The Recruit Series Quotes

The Thirties had seen the first generation of American industrial designers; until the Thirties, all pencil sharpeners looked like pencil sharpeners—your basic Victorian mechanism, perhaps with a curlicue of decorative trim. After the advent of the designers, some pencil sharpeners looked as though they’d been put together in wind tunnels. For the most part, the change was only skin-deep; under the streamlined chrome shell, you’d find the same Victorian mechanism. Which made a certain kind of sense, because the most successful American designers had been recruited from the ranks of Broadway theater designers. It was all a stage set, a series of elaborate props for playing at living in the future.

One simple answer is that there has been a massive rise in the incidence of sanctimony and smugness among the successful that has nothing to do with any change in the underlying reality. Rather, it has been stimulated by politicians who have realized that it is possible to win power by recruiting the most economically successful forty per cent or so of the population in a crusade to roll back the gains made by their fellow citizens in the previous forty years. And how better to rationalize this than to tell people that they deserve the incomes that the market generates?

Therapies often convey to the client that their body is not behaving adequately. The clients are told they need to be different. They need to change. So therapy in itself is extraordinarily evaluative of the individual. And once we are evaluated, we are basically in defensive states. We are not in safe states. Dr. Buczynski: And teaching is, as well. Dr. Porges: Yes. I have given a few lectures on mindfulness, and in these lectures I state that mindfulness requires feeling safe. Because, if we don’t feel safe, we are neurophysiologically evaluative of our setting, which precludes feeling safe. In this defensive state, we can’t engage others and we can’t recruit the wonderful neural circuits

Another experiment, conducted by Pascual-Leone when he was a researcher at the National Institutes of Health, provides even more remarkable evidence of the way our patterns of thought affect the anatomy of our brains. Pascual-Leone recruited people who had no experience playing a piano, and he taught them how to play a simple melody consisting of a short series of notes. He then split the participants into two groups. He had the members of one group practice the melody on a keyboard for two hours a day over the next five days. he had the members of the other group sit in front of a keyboard for the same amount of time but only imagine playing the song--without ever touching the keys. Using a technique called transcranial magnetic stimulation, or TMS, Pascual-Leone mapped the brain activity of all the participants before, during, and after the test. he found that the people who had only imagined playing the notes exhibited precisely the same changes in their brains as those who had actually pressed the keys. Their brains had changed in response to actions that took place purely in their imaginations--in response, that is, to their thoughts. Descartes may have been wrong about dualism, but he appears to have been correct in believing that our thoughts can exert a physical influence on, or at least cause a physical reaction in, our brains. We become, neurologically, what we think. (p33)

On 20 March 1982, on the occasion of the Iranian new year, Khomeini announced that ‘as a special favour’ schoolboys between the ages of 12 and 18 years would be allowed to join the Basij and to fight for their country. Consequently scores of youths volunteered for action and were hastily recruited and provided with ‘Passports to Paradise’, as the admission forms were called. They were then given rudimentary military training, of a week or so, by the Pasdaran, and sent to the front where many of them ‘martyred’ themselves.

Luciano, at the time, was locked away in prison, having been put there by Thomas Dewey. A delicate series of negotiations were subsequently launched in what is now known as “Operation Underworld.” This operation, which the government was forced to reluctantly acknowledge after decades of public denials, involved the recruitment of high-level organized crime figures for work with American intelligence services, justified by war-time necessity. Not long after Operation Underworld had been given the go-ahead, Luciano agreed to the ONI’s requests, and his prison cell soon became a hub for meetings between him and his criminal associates, meetings in which they would coordinate counter-intelligence activities with the Navy.

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

Hoover fed the story to sympathetic reporters—so-called friends of the bureau. One article about the case, which was syndicated by William Randolph Hearst’s company, blared, NEVER TOLD BEFORE! —How the Government with the Most Gigantic Fingerprint System on Earth Fights Crime with Unheard-of Science Refinements; Revealing How Clever Sleuths Ended a Reign of Murder and Terror in the Lonely Hills of the Osage Indian Country, and Then Rounded Up the Nation’s Most Desperate Gang In 1932, the bureau began working with the radio program The Lucky Strike Hour to dramatize its cases. One of the first episodes was based on the murders of the Osage. At Hoover’s request, Agent Burger had even written up fictional scenes, which were shared with the program’s producers. In one of these scenes, Ramsey shows Ernest Burkhart the gun he plans to use to kill Roan, saying, “Look at her, ain’t she a dandy?” The broadcasted radio program concluded, “So another story ends and the moral is identical with that set forth in all the others of this series….[ The criminal] was no match for the Federal Agent of Washington in a battle of wits.” Though Hoover privately commended White and his men for capturing Hale and his gang and gave the agents a slight pay increase—“ a small way at least to recognize their efficiency and application to duty”—he never mentioned them by name as he promoted the case. They did not quite fit the profile of college-educated recruits that became part of Hoover’s mythology. Plus, Hoover never wanted his men to overshadow him.

Standards make it easier to reuse ideas and components, recruit people with relevant experience, encapsulate good ideas, and wire components together. However, the process of creating standards can sometimes take too long for industry to wait, and some standards lose touch with the real needs of the adopters they are intended to serve.

Also by L.T. Ryan The Jack Noble Series The Recruit (free) The First Deception (Prequel 1) Noble Beginnings (Jack Noble #1) A Deadly Distance (Jack Noble #2) Ripple Effect (Bear Logan) Thin Line (Jack Noble #3) Noble Intentions (Jack Noble #4) When Dead in Greece (Jack Noble #5) Noble Retribution (Jack Noble #6) Noble Betrayal (Jack Noble #7) Never Go Home (Jack Noble #8) Beyond Betrayal (Clarissa Abbot) Noble Judgment (Jack Noble #9) Never Cry Mercy (Jack Noble #10) Deadline (Jack Noble #11) End Game (Jack Noble #12) Mitch Tanner Series The Depth of Darkness Into The Darkness Deliver Us From Darkness - coming soon Affliction Z Series Affliction Z: Patient Zero Affliction Z: Abandoned Hope Affliction Z: Descended in Blood Affliction Z: Fractured (Part 1)

All along the path into the village we encountered rebel militiamen – barefooted, wearing ragged uniforms, carrying rifles and bandoliers. They were obviously locals recruited from surrounding villages. This was rebel territory, and men like these, who seemed to flit in and out of the bush like shadows, dispersing at will, were the very foundation of the revolution. It was this shadowy existence that allowed them to survive incursions by the military. The women were no different: they milled around us, full of curiosity, babies in one arm and a rifle on the other. Their needs were simple. They were men and women who had spent their lives surviving in the forest and who knew that environment better than anyone else. They needed very little to flourish there, and could subsist on berries and whatever small creatures the forest floor offered. Because families like these endured incessant harassment and even bombardment from military forces, they were able to cope with extreme hardship. They owned nothing, except what they could roll into a small bundle and carry with them. [265]

57. Every Time You Surprise Yourself…You Inspire Yourself SAS selection is designed to test you. Any mental flaw, any physical failing will be exposed by the relentless series of challenges aimed at finding your breaking point. Lung-bursting cross-mountain marches through the snow, uphill sprints, carrying another recruit in a fireman’s lift up and down steep hills, often in driving rain, sometimes in sub-zero temperatures. As selection goes on, these ‘beasting’ sessions get harder and harder. And yet I also found that the more of them I came through in one piece (albeit exhausted and battered), the more easily I could cope with them. It was the SAS way of testing our mental resolve through physical battering. Selection is all about realizing that the pain never lasts for ever. And every time I was tested and I hung on in there, the better I understood that it was just a question of doing it again - one more time - until someone eventually said it was the end, and I had passed. I now know that unless you really, truly test yourself, you’ll never have any idea just how capable you can be. And with each small achievement, your confidence will grow. Most people never reach their limit because they are never sufficiently tested. This means I’ve got two good pieces of news for you. The first is that whenever you do something beyond your ‘comfort zone’ and realize you are still standing, the more you will believe that the impossible is actually possible. And on the road to success, belief is everything. And the second piece of news is that we all have much further to push ourselves than we might initially imagine. Inside us all, just waiting to be tested, is a better, bolder, braver version of who we think we are. All you have to do is give it an opportunity to be unleashed. So pick big targets and surprise yourself with how capable you really are deep down. Remember David and Goliath? Rather than David, the young shepherd boy, looking at this giant of a warrior and thinking, ‘Yikes, he’s huge, I’m beat’ - he thought, ‘With a target that big, how can I possibly miss!’ Success, in life and adventure, is dependent on the retraining of our mind.

Trounce. Come, silence your drum — there is no valour stirring to-day. I thought St. Patrick would have given us a recruit or two to- day. Sol. Mark, serjeant! Enter two COUNTRYMEN. Trounce. Oh! these are the lads I was looking for; they have the look of gentlemen. — An’t you single, my lads? 1 Coun. Yes, an please you, I be quite single: my relations be all dead, thank heavens, more or less. I have but one poor mother left in the world, and she’s an helpless woman.

stronghold

It was true, of course, there was an abnormal level of narcissism in our society, but it did not do, he told himself, to spend too much time going on about it. Society changed. Narcissism was about love, ultimately, even if only love of self. And that was better than hate. By and large, Hate, of all the tempting gods, was the unhappiest today. He had his recruits, naturally, but they were relatively few, and vilified. Did it matter if young men thought of fashion and hair gel when, not all that many years ago, their thoughts had tended to turn to war and flags and the grim partisanship of the football terrace?

When Nichols was asked by NASA to be part of the publicity campaign to recruit astronauts, her insistence that the astronaut corps include members of all races and genders helped create the diversity of humans in space today.

The first hints of this emerged in the early and mid-1990s, at the tail end of the crack epidemic. Suniya Luthar is now sixty-two, with an infectious smile, bright brown eyes, and short snow-white hair. Back then, she was a fledgling psychologist working as an assistant professor and researcher in the department of psychiatry at the Yale School of Medicine. She was studying resiliency among teenagers in low-income urban communities, and one of her early findings was that the most popular kids were also among the most destructive and aggressive at school. Was this a demographic phenomenon, she wondered, or merely an adolescent one, this tendency to look up to peers who acted out? To find out, she needed a comparison group. A research assistant suggested they recruit students from his former high school in an affluent suburb. Luthar’s team ultimately enlisted 488 tenth graders—about half from her assistant’s high school and half from a scruffy urban high school. The affluent community’s median household income was 80 percent higher than the national median, and more than twice that of the low-income community. The rich community also had far fewer families on food stamps (0.3 percent vs. 19 percent) and fewer kids getting free or reduced-price school lunches (1 percent vs. 86 percent). The suburban teens were 82 percent white, while the urban teens were 87 percent nonwhite. Luthar surveyed the kids, asking a series of questions related to depression and anxiety, drug use ranging from alcohol and nicotine to LSD and cocaine, and participation in delinquent acts at home, at school, and in the community. Also examined were grades, “social competence,” and teachers’ assessments of each student. After crunching the numbers, she was floored. The affluent teens fared poorly relative to the low-income teens on “all indicators of substance use, including hard drugs.” This flipped the conventional wisdom on its head. “I was quite taken aback,” Luthar recalls.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

Instead of hiding bodies in mass graves, corpses were triumphantly displayed, as when the Jalisco New Generation (while still part of El Chapo’s Sinaloa cartel) dumped the thirty-five bodies on an avenue in Veracruz in September 2011. In reply, the Zetas scattered twenty-six corpses in Jalisco and a dozen in Sinaloa. On closer inspection, the bodies were those of ordinary citizens, not criminals: they were workers and students who had been abducted and murdered and displayed in order to strike fear in the heart of anyone who doubted the murderous resolve of the Zetas... In To Die in Mexico: Dispatches from Inside the Drug War, John Gibler writes about a related series of bizarre and violent episodes that took place in Torreón, in Coahuila state, bordering Texas: “Who would believe, for example, that the warden of a state prison would let convicted killers out at night and loan them official vehicles, automatic assault rifles, and bulletproof vests, so that they could gun down scores of innocent people in a neighboring state and then quickly hop back over the state line and into prison, behind bars, a perfect alibi. Who would believe that a paramilitary drug-trafficking organization formed by ex−Special Forces of the Mexican Army would kidnap a local cop and torture him into confessing all of the above details about the prisoners’ death squad, videotape the confession, execute the cop on camera with a shot to the heart, and then post the video on YouTube? Who could fathom that the federal attorney general would, within hours of the video-taped confession and execution being posted online, arrest the warden, and then a few days later hold a press conference fully acknowledging that the prisoners’ death squad had operated for months, killing ten people in a bar in January 2010, eight people in a bar in May 2010, and seventeen people at a birthday party in July?” Yet all of this actually happened. During April 2012, when El Chapo was at war with the Zetas, fourteen torsos — armless and legless bodies — were found in a car by the side of the road in Nuevo Laredo. Dead Zetas. Some of the torsos were in the trunk, for which there is a specific narco term: encajuelado (“trunked”; therefore, trunks trunked). Soon after, in Michoacán state, the Zetas met their match in the person of Nazario Moreno (called El Más Loco, the Craziest One), leader of the ruthless Templarios, the Knights Templar cartel, whose recruits were required to eat human flesh—their victims’— as part of their initiation rites. When Moreno was gunned down by the Mexican army in 2014, the Zetas flourished, and remain dominant. But there was a posthumous bonus for the Craziest One: he was promoted to sainthood. In and around his birthplace in Apatzingán, shrines and altars were erected to Saint Nazario, the dead capo represented as a holy figure in robes, venerated by credulous Michoacanos.

In 1883, a square-jawed, meticulous doctor from the Indiana frontier, Harvey Wiley, took over the division. At thirty-seven, Wiley was known as the “Crusading Chemist” for his single-minded pursuit of food safety. He rallied Congress, without success, to introduce a series of anti-adulteration bills in the 1880s and ’90s. By 1902, his patience worn out, Wiley recruited twelve healthy young men and fed them common food preservatives such as borax, formaldehyde, and salicylic, sulfurous, and benzoic acids. The diners clutched their stomachs and retched in their chairs. The extraordinary experiment became a national sensation. Wiley called it the “hygienic table trials,” while the press named it the “Poison Squad.” Outrage fueled the movement for improved food quality.

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Discipline and physical fitness were established before anything else could happen. It was the same thing she had done with the new recruits in the Bad Company.

In a 16-episode series titled “Clan of the Fiery Cross,” the writers pitted the Man of Steel against the men in white hoods. As the storyline progressed, the shows exposed many of the KKK’s most guarded secrets. By revealing everything from code words to rituals, the program completely stripped the Klan of its mystique. Within two weeks of the broadcast, KKK recruitment was down to zero. And by 1948, people were showing up to Klan rallies just to mock them.

I intuitively did well when I was leading the whole team, but once we got past 25 people, you can't do that. And so I made a series of classic mistakes in hiring. And not building a good middle management structure. And not recruiting a board that could help me build the company. Big mistakes in picking a successor, big mistakes in having an undisciplined product strategy—I was much more interested in having distinctive, innovative products and thinking about what would make sense for a product line for our business overall—and big mistakes in expanding too fast and not having discipline about what we were doing. So I give myself a C or C– on all that stuff.

A Deal with the Devil is the sequel to A Pact with the Devil. It finds the ex-detectives once again recruited by the Metropolitan Police to investigate five recent brutal murders connected to the Brinks-Mat robbery of forty years ago. The retired police officers are unashamedly old-fashion, and their methods are crude but effective. They believe the end justifies the means.

As the interview winds down, the recruiter will probably say something like, “Are there any questions you'd like to ask?” It's essential to have a few questions to ask at this point — otherwise you won't seem serious about pursuing a career at that company.

Another way in which second interviews differ from first interviews is that the questions become much more specific and technical. The company must now test the depth of your knowledge of the field, including how well you're able to apply your education and work experience to the job at hand. At this stage, the interviewer isn't a recruiter. You may have one or more interviewers, each of whom has a job related to the one you're applying for. Typically, these interviewers will represent your potential boss, professional peer group, or executives who oversee the work group. The second round of interviews can last one to two days, during which you might meet with as few as two or three people or as many as fifteen or more over the course of the visit. These interviews typically last longer than initial interviews.