Staff Meeting Quotes

Another day, another staff meeting. Who would have thought saving the world could be so boring?

Percy was waiting for them. He looked mad. He stood at the edge of the glacier, leaning on the staff with the golden eagle, gazing down at the wreckage he'd caused: several hundred acres of newly open water dotted with icebergs and flotsam from the ruined camp. The only remains on the glacier were the main gates, which listed sideways, and a tattered blue banner lying over a pile of now-bricks. When they ran up to him, Percy said, "Hey," like they were just meeting for lunch or something. "You're alive!" Frank marveled. Percy frowned. "The fall? That was nothing. I fell twice that far from the St. Louis Arch." "You did what?" Hazel asked. "Never mind. The important thing was I didn't drown.

This was a few weeks ago," Annabeth said. "Percy told me a crazy story about meeting a boy our near Moriches Bay. Apparently this kid used hieroglyphs to cast spells. He helped Percy battle a crocodile monsters." "The Sob of Sobek!" Sadie blurted. "But my brother battled that monster. He didn't say anything about-" "Is your brother's name Carter?" Annabeth asked. An angry golden aura flickered around Sadie's head-a halo of hieroglyphs that resembled frowns, fists, and dead stick men. "As of this moment," Sadie growled, "My brother's name is Punching Bag.

I don't recall meeting Greek demigods in any of those places. Still, when one has dealt with magical baboons, goddess cats and dwarfs in Speedos, one can’t be surprised very easily.

Everyone, no matter what kind of job he or she has, fantasizes about freaking out at work. How many corporate drones, stuck in a boring staff meeting, have had the sudden urge to jump on top of the conference table and start screaming obscenities? Strip off their clothes? Kiss the woman or man next to them? We all have. How many employees joke about shooting the boss or blowing the place up? I’m not suggesting we do any of these things, mind you, but let’s not kid ourselves; we all have a little murder in our heart.

I am different when my nails are done. I am more dynamic. I gesticulate more, I am better at scaring my staff. I can indicate impatience by drumming on tabletops and I can wrap up a meeting with a few choice clatters.

Q. Your idea of the perfect day … A. Sleep in. Meet Buzz Aldrin for brunch. Head over to Jet Propulsion Lab and watch them control the Curiosity Mars rover. Dinner with the writing staff of Doctor Who.

Instead of wasting time negotiating with every difficult person, work on spreading a spirit of camaraderie and efficiency that becomes self-policing. Streamline the organization, cutting out waste—in staff, in the irrelevant reports on your desk, in pointless meetings.

I was Mrs. Taylor yesterday.” I grin at Taylor, who flushes. “That has a nice ring to it, Miss Steele,” Taylor says matter-of-factly. “I thought so, too.” Christian tightens his hold on my hand, scowling. “If you two have quite finished, I’d like a debrief.” He glares at Taylor, who now looks uncomfortable, and I cringe inwardly. I have overstepped the mark. “Sorry,” I mouth at Taylor, who shrugs and smiles kindly before I turn to follow Christian. “I’ll be with you shortly. I just want a word with Miss Steele,” Christian says to Taylor, and I know I’m in trouble. Christian leads me into his bedroom and closes the door. “Don’t flirt with the staff, Anastasia,” he scolds. I open my mouth to defend myself—then close it again, then open it. “I wasn’t flirting. I was being friendly—there is a difference.” “Don’t be friendly with the staff or flirt with them. I don’t like it.” Oh. Good-bye, carefree Christian. “I’m sorry,” I mutter and stare down at my fingers. He hasn’t made me feel like a child all day. Reaching down he cups my chin, pulling my head up to meet his eyes. “You know how jealous I am,” he whispers. “You have no reason to be jealous, Christian. You own me body and soul.

Would you put it past Darth Sullivan to figure out a way to haunt you postmortem? He’s probably holding staff meetings in the afterworld. Offering up performance evaluations. Issuing dictates.

the extrovert assumption is so woven into the fabric of our culture that an employee may suffer reprimands for keeping his door closed (that is, if he is one of the lucky ones who has a door), for not lunching with other staff members, or for missing the weekend golf game or any number of supposedly morale-boosting celebrations. Half. More than half of us don’t want to play. We don’t see the point. For us, an office potluck will not provide satisfying human contact—we’d much rather meet a friend for an intimate conversation (even if that friend is a coworker). For us, the gathering will not boost morale — and will probably leave us resentful that we stayed an extra hour to eat stale cookies and make small talk. For us, talking with coworkers does not benefit our work—it sidetracks us.

Summer: Please don’t do anything stupid while I’m at the staff meeting. I trust you to hold it together for one afternoon. Rhett: Shit, Princess. I don’t know. I might go crazy without you. Summer: For ducks’ sake. Summer: Duck Summer: *Duck Summer: FUCK. Ugh. Why can’t my phone learn that word? I’ll be back around dinnertime. Rhett: Quack.

To learn theory by experimenting and doing. To learn belonging by participating and self-rule. Permissiveness in all animal behavior and interpersonal expression. Emphasis on individual differences. Unblocking and training feeling by plastic arts, eurythmics and dramatics. Tolerance of races, classes, and cultures. Group therapy as a means of solidarity, in the staff meeting and community meeting. Taking youth seriously as an age in itself. Community of youth and adults, minimizing 'authority.' Educational use of the actual physical plant (buildings and farms) and the culture of the school community. Emphasis in the curriculum on real problems and wider society, its geography and history, with actual participation in the neighboring community (village or city). Trying for functional interrelation of activities.

We will meet people on the way: patients, relatives and staff - people you may recognize already. Because we are all nursed at some point in our lives. We are all nurses.

The following day the editor presided over a sudued meeting with his senior staff. Tony Montano sat to one side, a silent observer. "It's time we ran more regular columns. They're cheap, and everyone else is doing them. You know, we hire someone of low to medium intelligence, possibly female, to write about, well, nothing much. You've seen that sort of thing. Goes to a party and can't remember anyone's name. Twelve hundred words." "Sort of naval gazing," Jeremy Ball suggested. "Not quite. Gazing is too intellectual. More like naval chat.

I loathe him. He stands for everything I hate in Washington. The right schools, houses in Georgetown, farms in Virginia, quiet meetings at their clubs. They've got their tight little world and you don't break in--they run it all. The bastards. The superior, self-inflated gentry of Washington. They use other men's intellects, other men's work, wrapping it all into decisions bearing their imprimaturs. And if you're on the outside, you become part of that amorphous entity, a 'damn fine staff.' (Alfred Gillette)

Schoolmastering kept me busy by day and part of each night. I was an assistant housemaster, with a fine big room under the eaves of the main building, and a wretched kennel of a bedroom, and rights in a bathroom used by two or three other resident masters. I taught all day, but my wooden leg mercifully spared me from the nuisance of having to supervise sports after school. There were exercises to mark every night, but I soon gained a professional attitude towards these woeful explorations of the caves of ignorance and did not let them depress me. I liked the company of most of my colleagues, who were about equally divided among good men who were good teachers, awful men who were awful teachers, and the grotesques and misfits who drift into teaching and are so often the most educative influences a boy meets in school. If a boy can't have a good teacher, give him a psychological cripple or an exotic failure to cope with; don't just give him a bad, dull teacher. This is where the private schools score over state-run schools; they can accommodate a few cultured madmen on the staff without having to offer explanations.

Kelly seemed to be just trying to keep the ship from sinking. At a senior staff meeting in early 2018, he announced with pride, “I now know that I will not be the shortest-serving chief of staff. I’ve now surpassed Reince.” Priebus had served 189 days, the shortest tenure of any White House chief of staff in history.

At a February 9 senior staff meeting, after he had issued two divergent public statements about Porter, Kelly said that he had taken action to remove Porter within forty minutes of learning that abuse allegations were credible. But many staffers said Kelly’s claim of swift action was dishonest, and it contradicted the public record.

Putting together an agenda before a staff meeting is like a marriage counselor deciding what issues she’s going to cover with a couple prior to meeting with them.

Never confuse activity with results. However, when we do have staff meetings, we go as long as it takes to accomplish the task.

Mark would keep his mouth shut through the staff meeting, the same way he kept his mouth shut when that little cunt skipped through the office, waving at everyone as if she was the pope.

President Josiah Bartlet: Good. I like your show. I like how you call homosexuality an abomination. Dr. Jenna Jacobs: I don't say homosexuality is an abomination, Mr. President. The Bible does. President Josiah Bartlet: Yes, it does. Leviticus. Dr. Jenna Jacobs: 18:22. President Josiah Bartlet: Chapter and verse. I wanted to ask you a couple of questions while I had you here. I'm interested in selling my youngest daughter into slavery as sanctioned in Exodus 21:7. She's a Georgetown sophomore, speaks fluent Italian, always cleared the table when it was her turn. What would a good price for her be? While thinking about that, can I ask another? My Chief of Staff Leo McGarry insists on working on the Sabbath. Exodus 35:2 clearly says he should be put to death. Am I morally obligated to kill him myself, or is it okay to call the police? Here's one that's really important 'cause we've got a lot of sports fans in this town: Touching the skin of a dead pig makes one unclean. Leviticus 11:7. If they promise to wear gloves, can the Washington Redskins still play football? Can Notre Dame? Can West Point? Does the whole town really have to be together to stone my brother John for planting different crops side by side? Can I burn my mother in a small family gathering for wearing garments made from two different threads? Think about those questions, would you? One last thing: While you may be mistaking this for your monthly meeting of the Ignorant Tight-Ass Club, in this building, when the President stands, nobody sits.

The Devil never shows up on time for his own staff meetings, preferring instead to make everyone else stew and wait. Sometimes it’s a few minutes, sometimes a few weeks. It can get pretty ugly. Considering

It was drizzling. As people rushed along, they began opening umbrellas over their heads, and all at once the streets were crowded, too. Arched umbrella roofs collided with one another. The men were courteous, and when passing Tereza they held their umbrellas high over their heads and gave her room to go by. But the women would not yield; each looked straight ahead, waiting for the other woman to acknowledge her inferiority and step aside. The meeting of the umbrellas was a test of strength. At first Tereza gave way, but when she realized her courtesy was not being reciprocated, she started clutching her umbrella like the other women and ramming it forcefully against the oncoming umbrellas. No one ever said "Sorry." For the most part no one said anything, though once or twice she did hear a "Fat cow!" or "Fuck you!" The women thus armed with umbrellas were both young and old, but the younger among them proved the more steeled warriors. Tereza recalled the days of the invasion and the girls in miniskirts carrying flags on long staffs. Theirs was a sexual vengeance: the Russian soldiers had been kept in enforced celibacy for several long years and must have felt they had landed on a planet invented by a science fiction writer, a planet of stunning women who paraded their scorn on beautiful long legs the likes of which had not been seen in Russia for the past five or six centuries. She had taken many pictures of those young women against a backdrop of tanks. How she had admired them! And now these same women were bumping into her, meanly and spitefully. Instead of flags, they held umbrellas, but they held them with the same pride. They were ready to fight as obstinately against a foreign army as against an umbrella that refused to move out of their way.

Pretend that every single person you meet has a sign around his or her neck that says ‘Make Me Feel Important.’ Not only will you succeed in business, but you will succeed in life.” —MARY KAY ASH, FOUNDER OF MARY KAY COSMETICS

An effective staff meeting has three goals: it reviews how things have gone the previous week, allows people to share important updates, and forces the team to clarify the most important decisions and debates for the coming week. That’s it. It shouldn’t be the place to have debates or make decisions.

In response to suspected leaks to the press about Vietnam, Kissinger had ordered FBI wiretaps in 1969 on the telephones of 17 journalists and White House aides, without court approval. Many news stories based on the purported leaks questioned progress in the American war effort, further fueling the antiwar movement. In a tape from the Oval Office on February 22, 1971, Nixon said, “In the short run, it would be so much easier, wouldn’t it, to run this war in a dictatorial way, kill all the reporters and carry on the war.” “The press is your enemy,” Nixon explained five days later in a meeting with Admiral Thomas H. Moorer, the chairman of the Joint Chiefs of Staff, according to another tape. “Enemies. Understand that? . . . Now, never act that way . . . give them a drink, you know, treat them nice, you just love it, you’re trying to be helpful. But don’t help the bastards. Ever. Because they’re trying to stick the knife right in our groin.

Do you want to know what finally changed things for me?” “What?” My voice is barely above a whisper. Dappled sunlight falls across his face, highlighting his flushed cheeks. “I met someone. She’s about five-six, golden brown hair, devastating smile. The kind that warms you from the inside out. And she made me so mad. Not two weeks after I started the job, she called to grill me about a story I posted on Facebook. She insisted I edit it because I didn’t get the wording right.” He adopts a mock falsetto voice. “ ‘It isn’t the “Panama Canal” cruise. It’s “Panama Canal and the Wonders of Azuero.” Fix it, please.’ ” My muscles go limp and my knees nearly buckle. Because he’s talking about me. “Finally, someone who wasn’t walking on eggshells. She actually snapped at me, and it was like she snapped me out of my fog. I may have been unnecessarily combative after that, just to get a rise out of her, but I started to feel again. Irritation, at first, but then more. After a while, I began getting out of the house. Seeing a therapist. Playing hockey. I adopted Winnie—best decision ever. I actually started looking forward to waking up in the morning.” Graeme steps closer, but I’m glued to the spot. Heat sizzles through my veins when he reaches up to run his knuckles along my cheek. “And staff meeting Thursdays? They became my favorite day of the week. Because I got to see her face.” My heart is hammering and my lungs seize. The sound of guests approaching rumbles closer, but I don’t look away. I swallow past the lump that’s lodged in my throat. “After this cruise, they’re my favorite day of the week too.” Reaching up, I run my fingers lightly along the hand that’s cupping my cheek. Graeme’s eyes widen and his lips part. Gathering every ounce of resolve I can muster, I step away just as Nikolai and Dwight crest a nearby hill. We continue through the highlands, fastening our platonic coworker facades into place. But an unspoken understanding hangs in the space between us, heavy and undeniable… This just went way past any bet.

Then there were the baffling, unnecessary lies. At one point, for example, the president told me that chief of staff Reince Priebus didn’t know we were meeting, which seemed incredible. The chief of staff should know when the president is dining alone with the FBI director. Then, later on in that same dinner, Trump said casually, "Reince knows we’re meeting.

Click here now Virtual Offices , Rent furnished Office Space, Meeting Rooms and Virtual Offices in Clearwater. Exceptional location with professional staff.

Your body is run by a competent staff that’s been on the job since before the company acquired consciousness. Too bad you can’t personally meet your team.

PERCY WAS WAITING FOR THEM. He looked mad. He stood at the edge of the glacier, leaning on the staff with the golden eagle, gazing down at the wreckage he’d caused: several hundred acres of newly open water dotted with icebergs and flotsam from the ruined camp. The only remains on the glacier were the main gates, which listed sideways, and a tattered blue banner lying over a pile of snow-bricks. When they ran up to him, Percy said, “Hey,” like they were just meeting for lunch or something. “You’re alive!” Frank marveled. Percy frowned. “The fall? That was nothing. I fell twice that far from the St. Louis Arch.” “You did what?” Hazel asked. “Never mind. The important thing was I didn’t drown.” “So the prophecy was incomplete!” Hazel grinned. “It probably said something like: The son of Neptune will drown a whole bunch of ghosts.” Percy shrugged. He was still looking at Frank like he was miffed. “I got a bone to pick with you, Zhang. You can turn into an eagle? And a bear?” “And an elephant,” Hazel said proudly. “An elephant.” Percy shook his head in disbelief. “That’s your family gift? You can change shape?” Frank shuffled his feet. “Um…yeah. Periclymenus, my ancestor, the Argonaut—he could do that. He passed down the ability.” “And he got that gift from Poseidon,” Percy said. “That’s completely unfair. I can’t turn into animals.” Frank stared at him. “Unfair? You can breathe underwater and blow up glaciers and summon freaking hurricanes—and it’s unfair that I can be an elephant?” Percy considered. “Okay. I guess you got a point. But next time I say you’re totally beast—” “Just shut up,” Frank said. “Please.” Percy cracked a smile.

Sharif gave instructions to his staff regarding snacks he wanted served to all of us—Sharif often asked for specific food items during meetings, as if it helped him concentrate his mind.

For the next few minutes, Edith led the room in hollering “Fired up! Ready to go!” back and forth, again and again. I was confused at first, but figured it would be impolite of me not to join in. And pretty soon, I started to feel kinda fired up! I started to feel like I was ready to go! I noticed everybody at the meeting suddenly was smiling too, and after the chanting was done we settled down and talked for the next hour about the community and the country and what we could do to make it better. Even after I left Greenwood, for the rest of the day, every so often, I’d point to someone on my staff and ask, “You fired up?” Eventually it became a campaign rallying cry. And that, I suppose, was the part of politics that would always give me the most pleasure: the part that couldn’t be diagrammed, that defied planning or analytics. The way in which, when it works, a campaign—and by extension a democracy—proved to be a chorus rather than a solo act.

And so with faithful Ruth we pray That bitter providence today Tomorrow will taste very sweet, And every famine that we meet And every broken staff of bread In death, will bring us life instead.

The resignations infuriated Elizabeth and Sunny. The following day, they summoned the staff for an all-hands meeting in the cafeteria. Copies of The Alchemist, Paulo Coelho’s famous novel about an Andalusian shepherd boy who finds his destiny by going on a journey to Egypt, had been placed on every chair. Still visibly angry, Elizabeth told the gathered employees that she was building a religion. If there were any among them who didn’t believe, they should leave. Sunny put it more bluntly: anyone not prepared to show complete devotion and unmitigated loyalty to the company should “get the fuck out.

Behold now, let the Dead and Living meet! Across the gulf of Time they still are one. Time hath no power against Identity, though sleep the merciful hath blotted out the tablets of our mind, and with oblivion sealed the sorrows that else would hound us from life to life, stuffing the brain with gathered griefs till it burst in the madness of uttermost despair. Still are they one, for the wrappings of our sleep shall roll away as thunder-clouds before the wind; the frozen voice of the past shall melt in music like mountain snows beneath the sun; and the weeping and the laughter of the lost hours shall be heard once more most sweetly echoing up the cliffs of immeasurable time. Ay, the sleep shall roll away, and the voices shall be heard, when down the completed chain, whereof our each existence is a link, the lightning of the Spirit hath passed to work out the purpose of our being; quickening and fusing those separated days of life, and shaping them to a staff whereon we may safely lean as we wend to our appointed fate. - Ayesha

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

Pompeo and his explosive temper. Pompeo would curse and yell even at early-morning staff meetings with his top advisers. He often vented about leaks. Women were a particular target, especially Lisa Kenna, the career diplomat who served as his executive secretary. His tirades at her, described by three senior officials who observed them directly, were blistering. “I don’t know if I’ve ever seen such sustained abuse in my life,” one senior official said about Pompeo’s treatment of Kenna.

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.

Well, hello there. And welcome. You must be the German gal.” I nodded, still not trusting myself to speak. “It's nice to meet you,” she said in a loud voice. “She's German, not deaf,” Henry murmured. “This is Mrs. Price. She takes care of the staff.

She quoted Simone de Beauvoir once, during a staff meeting. She’d sworn when she dropped her pen, and Dr. Brenner said, ‘People are always asking me what it’s like working with a lady doctor, and if I ever meet one, I’ll be able to tell them.’ Dorothy laughed—she hardly ever laughed—and Margot snapped right back at him—I know the quotation off by heart now, in French, too—‘Man is defined as a human being and a woman as a female—whenever she behaves as a human being she is said to imitate the male.

And let me say if I may that Hal’s excited, excited to be invited for the third year running to the Invitational again, to be back here in a community he has real affection for, to visit with your alumni and coaching staff, to have already justified his high seed in this week’s not unstiff competition, to as they say still be in it without the fat woman in the Viking hat having sung, so to speak, but of course most of all to have a chance to meet you gentlemen and have a look at the facilities here.

What happens when that recently triggered mood lingers? You’ve been in a bit of a funk since that day, and now you look around the room during a staff meeting and all you think of is that this person’s tie is hideous, and the nasally tone of your boss is worse than nails on a chalkboard. At this point, you’re not just in a mood. You’re reflecting a temperament, a tendency toward the habitual expression of an emotion through certain behaviors. A temperament is an emotional reaction with a refractory period that lasts from weeks to months. Eventually, if you keep the refractory period of an emotion going for months and years, that tendency turns into a personality trait. At that point others will describe you as “bitter” or “resentful” or “angry” or “judgmental.” Our personality traits, then, are frequently based in our past emotions. Most of the time, personality (how we think, act, and feel) is anchored in the past. So to change our personalities, we have to change the emotions that we memorize. We have to move out of the past.

The Last Leaf I saw him once before, As he passed by the door, And again The pavement stones resound, As he totters o'er the ground With his cane. They say that in his prime, Ere the pruning-knife of Time Cut him down, Not a better man was found By the Crier on his round Through the town. But now he walks the streets, And looks at all he meets Sad and wan, And he shakes his feeble head, That it seems as if he said, "They are gone." The mossy marbles rest On the lips that he has prest In their bloom, And the names he loved to hear Have been carved for many a year On the tomb. My grandmamma has said Poor old lady, she is dead Long ago That he had a Roman nose, And his cheek was like a rose In the snow; But now his nose is thin, And it rests upon his chin Like a staff, And a crook is in his back, And a melancholy crack In his laugh. I know it is a sin For me to sit and grin At him here; But the old three-cornered hat, And the breeches, and all that, Are so queer! And if I should live to be The last leaf upon the tree In the spring, Let them smile, as I do now, At the old forsaken bough Where I cling.

The single biggest structural problem facing leaders of meetings is the tendency to throw every type of issue that needs to be discussed into the same meeting, like a bad stew with too many random ingredients. Desperate to minimize wasted time, leaders decide that they will have one big staff meeting, either once a week or every other week. They sit down in a room for two or three or four hours and hash everything out—sales strategies, expense policies, potential mergers, employee recognition programs, budgets, and branding—so that everyone can get back to their “real work.

This is Lilly Heaven saying good night, and to all a very good night. Good night everybody. Here's wishing you pleasant dreams. Sleep tight. From all of us to all of you, a warm good night. And now we must, I'm afraid, say "good night." Good night, ladies and gentlemen, and good night. Thanks a lot and God bless you. This is Lilly signing off and wishing all of you out there from all of us in here the very best possible good night. I can only hope that you enjoyed watching us as much as we enjoyed being here. Good night. Pleasant dreams. Sleep tight. It's been wonderful being with you, and I hope you'll invite us into your living room again tomorrow night. From the actors and myself, from the staff here, I want to wish you all the best possible night and day before we meet again. It's been wonderful being with you. It's been truly grand. I only wish we could go on but I'm afraid our time is up, and so this is your Lily saying good night to you. Pleasant dreams. Good night all. Good night to you all. Good night to all of you. Good night. Good night. Good night. Good night. Good night. Good night. Good night. Good night. To all of you out there from all of us here good night. And pleasant dreams till we meet again. Good night to you all. Good night. Good night. Good night. Good night.

People who are starving and dressed in rags don’t want to hear someone read a list of propositional “good news.” They want to see the good news in action. The church doesn’t hold revival meetings and call it a day — we feed the hungry, clothe the naked, dig wells, and staff medical clinics. Social action isn’t an optional part of evangelism; it is evangelism. This is an important correction to the overspirituality that dominated evangelical Christianity just a generation ago. But the both/and of holistic mission still misses the heart of Jesus if we don’t see that the church needs the poor as much as the poor need the church. Jesus didn’t embrace the poor only because he pitied them or because he knew he had the resources to help them. Jesus embraced the poor because they were rushing into the kingdom ahead of the scribes and Pharisees — those who called themselves God’s people. Jesus welcomed people who knew poverty because they were ready to receive what he had to offer. Religious people, he said, could learn something from them. Our spiritual lives are linked to the material conditions of our life. When we feel like we don’t need much materially, we often have trouble remembering why we need God. We comfortable Americans can go through an entire day without thinking of God. But Jesus gave the poor more than food to eat and relief from their sickness. He restored them to God’s beloved community.

Since the early 1990s, a shadow government has taken root along K Street, the Washington corridor that is home to block after stately block of law firms and lobbying offices. Over the years, this army of influence peddlers has gone well beyond the hunt for votes on Capitol Hill. Smart lobbyists know that it is not just the final vote on a bill that counts, but every step along the way. Business enjoys huge political advantages by having its lobbying agents meet day in and day out with key legislators and their staffs, either to kill bills or provisions in them that business considers hostile or to insert arcane subparagraphs that its lobbyists have drafted and tailored to specific corporate interests.

According to the Times notice, Mr. Bauman called his employees into a meeting and asked them to accept a 10 percent reduction in salary so that he wouldn’t have to fire anyone. They all agreed. Then he quietly decided to give up his personal salary until his company was back on safe ground. The only reason his staff found out was because the company bookkeeper told them. Bauman

What happens when you fully staff sales and marketing and you haven’t nailed who your customers are and why they should buy your product? Sales starts missing its numbers. The board gets concerned. The VP of Sales comes to a board meeting, still optimistic, and provides a set of reasonable explanations. The board raises a collective eyebrow. The VP goes back to the field and exhorts the troops to work harder.

Born in the East, and clothed in Oriental form and imagery, the Bible walks the ways of all the world with familiar feet, and enters land after land to find its own everywhere. It has learned to speak in hundreds of languages to the heart of man. It comes into the palace to tell the monarch that he is the servant of the Most High, and into the cottage to assure the peasant that he is the son of God. Children listen to its stories with wonder and delight, and wisemen ponder them as parables of life. It has a word of peace for the time of peril, the hour of darkness. Its oracles are repeated in the assembly of the people, and its counsels whispered in the ear of the lonely. The wise and the proud tremble at its warnings, but to the wounded and penitent it has a mother's voice. The wilderness and the solitary place have been made glad by it, and the fire on the hearth has lighted the reading of its well-worn pages. It has woven itself into our deepest affections, and colored our dearest dreams; so that love and friendship, sympathy and devotion, memory and hope, put on the beautiful garments of its treasured speech, breathing of frankincense and myrrh. Above the cradle and beside the grave its great words come to us uncalled. They fill our prayers with power larger than we know, and the beauty of them lingers in our ear long after the sermons which they have adorned have been forgotten. They return to us swiftly and quietly, like birds flying from far away. They surprise us with new meanings, like springs of water breaking forth from the mountain beside a long-forgotten path. They grow richer, as pearls do when they are worn near the heart. No man is poor or desolate who has this treasure for his own. When the landscape darkens and the trembling pilgrim comes to the valley named the shadow, he is not afraid to enter; he takes the rod and staff of Scripture in his hand; he says to friend and comrade, "Good-by, we shall meet again"; and comforted by that support, he goes toward the lonely pass as one who climbs through darkness into light.

A CEO calls her staff into the conference room on the eve of the launch of a major new initiative. They file in and take their seats around the table. She calls the meeting to attention and begins: “I have bad news. The project has failed spectacularly. Tell me what went wrong?” What?! But we haven’t even launched yet… That’s the point. The CEO is forcing an exercise in hind-sight—in advance. She is using a technique designed by psychologist Gary Klein known as a premortem.

ACEO calls her staff into the conference room on the eve of the launch of a major new initiative. They file in and take their seats around the table. She calls the meeting to attention and begins: “I have bad news. The project has failed spectacularly. Tell me what went wrong?” What?! But we haven’t even launched yet . . . That’s the point. The CEO is forcing an exercise in hindsight—in advance. She is using a technique designed by psychologist Gary Klein known as a premortem.

a counselor interrupted his meeting with faculty down the hall. "Frank, they need you," he said. "You need to go out there." Frank walked the hallway to the nave of the church, contemplating what to say. And again he faced the dilemma of how to act at the microphone. Several of his friends, and staff, too, had warned him not to cry again. "God, you're going to be in the national media," they said. "You can't show that, it's a sign of weakness." He had gotten away with it once, but the media would crucify him if they discovered he was buckling. The trauma specialists disagreed. These kids had been raised in a western mentality, they argued: real men fend for themselves; tears are for weaklings; therapy is a joke. "Frank, you are the key," one counselor advised him. "You're an emotional person, you need to show those emotions. If you try to hold your emotions inside, you're going to set the image for other people." The boys, in particular, would be watching him. DeAngelis felt. They were already dangerously bottled up. "Frank, they need to know it's all right to show emotion," the counselor said. "Give them that permission."... "I walked on that stage and I saw those kids cheering and the tears started coming down." This time he decided to address the tears. "Guys, trust me, now is not the time to show your manliness," he told them. "Emotion is emotion, and keeping it inside doesn't mean you're strong." That was the last time Mr. D worried about crying in public. p117-18

I was sorting stamps in the slotted drawer at the post office when Garnelle Fielding came in to send a little package to Wilbur. She said she’d gone and signed up for the WAFS, and her mother and daddy drove her down to Sweetwater to take a test at Avenger Field, where the government was training hundreds and hundreds of women to be pilots. Trouble was, she didn’t pass her physical because they said she was too short and too thin for the service. Her mother rushed her to a doctor in Toullange the next day and tried to get him to write her a letter so she could join the navy instead, but he wouldn’t do it. He told her the service was no place for a girl, and she’d be better off to wait home for someone brave to come marry her. Garnelle hung around until four o’clock when my hours were up, then walked with me to my house. “You should have seen my mother,” she said. “Better yet, you should have heard her. She fussed and fumed the whole way home about how women in her family had fought in every war this country has ever had, right up from loading muskets in the Revolution to she herself driving a staff car in North Carolina during the Great War. I tell you, she would have made a better recruiter than any of those movie star speeches I’ve ever heard. My mother doesn’t sell kisses in a low-cut basque. She preaches pure patriotism like an evangelist in a tent revival. If she’d had a tambourine, we could have stopped the car and held a meeting.” We laughed. “I’m still mad, though,” she said.

Several years ago I was lecturing in British Columbia. Dr [Simon] Wessely was speaking and he gave a thoroughly enjoyable lecture on M.E. and CFS. He had the hundreds of staff physicians laughing themselves silly over the invented griefs of the M.E. and CFS patients who according to Dr Wessely had no physical illness what so ever but a lot of misguided imagination. I was appalled at his sheer effectiveness, the amazing control he had over the minds of the staid physicians….His message was very clear and very simple. If I can paraphrase him: “M.E. and CFS are non-existent illnesses with no pathology what-so-ever. There is no reason why they all cannot return to work tomorrow. The next morning I left by car with my crew and arrived in Kelowna British Columbia that afternoon. We were staying at a patient’s house who had severe M.E. with dysautanomia and was for all purposes bed ridden or house bound most of the day. That morning she had received a phone call from her insurance company in Toronto. (Toronto is approximately 2742 miles from Vancouver). The insurance call was as follows and again I paraphrase: “Physicians at a University of British Columbia University have demonstrated that there is no pathological or physiological basis for M.E. or CFS. Your disability benefits have been stopped as of this month. You will have to pay back the funds we have sent you previously. We will contact you shortly with the exact amount you owe us”. That night I spoke to several patients or their spouses came up to me and told me they had received the same message. They were in understandable fear. What is important about this story is that at that meeting it was only Dr Wessely who was speaking out against M.E. and CFS and how … were the insurance companies in Toronto and elsewhere able to obtain this information and get back to the patients within a 24 hour period if Simon Wessely was not working for the insurance industry… I understand that it was also the insurance industry who paid for Dr Wessely’s trip to Vancouver.

Is all well with you? Is all well with your husband? Is all well with the child?’” And she answered, “All is well.” 27And when she came  r to the mountain to the man of God, she caught hold of his feet. And Gehazi came to push her away. But the man of God said, “Leave her alone, for she is in bitter distress, and the LORD has hidden it from me and has not told me.” 28Then she said, “Did I ask my lord for a son?  s Did I not say, ‘Do not deceive me?’” 29He said to Gehazi,  t “Tie up your garment and  u take my staff in your hand and go. If you meet anyone,  v do not greet him, and if anyone greets you, do

We decided to attend to our community instead of asking our community to attend the church.” His staff started showing up at local community events such as sports contests and town hall meetings. They entered a float in the local Christmas parade. They rented a football field and inaugurated a Free Movie Night on summer Fridays, complete with popcorn machines and a giant screen. They opened a burger joint, which soon became a hangout for local youth; it gives free meals to those who can’t afford to pay. When they found out how difficult it was for immigrants to get a driver’s license, they formed a drivers school and set their fees at half the going rate. My own church in Colorado started a ministry called Hands of the Carpenter, recruiting volunteers to do painting, carpentry, and house repairs for widows and single mothers. Soon they learned of another need and opened Hands Automotive to offer free oil changes, inspections, and car washes to the same constituency. They fund the work by charging normal rates to those who can afford it. I heard from a church in Minneapolis that monitors parking meters. Volunteers patrol the streets, add money to the meters with expired time, and put cards on the windshields that read, “Your meter looked hungry so we fed it. If we can help you in any other way, please give us a call.” In Cincinnati, college students sign up every Christmas to wrap presents at a local mall — ​no charge. “People just could not understand why I would want to wrap their presents,” one wrote me. “I tell them, ‘We just want to show God’s love in a practical way.’ ” In one of the boldest ventures in creative grace, a pastor started a community called Miracle Village in which half the residents are registered sex offenders. Florida’s state laws require sex offenders to live more than a thousand feet from a school, day care center, park, or playground, and some municipalities have lengthened the distance to half a mile and added swimming pools, bus stops, and libraries to the list. As a result, sex offenders, one of the most despised categories of criminals, are pushed out of cities and have few places to live. A pastor named Dick Witherow opened Miracle Village as part of his Matthew 25 Ministries. Staff members closely supervise the residents, many of them on parole, and conduct services in the church at the heart of Miracle Village. The ministry also provides anger-management and Bible study classes.

Walking into a bookshop is a depressing thing. It’s not the pretentious twats, browsing books as part of their desirable lifestyle. It’s not the scrubby members of staff serving at the counter: the pseudo-hippies and fucking misfits. It’s not the stink of coffee wafting out from somewhere in the building, a concession to the cult of the coffee bean. No, it’s the books. I could ignore the other shit, decide that maybe it didn’t matter too much, that when consumerism meets culture, the result is always going to attract wankers and everything that goes with them. But the books, no, they’re what make your stomach sink and that feeling of dark syrup on the brain descend. Look around you, look at the shelves upon shelves of books – for years, the vessels of all knowledge. We’re part of the new world now, but books persist. Cheap biographies, pulp fiction; glossy covers hiding inadequate sentiments. Walk in and you’re surrounded by this shit – to every side a reminder that we don’t want stimulation anymore, we want sedation. Fight your way through the celebrity memoirs, pornographic cook books, and cheap thrills that satisfy most and you get to the second wave of vomit-inducing product: offerings for the inspired and arty. Matte poetry books, classics, the finest culture can provide packaged and wedged into trendy coverings, kidding you that you’re buying a fashion accessory, not a book. But hey, if you can stomach a trip further into the shop, you hit on the meatier stuff – history, science, economics – provided they can stick ‘pop.’ in front of it, they’ll stock it. Pop. psychology, pop. art, pop. life. It’s the new world – we don’t want serious anymore, we want nuggets of almost-useful information. Books are the past, they’re on the out. Information is digital now; bookshops, they’re somewhere between gallery and museum.

13But he said, “Oh, my Lord, please send someone else.” 14Then the anger of the LORD was kindled against Moses and he said, “Is there not Aaron, your brother, the Levite? I know that he can speak well. Behold,  qhe is coming out to meet you, and when he sees you, he will be glad in his heart. 15 rYou shall speak to him and  sput the words in his mouth, and  pI will be with your mouth and with his mouth and will teach you both what to do. 16 tHe shall speak for you to the people, and he shall be your mouth, and  uyou shall be as God to him. 17And take in your hand  vthis staff, with which you shall do the signs.

The figure departs, swallowed by the night, the tap of staff against stone receding. In a rush of clarity Rune sees all the things the leper could not: the distant horizon where sea meets sky, the sky that suspends the moon, and the moon with the shawl of stars draped around it . . . He feels himself disappear in the capaciousness of the universe. He has become the sagging net, the blind leper who must sleep under the stars . . . In the immensity of the cosmos, Rune feels he himself is nothing, an illusion. The difference between him and the leper is no difference at all, they are just manifestations of the universal consciousness.

Right? Love those kids. There’s one hitch, though. Bill wants me to volunteer to talk to the staff about my experiences with homophobia. You know—because I’m such an expert.” I laugh just picturing it. “It’s going to be the shortest meeting ever.” “You want help?” I almost say no out of sheer habit. There’s that h-word again. But I stop myself just in time. “What do you mean?” I ask instead. “I could talk to them about what it was like being a gay hockey player when nobody knew. I spent my freshman year of college shitting bricks over what they might do to me if they knew. If it helps you and your boss, I’d show up and tell that story.

There’s a pizza place I want you to try, Ciccio’s. You heard of it?” “We can get good pizza on Fifth.” “No, you have to try this place, Matt. It’s phenomenal.” “What’s phenomenal, the pizza or the staff?” Since my divorce a few years ago, Scott—boss, friend, and eternal bachelor—had high hopes that I’d become his permanent wingman. It was impossible to talk him out of anything, especially when it involved women and food. “You got me. You have to see this girl. We’ll call it a work meeting. I’ll put it on the company card.” Scott was the type who talked about women a lot and about porn even more. He was severely out of touch with reality. “I’m sure this qualifies as sexual harassment somewhere.

ten years of living alone in the staff quarters and playing tour guide to the infrequent potential buyers who arrived by water taxi, a decade of weekly trips to Port Hardy for supplies, cleaning the hotel, mowing the grass, meeting with repairmen when necessary, reading in the afternoons, teaching himself to play piano on the abandoned Steinway in the lobby, walking to the village of Caiette for coffee with Melissa; ten years of wandering by himself in the forest, watching the first pale flowers push through dark earth in the springtime, swimming by the pier in the hottest days of summer and reading on a balcony under blankets in the clear autumn light, sitting alone in the lobby with the lights out for the thrill of winter storms.

Executives and managers need to consider how introverts—at least half of their employees—produce. Employees require energy to produce and, conveniently, introverts come with their own generators. Instead of trying to entertain us, mute the chatter and give us some space. Instead of rewarding the introvert with a party, give her a gift certificate to a restaurant, spa, bookstore, or coffeehouse. Instead of requiring attendance at a staff retreat, give introverted employees their assignments and send them to private cabins. Instead of insisting that introverts attend meetings, give us the option to submit written ideas. Employers are learning that, for many employees, less is more: less discussion, fewer meetings, and less so-called fun.

Seth and his co-workers were born imperialists, and so would pillage the city for tiny, cash-only ramen places or Thai restaurants that had a secret, ultra-authentic room behind the kitchen where the staff also ate and where they would insist on eating, too. They were the best and the only and the highest and the chef was trained in Beirut as a prisoner of war and the waitstaff had to get scuba training so that they could understand what it meant to touch pleasure and the restaurant itself used to be a church or a secret meeting place for the Illuminati or a Tibetan monastery that only the hottest, most favored Tibetans were invited to. It was not just about owning the city. It was about owning everything beneath and above and behind the city, too.

I continued to be fascinated by this weeping, and by all of womankind.  How is it that a woman lets a man go to Florence as he swears his love for her, saying that he will be back at daybreak the following day so the two can never again part, and while she doesn’t exactly swear a promise to be there to meet him at daybreak, she gives him all the reason in the world to make him believe that she will be there, her love and passion for him being so strong, her tears being so numerous.  Then finally the moment the hopeful gentleman leaves, the woman turns into a cold and calculating absconder who pays-off hotel staff-members with gold to make sure that they deceive the poor devil who will return at the point of day only to have his heart completely shattered

The British constitution was full of powers that existed, often for historical reasons, but were never used. Monarchs could theoretically refuse to sign Bills into law, for example, or declare war without the sanction of Parliament, but long before George VI’s time they did neither. Churchill’s ability as minister of defence to overrule the Chiefs of Staff, a prerogative he never exercised, was one of these. There were plenty of fraught meetings over the next five years, so tense that one can see where Churchill’s signet ring dug a groove into the arm of his chair in the Central War Rooms when he rubbed and thumped it, but they did not go beyond the bounds of acceptable disagreements among gentlemen (although the handsets of telephones regularly had to be changed as Churchill banged them on the desk when he got bad connections).

When Camilla and her husband joined Prince Charles on a holiday in Turkey shortly before his polo accident, she didn’t complain just as she bore, through gritted teeth, Camilla’s regular invitations to Balmoral and Sandringham. When Charles flew to Italy last year on a sketching holiday, Diana’s friends noted that Camilla was staying at another villa a short drive away. On her return Mrs Parker-Bowles made it quite clear that any suggestion of impropriety was absurd. Her protestations of innocence brought a tight smile from the Princess. That changed to scarcely controlled anger during their summer holiday on board a Greek tycoon’s yacht. She quietly simmered as she heard her husband holding forth to dinner-party guests about the virtues of mistresses. Her mood was scarcely helped when, later that evening, she heard him chatting on the telephone to Camilla. They meet socially on occasion but, there is no love lost between these two women locked into an eternal triangle of rivalry. Diana calls her rival “the rotweiller” while Camilla refers to the Princess as that “ridiculous creature”. At social engagements they are at pains to avoid each other. Diana has developed a technique in public of locating Camilla as quickly as possible and then, depending on her mood, she watches Charles when he looks in her direction or simply evades her gaze. “It is a morbid game,” says a friend. Days before the Salisbury Cathedral spire appeal concert Diana knew that Camilla was going. She vented her frustration in conversations with friends so that on the day of the event the Princess was able to watch the eye contact between her husband and Camilla with quiet amusement. Last December all those years of pent-up emotion came flooding out at a memorial service for Leonora Knatchbull, the six-year-old daughter of Lord and Lady Romsey, who tragically died of cancer. As Diana left the service, held at St James’s Palace, she was photographed in tears. She was weeping in sorrow but also in anger. Diana was upset that Camilla Parker Bowles who had only known the Romseys for a short time was also present at such an intimate family service. It was a point she made vigorously to her husband as they travelled back to Kensington Palace in their chauffeur-driven limousine. When they arrived at Kensington Palace the Princess felt so distressed that she ignored the staff Christmas party, which was then in full swing, and went to her sitting-room to recover her composure. Diplomatically, Peter Westmacott, the Wales’s deputy private secretary, sent her avuncular detective Ken Wharfe to help calm her.

From around the periphery of the city the Marine battalion staffs arrived in small clusters of Humvees and LAVs, dismounting outside the walls of the MEF, striding in tight groups through the makeshift plywood door into the alcove of the stone mansion that served as the regi-mental HQ, draping their ceramic armor vests and Kevlar helmets over the wooden racks that lined the wall outside the conference room. Several carried M4 carbines or M16s, while others wore pistols on their hips or in shoulder holsters. It was like a meeting of knights in the fifteenth century—large, purposeful men neatly arraying their armor before sitting down at the banquet table to discuss the business of making war. The mood was upbeat, with many smiles exchanged. The dickering was over. It was time to finish the task. They stood talking until Col Toolan strode in; then they took seats around a long, square table with a huge photomap of Fallujah on the wall.

Anderson!" he snapped murderously, "if you can tear your attention from Miss Danner's bust, the rest of us will be able to finish this meeting." Lauren flushed a vivid pink, but the elderly Anderson turned a purple hue that might be indicative of an impending stroke. As soon as the last staff member had filed out of the conference room, Lauren ignored Mary's warning look and turned furiously on Nick. "I hope you're satisfied!" she hissed furiously. "You not only humiliated me, you nearly gave that poor old man a heart attack.What do you plan to do for an encore?" "Fire the first woman who opens her mouth," Nick retorted coldly. He walked around her and strode out of the conference room. Outraged past all reason, Lauren started after him, but Mary stopped her. "Don't argue with him," she said, gazing after Nick with a beatific smile on her face. She looked as if she had just witnessed a miracle. "In his present mood he'd fire you, and he'd regret that for the rest of his life.

OBAMA WENT THROUGH STAGES. That first day, I was in multiple meetings where he tried to lift everyone’s spirits. That evening, he interrupted the senior staff meeting in Denis McDonough’s office and gave a version of the speech that I’d now heard three times as we all sat there at the table. He was the only one standing. It was both admirable and heartbreaking watching him take everything in stride, working—still—to lift people’s spirits. When he was done, I spoke first. “It says a lot about you,” I said, “that you’ve spent the whole day trying to buck the rest of us up.” People applauded. Obama looked down. On the Thursday after the election, he had a long, amiable meeting with Trump. It left him somewhat stupefied. Trump had repeatedly steered the conversation back to the size of his rallies, noting that he and Obama could draw big crowds but Hillary couldn’t. He’d expressed openness to Obama’s arguments about healthcare, the Iran deal, immigration. He’d asked for recommendations for staff. He’d praised Obama publicly when the press was there. Afterward, Obama called a few of us up to the Oval Office to recap. “I’m trying to place him,” he said, “in American history.” He told us Trump had been perfectly cordial, but he’d almost taken pride in not being attached to a firm position on anything. “He peddles bullshit. That character has always been a part of the American story,” I said. “You can see it right back to some of the characters in Huckleberry Finn.” Obama chuckled. “Maybe that’s the best we can hope for.” In breaks between meetings in the coming days, he expressed disbelief that the election had been lost. With unemployment at 5 percent. With the economy humming. With the Affordable Care Act working. With graduation rates up. With most of our troops back home. But then again, maybe that’s why Trump could win. People would never have voted for him in a crisis. He kept talking it out, trying on different theories. He chalked it up to multiple car crashes at once. There was the letter from Comey shortly before the election, reopening the investigation into Clinton’s email server. There was the steady release of Podesta emails from Wikileaks through October. There was a rabid right-wing propaganda machine and a mainstream press that gorged on the story of Hillary’s emails, feeding Trump’s narrative of corruption.

Pixie was still looking a little shell-shocked when they walked over to the desk. “This is Pixie, our studio manager. She’ll take your details when you’re ready.” “Hey, Pixie, pleased to meet you.” Trent had never seen Pixie so inanimate. She didn’t move to take the hand Dred had offered. “Pix?” Trent smirked as she quickly collected herself with a shake of her head, reaching her hand out. “Sorry. Miles away. Welcome to Second Circle.” “Nice tattoo you got there, Pixie. What are those?” “Flowers,” she mumbled. What the hell was up with Pixie? They’d had famous people in the studio before. Dred laughed. “I can see that. I was curious what kind.” The phone rang and Pixie jumped all over it, effectively cutting Dred off. “Sorry,” Trent apologized. “Fortunately, we’re generally pretty busy here. Want to take a seat and we can figure out what you’re looking for?” Trent started to walk to one of the beds toward the back of the studio. “We have a setup in the room back here if you want a bit more privacy.” Realizing Dred was no longer with him, he turned to see him still staring at Pixie’s back. “Hey dude,” he whispered, “we charge extra for checking out the staff’s asses.” “What? Oh … right, yeah. How much? I’d definitely pay extra for a closer view.

McMaster said he had been completely in the dark about this. The secretary of state had not consulted or even informed him in advance. He had learned from press reports! In a news conference in Qatar, Tillerson had said the agreement “represents weeks of intensive discussions” between the two governments so it had been in the works for a while. Porter said Tillerson had not gone through the policy process at the White House and had not involved the president either. Clearly Tillerson was going off on his own. “It is more loyal to the president,” McMaster said, “to try to persuade rather the circumvent.” He said he carried out direct orders when the president was clear, and felt duty bound to do so as an Army officer. Tillerson in particular did not. “He’s such a prick,” McMaster said. “He thinks he’s smarter than anyone. So he thinks he can do his own thing.” In his long quest to bring order to the chaos, Priebus arranged for each of the key cabinet members to regularly check in. Tillerson came to his office at 5:15 p.m. on Tuesday, July 18. McMaster had not been invited but joined the meeting anyway. He took a seat at the conference table. The national security adviser’s silent presence was ominous and electric. Tell me, Priebus asked Tillerson, how are things going? Are you on track to achieve your primary objectives? How is the relationship between the State Department and the White House? Between you and the president? “You guys in the White House don’t have your act together,” Tillerson said, and the floodgates gushed open. “The president can’t make a decision. He doesn’t know how to make a decision. He won’t make a decision. He makes a decision and then changes his mind a couple of days later.” McMaster broke his silence and raged at the secretary of state. “You don’t work with the White House,” McMaster said. “You never consult me or anybody on the NSC staff. You blow us off constantly.” He cited examples when he tried to set up calls or meetings or breakfasts with Tillerson. “You are off doing your own thing” and communicate directly with the president, Mattis, Priebus or Porter. “But it’s never with the National Security Council,” and “that’s what we’re here to do.” Then he issued his most dramatic charge. “You’re affirmatively seeking to undermine the national security process.” “That’s not true,” Tillerson replied. “I’m available anytime. I talk to you all the time. We just had a conference call yesterday. We do these morning calls three times a week. What are you talking about, H.R.? I’ve worked with you. I’ll work with anybody.” Tillerson continued, “I’ve also got to be secretary of state. Sometimes I’m traveling. Sometimes I’m in a different time zone. I can’t always take your calls.” McMaster said he consulted with the relevant assistant secretaries of state if the positions were filled. “I don’t have assistant secretaries,” Tillerson said, coldly, “because I haven’t picked them, or the ones that I have, I don’t like and I don’t trust and I don’t work with. So you can check with whoever you want. That has no bearing on me.” The rest of the State Department didn’t matter; if you didn’t go through him, it didn’t count.

When the pandemic started, most of the other medical practices in the Detroit area shut down, Dr. David Brownstein told me. “I had a meeting with my staff and my six partners. I told them, ‘We are going to stay open and treat COVID.’ They wanted to know how. I said, ‘We’ve been treating viral diseases here for twenty-five years. COVID can’t be any different.’ In all that time, our office had never lost a single patient to flu or flu-like illness. We treated people in their cars with oral vitamins A, C, and D, and iodine. We administered IV solution outside all winter with IV hydrogen peroxide and vitamin C. We’d have them put their butts out the car window and shot them up with intramuscular ozone. We nebulized them with hydrogen peroxide and Lugol’s iodine. We only rarely used ivermectin and hydroxychloroquine. We treated 715 patients and had ten hospitalizations and no deaths. Early treatment was the key. We weren’t allowed to talk about it. The whole medical establishment was trying to shut down early treatment and silence all the doctors who talked about successes. A whole generation of doctors just stopped practicing medicine. When we talked about it, the whole cartel came for us. I’ve been in litigation with the Medical Board for a year. When we posted videos from some of our recovered patients, they went viral. One of the videos had a million views. FTC filed a motion against us, and we had to take everything down.” In July 2020, Brownstein and his seven colleagues published a peer-reviewed article describing their stellar success with early treatment. FTC sent him a letter warning him to take it down. “No one wanted Americans to know that you didn’t have to die from COVID. It’s 100 percent treatable,” says Dr. Brownstein. “We proved it. No one had to die.

Mattis and Gary Cohn had several quiet conversations about The Big Problem: The president did not understand the importance of allies overseas, the value of diplomacy or the relationship between the military, the economy and intelligence partnerships with foreign governments. They met for lunch at the Pentagon to develop an action plan. One cause of the problem was the president’s fervent belief that annual trade deficits of about $500 billion harmed the American economy. He was on a crusade to impose tariffs and quotas despite Cohn’s best efforts to educate him about the benefits of free trade. How could they convince and, in their frank view, educate the president? Cohn and Mattis realized they were nowhere close to persuading him. The Groundhog Day–like meetings on trade continued and the acrimony only grew. “Let’s get him over here to the Tank,” Mattis proposed. The Tank is the Pentagon’s secure meeting room for the Joint Chiefs of Staff. It might focus him. “Great idea,” Cohn said. “Let’s get him out of the White House.” No press; no TVs; no Madeleine Westerhout, Trump’s personal secretary, who worked within shouting distance of the Oval Office. There wouldn’t even be any looking out the window, because there were no windows in the Tank. Getting Trump out of his natural environment could do the trick. The idea was straight from the corporate playbook—a retreat or off-site meeting. They would get Trump to the Tank with his key national security and economic team to discuss worldwide strategic relations. Mattis and Cohn agreed. Together they would fight Trump on this. Trade wars or disruptions in the global markets could savage and undermine the precarious stability in the world. The threat could spill over to the military and intelligence community. Mattis couldn’t understand why the U.S. would want to pick a fight with allies, whether it was NATO, or friends in the Middle East, or Japan—or particularly with South Korea.

Two nights after the Chaworth ball, Gabriel practiced at the billiards table in the private apartments above Jenner's. The luxurious rooms, which had once been occupied by his parents in the earlier days of their marriage, were now reserved for the convenience of the Challon family. Raphael, one of his younger brothers, usually lived at the club, but at the moment was on an overseas trip to America. He'd gone to source and purchase a large quantity of dressed pine timber on behalf of a Challon-owned railway construction company. American pine, for its toughness and elasticity, was used as transom ties for railways, and it was in high demand now that native British timber was in scarce supply. The club wasn't the same without Raphael's carefree presence, but spending time alone here was better than the well-ordered quietness of his terrace at Queen's Gate. Gabriel relished the comfortably masculine atmosphere, spiced with scents of expensive liquor, pipe smoke, oiled Morocco leather upholstery, and the acrid pungency of green baize cloth. The fragrance never failed to remind him of the occasions in his youth when he had accompanied his father to the club. For years, the duke had gone almost weekly to Jenner's to meet with managers and look over the account ledgers. His wife Evie had inherited it from her father, Ivo Jenner, a former professional boxer. The club was an inexhaustible financial engine, its vast profits having enabled the duke to improve his agricultural estates and properties, and accumulate a sprawling empire of investments. Gaming was against the law, of course, but half of Parliament were members of Jenner's, which had made it virtually exempt from prosecution. Visiting Jenner's with his father had been exciting for a sheltered boy. There had always been new things to see and learn, and the men Gabriel had encountered were very different from the respectable servants and tenants on the estate. The patrons and staff at the club had used coarse language and told bawdy jokes, and taught him card tricks and flourishes. Sometimes Gabriel had perched on a tall stool at a circular hazard table to watch high-stakes play, with his father's arm draped casually across his shoulders. Tucked safely against the duke's side, Gabriel had seen men win or lose entire fortunes in a single night, all on the tumble of dice.

When people start the journey towards wholeness, the pilgrimage to the promised land, there is a moment when their deepest being is touched. They have a fundamental experience, as if the stone of their egoism has been struck by Moses' staff and water starts to spring from it, or as if the stone which was over the tomb has been lifted and the deep self is able to emerge. It is an experience - and perhaps only a very faint one - of rebirth, of liberation, of forgiveness, of wonder. It is a time of betrothal with the universe, with the light, with others and with God. It is an experience of life in which we realize that we are fundamentally one with the universe and with God, while at the same time entirely ourselves in the most alive, light-filled and profound sense. It is the discovery that we are a spring of eternal life. This experience at the start of our pilgrimage is like a foretaste of the end, like the kiss which is the foretaste of marriage. This is the call. It guides our steps in revealing our final destiny. There is nothing more deeply personal than this moment of wonder. But it happens very often in a given context. It may be a meeting with a poor person, whose call awakens a response in us; we discover that there is a living spring hidden deep within us. It may be during a visit to a community when we meet people who become models for us; in watching them and listening to them, we discover what we want to be - they reflect our own deepest self and we are mysteriously attracted to them. Or again, the call may be more secret, hidden in the depths of our heart, awakened perhaps by the Gospel or some other writing. It is hidden in our secret part; it makes us feel that we have glimpsed the promised land, found ourselves 'at home', found 'our place'. The experience is often such as to take someone into a community or change the orientation of their life. The experience can be like an explosion of life, a luminous moment, flooded with peace, tranquility and light. Or it can be more humble - a touch of peace, a feeling of well-being, of being in 'one's place' and with people for whom one was made. The experience gives a new hope; it is possible to keep walking because we have glimpsed something beyond the material world and beyond human limitations. We have glimpsed the possibility of happiness. We have glimpsed 'heaven'. The experience has opened our deepest being. Later, once we are in community and on our journey, clouds can obscure the sun and that deepest self can seem to be shut away again. But, nevertheless, the first experience stays hidden in the heart's memory. We know from then on that our deepest life is light and love, and that we must go on walking through the desert and the night of faith because we have had, at one moment, the revelation of our vocation.

He ran long at the White House, and arrived late to his next meeting with Hillary Clinton, Jake Sullivan and Frank Ruggiero—their first major strategy session on Taliban talks after the secret meeting with A-Rod. She was waiting in her outer office, a spacious room paneled in white and gilt wood, with tasseled blue and pink curtains and an array of colorfully upholstered chairs and couches. In my time reporting to her later, I only ever saw Clinton take the couch, with guests of honor in the large chair kitty-corner to her. She’d left it open for him that day. “He came rushing in. . . . ” Clinton later said. “And, you know, he was saying ‘oh I’m so sorry, I’m so sorry.’ ” He sat down heavily and shrugged off his coat, rattling off a litany of his latest meetings, including his stop-in at the White House. “That was typical Richard. It was, like, ‘I’m doing a million things and I’m trying to keep all the balls in the air,’ ” she remembered. As he was talking, a “scarlet red” flush went up his face, according to Clinton. He pressed his hands over his eyes, his chest heaving. “Richard, what’s the matter?” Clinton asked. “Something horrible is happening,” he said. A few minutes later, Holbrooke was in an ambulance, strapped to a gurney, headed to nearby George Washington University Hospital, where Clinton had told her own internist to prepare the emergency room. In his typically brash style, he’d demanded that the ambulance take him to the more distant Sibley Memorial Hospital. Clinton overruled him. One of our deputies on the SRAP team, Dan Feldman, rode with him and held his hand. Feldman didn’t have his BlackBerry, so he scrawled notes on a State Department expense form for a dinner at Meiwah Restaurant as Holbrooke dictated messages and a doctor assessed him. The notes are a nonlinear stream of Holbrooke’s indomitable personality, slashed through with medical realities. “Call Eric in Axelrod’s office,” the first read. Nearby: “aortic dissection—type A . . . operation risk @ > 50 percent”—that would be chance of death. A series of messages for people in his life, again interrupted by his deteriorating condition: “S”—Secretary Clinton—“why always together for medical crises?” (The year before, he’d been with Clinton when she fell to the concrete floor of the State Department garage, fracturing her elbow.) “Kids—how much love them + stepkids” . . . “best staff ever” . . . “don’t let him die here” . . . “vascular surgery” . . . “no flow, no feeling legs” . . . “clot” . . . and then, again: “don’t let him die here want to die at home w/ his fam.” The seriousness of the situation fully dawning on him, Holbrooke turned to job succession: “Tell Frank”—Ruggiero—“he’s acting.” And finally: “I love so many people . . . I have a lot left to do . . . my career in public service is over.” Holbrooke cracked wise until they put him under for surgery. “Get me anything you need,” he demanded. “A pig’s heart. Dan’s heart.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

THE INSTRUCTION OF PTAHHOTEP Instruction of the Mayor of the city, the Vizier Ptahhotep, under the Majesty of King Isesi, who lives for all eternity. The mayor of the city, the vizier Ptahhotep, said: O king, my lord! Age is here, old age arrived. Feebleness came, weakness grows, Childtike one sleeps all day. Eyes are dim, ears deaf. Strength is waning through weariness, The mouth, silenced, speaks not, The heart, void, recalls not the past, The bones ache throughout. Good has become evil, all taste is gone, What age does to people is evil in everything. The nose, clogged, breathes not, Painful are standing and sitting. May this servant be ordered to make a staff of old age, So as to teil him the words of those who heard, The ways of the ancestors, Who have listened to the gods. May such be done for you. So that strife may be banned from the people, And the Two Shores may serve you! Said the majesty of this god: Instruct him then in the sayings of the past, May he become a model for the children of the great, May obedience enter him, And the devotion of him who speaks to him, No one is born wise. Beginning of the formulations of excellent discourse spoken by the Prince, Count, God's Father, God's beloved, Eldest Son of the King, of his body, Mayor of the city and Vizier, Ptahhotep, in instructing the ignorant in knowledge and in the standard of excellent discourse, as profit for him who will hear, as woe to him who would neglect them. He spoke to his son: Don’t be proud of your knowledge. Consult the ignorant and the wise; The limits of art are not reached, No artist’s skills are perfect; Good speech is more hidden than greenstone, Yet may be found among maids at the grindstones. If you meet a disputant in action, A powerful man, superior to you. Fold your arms, bend your back, To flout him will not make him agree with you. Make little of the evil speech By not opposing him while he's in action; He will be called an ignoramus, Your self-control will match his pile (of words). If you meet a disputant in action Who is your equal, on your level, You will make your worth exceed his by silence, While he is speaking evilly, There will be much talk by the hearers. Your name will be good in the mind of the magistrates. If you meet a disputant in action, A poor man, not your equal. Do not attack him because he is weak, Let him alone, he will confute himself. Do not answer him to relieve your heart, Do not vent yourself against your opponent, Wretched is he who injures a poor man, One will wish to do what you desire. You will beat him through the magistrates’ reproof. If you are a man who leads, Who controls the affairs of the many, Seek out every beneficent deed, That your conduct may be blameless. Great is justice, lasting in effect, Unchallenged since the time of Osiris. One punishes the transgressor of laws, Though the greedy overlooks this; Baseness may seize riches, Yet crime never lands its wares; In the end it is justice that lasts, Man says: “It is my father's ground.” Do not scheme against people, God punishes accordingly: If a man says: “I shall live by it,” He will lack bread for his mouth. If a man says: “I shall be rich' He will have to say: “My cleverness has snared me.” If he says: “I will snare for myself,” He will be unable to say: “I snared for my profit.” If a man says: "I will rob someone,” He will end being given to a stranger. People’s schemes do not prevail, God’s command is what prevails; Live then in the midst of peace, What they give comes by itself.

You’re going to do great,” Lizzy said as they reached the mini Tiki bar. The air was cool in the high fifties and the scent of various meats on the grill filled the air. Even though they’d had the party catered, apparently Grant had insisted on grilling some things himself. “I wouldn’t have recommended you apply for it otherwise.” Athena ducked behind the bar and grinned at the array of bottles and other garnishes. She’d been friends with Lizzy the past couple months and knew her friend’s tastes by now. As she started mixing up their drinks she said, “If I fail, hopefully they won’t blame you.” Lizzy just snorted but eyed the drink mix curiously. “Purple?” “Just wait. You’ll like it.” She rolled the rims of the martini glasses in sugar as she spoke. “Where’d you learn to do this?” “I bartended a little in college and there were a few occasions on the job where I had to assist because staff called out sick for an event.” There’d been a huge festival in Madrid she’d helped out with a year ago where three of the staff had gotten food poisoning, so in addition to everything else she’d been in charge of, she’d had to help with drinks on and off. That had been such a chaotic, ridiculous job. “At least you’ll have something to fall back on if you do fail,” Lizzy teased. “I seriously hope not.” She set the two glasses on the bar and strained the purple concoction into them. With the twinkle lights strung up around the lanai and the ones glittering in the pool, the sugar seemed to sparkle around the rim. “This is called a wildcat.” “You have to make me one of those too!” The unfamiliar female voice made Athena look up. Her eyes widened as her gaze locked with Quinn freaking Brody, the too-sexy-man with an aversion to virgins. He was with the tall woman who’d just asked Athena to make a drink. But she had eyes only for Quinn. Her heart about jumped out of her chest. What was he doing here of all places? At least he looked just as surprised to see her. She ignored him because she knew if she stared into those dark eyes she’d lose the ability to speak and then she’d inevitably embarrass herself. The tall, built-like-a-goddess woman with pale blonde hair he was with smiled widely at Athena. “Only if you don’t mind,” she continued, nodding at the drinks. “They look so good.” “Ah, you can have this one. I made an extra for the lush here.” She tilted her head at Lizzy with a half-smile. Athena had planned to drink the second one herself but didn’t trust her hands not to shake if she made another. She couldn’t believe Quinn was standing right in front of her, looking all casual and annoyingly sexy in dark jeans and a long-sleeved sweater shoved up to his elbows. Why did his forearms have to look so good? “Ha, ha.” Lizzy snagged her drink as Athena stepped out from behind the bar. “Athena, this is Quinn Brody and Dominique Castle. They both work for Red Stone but Dominique is almost as new as you.” Forcing a smile on her face, Athena nodded politely at both of them—and tried to ignore the way Quinn was staring at her. She’d had no freaking idea he worked for Red Stone. He looked a bit like a hungry wolf. Just like on their last date—two months ago. When he’d decided she was too much trouble, being a virgin and all. Jackass. “It’s so nice to meet you both.” She did a mental fist pump when her voice sounded normal. “I promised Belle I’d help out inside but I hope to see you both around tonight.” Liar, liar. “Me too. Thanks again for the drink,” Dominique said cheerfully while Lizzy just gave Athena a strange look. Athena wasn’t sure what Quinn’s expression was because she’d decided to do the mature thing—and studiously ignore him.

And indeed at the hotel where I was to meet Saint-Loup and his friends the beginning of the festive season was attracting a great many people from near and far; as I hastened across the courtyard with its glimpses of glowing kitchens in which chickens were turning on spits, pigs were roasting, and lobsters were being flung alive into what the landlord called the ‘everlasting fire’, I discovered an influx of new arrivals (worthy of some Census of the People at Bethlehem such as the Old Flemish Masters painted), gathering there in groups, asking the landlord or one of his staff (who, if they did not like the look of them; would recommend accommodation elsewhere in the town) for board and lodging, while a kitchen-boy passed by holding a struggling fowl by its neck. Similarly, in the big dining-room, which I had passed through on my first day here on my way to the small room where my friend awaited me, one was again reminded of some Biblical feast, portrayed with the naïvety of former times and with Flemish exaggeration, because of the quantity of fish, chickens, grouse, woodcock, pigeons, brought in garnished and piping hot by breathless waiters who slid along the floor in their haste to set them down on the huge sideboard where they were carved immediately, but where – for many of the diners were finishing their meal as I arrived – they piled up untouched; it was as if their profusion and the haste of those who carried them in were prompted far less by the demands of those eating than by respect for the sacred text, scrupulously followed to the letter but naïvely illustrated by real details taken from local custom, and by a concern, both aesthetic and devotional, to make visible the splendour of the feast through the profusion of its victuals and the bustling attentiveness of those who served it. One of them stood lost in thought by a sideboard at the end of the room; and in order to find out from him, who alone appeared calm enough to give me an answer, where our table had been laid, I made my way forward through the various chafing-dishes that had been lit to keep warm the plates of latecomers (which did not prevent the desserts, in the centre of the room, from being displayed in the hands of a huge mannikin, sometimes supported on the wings of a duck, apparently made of crystal but actually of ice, carved each day with a hot iron by a sculptor-cook, in a truly Flemish manner), and, at the risk of being knocked down by the other waiters, went straight towards the calm one in whom I seemed to recognize a character traditionally present in these sacred subjects, since he reproduced with scrupulous accuracy the snub-nosed features, simple and badly drawn, and the dreamy expression of such a figure, already dimly aware of the miracle of a divine presence which the others have not yet begun to suspect. In addition, and doubtless in view of the approaching festive season, the tableau was reinforced by a celestial element recruited entirely from a personnel of cherubim and seraphim. A young angel musician, his fair hair framing a fourteen-year-old face, was not playing any instrument, it is true, but stood dreaming in front of a gong or a stack of plates, while less infantile angels were dancing attendance through the boundless expanse of the room, beating the air with the ceaseless flutter of the napkins, which hung from their bodies like the wings in primitive paintings, with pointed ends. Taking flight from these ill-defined regions, screened by a curtain of palms, from which the angelic waiters looked, from a distance, as if they had descended from the empyrean, I squeezed my way through to the small dining-room and to Saint-Loup’s table.

My typical day began at five o'clock in the morning when I would finish reading scripts by the side of Rebecca's bed until she woke up at seven. It was thrilling to find a script that I loved, something I desperately wanted to make. And when I found one, my day was made by seven A.M. If I didn't have a script to finish, I had notes to make on those I had read. And if I'd finished my notes, I went downstairs to exercise. After mornings with Rebecca, I'd arrive at the office at nine-thirty. The phone calls had started long before I got there. By ten o'clock I was in a staff meeting, and depending on the day of the week, it was either a production, marketing/distribution or business-affairs meeting. By eleven-thirty, I might be in a meeting with an executive about a particular movie or problem. By twelve, I was meeting with a director I was trying to seduce back to the studio. By twelve forty-five, I'd get in my car and drive across town to a lunch meeting with an agent, a producer, a writer or a movie star. While driving, I'd start to return the phone calls that had started before I ever arrived at my office. At two-thirty, I was back in the car, returning more phone calls, the calls from early morning, from mid-morning, plus East Coast and Europe calls that came in during lunch. At two forty-five, I was back in the office. Inevitably, there were people waiting to see me, executives with personal problems, political problems, and/or production problems. In between, I returned and made more phone calls. At three-thirty, there could be a meeting with someone I was trying to bring to the studio. At four-thirty, there was a script meeting with an executive, writer, producer and/or director. At five o'clock, there were selected dailies of the movies we were shooting. And if I hadn't finished watching them by six-thirty, the rest were put on tape for me to watch later at home. At six-thirty, I'd jump into my car and return more phone calls on my drive home. The call sheet numbered one hundred to one hundred and fifty calls a day. And I always felt it was very important to return every call. The lesson here is people remember when you don't call them back. I'd go home to be with Rebecca. If I didn't have a business dinner or a sneak preview of one of our movies, I had to go to a black-tie event. There was at least one of them a week, honoring someone from our industry. I went out of respect for the talent involved and my counterparts at the other studios. So Rebecca would keep me company while I washed off my makeup, put on new makeup, dressed in black tie, kissed her good-bye and shot out the door. That's where men really have it good: they just put on a tux and go. After I got home at ten-thirty, I would sit on the chair next to Rebecca's bed. Watching her sleep dissolved all the stress in my body. Then I would get up, either finish watching the dailies, or read a script, wash my face and fall into bed at eleven-thirty. But the part of my workday that made me the happiest was when I was closest to the actual making of a movie.

DEVOTION TO GOD’S KINGDOM OVER SELF OR TRIBE ENABLES SACRIFICE People in a church with movement dynamics put the vision ahead of their own interests and needs. What matters to the members and staff is not their own individual interests, power, and perks, but the fulfillment of the vision. They want to see it realized through them, and this satisfaction is their main compensation. The willingness to sacrifice on the part of workers and members is perhaps the key practical index of whether you have become a movement or have become institutionalized. Members of a church with movement dynamics tend to be more self-motivated and need less direct oversight. They are self-starters. How does this happen? Selfless devotion is not something that leaders can create — indeed, it would be dangerous emotional manipulation to try to bring this about directly. Only leaders who have the vision and devotion can kindle this sacrificial spirit in others. A dynamic Christian movement convinces its people — truthfully — that they are participating in God’s redemptive plan in a profoundly important and practical way. Participants say things like, “I’ve never felt more useful to the Lord and to others.” Church meetings in movement-oriented churches feel deeply spiritual. There is much more “majoring in the majors” — the cross, the Spirit, the grace of Jesus. People spend more time in worship and prayer.

Eight months [after 9/11], after the most intensive international investigation in history, the head of the Federal Bureau of Investigation informed the press that they still didn't know who did it. He said they had suspicions. The suspicions were that the plot was hatched in Afghanistan but implemented in Germany and the United Arab Emirates, and, of course, in the United States. After 9/11, Bush II essentially ordered the Taliban to hand over Osama bin Laden, and they temporized. They might have handed him over, actually. They asked for evidence that he was involved in the attacks of 9/11. And, of course, the government, first of all, couldn't given them any evidence because they didn't have any. But secondly, they reacted with total contempt. How can you ask us for evidence if we want you to hand somebody over? What lèse-majesté is this? So Bush simply informed the people of Afghanistan that we're going to bomb you until the Taliban hand over Osama bin Laden. He said nothing about overthrowing the Taliban. That came three weeks later, when British admiral Michael Boyce, the head of the British Defense Staff, announced to the Afghans that we're going to continue bombing you until you overthrow your government. This fits the definition of terrorism exactly, but it's much worse. It's aggression. How did the Afghans feel about it? We actually don't know. There were leading Afghan anti-Taliban activists who were bitterly opposed to the bombing. In fact, a couple of weeks after the bombing started, the U.S. favorite, Abdul Haq, considered a great martyr in Afghanistan, was interviewed about this. He said that the Americans are carrying out the bombing only because they want to show their muscle. They're undermining our efforts to overthrow the Taliban from within, which we can do. If, instead of killing innocent Afghans, they help us, that's what will happen. Soon after that, there was a meeting in Peshawar in Pakistan of a thousand tribal leaders, some from Afghanistan who trekked across the border, some from Pakistan. They disagreed on a lot of things, but they were unanimous on one thing: stop the bombing. That was after about a month. Could the Taliban have been overthrown from within? It's very likely. There were strong anti-Taliban forces. But the United States didn't want that. It wanted to invade and conquer Afghanistan and impose its own rule. ...There are geostrategic reasons. They're not small. How dominant they are in the thinking of planners we can only speculate. But there is a reason why everybody has been invading Afghanistan since Alexander the Great. The country is in a highly strategic position relative to Central Asian, South Asia, and the Middle East. There are specific reasons in the present case having to do with pipeline projects, which are in the background. We don't know how important these considerations are, but since the 1990s the United States has been trying hard to establish the Trans-Afghanistan Pipeline (TAPI)from Turkmenistan, which has a huge amount of natural gas, to India. It has to go through Kandahar, in fact. So Turkmenistan, Afghanistan, Pakistan, and India are all involved. The United States wants the pipeline for two reasons. One reason is to try to prevent Russia from having control of natural gas. That's the new "great game": Who controls Central Asian resources? The other reason has to do with isolating Iran. The natural way to get the energy resources India needs is from Iran, a pipeline right from Iran to Pakistan to India. The United States wants to block this from happening in the worst way. It's a complicated business. Pakistan has just agreed to let the pipeline run from Iran to Pakistan. The question is whether India will try to join in. The TAPI pipeline would be a good weapon to try to undercut that.

Lastly the corporate office design Gauteng will also require to be planned with particular furniture and tools requirements in mind. It is also important to consideration on sufficient working spaces. Interior office design has turned a little more complex as compare than interior design for residential assignments. This article is all about corporate interiors and project management Gauteng. Interior Office design Floor plans The interior floor plan for an office is first task for space planning. It require skill as well as good creativity for problem solving ability but also special facts of building sets as well as information of the company's needs who will dwell there, normally known as the client as well as tenant. Here the floor plan layout requires to meet all the companies obligations such as how many offices, meeting rooms and storage areas among others and also forces with the applicable regulations as well as standards. The floor plan will also include office designs for different technical and engineering services which include: • Electrical plans for lighting and power • Services designs for Emergency such as exit signs, emergency lighting and mass departure warning methods • Designs related to communications services including phones and computers • Designs related to Fire sprinklers of fire recognition systems and also flames hose reels • Air conditioning Designs • Plumbing services Designs • Designs for safety and entry control systems The corporate interiors and project management needs to be planned with keeping in mind not only all the standards necessary but also the needs of the client's requirements. Office re fit is a general good design perform for work flow and helpful working environments. • Finding the amount of offices, conference rooms and release plan workstations obligatory by the client. • Finding sufficient normal facilities which include storage areas, filing areas, printing areas, and staff facilities including kitchens and toilet facilities. • Office layout for right sitting of offices and workstation work areas to take full advantage of entry to natural light. • Concern of main workflow spaces and flow corridors. • Site of public areas including the reception as well as meeting rooms to keep away from disturbance to the common office work areas. • Area of heavy load luggage compartment systems to make sure structural uprightness of the floor. • Right area for break out as well as staff relaxation areas. • Correct furniture and tools planning

We know and believe in our hearts that children become more engaged, motivated, and successful when they have choice over what they read, what they write, and the order in which they schedule their days. Nevertheless we have found it hard to give up being in control of their literacy choices. Then we think about our own need for choice. We realize we have much in common with our children. There are days when we come to school ready to settle in and get right down to business. Other days, working alone doesn't seem as enticing, so we collaborate with our teaching partners. Our needs tend to dictate how we organize our time and activities. If a quiet morning of preparation is interrupted by a staff meeting, our minds and bodies resist. We are motivated, engaged, and productive when we are in control of our schedules. We know the expectations of our jobs and want to be trusted to choose the order of our daily schedules and the approaches we take to meeting them. Why should our children feel any differently?

The CHP commissioner uttered those words before kicking off a five-hour meeting to talk about mental-health training for police. More then 100 experts and advocates, lawmakers and legislative staff, public health officials, family members and police officers from around the state gathered at the patrol’s North Sacramento headquarters.

Knowing one another and appreciating each person’s contributions grease the wheels of progress on a team. How do we know what makes each other tick? By taking time to hear each other’s stories. In staff meetings or during an hour over coffee, we can find out more about someone’s heart and experiences than we could learn in years of sitting in meetings together.

Shortly before the business channel launched, a young female Fox Business anchor went to meet with the staff of the New York Post’s business desk to brainstorm story ideas. “What do you know about business?” asked Roddy Boyd, a brash financial reporter who was then on staff at the Post. She told them her experience was in weather, but “I’m reading a lot. I know the Dow is up. I’m reading the blogs.” “Why’d they hire you?” Boyd asked. She smiled and shook her breasts.

Most businesspeople go to staff meetings. You have probably lived through hundreds of them, so you already know what their agenda is: Receive status updates, conduct administrivia, nap with eyes open, check email surreptitiously under the table, wonder what mistakes in life were made to warrant this torture.

FOCUSING TOO MUCH ON THE NUMBERS In the second example, I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result. Interestingly, I see this same problem play out in many consumer Internet startups. I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product. It’s important to supplement a great product vision with a strong discipline around the metrics, but if you substitute metrics for product vision, you will not get what you want.

There is no way an individual teacher has all the time, all the skills, and all the knowledge necessary to meet the individual needs of every child. Applying the formula for learning as an individual is nearly impossible. But collectively, the combined knowledge and skills of an entire staff can meet the learning needs of every child. Teachers must move beyond viewing students as “my kids” and “your kids” and instead regard all the students as “our kids.” This need for a collective effort is why we believe that RTI must be built upon professional learning community practices; the only way a school staff can achieve the mission of learning for all students is by working together (DuFour et al., 2010).

At its core, RTI is about creating a collective response when students need additional support, rather than leaving this response up to each individual teacher. This process is predicated on the staff having the time necessary to work together. When collaborative time is not embedded in the contract day, teachers are too often forced to make a choice between meeting the needs of their students at school and their children at home, or between making teaching their career and making it their entire life.

In my weekly staff meeting, I inserted an agenda item titled “What Are We Not Doing?

Great CEOs build exceptional strategies for gathering the required information continuously. They embed their quest for intelligence into all of their daily actions from staff meetings to customer meetings to one-on-ones. Winning strategies are built on comprehensive knowledge gathered in every interaction the CEO has with an employee, a customer, a partner, or an investor.