the Christian doctrine of natural law is cast aside utterly by magistrates, flouted and mocked, then positive law becomes patternless and arbitrary.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

Our critique is not opposed to the *dogmatic procedure* of reason in its pure knowledge as science (for science must always be dogmatic, that is, derive its proof from secure *a priori* principles), but only to *dogmatism*, that is, to the presumption that it is possible to make any progress with pure (philosophical) knowledge from concepts according to principles, such as reason has long been in the habit of using, without first inquiring in what way, and by what right, it has come to posses them. Dogmatism is therefore the dogmatic procedure of pure reason, *without a preceding critique of its own powers*; and our opposition to this is not intended to defend that loquacious shallowness which arrogates to itself the name of popularity, much less that skepticism which makes short work of the whole of metaphysics. On the contrary, our critique is meant to form a necessary preparation in support of metaphysics as a thorough science, which must necessarily be carried out dogmatically and strictly systematically, so as to satisfy all the demands, no so much of the public at large, as of the Schools. This is an indispensable demand for it has undertaken to carry out its work entirely *a priori*, and thus to carry it out to the complete satisfaction of speculative reason. In the execution of this plan, as traced out by the critique, that is, in a future system of metaphysics, we shall have to follow the strict method of the celebrated Wolff, the greatest of all dogmatic philosophers. He was the first to give an example (and by his example initiated, in Germany, that spirit of thoroughness which is not yet extinct) of how the secure course of a science could be attained only through the lawful establishment of principles, the clear determination of concepts, the attempt at strictness of proof and avoidance of taking bold leaps in our inferences. He was therefore most eminently qualified to give metaphysics the dignity of a science, if it had only occurred to him to prepare his field in advance by criticism of the organ, that is, of pure reason itself―an omission due not so much to himself as to the dogmatic mentality of his age, about which the philosophers of his own, as well as of all previous times, have no right to reproach one another. Those who reject both the method of Wolff and the procedure of the critique of pure reason can have no other aim but to shake off the fetters of *science* altogether, and thus to change work into play, certainty into opinion and philosophy into philodoxy." ―from_Critique of Pure Reason_. Preface to the Second Edition. Translated, edited, and with an Introduction by Marcus Weigelt, based on the translation by Max Müller, pp. 28-29

IT may seem counterintuitive to use uncertainty to quell volatility. But a small amount of uncertainty surrounding short-term interest rates may act much like a vaccine immunizing the stock market against bubbles. More generally, if we view humans as embodied brains instead of disembodied minds, we can see that the risk-taking pathologies found in traders also lead chief executives, trial lawyers, oil executives and others to swing from excessive and ill-conceived risks to petrified risk aversion. It will also teach us to manage these risk takers, much as sport physiologists manage athletes, to stabilize their risk taking and to lower stress.

In 2010, Bruce Sterling and Chris Nakashima-Brown wrote the short story “Windsor Executive Solutions,” a very future-weird speculative story about the future of the British Monarchy.

Just as the financial crisis was incubated when unaccountable bank executives created a culture of rewarding short-term profits without wanting to know the ugly details about their mortgage-backed securities, so too does medicine’s lack of accountability create an institutional culture that fosters overtreating and runaway costs.

In short, it is remarkably difficult to find instances in nineteenth-century federal law in which the executive offered relief to anyone in the rest of the public from the legal duties that directly bound them. Toward the end of the century, there were hints of changing views, but in an era in which the English dispensing power, and the constitutional rejection of it, were still understood, it is no surprise that Congress apparently did not authorize any such power.

In the United States, the government has abrogated its responsibilities to safeguard the food supply of its citizens. The biotech companies do the safety testing of their own products, then pass the positive (big surprise) results to the appropriate government agency (the Food and Drug Administration, in particular), which then approves it for sale and distribution. On top of that, a number of key officials in these agencies over the years have been former executives or employees of the biotech firms.  In short, GMO products in the United States do not receive a critical safety evaluation from an unbiased party before they appear on store shelves. This is compounded by the aforementioned labeling laws that prevent food manufacturers from telling consumers that a product contains GMOs.

His father was captured shortly after by the AMANITA PHALLOIDES and executed horribly.

I’ve often envied those writers in the Western world who can peacefully practice their craft and earn a living thereby… What [the authorities here] cannot stand is that a writer should give voice to the voiceless or organize them for action. In short, they do not want literature on the streets!

We asked 54 people, recruited from the Bulletproof Executive Facebook page, to conduct two batteries of cognitive function tests per day for 4 weeks while using different combinations of butter and coffee: Lab-tested Upgraded Coffee (black) Coffee made with beans from a local shop (black) Lab-tested Upgraded Coffee with butter Coffee made with beans from a local shop with butter We did not test MCTs, short-chain C8 MCTs, or coconut oil because the test was already too long and dropout (people not completing the test) was a problem. Nonetheless, the results were conclusive. With or without butter, the coffee from a local coffee shop produced statistically significant lower scores on tests of cognitive function compared to lab-tested Upgraded Coffee beans.

decided to massacre subjects indiscriminately in Red Square. According to some accounts, the tsar himself participated in the executions. On one occasion, he is said to have cut off eighty-four rebel heads with a sword. In all, over twelve hundred streltsy were exterminated, and many of their heads were left in the streets of Moscow over winter in order to terrorize the population.

Yet despite her time-consuming preoccupations with sensual pleasure, Catherine was a dedicated and hard-working sovereign. Not since Peter the Great had Russia been governed by a ruler as energetic, devoted, and successful as she. She wielded decisive power in formulating and executing state policies in both domestic and foreign affairs.

What can be done for these headaches?’ [...] ‘Short of execution,’ Lymond said, ‘I think the problem is insoluble.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

Whether you’re currently a marketing executive or a college grad about to enter the field—the first growth hackers have pioneered a new way. Some of their strategies are incredibly technical and complex. The strategies also change constantly; in fact, occasionally it might work only one time. This book is short because it sticks with the timeless parts. I also won’t weigh you down with heavy concepts like “cohort analysis” and “viral coefficients.”* Instead, we will focus on the mindset—it’s far and away the most important part. I start and end with my own experiences in this book, not because I am anyone special but because I think they illustrate a microcosm of the industry itself. The old way—where product development and

in November was dismal. It was a time of short gray days and long

Some of these kids are just plain trouble.” Grant glanced over at the boys sitting in the glass-walled box. Mac had been like that, all anger and confusion. He’d been in juvie too, arrested for possession after falling into a gang. Grant was gone. Mom was sick. Dad was a mess. Looking back, Grant wondered if dementia was beginning to take hold back then and no one recognized the symptoms. Lee had been the one who’d coped with Mac’s drug and delinquency problems, and Mom’s deathbed talk had snapped her youngest out of it. A program like this might have helped his brother. “Who knows what those boys have had to deal with in their lives.” Corey’s eyes turned somber. “We’re all sorry about Kate.” Reminded of Kate’s death, Grant’s chest deflated. “And thanks for the help,” Corey said. “These boys can be a handful.” “Is your son on the team?” “No.” Corey nodded toward the rink. A pretty blond teenager executed a spinning jump on the ice. Corey beamed. “That’s my daughter, Regan. She’s on the junior figure skating team with Josh’s daughter, the one in black. The hockey team has the next slot of ice time.” “The girls look very talented.” Even with an ex-skater for a sister-in-law, Grant knew next to nothing about figure skating. He should have paid attention. He should have known Kate better. Josh stood taller. “They are. The team went to the sectional championships last fall. Next year, they’ll make nationals, right, Victor?” Josh gestured toward the coach in the black parka, who had deposited the offenders in the penalty box and was walking back to them. “Victor coaches our daughters.” Joining them, Victor offered a hand. He was a head shorter than Grant, maybe fifty years old or so, with a fit body and salt-and-pepper hair cut as short and sharp as his black eyes. “Victor Church.

We don’t keep jerks; life is too short to work with them and really way too short to pay them and work with them too. Seems simple, but it requires that you fight to build an incredible team and culture from the moment you post a position until you celebrate their retirement. Every day every behavior, attitude, and execution has to be led well by a courageous, loving leader.

Through the half-open door in one room of the huts I saw Pastor Bonhoeffer, before taking off his prison garb, kneeling on the floor praying fervently to his God. I was most deeply moved by the way this lovable man prayed, so devout and so certain that God heard his prayer. At the place of execution, he again said a short prayer and then climbed the steps to the gallows, brave and composed. His death ensued after a few seconds. In the almost fifty years that I worked as a doctor, I have hardly ever seen a man die so entirely submissive to the will of God.