Staff Briefing Quotes

Of the two classes of Prussian officer, the bull-necked and the wasp-waisted, he belonged to the second. Monocled and effete in appearance, cold and distant in manner, he concentrated with such single-mindedness on his profession that when an aide, at the end of an all-night staff ride in East Prussia, pointed out to him the beauty of the river Pregel sparkling in the rising sun, the General gave a brief, hard look and replied, 'An unimportant obstacle.

I told them that I failed to see how speaking to Oprah was any different from what my family and their staff had done for decades – briefing the press on the sly, planting stories. And what about the endless books on which they’d co-operated, starting with Pa’s 1994 crypto-autobiography with Jonathan Dimbleby? Or Camilla’s collaborations with the editor Geordie Greig? The only difference was that Meg and I were upfront about it. We chose an interviewer who was above reproach, and we didn’t once hide behind phrases like “Palace sources”, we let people see the words coming out of our mouths.

Don’t take any questions, all the staff told him with urgency. Trump said he did not plan on taking any. At the press briefing, he took questions,

I have found food general guidelines are: be polite, be pleasant, be brief. When even that is too much to manage, pick a quiet corner and look at everyone like they are the greatest of disappointments. Obey royalty, be respectful to those above you, ignore or indulge those below you, and always be generous to staff and tradesmen. One loyal servant is worth then kings.

I have found good general guidelines are: be polite, be pleasant, be brief. When even that is too much to manage, pick a quiet corner and look at everyone like they are the greatest of disappointments. Obey royalty, be respectful to those above you, ignore or indulge those below you, and always be generous to staff and tradesmen. One loyal servant is worth then kings.

On November 9, 1989, while CIA experts on Soviet and East German politics were briefing President George H. W. Bush on why the Berlin Wall was not likely to come down any time soon, a National Security Council staff member politely entered the Oval Office and urged the president to turn on his television set—to see both East and West Germans battering away at the Wall.

The key is to take five minutes at the end of staff meetings and ask the question, “What do we need to communicate to our people?” After a few minutes of discussion, it will become apparent which issues need clarification and which are appropriate to communicate. Not only does this brief discussion avoid confusion among the executives themselves, it gives employees a sense that the people who head their respective departments are working together and coming to agreement on important issues.

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response. Today, as then, many effective strategies are more designs than decisions—are more constructed than chosen. In these cases, doing strategy is more like designing a high-performance aircraft than deciding which forklift truck to buy or how large to build a new factory. When someone says “Managers are decision makers,” they are not talking about master strategists, for a master strategist is a designer.

Following the industrialisation of agriculture, a shrinking number of farmers was enough to feed a growing number of clerks and factory hands. Today in the United States, only 2 per cent of the population makes a living from agriculture, yet this 2 per cent produces enough not only to feed the entire US population, but also to export surpluses to the rest of the world.9 Without the industrialisation of agriculture the urban Industrial Revolution could never have taken place – there would not have been enough hands and brains to staff factories and offices.

The run-down test was originally scheduled for the afternoon of the 25th, but Chief Engineer Nikolai Fomin was asked by Kiev’s national grid controller to delay it until after the evening peak electricity consumption period had ended.94 The afternoon staff had been briefed on the test and knew exactly what to do, but their shift ended and they went home. Evening staff took over, but then they too left, leaving the relatively inexperienced night crew - who had never conducted a test before - the responsibility of starting a test they were not prepared for and had not anticipated doing.

Robert T. Lincoln, the president’s eldest son, who won fame as the “Prince of Rails” during the secession winter, was the only one of his children to live to maturity. He became U.S. secretary of war, minister to Great Britain, and president of the Pullman Company following brief service on General Grant’s staff at the end of the Civil War. Though frequently mentioned as a Republican candidate for president, Robert shunned electoral politics. He later brought his mother to trial in a successful effort to have her committed for insanity. Robert died an extremely wealthy man at age eighty-four in 1926.

He'd seen that the young ones died quickly. He'd heard the staff talk about it. When they were ready they let go. Not like adults. Adults took a long time. It was as if adults had built such a thick, petrified husk around them that this alone gave them the strength, the form to hold on. And by the transient revival that so often came to the dying, adults seemed to find a last little puff of life before the end. They had a term for it here at the hospital -- hui guang fan zhao, the reflected rays of the setting sun. Children were lacking in this. They went quickly. He watched as the DOWN light came on and the elevator door slid open. He had a fear that his life now was just an interlude of hui guang fan zhao, a brief moment before it all came back, worse. And for so long now he had been in this state by himself. He stared up at the digital floor numbers flashing, descending.

Five Hundred Years of Solitude The rise of modern science and industry brought about the next revolution in human–animal relations. During the Agricultural Revolution humankind silenced animals and plants, and turned the animist grand opera into a dialogue between man and gods. During the Scientific Revolution humankind silenced the gods too. The world was now a one-man show. Humankind stood alone on an empty stage, talking to itself, negotiating with no one and acquiring enormous powers without any obligations. Having deciphered the mute laws of physics, chemistry and biology, humankind now does with them as it pleases. When an archaic hunter went out to the savannah, he asked the help of the wild bull, and the bull demanded something of the hunter. When an ancient farmer wanted his cows to produce lots of milk, he asked some great heavenly god for help, and the god stipulated his conditions. When the white-coated staff in Nestlé’s Research and Development department want to increase dairy production, they study genetics – and the genes don’t ask for anything in return.

Fortunately for Hypo, and the navy, and the United States, Chester Nimitz was not such an admiral. He was briefed each morning at eight o’clock by his fleet intelligence officer, Lieutenant Commander Edwin Layton. Layton also had a standing invitation to walk into Nimitz’s office at any hour of any day if he believed he had important information for the C-in-C. (No one else on the staff, except perhaps the chief of staff, had this privilege.) Hypo provided a daily briefing to Layton, who in turn drew on other sources and briefed Nimitz. Layton and Rochefort had known one another when both men were stationed in Tokyo as language officers in the 1920s. They had shared in the long trial of learning Japanese. They counted one another as friends, and this tended to smooth the contours of their professional partnership, which might otherwise had been complicated by the organizational rivalry between the Fourteenth Naval District (of which Hypo was a part) and the Pacific Fleet staff. Nimitz paid close attention to all the intelligence products that crossed his desk. On his first day as CINCPAC, he told Layton, “I want you to be the Admiral Nagumo of my staff. I want your every thought, every instinct as you believe Admiral Nagumo might have them. You are to see the war, their operations, their aims, from the Japanese viewpoint and keep me advised what you are thinking about, what you are doing, and what purpose, what strategy, motivates your operations. If you can do this, you will give me the kind of information needed to win this war.

Never be guided by arbitrariness in law, which tends to have a good deal of influence on ignorant men who take pride in being clever. Let the tears of the poor find in you more compassion, but not more justice, than the briefs of the wealthy. Try to discover the truth in all the promises and gifts of the rich man, as well as in the poor man’s sobs and entreaties. When there can and should be a place for impartiality, do not bring the entire rigor of the law to bear on the offender, for the reputation of the harsh judge is not better than that of the compassionate one. If you happen to bend the staff of justice, let it be with the weight not of a gift, but of mercy. If you judge the case of one of your enemies, put your injury out of your mind and turn your thoughts to the truth of the question. Do not be blinded by your own passion in another’s trial, for most of the time the mistakes you make cannot be remedied, and if they can, it will be to the detriment of your good name and even your fortune. If a beautiful woman comes to you to plead for justice, turn your eyes from her tears and your ears from her sobs, and consider without haste the substance of what she is asking if you do not want your reason to be drowned in her weeping and your goodness in her sighs. If you must punish a man with deeds, do not abuse him with words, for the pain of punishment is enough for the unfortunate man without the addition of malicious speech. Consider the culprit who falls under your jurisdiction as a fallen man subject to the conditions of our depraved nature, and to the extent that you can, without doing injury to the opposing party, show him compassion and clemency, because although all the attributes of God are equal, in our view mercy is more brilliant and splendid than justice.

Israel was ahead of the curve, seemingly able to bring the disease under control while others could not. It was then that I made a cardinal mistake. Responding to public pressure, the government lifted restrictions on public gatherings, restaurants, bars, eateries, large parks, swimming pools, and public transportation too quickly. To make matters worse, I gave a press conference in which I thanked Israel’s citizens for their cooperation and then added, “We want to help the economy and ease your lives, to make it possible for you to get out, return to normalcy. Go get a cup of coffee, a glass of beer, have fun.”3 The public did just that and the infection rate soon began to rise again. “Prime Minister, are we out of it?” I was asked by my staff. “Of course not,” I answered. “As long as there’s even one infected person around, the disease will reappear and again spread exponentially.” “So what should we do?” “You ever play an accordion?” I asked. “That’s what we’ll do. We’ll open up and close down the country, depending on the infection rate and our hospitals’ ability to handle the severely ill, until we can get this damn thing under control.” The “accordion policy” was an attempt to strike a balance between keeping the hospitals from crashing and keeping businesses from collapsing. We shelled out billions of shekels to help small businesses, employers, and laid-off workers. This largesse was frowned upon by those who had previously supported my tight fiscal policies. Two prominent officials in the Finance Ministry unabashedly briefed reporters against the government’s economic aid policy. “Prime Minister Netanyahu is working against Finance Minister Netanyahu,” carped my critics. Not quite. Unlike in previous economic crises, the world was awash with cheap credit. The cost of an economic collapse from a general health breakdown would be far greater than the interest payments we would have to make to keep business alive.

Longstreet reached Catoosa Station the following afternoon, September 19, but found no guide waiting to take him to Bragg or give him news of the battle he could hear raging beyond the western screen of woods. When the horses came up on a later train, he had three of them saddled and set out with two members of his staff to find the headquarters of the Army of Tennessee. He was helped in this, so far as the general direction was concerned, by the rearward drift of the wounded, although none of these unfortunates seemed to know exactly where he could find their commander. Night fell and the three officers continued their ride by moonlight until they were halted by a challenge out of the darkness just ahead: “Who comes there?” “Friends,” they replied, promptly but with circumspection, and in the course of the parley that followed they asked the sentry to identify his unit. When he did so by giving the numbers of his brigade and division—Confederate outfits were invariably known by the names of their commanders—they knew they had blundered into the Union lines. “Let us ride down a little way to find a better crossing,” Old Peter said, disguising his southern accent, and the still-mounted trio withdrew, unfired on, to continue their search for Bragg. It was barely an hour before midnight when they found him—or, rather, found his camp; for he was asleep in his ambulance by then. He turned out for a brief conference, in the course of which he outlined, rather sketchily, what had happened up to now in his contest with Rosecrans, now approaching a climax here at Chickamauga, and passed on the orders already issued to the five corps commanders for a dawn attack next morning. Longstreet, though he had never seen the field by daylight, was informed that he would have charge of the left wing, which contained six of the army’s eleven divisions, including his own two fragmentary ones that had arrived today and yesterday from Virginia. For whatever it might be worth, Bragg also gave him what he later described as “a map showing prominent topographical features of the ground from the Chickamauga River to Mission Ridge, and beyond to the Lookout Mountain range.” Otherwise he was on his own, so far as information was concerned.

In the midst of a grueling all-night march on October 6, the men of the 10th Indiana demonstrated that they had not lost their high spirits. They were taking a brief midnight break, many of them sleeping where they had stopped on either side of the road, when "General" Charles Gilbert came riding through with his staff and demanded that the exhausted troops form up and salute him properly. Colonel William Kise told Gilbert that after marching day and night for a week, "he would not hold dress parade at midnight for any d-d fool living'; the only salute the men offered was to jeer and apply their bayonets to the hindquarters of the horses of Gilbert and his staff, who continued down the road rather more promptly than they had come.

The building is buzzing. Offices overflow with staff from every corner of the earth. Soldiers in colorful military uniforms move with martial discipline but stop smartly in the hall to let secretaries wrapped in Cambodian silk pass. Police in blue berets brief earnest young lawyers in khakis. Everyone has a military-issue radio glued to their ear. It looks like it could be a colonial administration in India or Kenya, except instead of British rule, it’s the whole world, and instead of imperial occupation, we’ve invaded in the service of peace.

Remind and refresh all adults on the agreement on visible consistencies regularly at staff briefings or in discussion with support staff. Keep the main thing as the main thing.

It is often said that a strategy is a choice or a decision. The words “choice” and “decision” evoke an image of someone considering a list of alternatives and then selecting one of them. There is, in fact, a formal theory of decisions that specifies exactly how to make a choice by identifying alternative actions, valuing outcomes, and appraising probabilities of events. The problem with this view, and the reason it barely lightens a leader’s burden, is that you are rarely handed a clear set of alternatives. In the case at hand, Hannibal was certainly not briefed by a staff presenting four options arranged on a PowerPoint slide. Rather, he faced a challenge and he designed a novel response. Today, as then, many effective strategies are more designs than decisions—are more constructed than chosen. In these cases, doing strategy is more like designing a high-performance aircraft than deciding which forklift truck to buy or how large to build a new factory. When someone says “Managers are decision makers,” they are not talking about master strategists, for a master strategist is a designer. THE

It’s worse than you can imagine. An idiot surrounded by clowns. Trump won’t read anything—not one-page memos, not the brief policy papers; nothing. He gets up halfway through meetings with world leaders because he is bored. And his staff is no better. Kushner is an entitled baby who knows nothing. Bannon is an arrogant prick who thinks he’s smarter than he is. Trump is less a person than a collection of terrible traits. No one will survive the first year but his family. I hate the work, but feel I need to stay because I’m the only person there with a clue what he’s doing. The reason so few jobs have been filled is that they only accept people who pass ridiculous purity tests, even for midlevel policy-making jobs where the people will never see the light of day. I am in a constant state of shock and horror.

Instead, in a move that would become familiar to me, Sessions cast his eyes down at the table, and they darted quickly back and forth, side to side. To my memory, he said nothing. After a brief moment of eye darting, he put both hands on the table and stood, thanking me for coming. I read in his posture and face a message that he would not be able to help me. Rybicki and I left. I was so thrown by the silent eye darting that I had Rybicki follow up with a call to Sessions’s chief of staff to make sure he understood my concern and the importance of the attorney general’s shielding me from the president. His chief of staff said they got it.

It was during Trump’s early intelligence briefings, held soon after he captured the nomination, that alarm signals first went off among his new campaign staff: he seemed to lack the ability to take in third-party information. Or maybe he lacked the interest; whichever, he seemed almost phobic about having formal demands on his attention. He stonewalled every written page and balked at every explanation. “He’s a guy who really hated school,” said Bannon. “And he’s not going to start liking it now.

By then half the staff from the Sheriff’s Office, as well as several paramedics, were on the scene. She’d been allowed a brief look at Daisy’s watch—to confirm Dougal’s identification, but not the remains. After that, she’d felt frantically upset and the paramedics had given her something to calm her down. Later,

So, what qualities must you have to be a good delegator? There are five main tips: 1 Choose the right staff. 2 Train them. 3 Take care in briefing them, and ensuring their understanding of the `why' and `how to' oftasks delegated to them (and in imparting to them an understanding ofbusiness aims and policies). 4 Try not to interfere - stand back and support. 5 Control in a sensible and sensitive manner by checking progress at agreed intervals.

But this sense of duty and virtue involved a complicated calculation about your positive effect on the White House versus its negative effect on you. In April, an email originally copied to more than a dozen people went into far wider circulation when it was forwarded and reforwarded. Purporting to represent the views of Gary Cohn and quite succinctly summarizing the appalled sense in much of the White House, the email read: It’s worse than you can imagine. An idiot surrounded by clowns. Trump won’t read anything—not one-page memos, not the brief policy papers; nothing. He gets up halfway through meetings with world leaders because he is bored. And his staff is no better. Kushner is an entitled baby who knows nothing. Bannon is an arrogant prick who thinks he’s smarter than he is. Trump is less a person than a collection of terrible traits. No one will survive the first year but his family. I hate the work, but feel I need to stay because I’m the only person there with a clue what he’s doing. The reason so few jobs have been filled is that they only accept people who pass ridiculous purity tests, even for midlevel policy-making jobs where the people will never see the light of day. I am in a constant state of shock and horror.

It’s worse than you can imagine. An idiot surrounded by clowns. Trump won’t read anything—not one-page memos, not the brief policy papers; nothing. He gets up halfway through meetings with world leaders because he is bored. And his staff is no better. Kushner is an entitled baby who knows nothing. Bannon is an arrogant prick who thinks he’s smarter than he is. Trump is less a person than a collection of terrible traits.

It’s worse than you can imagine. An idiot surrounded by clowns. Trump won’t read anything—not one-page memos, not the brief policy papers; nothing. He gets up halfway through meetings with world leaders because he is bored. And his staff is no better. Kushner is an entitled baby who knows nothing. Bannon is an arrogant prick who thinks he’s smarter than he is. Trump is less a person than a collection of terrible traits. No one will survive the first year but his family.

Trump won’t read anything—not one-page memos, not the brief policy papers; nothing. He gets up halfway through meetings with world leaders because he is bored. And his staff is no better. Kushner is an entitled baby who knows nothing. Bannon is an arrogant prick who thinks he’s smarter than he is. Trump is less a person than a collection of terrible traits. No one will survive the first year but his family. I hate the work, but feel I need to stay because I’m the only person there with a clue what he’s doing. The reason so few jobs have been filled is that they only accept people who pass ridiculous purity tests, even for midlevel policy-making jobs where the people will never see the light of day. I am in a constant state of shock and horror.

president his daily briefing. He concluded by saying: "Yesterday, 3 Brazilian soldiers were killed." "OH NO!" the President yelled. "That's terrible!" His staff sat stunned at this display of emotion, nervously watching as the President sat, head in hands. Finally, the President looked up and asked, "Exactly how many is a brazillion?

Monocled and effete in appearance, cold and distant in manner, he concentrated with such single-mindedness on his profession that when an aide, at the end of an all-night staff ride in East Prussia, pointed out to him the beauty of the river Pregel sparkling in the rising sun, the General gave a brief, hard look and replied, “An unimportant obstacle.

The participatory economics (Parecon) project, for instance, envisions direct democracy at every level of society; but this vision for a postcapitalist world translates into endlessly ramifying staff meetings over every detail of life – hardly the inspiring stuff of utopian visions.35 Under Occupy, many general assemblies devolved into similar situations in which even the most mundane of issues had to be painstakingly addressed by a collective.36 The acrimonious debates over drummers making too much noise in the Zuccotti Park occupation are just one particularly farcical example of this. The more general point is that direct democracy requires a significant amount of participation and effort – in other words, it entails increasing amounts of work. During brief moments of revolutionary enthusiasm, this extra work can become inconsequential; yet after the return to normality it is simply added to the ordinary pressures of everyday life.37 The extra work of direct democracy is problematic especially because of the constitutive exclusions it entails – particularly for those who are unable to attend physically, those who do not feel comfortable in large groups and those who lack public speaking skills (with all the gendered and racialised biases inherent to these factors).38 As the Occupy movement went on, the general assemblies simply collapsed, often under the weight of exhaustion and boredom. The conclusion to be drawn from this is that the problem of democracy today is not that people want a say over every single aspect of their lives. The real issue of democratic deficit is that the most significant decisions of society are out of the hands of the average person.39 Direct democracy responds to this problem, but attempts to solve it by making democracy an immediate and bodily experience that rejects mediation.

We believe a Ritz-Carlton style “Say This While Avoiding This” language guide optimizes customer satisfaction in most businesses and helps bind staff members into a team. But if it strikes you as too prescriptive (or too much work) to develop scripted phrases and specific word choices for your employees, at least consider developing a brief “Negative Lexicon.” A Negative Lexicon is just a list of crucial Thou Shalt Nots.

ran—at separate times—a boutique investment banking firm and a small mortgage company. He served as the Treasurer for the multinational vitamin manufacturer USANA Health Sciences years before becoming CFO for MonaVie. Devin squeezed in two brief stints in government, including two years working for Jake Garn on the U.S. Senate Banking Committee Staff and another year working for an independent state agency called USTAR, where he helped foster technology entrepreneurship during Governor Jon Huntsman’s administration. Devin is proud to be a Ute, having graduated from the University of Utah David Eccles School of Business, which recognized him as a Distinguished Alum in 2006. He also earned an MBA at Cornell University where he ran the student newspaper, Cornell Business.

They base their programs on local demands and ideas, put local staff in management positions, strive to be accountable to intended beneficiaries, rely on neighboring citizens to ensure their security; in brief, they escape the dominant modes of operation, suggest alternate ones, and in doing so undermine Peaceland’s structure of inequality.

Preparing agendas Agendas serve several purposes. The main ones are keeping the meeting running in the correct sequence and covering the right topics. However, another major role of the agenda is to let the meeting participants know what the meeting will be about and also what it won’t cover. If you are the person putting the agenda together and distributing it you’ll need to work closely with the chair of the meeting to make sure the agenda is correct. You’ll also need to get a list of who to circulate the agenda to, which may include some people who are not going to attend the meeting. Agendas enable attendees to prepare for a meeting and should, therefore, be circulated in good time beforehand. You need to be aware of this for your planning. Remember, the agenda is also your first step to excellent preparation. Styles of agenda As you become more experienced, you can probably draft an agenda for the meeting. Until then, either ask the chairperson for topics or request suggestions from attendees. This draft can then be agreed with the chairperson. The style of agendas can vary enormously. It is usually possible to find the agenda for a previous, similar meeting and use this format for the next meeting. If there are several items on an agenda then number them. If an individual agenda item has more than one part then consider sub-section numbers, 2.1, 2.2, 2.3 etc. Some agendas are very informal; they do not need to mention minutes of previous meetings or any other business. Below is an example of an agenda for an ad hoc meeting. From: A Manager Sent: Friday 23 July 16:47 To: All staff Subject: NEW IT SYSTEM On 30 September, a new IT system is being introduced within the department. Training will be given to all staff as the method of working will be different. In order that we can decide the best way to implement this training, I would like you to attend a brief meeting in my office at 9am on Wednesday 4th September. I expect the meeting to last about half an hour. Please let me know immediately if, for any reason, you are unable to attend. Tip: Always include the day of the week with the date, it helps avoid errors. Here is an example of a more formal agenda: EXPERT WINDOWS HEALTH AND SAFETY COMMITTEE

A brief autumn stroll” (einen kleinen Herbstspaziergang) was what staffers in Sarajevo, singing the tune of jingoistic journalists and politicians throughout the Dual Monarchy, expected once the troops crossed into Serbia, a rosy assessment shared even by many well-placed functionaries in Vienna. “We’ll be able to chase off the Serbs with a wet rag,” promised Lt. Col. Purtscher, chief of the Balkan operations group on the General Staff.

holster, and Ridge let him. “Yes, sir.” He waited for Bockenhaimer to point out that neither pilots nor colonels had the experience necessary to command army installations, but the general merely leaned forward to squint at the papers. “Retirement?” He leaned closer, a delighted smile stretching his lips. “Retirement!” Ridge resisted the urge to roll his eyes. He wondered if the general had been a drunk before they shipped him out here—could this place have been a punishment for him as well?—or if commanding a remote prison full of felons had driven him to drink. “Yes, sir,” Ridge said. “If you could tell me about the S.O.P. here and give me a few—” Bockenhaimer jumped to his feet, wobbled—Ridge caught him and held him upright despite being surprised—and lunged for the window. “Is that my flier? I can leave today?” “Yes, sir. But I’d appreciate it if you—” The general threw open the window and waved to the pilot. “Wait for me, son. I’m already packed!” Oddly, the wobbling didn’t slow Bockenhaimer down much when he ran around the desk and out the door. Ridge’s mouth was still hanging open when the general appeared in the courtyard below, a bag tucked under his arm as he raced along the cleared sidewalks. “That’s… not exactly how the change-of-command ceremonies I’ve seen usually go.” Ridge hadn’t been expecting a parade and a marching band, not in this remote hole, but a briefing would have been nice. He removed his fur cap and pushed a hand through his hair, surveying his new office. He wondered how long it would take to get rid of the alcohol odor. He also wondered how long that poor potted plant in the corner had been dead. Hadn’t that young captain been the general’s aide? He couldn’t have had some private come in to make sure the place was cleaned? Maybe the staff was too busy guarding the prisoners, and the officers had to wield their own brooms here. Ridge was looking for the fort’s operations manuals when a knock came at the door. “Sir?” Captain Heriton, the officer who had met him at the flier, leaned in, an apprehensive look on his face. His pale hair and pimples made him look about fifteen instead of the twenty-five or more he must be. “Yes?” “It’s about that woman… she said she was dropped off yesterday—we got a big load of new convicts—and that she doesn’t remember the number she was issued.” “The number?” “Yes, sir. The prisoners are issued numbers instead of being called by name. Keeps down the in-fighting. Some of them are prisoners of war and pirates, and there are a few former soldiers, and some of those clansmen from up in the north hills. It’s easier if they start out with new identities here. The general didn’t brief you?” The captain glanced toward the window—the flier had already taken off. “I guess he did leave abruptly.” “Abruptly, yes, that’s a word.” Not the word Ridge would have used, but he couldn’t bring himself to badmouth the general yet, not until he had spent a couple of weeks here and gotten a true feel for where he had landed. “You don’t happen to know where the operations manuals are, do you?” “They should be in here somewhere, sir.” The captain started to lean back into the hall. “The woman’s report, Captain,” Ridge said dryly. He knew the man hadn’t found it, but wasn’t ready to let some prisoner wander around without

Jennifer was shocked. “She doesn’t have a phone?” Brief pause. “Pretty much every kid in ninth grade has a phone. What if she needs to call you?” Frances said, “Well, apparently she could borrow one of the many phones around her. I can’t believe every kid has a phone. They’re very expensive and that’s not including the monthly bill.” Jennifer looked genuinely concerned. “No, really, they all do.” She got to her feet, the meeting apparently over. “I’m sorry, I have a staff meeting to go to.” She held out her hand. “Always a pleasure, Frances. You should consider getting Ava a phone, though. Not having one really singles her out.

was a formative presence in global diplomacy.86 Cousin Alice pronounced calling and card-leaving “a Washington mania that no sane human beings should let themselves in for.”87 It was also work: it took patience and stamina and kindness; Alice did not want the authority of donkey work, nor did she have the impulse to be kind. Her object was to be feared—to be the alpha female whose invitations to her own select circle were coveted.88 Eleanor’s authority rested on being in earnest and in her instinct for knowing just when someone needed a bunch of violets or a small present for a voyage to France. She never shirked from the toil of the card case; she never claimed “delicacy,”89 or “a brief illness,” code among official ladies for marital strain, excessive menstruation, or depression.90 She made one exception to her all-in cooperation as a naval wife. To staff the gloomy house on N Street, she had brought from New York four servants, all white, who joined Auntie Bye’s two oldest retainers, both African-American. But Franklin’s boss, devoutly Christian, had also been North Carolina’s all too effective collaborator in resisting Reconstruction’s political empowerment of formerly enslaved African Americans.91 In 1898, as editor of the state’s most prominent newspaper, Daniels served as the propaganda wing of a conspiracy to overthrow the elected multiracial government

I say all this confidently now, but it wasn’t that long ago that I thought the answer to all our social and political problems was to elect the right people—good people with the right ideas and the courage to act on them. Before I went to work for the governor, I thought he was one of the right people. And he was. He did what he said he was going to do, he took his duties seriously, he behaved himself in public with charm and decorum, he did not fear criticism, and he had realistic views of what government could and couldn’t accomplish. He was everything a politician should be—a politician in the best sense of that word, if it has a best sense. After two or three weeks of working for him, though, I knew something was wrong. It wasn’t that I thought he should have been the same thoughtful political leader in private that he was in public; the difference between public persona and reality is a valuable and inevitable one. Rather, I found it unnerving to discover such a stark difference between the personality he presented to the public and the one to which he subjected his staff. I remarked on this difference many times to my wife during that first year. We often laughed about it, but I think we both knew it signified something terrible—not just about the governor but about the world, or at least about democratic cultures in which political leaders often function as celebrities and even heroes. What that something was came to me much later, when I glimpsed the depth of his self-absorption. Here was a man who shattered his ambitions and humiliated his family and friends by pursuing his own petty, myopic desires. And yet in his ruin he could not find more than the paltriest shred of genuine self-criticism. I believe he wanted to feel a deeper remorse, but he looked inside and it wasn’t there. All he found was more of himself.

In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.

What you are holding in your hand is the status of our shield walls and a brief explanation to Ardain as to how they got that way. Feel free to read it. This is vital information. There are those who will definitely try to suppress it. So, stay alert.” Ari smiled slightly. “The queen enjoys your company on her morning rides. I would hate to explain to her why I got her favorite riding companion killed if you don’t come back.” Tevon’s mouth quirked up. “No, that is certainly to be avoided. No disrespect intended, High Lord, but life gets uncomfortable for you when she is displeased. I would not want to be the cause of that.” Ari sighed and looked at Doral. “I am never going escape that infamous week, am I?” “She made quite an impression on the men. You could have all of them shot. That would slow down the gossip.” Doral shrugged, seemingly indifferent. “You would lose quite a number of highly skilled commanders and staff.

The CO had held his briefing, the pilots were manning the aircraft and we had senior officers from the Wing and Group staff prowling around in maintenance control looking at our paperwork, it was in reality a pop inspection.     I thought the CO would be horrified but instead he thought it was funny and gave them all the big wide grin as he was heading out to his aircraft, almost as if to say, “Watch this shit you assholes.

Have you adopted any new ideas or practices generated by your staff and lawyers? Yes. In the pricing area, our policy is that if you come up with a new way to price with the customer, then do it. The young people have come up with ways to use Twitter, for example, to keep up with customers. That comes from the younger people, not from my generation. Over the past fifteen years, we’ve had lots of contributions from staff to keep our model and practices up to date and responsive. Everyone takes this seriously. A couple years ago, someone on staff was talking about a late-night brief or a big project, and two to three other legal assistants stayed until midnight to help this person out. They coined the phrase, “The Summit team runs toward the fire.” If I’m doing something that requires a late-night effort, I don’t have to go to anyone to get permission for help and work and support from others. Another person who doesn’t have anything on the case will run to the project to help out. That happens every single day. The staff sees a problem someone else has, and they run to the problem to help out. This stuff just happens. It’s one of the things I’m most proud of. Many years ago, someone sent an email thanking other people for helping. No one officially adopted the practice, but somebody did it, and it was rewarded, and now whenever someone does something they should be congratulated for, someone sends an email to everyone in the firm praising the efforts of that person to everyone else in the firm. Those emails fly around Summit on a daily basis. That has the impact of encouraging supportive behavior and making it part of the way Summit operates.

Since the start of his presidency, Barack had asked his correspondence staff to include ten letters or messages from constituents inside his briefing book, selected from the roughly fifteen thousand letters and emails that poured in daily. He read each one carefully, jotting responses in the margins so that a staffer could prepare a reply or forward a concern on to a cabinet secretary. He read letters from soldiers. From prison inmates. From cancer patients struggling to pay health-care premiums and from people who’d lost their homes to foreclosure. From gay people who hoped to be able to legally marry and from Republicans who felt he was ruining the country. From moms, grandfathers, and young children. He read letters from people who appreciated what he did and from others who wanted to let him know he was an idiot. He read all of it, seeing it as part of the responsibility that came with the oath. He had a hard and lonely job—the hardest and loneliest in the world, it often seemed to me—but he knew that he had an obligation to stay open, to shut nothing out. While the rest of us slept, he took down the fences and let everything inside.

The last bit of work he did, usually at some hour past midnight, was to read letters from American citizens. Since the start of his presidency, Barack had asked his correspondence staff to include ten letters or messages from constituents inside his briefing book, selected from the roughly fifteen thousand letters and emails that poured in daily. He read each one carefully, jotting responses in the margins so that a staffer could prepare a reply or forward a concern on to a cabinet secretary. He read letters from soldiers. From prison inmates. From cancer patients struggling to pay health-care premiums and from people who’d lost their homes to foreclosure. From gay people who hoped to be able to legally marry and from Republicans who felt he was ruining the country. From moms, grandfathers, and young children. He read letters from people who appreciated what he did and from others who wanted to let him know he was an idiot. He read all of it, seeing it as part of the responsibility that came with the oath. He had a hard and lonely job—the hardest and loneliest in the world, it often seemed to me—but he knew that he had an obligation to stay open, to shut nothing out. While the rest of us slept, he took down the fences and let everything inside.

right through those pretentious horn-rims of his. He never even got to reach for the door. It was over in a matter of seconds—the two most satisfying shots Denny had ever taken. Except, of course, not Denny. Not anymore. That was a pretty good feeling, too. To leave this all far behind. No time for celebrations, though. The car had barely gone quiet before he was out on the sidewalk and back to doing what he’d always done best. He kept moving. Chapter 100 THE TWENTY-FOUR HOURS following the hits at the Harman were a full-court press like I’d rarely seen in Washington. Our Command Information Center had traffic checks going on all night; Major Case Squad put both units on the street; and NSID was told to drop all nonessential business, and that was just inside the MPD. Details were operating out of Capitol Police, ATF, and even the Secret Service. By morning, the hunt for Steven Hennessey had gone from regional to national to international. The Bureau was fully activated and looking for him everywhere it was possible for the Bureau to look. The CIA was involved, too. The significance of these murders had really started to sink in. Justices Summers and Ponti had been the unofficial left wing of the Supreme Court, beloved by half the country and foxes in the henhouse, basically, to the other half. At MPD, our late-afternoon briefing was like a march of the zombies. Nobody had gotten much sleep overnight, and there was a palpable kind of tension in the air. Chief Perkins presided. There were no introductory remarks. “What are we looking at?” he asked straight-out. Most of the department’s command staff were there, too. Every

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