The Office Regional Manager Quotes

I’m riding a tram and, as is my habit, slowly absorbing every detail of the people around me. By ‘detail’ I mean things, voices, words. In the dress of the girl directly in front of me, for example, I see the material it’s made of, the work involved in making it – since it’s a dress and not just material – and I see in the delicate embroidery around the neck the silk thread with which it was embroidered and all the work that went into that. And immediately, as if in a primer on political economy, I see before me the factories and all the different jobs: the factory where the material was made; the factory that made the darker coloured thread that ornaments with curlicues the neck of the dress’ and I see the different workshops in the factories, the machines, the workmen, the seamstresses. My eyes’ inward gaze even penetrates into the offices, where I see the managers trying to keep calm and the figures set out in the account books, but that’s not all: beyond that I see into the domestic lives of all those who spend their working hours in these factories and offices...A whole world unfolds before my eyes all because the regularly irregular dark green edging to a pale green dress worn by the girl in front of me of whom I see only her brown neck. ‘A whole way of life lies before me. I sense the loves, the secrets, the souls of all those who worked just so that this woman in front of me on the tram should wear around her mortal neck the sinuous banality of a thread of dark green silk on a background of light green cloth. I grow dizzy. The seats on the tram, of fine, strong cane, carry me to distant regions, divide into industries, workmen, houses, lives, realities, everything. I leave the tram exhausted, like a sleepwalker, having lived a whole life.

It’s estimated that more than forty thousand RVers dwell in the desert near Quartzsite from December through February. Bill Alexander has watched them come and go for what seems like forever. The outdoor recreation planner and lead park ranger at the Bureau of Land Management’s Yuma Field Office, he’s been working in this region for seventeen years. And after all that time, he says, he’s still impressed by the campers’ neighborliness. “We can have that guy who rides up on a bike with his dog on a leash and throws down his tent next to a guy in a $500,000 custom-built motorhome, and they get along just fine,” Bill told me. “That ability to coexist is based simply on their desire to enjoy the public land, and the fact that it belongs equally to the guy riding the bicycle as to the guy in the motorhome.

Ian rested his hands behind his head. “I’m already picturing myself in the Sterling luxury suite at Soldier Field, right above the fifty-yard line.” Both the lawyer and pragmatic woman in Brooke felt the need to manage her CEO’s expectations. “You’re getting way ahead of yourself here, Ian. In fact, I think you just lapped yourself.” “A man can dream, Brooke.” She chuckled. “Who are you kidding? You barely use our suites at Wrigley Field and the United Center.” He waved this off. “Yeah, but football’s different. If we get this deal with the Bears, you better believe my butt will be at Soldier Field for every home game.” He saw her fighting back a grin. “What?” “I just wonder what it is about men and football,” Brooke said. Sure, because of her job she could hold her own when it came to talking sports, but—wow—had her eyes been opened when she’d been down in Dallas, negotiating the Cowboys deal. Those men didn’t just love football, they lived football. “Is it a warrior-metaphor kind of thing? The idea that the strongest, toughest men of the region strap on their armor and step onto the battlefield to face off against the strongest, toughest opponents?” “As a matter of fact, that’s exactly what it is.” “I see. And remind me: in what century did it become customary for one’s army to be attended at the battle ground by hot girls with spanky pants and pom-poms? Was that a tradition Napoleon started?” Brooke pretended to muse. “Or maybe it was Genghis Khan.” “You scoff at America’s sport. I have fired people for less.” Brooke threw Ian a get-real look. “No, you haven’t. You don’t fire anyone without trotting down to my office and asking me first whether you’ll get sued. And then I’m always the one that has to fire them, anyway.” “Because you do it with such charm,” Ian said with a grin

This is why the Bible refers to the primal woman as “helpmate” to the man. We tend to see this in a modern corporate sense, as though the woman is somewhere on the office flow-chart as Assistant to the Regional Manager.

Le Pen’s recipe for success was closely watched by fearful French democrats as well as by his emulators abroad. The FN focused intensely on the immigrant issue, and its ramifying related issues of employment, law and order, and cultural defense. It managed to bundle together a variety of constituencies and positioned itself to become a broad catch-all party of protest. It refrained from appearing to threaten democracy directly. When it won control of three important cities in southern France in 1995 and another in 1997, as well as 273 seats in regional legislatures in 1998, it acquired a capacity to reward its militants with office and force mainstream parties to treat with it. While there seemed little likelihood of its winning a national majority, the FN forced mainstream conservative parties to adopt some of its positions in order to hold on to crucial voters. The FN’s strategic leverage became so important in some southern and eastern localities that some conservatives with narrow margins allied with it in the local elections of 1995 and 2001 as the only way to defeat the Left. These successes at bundling constituencies, gratifying the ambitious, and forcing mainstream politicians into alliances moved the FN firmly into the process of taking root—Stage Two. In December 1998, however, a quarrel between Le Pen and his heir apparent, Bruno Mégret, divided the movement and drove its vote back down below 10 percent. Despite this setback, Le Pen rode a groundswell of resentment against immigrants, street crime, and globalization back to a shocking second-place 17 percent in the first round of the presidential elections of April 2002. In the runoff with incumbent president Jacques Chirac, however, Le Pen was held to 19 percent by a groundswell of French revulsion

He stopped, puffing slightly. He studied the shop window for a few seconds, as if he was thinking. Then he faced me. ‘You’re right. Okay? You’re right.’ I stared at him. ‘The Shamrock and Clover. It’s a horrible place. And I know I’ve not been the greatest to work for. But all I can tell you is that, for every miserable directive I give you, my nuts are being squeezed ten times harder by Head Office. My wife hates me because I’m never home. The suppliers hate me because I have to cut their margins every single week because of pressure from shareholders. My regional manager says I’m underperforming on units shifted and if I don’t pull it out of the bag I’m going to get sent to the North Wales Passenger Ferry branch. At which point my wife will actually leave me. And I won’t blame her. ‘I hate managing people. I have the social skills of a lamppost, which is why I can’t hang on to anyone. Vera only stays because she has the skin of a rhino and I suspect she’s secretly after my job. So there – I’m sorry. I’d actually quite like to give you your job back because, whatever I said earlier, you were pretty good. Customers liked you.

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Castine is a quiet town with a population of about 1,500 people in Western Hancock County, Maine, named after John Hancock, when Maine was a part of the Commonwealth of Massachusetts. He was the famous statesman, merchant and smuggler who signed the “Declaration of Independence” with a signature large enough so that the English monarch, King George, could read it without glasses. Every child in New England knows that John Hancock was a prominent activist and patriot during the colonial history of the United States and not just the name of a well-known Insurance Company. Just below the earthen remains of Fort George, on both sides of Pleasant Street, lays the campus of Maine Maritime Academy. Prior to World War II, this location was the home of the Eastern State Normal School, whose purpose was to train grade school teachers. Maine Maritime Academy has significantly grown over the years and is now a four-year college that graduates officers and engineers for the United States Merchant Marine, as well as educating students in marine-related industries such as yacht and small craft management. Bachelor Degrees are offered in Engineering, International Business and Logistics, Marine Transportation, and Ocean Studies. Graduate studies are offered in Global Logistics and Maritime Management, as well as in International Logistics Management. Presently there are approximately 1,030 students enrolled at the Academy. Maine Maritime Academy's ranking was 7th in the 2016 edition of Best Northern Regional Colleges by U.S. News and World Report. The school was named the Number One public college in the United States by Money Magazine. Photo Caption: Castine, Maine

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

that he was about to black out and he was glad: at that moment there was nothing he wanted more than oblivion. CHAPTER 36 Even though he was following the news closely on the radio, Dinu had trouble understanding exactly what was under way in northern Malaya. The bulletins mentioned a major engagement in the region of Jitra but the reports were inconclusive and confusing. In the meantime, there were other indications of the way the war was going, all of them ominous. One of these was an official newspaper announcement listing the closing of certain post offices in the north. Another was the increasing volume of southbound traffic: a stream of evacuees was pouring down the north–south highway in the direction of Singapore. One day, on a visit to Sungei Pattani, Dinu had a glimpse of this exodus. The evacuees seemed to consist mainly of the families of planters and mining engineers. Their cars and trucks were filled with household objects—furniture, trunks, suitcases. He came across a truck that was loaded with a refrigerator, a dog and an upright piano. He spoke to the man who was driving the truck: he was a Dutchman, the manager of a rubber plantation near Jitra. His family was sitting crowded in the truck’s cab: his wife, a newborn baby and two girls. The Dutchman said he’d managed to get out just ahead of the Japanese. His advice to Dinu was to leave as soon as possible—not to make the mistake of waiting until the last minute. That night, at Morningside, Dinu told Alison exactly what the Dutchman had said. They looked at each other in silence: they had been over the subject several times before. They knew they had very few choices. If they went by road, one of them would have to stay behind—the estate’s truck was in no shape to make the long journey to Singapore and the Daytona would not be able to carry more than two passengers over the

Henry VII’s regime (1485–1500): From these south-western shire surveys it appears that there was not one magnate who provided a ‘political centre’ for the region during Henry’s reign: no leading peer seems to have had the requisite combination of landholding, office-holding, and associations spread throughout all the counties. Rather, it seems that two south-western meso-regional magnates might be discerned: Lords Daubeney and Willoughby (p. 341). The alliances of the two most influential Cornish families during this period, the Edgcumbes and the Arundells, with Lord Willoughby [de Broke] emphasises the peer’s importance in the governance of Devon and Cornwall… In summary, it seems that, as in Devon, the chief magnate in Cornwall was Lord Willoughby. He could not rely on the support only of those associated directly with him, but on the aid of other local figures through his secondary patrons, [John, Lord] Dinham, [Edward Courtenay, Earl of] Devon, [John] Arundell, and the Edgcumbes (p. 336). The intermediate focus of royal authority between county and centre in Henry VI’s later years and under Edward IV had been the regional governor. The conciliar governance of Richard III’s Council of the North was continued by the Tudors who reinstituted this council, and the prince’s council in Wales and the Marches, while also creating a regional council in the Midlands focussed on Henry’s mother. However, in the south-west no single magnate or council was given such regional power, which may have been because Henry’s chief magnates were his loyal household officers, his steward and chamberlain… Henry VII’s governance–as chiefly restorative rather than innovatory–might therefore be described as a renewed monarchy, which, it could be said, by revitalising political structures, finally managed to hoist the ensign of settlement above the battlefields of the Wars of the Roses (p. 344).

In 1999, Chad Daybell, now thirty-one, quit his sexton job to become regional sales manager for Access Computer Products. The Colorado-based company, which recycled electronic products, was looking to expand and needed someone to run their new Provo office. For Chad it would mean a big increase in salary from this growing company.

A start can and should be carefully designed, like an object. A beginning can and should be nurtured, like a plant. Starts take place on a schedule, as a result of decisions. They are signaled by announcements: “On March 25, the 24 district branches will be consolidated into 6 regional offices.” Beginnings, on the other hand, are the final phase of this organic process that we call “transition,” and their timing is not set by the dates written on an implementation schedule. Beginnings follow the timing of the mind and heart.

If I lived above 14th Street I’d be a regional manager for an office supplies concern.