Talent Management Quotes

In most cases being a good boss means hiring talented people and then getting out of their way.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Be led by your talent, not by your self-loathing; those other things you just have to manage.

Evie replied with an eye-roll. “Do you think you can manage to not steal anything while I’m gone?” “The only thing I’m trying to steal is your heart, doll.” Sam smirked. “You’re not that talented a thief, Sam Lloyd.

She means well, but she always manages to do the wrong thing. She has a real talent for it.

you must get the right talent and set the proper expectations. If you don’t, you will pay for the job twice—through your employees’ time and your own.

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.

By the time I graduated, I knew that the confidence I’d managed to develop didn’t come from a perfect family or God-given talent. It came from personal accountability which brought me self respect, and self respect will always light a way forward.

It really is something ... that men disapprove even of our doing things that are patently good. Wouldn't it be possible for us just to banish these men from our lives, and escape their carping and jeering once and for all? Couldn't we live without them? Couldn't we earn our living and manage our affairs without help from them? Come on, let's wake up, and claim back our freedom, and the honour and dignity that they have usurped from us for so long. Do you think that if we really put our minds to it, we would be lacking the courage to defend ourselves, the strength to fend for ourselves, or the talents to earn our own living? Let's take our courage into our hands and do it, and then we can leave it up to them to mend their ways as much as they can: we shan't really care what the outcome is, just as long as we are no longer subjugated to them.

When it comes to your career, you must always try and allow the positive aspects of your character to dictate what happens to you. Be led by your talent, not by your self-loathing; those other things you just have to manage.

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

I don't waste food, water, money, time and talent.

Talented people are going to develop careers somewhere. How can you make sure it’s with you and your organization?

A baseball manager recognizes a nonphysical talent, hustle, as an essential gift of great players and great teams. It is the characteristic of running faster than necessary, moving sooner than necessary, trying harder than necessary. It is essential for great programming teams, too.

Any man who bears the ability of a polymath shall not be interfered by specialty, he needs discipline to manage his behaviors and nurture his creativity.

Confidence is the profound yet frequently overlooked dimension of development that boils down to trusting and appreciating one’s talents and abilities.

And it had left me with a certain skill for managing enraged werewolves, which was a good thing, my foster father had told me often enough, since I sure had a talent for enraging them.

But Aunt Habiba said not to worry, that everyone had wonderful things hidden inside. The only difference was that some managed to share those wonderful things, and others did not. Those who did not explore and share the precious gifts within went through life feeling miserable, sad, awkward with others, and angry too. You had to develop a talent, Aunt Habiba said, so that you could give something, share and shine. And you developed a talent by working very hard at becoming good at something. It could be anything - singing, dancing, cooking, embroidering, listening, looking, smiling, waiting, accepting, dreaming, rebelling, leaping. 'Anything you can do well can change your life', said Aunt Habiba.

The only possible failure would be never managing to find the right role or the right partners to help you realize that strength.

Most geniuses are geniuses because of the way they manage their natural talents. He was one because of the way he took advantage of the world's defects.

At least she speaks well,” his father said, sipping from his wine. Chaol clenched his free hand so hard his glove groaned. “Better than that other one—the swaggering assassin.” Yrene knew. All of it. She knew every scrap of history, knew whose note she carried in her locket. But it didn’t ease the blow, not as his father added, “Who, it turned out, is Queen of Terrasen.” A mirthless laugh. “What a prize you might have had then, my son, if you’d managed to keep her.” “Yrene is the finest healer of her generation,” Chaol said with deadly quiet. “Her worth is greater than any crown.” And in this war, it might very well be. “You don’t need to bother proving my value to him,” Yrene said, her icy eyes pinned on his father. “I know precisely how talented I am. I don’t require his blessing.

The Four Keys of Great Managers: 1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination." 2. "When setting expectations, they define the right outcomes ... not the right steps." 3. "When motivating someone, they focus on strengths ... not on weaknesses." 4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

To wake up every morning is miracle. To make a good use of every day is an appreciation of miracle. To waste the entire hours of each day is ungratefulness towards a miracle already given and received!

Unleash the potential that is in another and you unleash the potential that is in you.

For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic.

Don't hire someone whose values don't align with the companies values. They'll cost more than they're worth.

A good manager is always looking to cultivate talent in people, and a good manager is always looking to find employees doing something right so they can give compliments and encourage the team to keep doing the good things they're doing.

The Four Keys, select for talent, define the right outcomes, focus on strengths, find the right fit, reveal how they attack this goal.

Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy. I have a bunch

The timeless challenge in the real world is to help less-talented people transcend their limitations.

Strive to be a person of action, good deeds and a willing vessel of hope.

Micro-managing creativity kills it. To encourage creative brilliance, foster an atmosphere where it can thrive and then step out of the way and let it happen.

Resume's are incapable of holistically communicating a candidates value.

With young people you have to try to impart a sense of responsibility. If they can add greater awareness to their energy and their talents they can be rewarded with great careers.

Remember, before they promoted to the chair of CEO, they were the best employees of their companies.

It's well known that our inept homegrown police of all eras have always shown unerring taste in poets and writers - they always manage to kill the most talented and leave the most mediocre.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like. Keep everyone pushing and pushing toward the right-hand edge of the bell curve.

Perhaps you have been wondering about how you will win the tournaments of life. This is an important moment of your life. Just know where your goals are. Dress in the jersey of action and enter the game of vision! Work with your talents, skills, and tactics and with determination! Don’t commit any foul; don’t put yourself on an offside position. Be at the right place at the right time. Attack your failures and defend your goals; look up and watch the time because the whistle may blow at any time. Don’t waste the chances you get! Target the goals and with winning in focus, you will be there!

Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12. This is why businesses should invest in early education.

We are endowed with different kinds of gifts for different kinds of services.

Our attitudes are the wings on which our talent and careers fly or dive.

When you grow talent, you know the pain of wasting it.

Persistence is useful if you are trying to learn a new skill or acquire particular knowledge...but persistence directed primarily toward your non-talents is self-destructive.

Digital boards should set the tone for talent development and management.

Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value.

That's the myth of it, the required lie that allows us to render our judgments. Parasites, criminals, dope fiends, dope peddlers, whores--when we can ride past them at Fayette and Monroe, car doors locked, our field of vision cautiously restricted to the road ahead, then the long journey into darkness is underway. Pale-skinned hillbillies and hard-faced yos, toothless white trash and gold-front gangsters--when we can glide on and feel only fear, we're well on the way. And if, after a time, we can glimpse the spectacle of the corner and manage nothing beyond loathing and contempt, then we've arrived at last at that naked place where a man finally sees the sense in stretching razor wire and building barracks and directing cattle cars into the compound. It's a reckoning of another kind, perhaps, and one that becomes a possibility only through the arrogance and certainty that so easily accompanies a well-planned and well-tended life. We know ourselves, we believe in ourselves; from what we value most, we grant ourselves the illusion that it's not chance in circumstance, that opportunity itself isn't the defining issue. We want the high ground; we want our own worth to be acknowledged. Morality, intelligence, values--we want those things measured and counted. We want it to be about Us. Yes, if we were down there, if we were the damned of the American cities, we would not fail. We would rise above the corner. And when we tell ourselves such things, we unthinkably assume that we would be consigned to places like Fayette Street fully equipped, with all the graces and disciplines, talents and training that we now posses. Our parents would still be our parents, our teachers still our teachers, our broker still our broker. Amid the stench of so much defeat and despair, we would kick fate in the teeth and claim our deserved victory. We would escape to live the life we were supposed to live, the life we are living now. We would be saved, and as it always is in matters of salvation, we know this as a matter of perfect, pristine faith. Why? The truth is plain: We were not born to be niggers.

You look exhausted,” Logan says, his eyes raking over me. “Why don’t you try and catch some sleep.” “All your nocturnal activities must be taking a toll,” Haydn mutters not too discreetly under his breath. “The same could be said for you,” I retort, in no mood to ignore his renewed mean streak. “That’s rich coming from you.” “Haydn.” How Logan can manage to convey such potent meaning with one word is sheer talent. And I’m eternally grateful, because it shuts Haydn up.

The employment equation used to be built on a foundation of two-way loyalty. The world has changed. Today, successful employment relationships can only be sustained on a foundation of two-way honesty

Human resource management begins in elementary school. You can’t expect to hire a 21 year old or a 40 year old or a 60 year old and magically with good training, replace the programming they received in K-12.

Poetry that tames language into tight structures and yet manages to move us comes off as a feat, paralleling ballet or athletic talent in harnessing craft to beauty. When poetry is based on a less rigorous, more impressionistic definition of craft, its appeal depends more on whether one happens to be individually constituted to “get it” for various reasons. The audience narrows: poetry becomes more like tai chi than baseball.

If any writer in this country has collected as fine and passionate a group of readers as I have, they’re fortunate and lucky beyond anyone’s imagination. It remains a shock to me that I’ve had a successful writing career. Not someone like me; Lord, there were too many forces working against me, too many dark currents pushing against me, but it somehow worked. Though I wish I’d written a lot more, been bolder with my talent, more forgiving of my weaknesses, I’ve managed to draw a magic audience into my circle. They come to my signings to tell me stories, their stories. The ones that have hurt them and made their nights long and their lives harder.

As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.

What roles do you want to play? Consider, for example the roles of: team builder; manager; individual contributor; change agent; technical expert; relationship builder; trouble shooter; someone who makes things happen; consolidator; problem solver; conceptualizer; big picture thinker; marketer; decision-maker; talent spotter/nurturer; mentor; turnaround artist; mediator.

We fail to see, or refuse to accept, that any attempt to bring our ideas into concrete reality must inevitably fall short of our dreams, no matter how brilliantly we succeed in carrying things off—because reality, unlike fantasy, is a realm in which we don’t have limitless control, and can’t possibly hope to meet our perfectionist standards. Something—our limited talents, our limited time, our limited control over events, and over the actions of other people—will always render our creation less than perfect.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

As a manager your job is not to teach people talent. Your job is to help them earn the accolade “talented” by matching their talent to the role. To do this well, like all great managers, you have to pay close attention to the subtle but significant differences between roles.

Do not punish people for being honest and truthful. The day we will start punishing people for demonstrating honesty and truthfulness, will also be the day we will start surrounding ourselves with liars and dishonest people. Reward the behavior you want your people to demonstrate.

She's a bright girl. She learned in her thirteenth year that you can get old films of Mae West or Marlene Dietrich (who is a Vulcan; look at the eyebrows) after midnight on UHF if you know where to look, at fourteen that pot helps, at fifteen that reading's even better. She learned, wearing her rimless glasses, that the world is full of intelligent, attractive, talented women who manage to combine careers with their primary responsibilities as wives and mothers and whose husbands beat them. She's put a gold circle pin on her shirt as a concession to club day. She loves her father and once is enough. Everyone knows that much as women want to be scientists and engineers, they want foremost to be womanly companions to men (what?) and caretakers of childhood; everyone knows that a large part of a woman's identity inheres in the style of her attractiveness. Laur is daydreaming. She looks straight before her, blushes, smiles, and doesn't see a thing... Laur is daydreaming that she's Genghis Khan.

Spend the most time with your best people. ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

The management no longer depends upon the talents or skills of its workers---those things are built into the operating systems and machines. Jobs that have been "deskilled" can be filled cheaply. The need to retain any individual worker is greatly reduced by the ease with which he or she can be replaced.

The power of skills and knowledge is that they are transferable from one person to another. Their limitation is that they are often situation-specific — faced with an unanticipated scenario, they lose much of their power. In contrast, the power of talent is that it is transferable from situation to situation.

He sighed. “Well, I don’t expect you to do anything with this information. I have grown rather used to pining, so it won’t put me out to keep at it, I suppose.” “I would order you to do all sorts of terrible things,” I managed, though my voice sounded very far away. “You seem to have a talent for that already.

But like all beautiful faces Emily's made you believe that its possessor was a better person than she was. It allowed her to pass for stoical when she was petrified, and mysterious and aloof when she was so filled with self-doubt that she bought presents for other people when it was her birthday, framed most of her conversation in terms of apology and regret, and for all her talent could no longer manage to string twenty-five paragraphs fo prose together to make a short story.

Young people will always manage to achieve the impossible–whether that is on the football field or inside a company or other big organisation. If I were running a company, I would always want to listen to the thoughts of its most talented youngsters, because they are the people most in touch with the realities of today and the prospects for tomorrow.

Study the lives of highly successful people from any corner of life, across history, in any environment, and you will discover they share one trait: They keep moving forward. Sometimes slowly. Often with great difficulty. Frequently after painful mistakes, defeats, or failures. Success is less about talent and opportunities, and more about commitment and motivation.

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

It is life, more than death, that has no limits. Love becomes greater and nobler and mightier in calamity. We men are the miserable slaves of prejudice. But when a women decides to sleep with a man, there is no wall she will not scale, no fortress she will not destroy, no moral consideration she will not ignore at its very root. There is no god worth worrying about. Let time pass and we will see what it brings. Humanity, like the armies in the field, advances at the speed of the slowest. Those of us who make the rules have the greatest obligation to abide by them. I don't believe in God but I am afraid of him. It's better to arrive in time than to be invited. Unfaithful but not disloyal. Love, no matter what else it might be, is a natural talent. Nobody teaches life anything. The only regret I will have in dying is if it is not for love. There is no one with more common sense, no stonecutter more obstinate, no manager more lucid and dangerous, than a poet. Human beings are not born once and for all on the day their mothers give birth to them but that life obliges them over and over again to give birth to themselves. One comes into the world with a predetermined allotment of lays and whoever doesn't use them for whatever reason, one's own and someone else's, willingly or unwillingly, looses them forever.

Great leaders understand the importance of assigning the right people to the right positions. If you put the wrong person in the wrong place, no matter how talented or earnest they are, they will never reach the peak of their potential. Their strengths will be underutilized and they may never measure up to your expectations. Reassign to get the best out of others and the situation.

...[I]t doesn't take an advanced degree to figure out that this education talk is less a strategy for mitigating inequality than it is a way of rationalizing it. To attribute economic results to school years finished and SAT scores achieved is to remove matters from the realm of, well, economics and to relocate them to the provinces of personal striving and individual intelligence. From this perspective, wages aren't what they are because one party (management) has a certain amount of power over the other (workers); wages are like that because the god of the market, being surpassingly fair, rewards those who show talent and gumption. Good people are those who get a gold star from their teacher in elementary school, a fat acceptance letter from a good college, and a good life when they graduate. All because they are the best. Those who don't pay attention in high school get to spend their days picking up discarded cans by the side of the road. Both outcomes are our own doing.

bonuses don't really motivate workers. Once they reach a certain baseline salary, money is no longer the main driver. They need something more. Reams have been written about the Millennial generation's hunter for impact and meaning at work. In one way, I think Millennials (and Generation Z) are not so different from the rest of us. They just voice the desires the rest of us have learned to keep quiet.

The book ‘Outliers’ by Malcolm Gladwell talks about the 10,000-hour theory–that almost anyone can master a skill if they dedicate 10,000 hours to it. The same is true for your side hustle. If you put in the right hours–into the right places–then you can build a successful side hustle, too. The rate at which you put these hours in is up to you. Yes, if you go slower, then it will take longer. But compared to your other option–doing nothing at all–what’s the hurry? Here’s the tried and true technique I use to put the necessary time into any new project without overwhelming myself: Set aside 20 minutes–no more!–every single day to work on your project, and protect those 20 minutes with everything you have. Never let anything get in the way of this time.

1. Where in your life or your work are you currently pursuing comfort, when what’s called for is a little discomfort? Pursuing the life projects that matter to you the most will almost always entail not feeling fully in control of your time, immune to the painful assaults of reality, or confident about the future. It means embarking on ventures that might fail, perhaps because you’ll find you lacked sufficient talent; it means risking embarrassment, holding difficult conversations, disappointing others, and getting so deep into relationships that additional suffering—when bad things happen to those you care about—is all but guaranteed. And so we naturally tend to make decisions about our daily use of time that prioritize anxiety-avoidance instead. Procrastination, distraction, commitment-phobia, clearing the decks, and taking on too many projects at once are all ways of trying to maintain the illusion that you’re in charge of things. In a subtler way, so too is compulsive worrying, which offers its own gloomy but comforting sense that you’re doing something constructive to try to stay in control. James Hollis recommends asking of every significant decision in life: “Does this choice diminish me, or enlarge me?” The question circumvents the urge to make decisions in the service of alleviating anxiety and instead helps you make contact with your deeper intentions for your time. If you’re trying to decide whether to leave a given job or relationship, say, or to redouble your commitment to it, asking what would make you happiest is likely to lure you toward the most comfortable option, or else leave you paralyzed by indecision. But you usually know, intuitively, whether remaining in a relationship or job would present the kind of challenges that will help you grow as a person (enlargement) or the kind that will cause your soul to shrivel with every passing week (diminishment). Choose uncomfortable enlargement over comfortable diminishment whenever you can.

Good employees are skilled; great employees are talented. Good employees are friendly; great employees are devoted. Good employees are cautious; great employees are brave. Good employees are calm; great employees are confident. Good employees are educated; great employees are experienced. Good managers are encouraging; great supervisors are forgiving. Good managers are calm; great supervisors are caring. Good managers are truthful; great supervisors are sincere. Good managers are compassionate; great supervisors are generous. Good managers are likable; great supervisors are loving. Good leaders are intelligent; great leaders are wise. Good leaders are bold; great leaders are fearless. Good leaders are artful; great leaders are kind. Good leaders are warriors; great leaders are servants. Good leaders are managers; great leaders are innovators.

Too many adults with ADHD are so focused on what they can’t do that they forget the positive aspects of who they are and what they’ve managed to achieve, their ADHD deficits notwithstanding. They think that if something comes easily to them, there’s only one of two reasons why: Either they’re doing it incorrectly, or it must come easily to everyone else, too. Having spent their whole lives listening to criticism, they don’t even have language for their own success. Many have practiced for so long covering up their weaknesses that they simply cannot acknowledge that they do anything well.

You have a filter, a characteristic way of responding to the world around you. We all do. Your filter tells you which stimuli to notice and which to ignore; which to love and which to hate. It creates your innate motivations — are you competitive, altruistic, or ego driven? It defines how you think — are you disciplined or laissez-faire, practical or strategic? It forges your prevailing attitudes — are you optimistic or cynical, calm or anxious, empathetic or cold? It creates in you all of your distinct patterns of thought, feeling, and behavior. In effect, your filter is the source of your talents.

Since the greatest room for each person's growth is in the areas of his greatest strength, you should focus your training time and money on educating him about his strengths and figuring out ways to build on these strengths rather than on remedially trying to plug his 'skill gaps.' You will find that this one shift in emphasis will pay huge dividends. In one fell swoop you will sidestep three potential pitfalls to building a strengths-based organization: the 'I don't have the skills and knowledge I need' problem, the 'I don't know what I'm best at' problem, and the 'my manager doesn't know what I'm best at' problem.

just drive. “Sarah, I want to share with you something. I think it will help you. Young people like you experience pain more intensely than those of us just a bit older. I speak of emotional pain. Your pain is greater, in duration and strength. It is harder to bear. This is not a metaphor. It is a fact, of physiology. Of psychology. Your emotional sensitivity—it is superior to that of your parents, your teachers. That is why these years of your life, when you are fifteen, sixteen, seventeen, are so difficult, but also so important. That is why developing your talent at this age is so crucial. This heightened emotional pain is a gift. A difficult gift.” Despite herself, she’s listening. “Are you saying,” she manages after a while, “that in the future, when I’m older, things won’t hurt as much?” “Yes, exactly. But Sarah, I am saying something else. Don’t turn away from the pain. When you are older, yes, you will be harder. That is a blessing and a curse.

On another night, in a different dream I was asking a question. “How is it that you say all are equal, yet the obvious contradictions smack us in the face: inequalities in virtues, temperances, finances, rights, abilities and talents, intelligence, mathematical aptitude, ad infinitum?” The answer was a metaphor. “It is as if a large diamond were to be found inside each person. Picture a diamond a foot long. The diamond has a thousand facets, but the facets are covered with dirt and tar. It is the job of the soul to clean each facet until the surface is brilliant and can reflect a rainbow of colors. “Now, some have cleaned many facets and gleam brightly. Others have only managed to clean a few; they do not sparkle so. Yet, underneath the dirt, each person possesses within his or her breast a brilliant diamond with a thousand gleaming facets. The diamond is perfect, not one flaw. The only differences among people are the number of facets cleaned. But each diamond is the same, and each is perfect. “When all the facets are cleaned and shining forth in a spectrum of lights, the diamond returns to the pure energy that it was originally. The lights remain. It is as if the process that goes into making the diamond is reversed, all that pressure released. The pure energy exists in the rainbow of lights, and the lights possess consciousness and knowledge. “And all of the diamonds are perfect.” Sometimes

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

Every man has his tastes," Sebastian said sensibly. "I doubt yours are all that shocking." "What your generation considered shocking is probably different from mine." There was a short, offended silence. When Sebastian replied, his voice was as dry as tinder. "Ancient and decrepit fossil that I am, I believe the ruins of my senile brain can somehow manage to grasp what you're trying to convey. You've indulged in wanton carnal excess for so long that you're disillusioned. The trifles that excite other men leave you indifferent. No virgin's pallid charms could ever hope to compete with the subversive talents of your mistress." Gabriel glanced up in surprise. His father looked sardonic. "I assure you, my lad, sexual debauchery was invented long before your generation. The libertines of my grandfather's time committed acts that would make a satyr blush. Men of our lineage are born craving more pleasure than is good for us. Obviously I was no saint before I married, and God knows I never expected to find fulfillment in the arms of one woman for a lifetime. But I have. Which means there's no reason you can't." "If you say so." "I do say so.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

Those involved in mental as opposed to physical effort or who carry the responsibilities of management are presumed to require a higher payment for their submission to the purposes of organization than those who render only physical or manual service, however adept or talented that may be. This is because there is profound difference in the nature and extent of the submission that is made. The person on the shop floor or its equivalent gives more or less diligent and deft physical effort for a specified number of hours a day. Beyond that nothing in principle--not thought, certainly not conformity of speech or behavior--is expected. Of the high corporate executive a more complete submission to the purposes of the organization is usually required. He (or she) must speak and also think well of the aims of the enterprise; he may never in public and not wisely in private raise doubt as to the depth and sincerity of his own commitment. Many factors determine his large, often very large, compensation, including the need to pay for the years of preparation, for the considerable intelligence that is requires, for the responsibility that is carried, and for the alleged risks of high position. As a practical matter, his rate of pay is also influenced by the significant and highly convenient role the executive plays in establishing it; much that accrues to the senior corporate executive is in response to his own inspired generosity. But there is also payment for the comprehensive submission of his individual personality to that of the corporation. It is no slight thing to give up one's self and self-expression to the collective personality of one's employer.

I’m not sorry. Not sorry for claiming you.” She sucks in her breath, staring at me with wide eyes. “You are the prize above all other prizes, and I got to you first,” I say through gritted teeth. It’s wrong, but what I’m saying feels so right. Passion blazes bright in my chest, flowing down my limbs. “You belong to me. I’ve taken you. I will never let you go. And I’m not sorry. You are perfect in every way. Smart, talented, beautiful.” I manage to pry my fist open to touch her cheek. “Funny. You are the light to my darkness. You brought me to life. All these years, I’ve been half-dead. It was the only way to survive the pain of my mother’s illness, my father’s death. The heaviness that belongs to my pack. But you—you sparked me back to life. And for that I cannot be sorry. I cannot. So I beg your forgiveness. I do. But I could never regret claiming you. Not in this lifetime, or any other.

Watching him then, I simply couldn’t think of him doing anything other than winning. Loss wasn’t the norm, it couldn’t be. I didn’t have the words for it then, what it felt like to watch my cousin, whom I love and whose worries are our worries and whose pain is our pain, manage to be so good at something, to triumph so completely. More than a painful life, more than a culture or a society with the practice and perfection of violence as a virtue and a necessity, more than a meanness or a willingness to sacrifice oneself, what I felt—what I saw—were Indian men and boys doing precisely what we’ve always been taught not to do. I was seeing them plainly, desperately, expertly wanting to be seen for their talents and their hard work, whether they lost or won. That old feeling familiar to so many Indians—that we can’t change anything; can’t change Columbus or Custer, smallpox or massacres; can’t change the Gatling gun or the legislative act; can’t change the loss of our loved ones or the birth of new troubles; can’t change a thing about the shape and texture of our lives—fell away. I think the same could be said for Sam: he might not have been able to change his sister’s fate or his mother’s or even, for a while, his own. But when he stepped in the cage he was doing battle with a disease. The disease was the feeling of powerlessness that takes hold of even the most powerful Indian men. That disease is more potent than most people imagine: that feeling that we’ve lost, that we’ve always lost, that we’ve already lost—our land, our cultures, our communities, ourselves. This disease is the story told about us and the one we so often tell about ourselves. But it’s one we’ve managed to beat again and again—in our insistence on our own existence and our successful struggles to exist in our homelands on our own terms. For some it meant joining the U.S. Army. For others it meant accepting the responsibility to govern and lead. For others still, it meant stepping into a metal cage to beat or be beaten. For my cousin Sam, for three rounds of five minutes he gets to prove that through hard work and natural ability he can determine the outcome of a finite struggle, under the bright, artificial lights that make the firmament at the Northern Lights Casino on the Leech Lake Reservation.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

Gustav Aschenbach was the writer who spoke for all those who work on the brink of exhaustion, who labor and are heavy-laden, who are worn out already but still stand upright, all those moralists of achievement who are slight of stature and scanty of resources, but who yet, by some ecstasy of the will and by wise husbandry, manage at least for a time to force their work into a semblance of greatness. There are many such, they are the heroes of our age. And they all recognized themselves in his work, they found that it confirmed them and raised them on high and celebrated them; they were grateful for this, and they spread his name far and wide. He had been young and raw with the times: ill advised by fashion, he had publicly stumbled, blundered, made himself look foolish, offended in speech and writing against tact and balanced civility. But he had achieved dignity, that goal toward which, as he declared, every great talent is innately driven and spurred; indeed it can be said that the conscious and defiant purpose of his entire development had been, leaving all the inhibitions of skepticism and irony behind him, an ascent to dignity. Lively, clear-outlined, intellectually

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Lareau calls the middle-class parenting style "concerted cultivation." It’s an attempt to actively "foster and assess a child’s talents, opinions and skills." Poor parents tend to follow, by contrast, a strategy of "accomplishment of natural growth." They see as their responsibility to care for their children but to let them grow and develop on their own. Lareau stresses that one style isn’t morally better than the other. The poorer children were, to her mind, often better behaved, less whiny, more creative in making use of their own time, and had a well-developed sense of independence. But in practical terms, concerted cultivation has enormous advantages. The heavily scheduled middleclass child is exposed to a constantly shifting set of experiences. She learns teamwork and how to cope in highly structured settings. She is taught how to interact comfortably with adults, and to speak up when she needs to. In Lareau’s words, the middle-class children learn a sense of "entitlement." That word, of course, has negative connotations these days. But Lareau means it in the best sense of the term: "They acted as though they had a right to pursue their own individual preferences and to actively manage interactions in institutional settings. They appeared comfortable in those settings; they were open to sharing information and asking for attention It was common practice among middle-class children to shift interactions to suit their preferences." They knew the rules. "Even in fourth grade, middle-class children appeared to be acting on their own behalf to gain advantages. They made special requests of teachers and doctors to adjust procedures to accommodate their desires." By contrast, the working-class and poor children were characterized by "an emerging sense of distance, distrust, and constraint." They didn’t know how to get their way, or how to "customize"—using Lareau’s wonderful term—whatever environment they were in, for their best purposes.

Marilee lay perfectly still,waiting for her world to settle.She had to fight the unreasonable urge to weep. Wyatt's face was pressed to the hollow of her throat,his breathing rough, his damp body plastered to hers. He nuzzled her neck. "Am I too heavy?" "Umm." It was all she could manage. "You all right?" "Umm." "Did anybody ever tell you that you talk too much?" "Umm." He brushed his mouth over hers. "If you hum a bit more,I might be able to name that tune." That broke the spell of tears that had been threatening and caused her to laugh. She wrapped her arms around his neck and kissed him back. "Have I told you how much I like your silly sense of humor?" "No,you haven't." He rolled to his side and gathered her into his arms,nuzzling her cheek,while his big hands moved over her hip,her back,her waist, as though measuring every inch of her. "What else do you like about me?" "You fishing for compliments?" "Of course I am." "Glutton. Your sense of humor isn't enough?" "Not nearly enough.How about my looks?" "They're okay,for a footloose rebel." "Stop.All these mushy remarks will inflate my ego." He gave a mock frown. "How about the way I kiss?" "You're not bad." "Not bad?" His hands stopped their movement. He drew a little away. "That's all you can say?" "If you recall,tonight was the first time we've kissed.I haven't had nearly enough practice to be a really good judge of your talent." "Then we'd better take care of that right now." He framed her face. With his eyes steady on hers, he lowered his mouth to claim her lips. Marilee's eyelids fluttered and she felt an explosion of color behind them. As though the moon and stars had collided while she rocketed through space. It was the most amazing sensation, and, as his lips continued moving over hers,she found herself wishing it could go on forever. When at last they came up for air, she took in a long,deep breath before opening her eyes. "Oh,yes,rebel.I have to say,I do like the way you kiss." "That's good,because I intend to do a whole lot more of it." He lay back in the grass,one hand beneath his head. "Now it's my turn.Want to know all the things I like about you?" "I'm afraid to hear it." Marilee lay on her side,her hand splayed across his chest. "Besides your freckles,which I've already mentioned,the thing about you I like best is your take-charge attitude." She chuckled. "A lot of guys feel intimidated by that." "They're idiots.Don't they know there's something sexy about a woman who knows what to do and how to do it? I've watched you as a medic and as a pilot, and I haven't decided which one turns me on more." "Really?" She sat up. "Want me to fetch my first-aid kit from the plane? I could always splint your arm or leg and really turn you on." He dragged her down into his arms and growled against her mouth, "You don't need to do a single thing to turn me on. All I need to do is look at you and I want you." "You mean now? Again? So soon?" "Oh,yeah." "Liar.I don't believe it's possible." "You ought to know by now that I never say anything I can't back up with action." "Prove it,rebel." "My pleasure." There was a wicked smile on his lips as he rolled over her and began to kiss her breathless,all the while taking her on a slow,delicious ride to paradise.

It is one of the great beauties of our system, that a working-man may raise himself into the power and position of a master by his own exertions and behaviour; that, in fact, every one who rules himself to decency and sobriety of conduct, and attention to his duties, comes over to our ranks; it may not be always as a master, but as an over-looker, a cashier, a book-keeper, a clerk, one on the side of authority and order.' 'You consider all who are unsuccessful in raising themselves in the world, from whatever cause, as your enemies, then, if I under-stand you rightly,' said Margaret' in a clear, cold voice. 'As their own enemies, certainly,' said he, quickly, not a little piqued by the haughty disapproval her form of expression and tone of speaking implied. But, in a moment, his straightforward honesty made him feel that his words were but a poor and quibbling answer to what she had said; and, be she as scornful as she liked, it was a duty he owed to himself to explain, as truly as he could, what he did mean. Yet it was very difficult to separate her interpretation, and keep it distinct from his meaning. He could best have illustrated what he wanted to say by telling them something of his own life; but was it not too personal a subject to speak about to strangers? Still, it was the simple straightforward way of explaining his meaning; so, putting aside the touch of shyness that brought a momentary flush of colour into his dark cheek, he said: 'I am not speaking without book. Sixteen years ago, my father died under very miserable circumstances. I was taken from school, and had to become a man (as well as I could) in a few days. I had such a mother as few are blest with; a woman of strong power, and firm resolve. We went into a small country town, where living was cheaper than in Milton, and where I got employment in a draper's shop (a capital place, by the way, for obtaining a knowledge of goods). Week by week our income came to fifteen shillings, out of which three people had to be kept. My mother managed so that I put by three out of these fifteen shillings regularly. This made the beginning; this taught me self-denial. Now that I am able to afford my mother such comforts as her age, rather than her own wish, requires, I thank her silently on each occasion for the early training she gave me. Now when I feel that in my own case it is no good luck, nor merit, nor talent,—but simply the habits of life which taught me to despise indulgences not thoroughly earned,—indeed, never to think twice about them,—I believe that this suffering, which Miss Hale says is impressed on the countenances of the people of Milton, is but the natural punishment of dishonestly-enjoyed pleasure, at some former period of their lives. I do not look on self-indulgent, sensual people as worthy of my hatred; I simply look upon them with contempt for their poorness of character.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.