Top Executives Quotes

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It was a queer, sultry summer, the summer they executed the Rosenbergs, and I didn't know what I was doing in New York. I'm stupid about executions. The idea of being electrocuted makes me sick, and that's all there was to read about in the papers -- goggle-eyed headlines staring up at me at every street corner and at the fusty, peanut-smelling mouth of every subway. It had nothing to do with me, but I couldn't help wondering what it would be like, being burned alive all along your nerves. I thought it must be the worst thing in the world. New York was bad enough. By nine in the morning the fake, country-wet freshness that somehow seeped in overnight evaporated like the tail end of a sweet dream. Mirage-gray at the bottom of their granite canyons, the hot streets wavered in the sun, the car tops sizzled and glittered, and the dry, cindery dust blew into my eyes and down my throat.
Sylvia Plath (The Bell Jar)
Shaving my head was a way of saying to the world: Fuck you. You want me to be pretty for you? Fuck you. You want me to be good for you? Fuck you. You want me to be your dream girl? Fuck you. I’d been the good girl for years. I’d smiled politely while TV show hosts leered at my breasts, while American parents said I was destroying their children by wearing a crop top, while executives patted my hand condescendingly and second-
Britney Spears (The Woman in Me)
How skillful to tax the middle class to pay for the relief of the poor, building resentment on top of humiliation! How adroit to bus poor black youngsters into poor white neighborhoods, in a violent exchange of impoverished schools, while the schools of the rich remain untouched and the wealth of the nation, doled out carefully where children need free milk, is drained for billion-dollar aircraft carriers. How ingenious to meet the demands of blacks and women for equality by giving them small special benefits, and setting them in competition with everyone else for jobs made scares by an irrational, wasteful system. How wise to turn the fear and anger of the majority toward a class of criminals bred - by economic inequity - faster than they can be put away, deflecting attention from the huge thefts of national resources carried out within the law by men in executive offices.
Howard Zinn (A People’s History of the United States: 1492 - Present)
In two days he saw Rupert Murdoch, his son James, and the management of their Wall Street Journal; Arthur Sulzberger Jr. and the top executives at the New York Times; and executives at Time, Fortune, and other Time Inc. magazines. “I would love to help quality journalism,” he later said. “We can’t depend on bloggers for our news.
Walter Isaacson (Steve Jobs)
In some cases, you can tell how somebody is being treated by their own boss from the way they are treating someone to whom they are a boss.
Mokokoma Mokhonoana
we still haven’t learned the essential lesson of the two big economic crashes of the last seventy-five years: when the economy becomes too lopsided—disproportionately benefiting corporate owners and top executives vis-à-vis average workers—it tips over.
Robert B. Reich (Beyond Outrage (Expanded Edition): What has gone wrong with our economy and our democracy, and how to fix it)
Colonel Cargill was so awful a marketing executive that his services were much sought after by firms eager to establish losses for tax purposes. His prices were high, for failure often did not come easily. He had to start at the top and work his way down, and with sympathetic friends in Washington, losing money was no simple matter. It took months of hard work and careful misplanning. A person misplaced, disorganized, miscalculated, overlooked everything and open every loophole, and just when he thought he had it made, the government gave him a lake or a forest or an oilfield and spoiled everything. Even with such handicaps, Colonel Cargill could be relied on to run the most prosperous enterprise into the ground. He was a self-made man who owed his lack of success to nobody.
Joseph Heller (Catch-22)
it made our workforce smarter. When you give low-level employees access to information that is generally reserved for high-level executives, they get more done on their own. They work faster without stopping to ask for information and approval. They make better decisions without needing input from the top.
Reed Hastings (No Rules Rules: Netflix and the Culture of Reinvention)
Business management books often stress “centralized planning and decentralized execution.” That is too top-down for my taste. I believe in a centralized vision, coupled with decentralized planning and execution. In
Jim Mattis (Call Sign Chaos)
Since I was a law student, I have been against the death penalty. It does not deter. It is severely discriminatory against minorities, especially since they're given no competent legal counsel defense in many cases. It's a system that has to be perfect. You cannot execute one innocent person. No system is perfect. And to top it off, for those of you who are interested in the economics it, it costs more to pursue a capital case toward execution than it does to have full life imprisonment without parole
Ralph Nader
Build your house on granite. By granite I mean your nature that you are torturing to death, the love in your child's body, your wife's dream of love, your own dream of life when you were sixteen. Exchange your illusions for a bit of truth. Throw out your politicians and diplomats! Take your destiny into your own hands and build your life on rock. Forget about your neighbor and look inside yourself! Your neighbor, too, will be grateful. Tell you're fellow workers all over the world that you're no longer willing to work for death but only for life. Instead of flocking to executions and shouting hurrah, hurrah, make a law for the protection of human life and its blessings. Such a law will be part of the granite foundation your house rests on. Protect your small children's love against the assaults of lascivious, frustrated men and women. Stop the mouth of the malignant old maid; expose her publicly or send her to a reform school instead of young people who are longing for love. Don;t try to outdo your exploiter in exploitation if you have a chance to become a boss. Throw away your swallowtails and top hat, and stop applying for a license to embrace your woman. Join forces with your kind in all countries; they are like you, for better or worse. Let your child grow up as nature (or 'God') intended. Don't try to improve on nature. Learn to understand it and protect it. Go to the library instead of the prize fight, go to foreign countries rather than to Coney Island. And first and foremost, think straight, trust the quiet inner voice inside you that tells you what to do. You hold your life in your hands, don't entrust it to anyone else, least of all to your chosen leaders. BE YOURSELF! Any number of great men have told you that.
Wilhelm Reich (Listen, Little Man!)
It’s always the end of the world,” said Russell Grandinetti, one of Amazon’s top executives. “You could set your watch on it arriving.” He pointed out, though, that the landscape was in some ways changing for the first time since Gutenberg invented the modern book nearly 600 years ago. “The only really necessary people in the publishing process now are the writer and reader,” he said. “Everyone who stands between those two has both risk and opportunity.” Amazon Signs Up Authors, Writing Publishers Out of Deal. New York Times, 10/16/2011
Russell Grandinetti
I’d been the good girl for years. I’d smiled politely while TV show hosts leered at my breasts, while American parents said I was destroying their children by wearing a crop top, while executives patted my hand condescendingly and second-guessed my career choices even though I’d sold millions of records, while my family acted like I was evil. And I was tired of it.
Britney Spears (The Woman in Me)
Domination is a relationship, not a condition; it depends on the participation of both parties. Hierarchical power is not just the gun in the policeman's hand; it is just as much the obedience of the ones who act as if it is always pointed at them. It is not just the government and the executives and the armed forces; it extends through society from top to bottom, an interlocking web of control and compliance. Sometimes all it takes to be complicit in the oppression of millions is to die of natural causes.
CrimethInc. (Contradictionary)
When, in the immediate postwar era, someone at Chrysler had designed a smaller, low-slung car, K. T. Keller, the company’s top executive, had mocked it. “Chrysler builds cars to sit in,” he said, “not to piss over.
David Halberstam (The Reckoning)
the increase in very high incomes and very high salaries primarily reflects the advent of “supermanagers,” that is, top executives of large firms who have managed to obtain extremely high, historically unprecedented compensation packages for their labor.
Thomas Piketty (Capital in the Twenty-First Century)
Conventional executions might have reinforced discipline, might have restored order from the top down, but by making us all accomplices, they held us together not just by fear, but by guilt as well.
Max Brooks (World War Z: An Oral History of the Zombie War)
The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.
Peter F. Drucker (The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials))
This is why many liberals have fallen into the trap of seeing integration in merely aesthetic terms, where a token number of Negroes adds color to a white-dominated power structure. They say, “Our union is integrated from top to bottom, we even have one Negro on the executive board”; or “Our neighborhood is making great progress in integrated housing, we now have two Negro families”; or “Our university has no problem with integration, we have one Negro faculty member and even one Negro chairman of a department.
Martin Luther King Jr. (Where Do We Go from Here: Chaos or Community? (King Legacy Book 2))
Someone is not stressful because of what he is doing; someone is stressful because he doesn't know how to manage his own inner system. It is not the nature of the job which makes one stressful. You ask the top executive, he is stressful; you ask the office hand, he is also stressful. Everybody believes their job is stressful. No job is stressful. If you have no control over your own inner system, you will be stressful whether you do something or you don't do anything.
Sadhguru (Inner Management: In the Presence of the Master)
Ideally, most of the top executives of a company should be on Foundational tours.
Reid Hoffman (The Alliance: Managing Talent in the Networked Age)
Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.
Jim Collins (Good to Great: Why Some Companies Make the Leap...And Others Don't)
The sooner we associate long hours and multitasking with incompetence and carelessness the better. The next time you hear boasts of executives pulling an all-nighter or holding conference calls in their cars, be sure to offer your condolences; it's grim being stuck in sweatshops run by managers too ignorant to understand productivity and risk. Working people like this is as smart as running your factory without maintenance. In manufacturing and engineering businesses, everyone learns that the top priority is asset integrity: protecting the machinery on which the business depends. In knowledge-based economies, that machinery is the mind.
Margaret Heffernan (Willful Blindness: Why We Ignore the Obvious at Our Peril)
When you look at big companies, almost none of the top executives are Asians. They hire someone who doesn’t know anything about the business, but maybe he can make a good presentation.
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
A good PowerPoint show turned a failed project into a success in the eyes of top management. As often is the case, senior executives had no knowledge or no real interest in what was really going on.
Mats Alvesson (The Stupidity Paradox: The Power and Pitfalls of Functional Stupidity at Work)
That sentiment seemed absent, and shockingly so. In a conference call with a dozen company executives, Spreen expressed her fears about the quality of the AIDS medicine that Ranbaxy was supplying for Africa. One of the company’s top medical executives responded, “Who cares? It’s just blacks dying.
Katherine Eban (Bottle of Lies: The Inside Story of the Generic Drug Boom)
Mauchly and Eckert should be at the top of the list of people who deserve credit for inventing the computer, not because the ideas were all their own but because they had the ability to draw ideas from multiple sources, add their own innovations, execute their vision by building a competent team, and have the most influence on the course of subsequent developments. The machine they built was the first general-purpose electronic computer.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
The vision should be stewarded by everyone in the company, not just the top leadership. And if we as executives don't clearly communicate the vision, we can't expect the people in the company to really steward the vision.
Hendrith Vanlon Smith Jr.
A stunning new phenomenon emerged in France in the 1990s: the very top salaries, and especially the pay packages awarded to the top executives of the largest companies and financial firms, reached astonishing heights—somewhat
Thomas Piketty (Capital in the Twenty-First Century)
Someone is not stressful because of what he is doing; someone is stressful because he doesn't know how to manage his own inner system. It is not the nature of the job which makes one stressful. You ask the top executive, he is stressful; you ask the office hand, he is also stressful. Everybody believes their job is stressful. No job is stressful. If you have no control over your own inner system, you will be stressful whether you do something or you don't do anything. Fundamentally,
Sadhguru (Inner Management: In the Presence of the Master)
The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don’t know how to think different. It isn’t something that they learn within their company, and it certainly isn’t something they are taught in business school. Business schools teach people how to be deliverers, not discoverers.
Clayton M. Christensen (The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators)
It’s not easy to feel good about yourself when you are constantly being told you’re rubbish and/or part of the problem. That’s often the situation for people working in the public sector, whether these be nurses, civil servants or teachers. The static metrics used to measure the contribution of the public sector, and the influence of Public Choice theory on making governments more ‘efficient’, has convinced many civil-sector workers they are second-best. It’s enough to depress any bureaucrat and induce him or her to get up, leave and join the private sector, where there is often more money to be made. So public actors are forced to emulate private ones, with their almost exclusive interest in projects with fast paybacks. After all, price determines value. You, the civil servant, won’t dare to propose that your agency could take charge, bring a helpful long-term perspective to a problem, consider all sides of an issue (not just profitability), spend the necessary funds (borrow if required) and – whisper it softly – add public value. You leave the big ideas to the private sector which you are told to simply ‘facilitate’ and enable. And when Apple or whichever private company makes billions of dollars for shareholders and many millions for top executives, you probably won’t think that these gains actually come largely from leveraging the work done by others – whether these be government agencies, not-for-profit institutions, or achievements fought for by civil society organizations including trade unions that have been critical for fighting for workers’ training programmes.
Mariana Mazzucato (The Value of Everything: Making and Taking in the Global Economy)
We live without feeling the country beneath our feet, our words are inaudible from ten steps away. Any conversation, however brief, gravitates, gratingly, toward the Kremlin’s mountain man. His greasy fingers are thick as worms, his words weighty hammers slamming their target. His cockroach moustache seems to snicker, and the shafts of his high-topped boots gleam. Amid a rabble of scrawny-necked chieftains, he toys with the favors of such homunculi. One hisses, the other mewls, one groans, the other weeps; he prowls thunderously among them, showering them with scorn. Forging decree after decree, like horseshoes, he pitches one to the belly, another to the forehead, a third to the eyebrow, a fourth in the eye. Every execution is a carnival that fills his broad Ossetian chest with delight.
Osip Mandelstam
The winning candidate, now the president elect, calls for rapid increase in use of fossil fuels, including coal; dismantling of regulations; rejection of help to developing countries that are seeking to move to sustainable energy; and in general, racing to the cliff as fast as possible. Trump has already taken steps to dismantle the Environmental Protection Agency (EPA) by placing in charge of the EPA transition a notorious (and proud) climate change denier, Myron Ebell. Trump's top adviser on energy, billionaire oil executive Harold Hamm, announced his expectations, which were predictable: dismantling regulations, tax cuts for the industry (and the wealthy and corporate sector generally), more fossil fuel production, lifting Obama's temporary block on the Dakota Access pipeline. The market reacted quickly. Shares in energy corporations boomed, including the world's largest coal miner, Peabody Energy, which had filed for bankruptcy, but after Trump's victory, registered a 50 percent gain.
Noam Chomsky
There are, no doubt, lessons here for the contemporary reader. The changing character of the native population, brought about through unremarked pressures on porous borders; the creation of an increasingly unwieldy and rigid bureaucracy, whose own survival becomes its overriding goal; the despising of the military and the avoidance of its service by established families, while its offices present unprecedented opportunity for marginal men to whom its ranks had once been closed; the lip service paid to values long dead; the pretense that we still are what we once were; the increasing concentrations of the populace into richer and poorer by way of a corrupt tax system, and the desperation that inevitably follows; the aggrandizement of executive power at the expense of the legislature; ineffectual legislation promulgated with great show; the moral vocation of the man at the top to maintain order at all costs, while growing blind to the cruel dilemmas of ordinary life—these are all themes with which our world is familiar, nor are they the God-given property of any party or political point of view, even though we often act as if they were. At least, the emperor could not heap his economic burdens on posterity by creating long-term public debt, for floating capital had not yet been conceptualized. The only kinds of wealth worth speaking of were the fruits of the earth.
Thomas Cahill (How the Irish Saved Civilization (Hinges of History Book 1))
On top of the courthouse is a statue of a blindfolded woman holding a sword and a pair of scales. The blindfold makes her look like she is about to be executed.
Flynn Berry (Under the Harrow)
Salespeople of the future have to actually create value, not communicate value.
Nicholas A.C. Read (Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top)
Write your executive summary of where you want to take your business, and why your business idea will be successful.
Timi Nadela (Get To The Top)
Every team desires to win - and it is your duty as a leader to guide them to the victory.
Hendrith Vanlon Smith Jr. (Business Leadership: The Key Elements)
It is executive presence—and no man or woman attains a top job, lands an extraordinary deal, or develops a significant following without this heady combination of confidence, poise, and authenticity that convinces the rest of us we’re in the presence of someone who’s the real deal. It’s an amalgam of qualities that telegraphs that you are in charge or deserve to be.
Sylvia Ann Hewlett (Executive Presence: The Missing Link Between Merit and Success)
David Hudson was rising in the political field. As a senator from New York, he had it all – good looks, a well-known family name and the finances to go with it, but for David, it was never enough. He graduated from an Ivy League school at the top of his class, and his parents were political royalty in America so he grew up in the spotlight with all of the luxuries one could imagine.
Yolanda Richards (Scandalous: By His Executive Order)
Government departments are arranged hierarchically; those at the top are used to issuing orders and expect them to be carried out by their subordinates right down the line. Minow assumed that a cultural institution like television has a similar hierarchical structure, as if television executives could requisition more creative programming the way a bureaucrat orders new pencils or department stationery.
Thomas E. Woods Jr. (Back on the Road to Serfdom: The Resurgence of Statism)
This was the first of the St. Augustines. Previous memos had borne messages from Zwingli, Lévi-Strauss, Rilke, Chekhov, Tillich, William Blake, Charles Olson and a Kiowa chief named Satanta. Naturally the person responsible for these messages became known throughout the company as the Mad Memo-Writer. I never referred to him that way because it was much too obvious a name. I called him Trotsky. There was no special reason for choosing Trotsky; it just seemed to fit. I wondered if he was someone I knew. Everybody seemed to think he was probably a small grotesque man who had suffered many disappointments in life, who despised the vast impersonal structure of the network and who was employed in our forwarding department, the traditional repository for all sex offenders, mutants and vegetarians. They said he was most likely a foreigner who lived in a rooming house in Red Hook; he spent his nights reading an eight-volume treatise on abnormal psychology, in small type, and he told his grocer he had been a Talmudic scholar in the old country. This was the consensus and maybe it had a certain logic. But I found more satisfaction in believing that Trotsky was one of our top executives. He made eighty thousand dollars a year and stole paper clips from the office.
Don DeLillo (Américana)
I’ve heard the stories about you, Kyoshi, and I know the things you’ve seen. What do you care if a single peasant lives or dies?” She crossed the distance between them and thrust a closed fan under his chin, stopping short of his throat. “I care more for his life than I do for yours right now,” she said, examining the growing whites of Zoryu’s eyes. “Let me make myself perfectly clear. You live on top of what I control. Your islands are surrounded by my waves. You fill your very lungs at my discretion. So if I hear any news about ‘Yun’ being executed, you will truly learn what it’s like when the spirits forsake you in the face of the elements.
F.C. Yee (Avatar: The Shadow of Kyoshi (The Kyoshi Novels, #2))
How skillful to tax the middle class to pay for the relief of the poor, building resentment on top of humiliation! How adroit to bus poor black youngsters into poor white neighborhoods, in a violent exchange of impoverished schools, while the schools of the rich remain untouched and the wealth of the nation, doled out carefully where children need free milk, is drained for billion-dollar aircraft carriers. How ingenious to meet the demands of blacks and women for equality by giving them small special benefits, and setting them in competition with everyone else for jobs made scarce by an irrational, wasteful system. How wise to turn the fear and anger of the majority toward a class of criminals bred—by economic inequity—faster than they can be put away, deflecting attention from the huge thefts of national resources carried out within the law by men in executive offices.
Howard Zinn (A People's History of the United States)
The one and only personality trait the effective ones I have encountered did have in common was something they did not have: they had little or no ‘charisma’ and little use either for the term or what it signifies.” Supporting Drucker’s claim, Brigham Young University management professor Bradley Agle studied the CEOs of 128 major companies and found that those considered charismatic by their top executives had bigger salaries but not better corporate performance. We
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
Another predictable result of leaving control of priorities to the pressures is that the work of top management does not get done at all. That is always postponable work, for it does not try to solve yesterday’s crises but to make a different tomorrow.
Peter F. Drucker (The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials))
However, if you’re a top executive earning $250,000 a year and you win $1 million in the lottery, or your company board suddenly decides to double your salary, your surge is likely to last only a few weeks. According to the empirical findings, it’s almost certainly not going to make a big difference to the way you feel over the long run. You’ll buy a snazzier car, move into a palatial home, get used to drinking Chateau Pétrus instead of California Cabernet, but it’ll soon all seem routine and unexceptional.
Yuval Noah Harari (Sapiens: A Brief History of Humankind)
There’s a widespread conviction, spoken and unspoken, that the road to riches is trimmed in Ivy and the reins of power held by those who’ve donned Harvard’s crimson, Yale’s blue and Princeton’s orange, not just on their chests but in their souls. No one told that to the Fortune 500. They’re the American corporations with the highest gross revenues. The list is revised yearly. As I write this paragraph in the summer of 2014, the top ten are, in order, Wal-Mart, Exxon Mobil, Chevron, Berkshire Hathaway, Apple, Phillips 66, General Motors, Ford Motor, General Electric and Valero Energy. And here’s the list, in the same order, of schools where their chief executives got their undergraduate degrees: the University of Arkansas; the University of Texas; the University of California, Davis; the University of Nebraska; Auburn; Texas A&M; the General Motors Institute (now called Kettering University); the University of Kansas; Dartmouth College and the University of Missouri–St. Louis. Just one Ivy League school shows up.
Frank Bruni (Where You Go Is Not Who You'll Be: An Antidote to the College Admissions Mania)
My recommendation is to keep up the good work. I’m changing your title to senior executive assistant, and giving you a three percent raise effective next payday. Congratulations.” Wow, three percent. I could move up that early retirement plan to age seventy-five now, instead of eighty. Lucky me. Thank you,” I said. “That’s very generous.” You’re quite welcome.” Ms. Saunders nodded and grabbed a gold-plated letter opener to begin attacking her stack of mail. I turned to leave. Didn’t want to outstay my welcome. Damn it!” she exclaimed, and I turned back around. She winced and nodded at the letter opener that she’d dropped to her desktop. “Damn thing slipped. I’m probably going to need stitches now. Can you be a dear and fetch the first-aid kit for me?” She held her left index finger and frowned at the steady flow of blood oozing out. A few small drops of red splashed onto the other letters spread out on the desk. I felt woozy. And suddenly dizzy. I blinked. When I opened my eyes, I was no longer standing by the door about to leave. I was crouched down next to Ms. Saunders’s imported black leather chair, grasping her wrist tightly…… and sucking noisily on her fingertip. I shrieked and let go of her, staggering backward. I grabbed at her desk to keep from falling, but I dropped on my butt, anyhow, taking most of the contents of the top of her desk with me. She held her injured finger far away from her and stared at me, wide-eyed, with a mixture of shock and disgust. I scrambled to my feet and wiped my mouth with the back of my hand. What in the holy hell just happened? I… I… uh… I’m so sorry,” I managed. “I don’t know what… I wouldn’t normally do something… I just…” Ms. Saunders pulled her hand close to her chest, perhaps to protect it from further abuse. Get out,” she said quietly. Yeah, I’ll get back to work. Again, I’m so, so sorry. Would you like me to bring you a cup of coffee?” No, not to your desk,” she said evenly, but her volume increased with every word. “Get out of here, you freak. I don’t care what you’ve heard, I’m not into women. You’re fired. Now get out of here before I call security.” But… my job review—” Get out!” she yelled.
Michelle Rowen (Bitten & Smitten (Immortality Bites, #1))
Everybody believes their job is stressful. You ask the president if his job is stressful, you ask the top executive, and he is also stressful. You ask the office boy, and his job is also stressful! I beg to differ. No job is stressful. Only if you have no control over your own systems are you stressed. Your body, mind, chemistry, or your life energies are not happening the way you want them to. None of them are taking instructions from you. If only your physical, mental, chemical, and energy systems took instructions from you, would you ever cause any kind of unpleasantness within yourself? You would be blissful every moment of your life. Your life would not be at all enslaved to the external conditions that are subject to a million different forces. At the same time some are stressed, others are doing the same jobs joyfully. So, the question is not at all about the work. If we were good managers of ourselves, we would become happier as we grow older; instead, the opposite is true. Children are bursting forth with happiness,” he said, “but most adults become less and less happy.
Sadhguru (Midnights with the Mystic)
The owners and top managers of most news media organizations tend to be conservative and Republican. This is hardly surprising. The shareholders and executives of multi-billion-dollar corporations are not very interested in undermining the free enterprise system, for example, income from offended advertisers. These owners and managers ultimately decide which reporters, newscasters, and editors to hire or fire, promote or discourage. Journalists who want to get a head, therefore, may have to come to terms with the policies of the people who own and run media businesses.
Edward S. Greenberg (The Struggle for Democracy)
Trump is Trump. I came to understand that he believed he could run the Executive Branch and establish national-security policies on instinct, relying on personal relationships with foreign leaders, and with made-for-television showmanship always top of mind. Now, instinct, personal relations, and showmanship are elements of any President’s repertoire. But they are not all of it, by a long stretch. Analysis, planning, intellectual discipline and rigor, evaluation of results, course corrections, and the like are the blocking and tackling of presidential decision-making, the unglamorous side of the job. Appearance takes you only so far.
John Bolton (The Room Where It Happened: A White House Memoir)
At the end of the vacation, I took a steamer alone from Wuhan back up through the Yangtze Gorges. The journey took three days. One morning, as I was leaning over the side, a gust of wind blew my hair loose and my hairpin fell into the river. A passenger with whom I had been chatting pointed to a tributary which joined the Yangtze just where we were passing, and told me a story.In 33 B.C., the emperor of China, in an attempt to appease the country's powerful northern neighbors, the Huns, decided to send a woman to marry the barbarian king. He made his selection from the portraits of the 3,000 concubines in his court, many of whom he had never seen. As she was for a barbarian, he selected the ugliest portrait, but on the day of her departure he discovered that the woman was in fact extremely beautiful. Her portrait was ugly because she had refused to bribe the court painter. The emperor ordered the artist to be executed, while the lady wept, sitting by a river, at having to leave her country to live among the barbarians. The wind carried away her hairpin and dropped it into the river as though it wanted to keep something of hers in her homeland. Later on, she killed herself. Legend had it that where her hairpin dropped, the river turned crystal clear, and became known as the Crystal River. My fellow passenger told me this was the tributary we were passing. With a grin, he declared: "Ah, bad omen! You might end up living in a foreign land and marrying a barbarian!" I smiled faintly at the traditional Chinese obsession about other races being 'barbarians," and wondered whether this lady of antiquity might not actually have been better off marrying the 'barbarian' king. She would at least be in daily contact with the grassland, the horses, and nature. With the Chinese emperor, she was living in a luxurious prison, without even a proper tree, which might enable the concubines to climb a wall and escape. I thought how we were like the frogs at the bottom of the well in the Chinese legend, who claimed that the sky was only as big as the round opening at the top of their well. I felt an intense and urgent desire to see the world. At the time I had never spoken with a foreigner, even though I was twenty-three, and had been an English language student for nearly two years. The only foreigners I had ever even set eyes on had been in Peking in 1972. A foreigner, one of the few 'friends of China," had come to my university once. It was a hot summer day and I was having a nap when a fellow student burst into our room and woke us all by shrieking: "A foreigner is here! Let's go and look at the foreigner!" Some of the others went, but I decided to stay and continue my snooze. I found the whole idea of gazing, zombie like rather ridiculous. Anyway, what was the point of staring if we were forbidden to open our mouths to him, even though he was a 'friend of China'? I had never even heard a foreigner speaking, except on one single Linguaphone record. When I started learning the language, I had borrowed the record and a phonograph, and listened to it at home in Meteorite Street. Some neighbors gathered in the courtyard, and said with their eyes wide open and their heads shaking, "What funny sounds!" They asked me to play the record over and over again.
Jung Chang (Wild Swans: Three Daughters of China)
So far, so vindictive: par for the Old Testament course. New Testament theology adds a new injustice, topped off by a new sadomasochism whose viciousness even the Old Testament barely exceeds. It is, when you think about it, remarkable that a religion should adopt an instrument of torture and execution as its sacred symbol, often worn around the neck. Lenny
Richard Dawkins (The God Delusion)
In fact, in our initial surveys we learned that only one employee in seven could name even one of their organization’s most important goals. That’s right—15 percent could not name even one of the top three goals their leaders had identified. The other 85 percent named what they thought was the goal, but it often didn’t remotely resemble what their leaders had said.
Chris McChesney (The 4 Disciplines of Execution: Achieving Your Wildly Important Goals)
Authority is essential to society, but what we called in King Lear "transcendental" authority, with an executive ruler on top, depends on the ruler's understanding of equity. If he hasn't enough of such understanding, authority becomes a repressive legalism. Legalism of this sort really descends from what is called in the Bible the knowledge of good and evil. This was forbidden knowledge, because, as we'll see, it's not a genuine knowledge at all: it can't even tell us anything about good and evil. This kind of knowledge came into the world along with the discovery of self-conscious sex, when Adam and Eve knew that they were naked, and the thing that repressive legalism ever since has been most anxious to repress is the sexual impulse.
Northrop Frye
Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command.
Ralph D. Stacey (Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations)
Our struggle is against a system where the top twenty-five hedge fund managers in the United States pocket more money than 350,000 kindergarten teachers combined. When did we the people make that determination? When did we decide that a drug company executive at Moderna can collect a “golden parachute” valued at $926 million for not working, while EMT workers who work around the clock to save lives make as little as $40,000 a year?
Bernie Sanders (It's OK to Be Angry About Capitalism)
Well, this was predictable. House Republicans last week acceded to an extension of the Export-Import Bank for at least the next nine months. The Export-Import Bank is far from the worst example of government-business cronyism. I just completed a history of American political corruption and actually had to leave Ex-Im on the cutting room floor. Its cronies are pikers compared with the corporate moguls that take advantage of tax preferences like the G.E. and Apple loopholes. They also cannot hold a candle to the American Medical Association, which is basically free to write the reimbursement rates for Medicare Part B. And nothing compares to Fannie Mae and Freddie Mac from 1991-2008. The two mortgage giants kept the entire D.C. political class bent over a barrel for almost 20 years as its top executives reaped enormous bonuses while putting the broader economy at risk.
Anonymous
I’m done being polite about this bullshit. My list of professional insecurities entirely stems from being a young woman. Big plot twist there! As much as I like to execute equality instead of discussing the blaring inequality, the latter is still necessary. Everything, everywhere, is still necessary. The more women who take on leadership positions, the more representation of women in power will affect and shift the deep-rooted misogyny of our culture—perhaps erasing a lot of these inherent and inward concerns. But whether a woman is a boss or not isn’t even what I’m talking about—I’m talking about when she is, because even when she manages to climb up to the top, there’s much more to do, much more to change. When a woman is in charge, there are still unspoken ideas, presumptions, and judgments being thrown up into the invisible, terribly lit air in any office or workplace. And I’m a white woman in a leadership position—I can only speak from my point of view. The challenges that women of color face in the workforce are even greater, the hurdles even higher, the pay gap even wider. The ingrained, unconscious bias is even stronger against them. It’s overwhelming to think about the amount of restructuring and realigning we have to do, mentally and physically, to create equality, but it starts with acknowledging the difference, the problem, over and over.
Abbi Jacobson (I Might Regret This: Essays, Drawings, Vulnerabilities, and Other Stuff)
Pompeo and his explosive temper. Pompeo would curse and yell even at early-morning staff meetings with his top advisers. He often vented about leaks. Women were a particular target, especially Lisa Kenna, the career diplomat who served as his executive secretary. His tirades at her, described by three senior officials who observed them directly, were blistering. “I don’t know if I’ve ever seen such sustained abuse in my life,” one senior official said about Pompeo’s treatment of Kenna.
Peter Baker (The Divider: Trump in the White House, 2017-2021)
The number one job of a leader is to wake up every morning, point to the horizon, and let everybody on the team know where the organization is going. The number two job of a leader is to explain, in clear and simple terms, why the story of going to and arriving at that specific destination matters. The number three job of a leader is to analyze the skills and abilities of each team member and find them an important role to play in that story. All human beings long for a mission. We are all born self-identifying as heroes in a story and we know, even as children, that our existence on this planet matters. Not only this, but as communal beings, every person longs to join a team on a serious and important mission. This is why dynamic leaders are able to attract top talent. Every dynamic leader you know or have ever heard of had a mission burning inside them that other people wanted to join. Great leaders become great because their mission makes them great. There are no exceptions.
Donald Miller (Business Made Simple: 60 Days to Master Leadership, Sales, Marketing, Execution, Management, Personal Productivity and More (Made Simple Series))
What I discovered was that senior executives often presided. They organized work, then waited to review it when it was done. You were a worker early in your career, but once you climbed to the top, your role was to preside over a process. Well, my kind of executives dig into the details, work the problems day to day, and lead by example, not title. They take personal ownership of and responsibility for the end result. They see themselves as drivers rather than as a box high on the organization chart.
Louis V. Gerstner Jr. (Who Says Elephants Can't Dance?: Leading a Great Enterprise Through Dramatic Change)
About five miles back I had a brush with the CHP. Not stopped or pulled over: nothing routine. I always drive properly. A bit fast, perhaps, but always with consummate skill and a natural feel for the road that even cops recognize. No cop was ever born who isn't a sucker for a finely-executed hi-speed Controlled Drift all the way around one of those cloverleaf freeway interchanges. Few people understand the psychology of dealing with a highway traffic cop. Your normal speeder will panic and immediately pull over to the side when he sees the big red light behind him ... and then he will start apologizing, begging for mercy. This is wrong. It arouses contempt in the cop-heart. The thing to do – when you're running along about 100 or so and you suddenly find a red-flashing CHP-tracker on your tail – what you want to do then is accelerate. Never pull over with the first siren-howl. Mash it down and make the bastard chase you at speeds up to 120 all the way to the next exit. He will follow. But he won't know what to make of your blinker-signal that says you're about to turn right. This is to let him know you're looking for a proper place to pull off and talk ... keep signaling and hope for an off-ramp, one of those uphill side-loops with a sign saying "Max Speed 25" ... and the trick, at this point, is to suddenly leave the freeway and take him into the chute at no less than 100 miles an hour. He will lock his brakes about the same time you lock yours, but it will take him a moment to realize that he's about to make a 180-degree turn at this speed ... but you will be ready for it, braced for the Gs and the fast heel-toe work, and with any luck at all you will have come to a complete stop off the road at the top of the turn and be standing beside your automobile by the time he catches up. He will not be reasonable at first ... but no matter. Let him calm down. He will want the first word. Let him have it. His brain will be in a turmoil: he may begin jabbering, or even pull his gun. Let him unwind; keep smiling. The idea is to show him that you were always in total control of yourself and your vehicle – while he lost control of everything.
Hunter S. Thompson (Fear and Loathing in Las Vegas)
[I]n addition to being a Spirit person, healer, and wisdom teacher, Jesus was a social prophet. There was passion in his language. Many of his sayings (as well as actions) challenged the domination system of his day. They take on pointed meaning when we see them in the context of social criticism of a peasant society. His criticisms of the wealthy were an indictment of the social class at the top of the domination system. His prophetic threats against Jerusalem and the temple were not because they were the center of an “old religion” (Judaism) soon to be replaced by a new religion (Christianity) but because they were the center of the domination system. His criticism of lawyers, scribes, and Pharisees was not because they were unvirtuous individuals but because commitment to the elites led them to see the social order through elite lenses. Jesus rejected the sharp social boundaries of the established social order and challenged the institutions that legitimated it. In his teaching, he subverted distinctions between righteous and sinner, rich and poor, men and women, Pharisee and outcasts. In his healings and behavior, he crossed social boundaries of purity, gender, and class. In his meal practice, central to what he was about, he embodied a boundary-subverting inclusiveness. In his itinerancy he rejected the notion of a brokered kingdom of God and enacted the immediacy of access to God apart from institutional mediation. His prophetic act against the money changers in the temple at the center of the domination system was, in the judgment of most scholars, the trigger leading to his arrest and execution.
Marcus J. Borg (The God We Never Knew: Beyond Dogmatic Religion to a More Authentic Contemporary Faith)
Colonel Cargill, General Peckem’s troubleshooter, was a forceful, ruddy man. Before the war he had been an alert, hard-hitting, aggressive marketing executive. He was a very bad marketing executive. Colonel Cargill was so awful a marketing executive that his services were much sought after by firms eager to establish losses for tax purposes. Throughout the civilized world, from Battery Park to Fulton Street, he was known as a dependable man for a fast tax write-off. His prices were high, for failure often did not come easily. He had to start at the top and work his way down, and with sympathetic friends in Washington, losing money was no simple matter. It took months of hard work and careful misplanning. A person misplaced, disorganized, miscalculated, overlooked everything and opened every loophole, and just when he thought he had it made, the government gave him a lake or a forest or an oilfield and spoiled everything. Even with such handicaps, Colonel Cargill could be relied on to run the most prosperous enterprise into the ground. He was a self-made man who owed his lack of success to nobody.
Joseph Heller (Catch-22)
A well-heeled housewife confided that all the husbands in her social circle had recently accepted jobs in China, and were now commuting between Cupertino and Shanghai, partly because their quiet styles prevented them from advancing locally. The American companies “think they can’t handle business,” she said, “because of presentation. In business, you have to put a lot of nonsense together and present it. My husband always just makes his point and that’s the end of it. When you look at big companies, almost none of the top executives are Asians. They hire someone who doesn’t know anything about the business, but maybe he can make a good presentation.” A software engineer told me how overlooked he felt at work in comparison to other people, “especially people from European origin, who speak without thinking.” In China, he said, “If you’re quiet, you’re seen as being wise. It’s completely different here. Here people like to speak out. Even if they have an idea, not completely mature yet, people still speak out. If I could be better in communication, my work would be much more recognized. Even though my manager appreciates me, he still doesn’t know I have done work so wonderful.
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
Wilson also made regulating information and speech a top priority. Less than two weeks after his request for a declaration of war, Wilson nationalized the “wireless” industry (radios) in order to control information. He established a Committee of Public Information charged with advancing the correct interpretation of the War for schools, the press, and the public at large and promoting his war aims at home and abroad. A December 1917 executive order established a division to create and distribute motion pictures to troops in Europe for their entertainment and education. Wilson’s propaganda knew no bounds.
Brion T. McClanahan (9 Presidents Who Screwed Up America: And Four Who Tried to Save Her)
The worst disease which can afflict business executives in their work is not, as popularly supposed, alcoholism; it’s egotism,” Geneen famously said. In the Mad Men era of corporate America, there was a major drinking problem, but ego has the same roots—insecurity, fear, a dislike for brutal objectivity. “Whether in middle management or top management, unbridled personal egotism blinds a man to the realities around him; more and more he comes to live in a world of his own imagination; and because he sincerely believes he can do no wrong, he becomes a menace to the men and women who have to work under his direction,” he wrote in his memoirs.
Ryan Holiday (Ego Is the Enemy)
I've always believed that culture is defined and created from the top down, but it comes to life from the bottom up. This meant that I had to build our culture by working with the leadership group (i.e., the owner, general manager, and executives), the coaching staff, and the football team. To strengthen the culture among the leadership group, it was important to reiterate to the owner, team president, and general manager the shared beliefs, values, and expectations that we had discussed in depth when I was interviewing for the head coaching position. It was important to have collaborative conversations on a regular basis to discuss the changes we were making and why we were making them.
Jon Gordon (You Win in the Locker Room First: The 7 C's to Build a Winning Team in Business, Sports, and Life (Jon Gordon))
Deep caring about each other's fate does seem to be on the decline, but I do not believe that New Age narcissism is much to blame. The external causes of our moral indifference are a fragmented mass society that leaves us isolated and afraid, an economic system that puts the rights of capital before the rights of people, and a political process that makes citizens into ciphers. These are the forces that allow, even encourage, unbridled competition, social irresponsibility, and the survival of the financially fittest. The executives who brought down the major corporations by taking indecent sums off the top while wage earners of modest means lost their retirement accounts were clearly more influenced by capitalist amorality than by some New Age guru.
Parker J. Palmer (A Hidden Wholeness: The Journey Toward an Undivided Life : Welcoming the soul and weaving community in a wounded world)
Richard Thaler tells of a discussion about decision making he had with the top managers of the 25 divisions of a large company. He asked them to consider a risky option in which, with equal probabilities, they could lose a large amount of the capital they controlled or earn double that amount. None of the executives was willing to take such a dangerous gamble. Thaler then turned to the CEO of the company, who was also present, and asked for his opinion. Without hesitation, the CEO answered, “I would like all of them to accept their risks.” In the context of that conversation, it was natural for the CEO to adopt a broad frame that encompassed all 25 bets. Like Sam facing 100 coin tosses, he could count on statistical aggregation to mitigate the overall risk.
Daniel Kahneman (Thinking, Fast and Slow)
I mean, I get it, In life, we're judged according to what we've done. And women are consistently assessed more harshly. A New York University study showed that women have to do much more than men to be perceived as equally productive in the workplace. So we keep chugging along. Me? I'm great. I got so much done today! We want to have spotless homes, healthy-yet-gourmet meals, executive-track promotions, well-behaved children, a robust spiritual life, spotless community service, hot sex, and on top of all that, some time to relax. But herein lies the conundrum, If we continue to pursue productivity for productivity's sake, women will continue to position ourselves diametrically opposed to satisfaction. You may feel like the most productive person alive, but without a purpose, you're just busy.
Erin Falconer (How to Get Sh*t Done)
By 1086 the English were entirely gone from the top of society, supplanted by thousands of foreign newcomers. This transformation had almost certainly not been William’s original intention. His initial hope appears to have been to rule a mixed Anglo-Norman kingdom, much as his predecessor and fellow conqueror, King Cnut, had ruled an Anglo-Danish one. But Cnut had begun his reign by executing those Englishmen whose loyalty he suspected and promoting trustworthy natives in their place. William, by contrast, had exercised clemency after his coronation and consequently found himself facing wave after wave of rebellion. The English knew they were conquered in 1016, but in 1066 they had refused to believe it. As a result they met death and dispossession by stages and degrees, until, eventually and ironically, the Norman Conquest became far more revolutionary than its Danish predecessor.
Marc Morris (The Norman Conquest: The Battle of Hastings and the Fall of Anglo-Saxon England)
You selfless, reckless—" he accuses, backing away slowly. "And second, her death would have triggered yours, so hell yes I saved her!" My feet hit the ground and my head swims for a heartbeat, but my pulse steadies as I breathe deeply. "Tecarus would have had you executed if she'd died under your care." "Un-fucking believable." He laces his hands on the top of his head. "You hate her, and yet you refuse to raise the wards, no doubt so her power won't be stripped away, and then you put your life in front of hers—" "For you!" "All I want is you!" He flicks his hands and shadows shut the door a little harder than necessary, sealing us in behind the sound shield. "If she dies, then I'll take the consequences. If they can't channel, I'll take those consequences, too. But not you. Never you. Gods, Violet. I'm doing everything in my power to both respect your freedom and keep you safe, and you're...
Rebecca Yarros (Iron Flame (The Empyrean, #2))
The literature is full of discussions of these questions; full of stories of the ‘entrepreneurial personality’ and of people who will never do anything but innovate. In the light of our experience – and it is considerable – these discussions are pointless. By and large, people who do not feel comfortable as innovators or as entrepreneurs will not volunteer for such jobs; the gross misfits eliminate themselves. The others can learn the practice of innovation. Our experience shows that an executive who has performed in other assignments will do a decent job as an entrepreneur. In successful entrepreneurial businesses, nobody seems to worry whether a given person is likely to do a good job of development or not. People of all kinds of temperaments and backgrounds apparently do equally well. Any young engineer in 3M who comes to top management with an idea that makes sense is expected to take on its development.
Peter F. Drucker (Innovation and Entrepreneurship (Routledge Classics))
Thakur’s findings were not news to Ranbaxy’s top executives. Just ten months earlier, in October 2003, outside auditors started investigating Ranbaxy facilities worldwide. In this case, the audits had been ordered up by Ranbaxy itself. This was a common industry practice: drug companies often hired consultants to audit their facilities as a dry run to see how visible their problems were. If the consultants could find it, they reasoned, then most likely regulators could too. The fact-finding mission by Lachman Consultant Services left Ranbaxy officials under no illusion as to the extent of the company’s failings. At Ranbaxy’s Princeton, New Jersey, facility, auditors found that the company’s Patient Safety Department barely functioned and training was essentially “non-existent.” The staff had no written protocols for investigating patient complaints, which piled up in boxes, uncategorized and unreported. They had no clerical help for basic tasks like mailing out the patients’ samples for testing. “I don’t think there’s the same medicine in this medicine,” was a common refrain from patients. Even when there were investigations, they were so perfunctory and half-hearted that expiration dates were listed as “unknown,” even when they could easily have been found from a product’s lot number. An audit of Ranbaxy’s main U.S. manufacturing plant, Ohm Laboratories in New Jersey, found that the company, though required to report adverse events to the FDA, rarely did so. There was no system to capture patient complaints after hours, and no global medical officer to ensure that any potential negative consequences for patients were being monitored. The consultants from Lachman urged Ranbaxy to address these problems globally. Ranbaxy’s initial reaction to the findings was to question the number of hours, and the resulting invoice, that Lachman had sent for its work.
Katherine Eban (Bottle of Lies: The Inside Story of the Generic Drug Boom)
Every day all over the nation young people start working in new jobs. Each of them “wishes” that someday he could enjoy the success that goes with reaching the top. But the majority of these young people simply don’t have the belief that it takes to reach the top rungs. And they don’t reach the top. Believing it’s impossible to climb high, they do not discover the steps that lead to great heights. Their behavior remains that of the “average” person. But a small number of these young people really believe they will succeed. They approach their work with the “I’m-going-to-the-top” attitude. And with substantial belief they reach the top. Believing they will succeed—and that it’s not impossible—these folks study and observe the behavior of senior executives. They learn how successful people approach problems and make decisions. They observe the attitudes of successful people. The how-to-do-it always comes to the person who believes he can do it.
David J. Schwartz (The Magic of Thinking Big)
ninety POWs from the 2nd Battalion, the Royal Warwickshire Regiment were executed by grenade and rifle-fire by the Liebstandarte Adolf Hitler Regiment in a crowded barn at Wormhout, near the Franco-Belgian border.39 On seeing two grenades tossed into the crowded barn, Sergeant Stanley Moore and Sergeant-Major Augustus Jennings leapt on top of them to shield their men from the blasts. These despicable, cold-blooded massacres give lie to the myth that it was desperation and fear of defeat towards the end of the war that led the SS to kill Allied POWs who had surrendered; in fact such inhumanity was there all along, even when Germany was on the eve of her greatest victory. Although the officer responsible for Le Paradis, Hauptsturmführer (Captain) Fritz Knochlein, was executed in 1949, Hauptsturmführer Wilhelm Mohnke, who commanded the unit that carried out the Wormhout atrocity, was never punished for this war crime and died in 2001 in a Hamburg retirement home.
Andrew Roberts (The Storm of War: A New History of the Second World War)
George Romney’s private-sector experience typified the business world of his time. His executive career took place within a single company, American Motors Corporation, where his success rested on the dogged (and prescient) pursuit of more fuel-efficient cars.41 Rooted in a particular locale, the industrial Midwest, AMC was built on a philosophy of civic engagement. Romney dismissed the “rugged individualism” touted by conservatives as “nothing but a political banner to cover up greed.”42 Nor was this dismissal just cheap talk: He once returned a substantial bonus that he regarded as excessive.43 Prosperity was not an individual product, in Romney’s view; it was generated through bargaining and compromises among stakeholders (managers, workers, public officials, and the local community) as well as through individual initiative. When George Romney turned to politics, he carried this understanding with him. Romney exemplified the moderate perspective characteristic of many high-profile Republicans of his day. He stressed the importance of private initiative and decentralized governance, and worried about the power of unions. Yet he also believed that government had a vital role to play in securing prosperity for all. He once famously called UAW head Walter Reuther “the most dangerous man in Detroit,” but then, characteristically, developed a good working relationship with him.44 Elected governor in 1962 after working to update Michigan’s constitution, he broke with conservatives in his own party and worked across party lines to raise the minimum wage, enact an income tax, double state education expenditures during his first five years in office, and introduce more generous programs for the poor and unemployed.45 He signed into law a bill giving teachers collective bargaining rights.46 At a time when conservatives were turning to the antigovernment individualism of Barry Goldwater, Romney called on the GOP to make the insurance of equal opportunity a top priority. As
Jacob S. Hacker (American Amnesia: How the War on Government Led Us to Forget What Made America Prosper)
The execution was swift and merciful for a madman who cost untold lives." "We've been sent here to die." "You're all cowards." - The Last Words of Fen Riorson (Redacted) "Welcome to the revolution, Violet." "We find you guilty, Amber Mavis." "And as is our law, your sentence will be carried out by fire." "The commandment, the professors, the commanding officers -- they're watching to see who will rise to the top. They're salivating to see who will fall." "he might wield shadows, Violet, but give him his way, and you'll become one." I am the sky and the power of every storm that has ever been. I am infinite. "Lightning wielder." "It only takes one desperate generation to change history -- even erase it." "He's always known my true nature, and honestly, the shadows should have clued me in to his. He's a master of secrets." "You shouted and carried me out of there like I mean something to you." "You do mean something to me." And now everyone knows. "Lies are comforting. Truth is painful.
Rebecca Yarros (Fourth Wing (The Empyrean, #1))
Ted and Rick. Ted graduates from university and starts his climb up the corporate ladder. Every day he works long hours. He spends Saturday on projects to try to get ahead. No time for sports, no time for relationships, and no money to save. Every month he reviews his goals to see how far he can climb the corporate ladder. Extra meetings, extra projects. Gradually, Ted begins his climb to the top. And after 18 short years, Ted has his chance. He could become the next new, semi-young, chief executive of the company. But the owner gives the chief executive job to his recently graduated grandson, who promptly fires Ted. Ted has lost 18 years of his life, his dignity, his hard effort, and is again unemployed. Ted’s friend, Rick, also leaves university, but takes an ordinary job. However, Rick does something different. In the evenings, after work, Rick starts his part-time network marketing business. Four years later, Rick fires his boss, and lives the rest of his life on the earnings of his network marketing business.
Tom Schreiter (How To Prospect, Sell and Build Your Network Marketing Business With Stories)
Altogether, these observations suggest that several processes contribute to psychotic experience: the loss of familiarity with the world, hypothetically associated with noisy information processing; increased novelty detection mediated by the hippocampus; associated alterations of prefrontal cortical processing, which have reliably been associated with impairments in working memory and other executive functions; increased top-down effects of prior beliefs mediated by the frontal cortex that may reflect compensatory efforts to cope with an increasingly complex and unfamiliar world; and finally disinhibition of subcortical dopaminergic neurotransmission, which increases salience attribution to otherwise irrelevant stimuli. Furthermore, increased noise of chaotic or stress-dependent dopamine firing can reduce the encoding of errors of reward prediction elicited by primary and secondary reinforcers, thus contributing to a subjective focusing of attention on apparently novel and mysterious environmental cues while reducing attention and motivation elicited by common and natural and social stimuli.
Andreas Heinz
Change Your Look With These Top Notch Fashion Tips In fashion, there aren't any set rules. There is no one right way to be fashionable. Read a lot of different sources and then take what you've learned, pick it apart and use the tips that are best for you. Continue reading to learn great advice that you can tailor to your own wants and needs. If you like a shirt or skirt think about getting it in more than one color. Because clothes come in so many varying cuts and styles, you're likely find it difficult to find clothes that fit well for your body type. When you do just get more than one so that you can feel great more often. If you have thick or very curly hair, using a gel product will help you to create the style you desire. Work the product into towel-dried hair and then style it as you want. You can allow it to dry naturally, or use a hair drier. This is especially helpful in humid weather. In today's business world, it is imperative that men be well dressed. Therefore, it is essential to shop for top drawer clothing when buying clothes for your next interview. To begin your search, look through today's business magazines to ensure your wardrobe matches the top executives. Look for whether men are wearing cuffed pants or hemmed pants, ties with designs or solid ties as well as what type of shoe is currently in style. Skimpy tops are comfortable to wear in hot weather, but be careful if you are a big busted gal. Your figure needs good support, and you will feel more secure if you wear a sports bra under a lightweight top that has skinny straps and no shape of its own. Don't overstock your beauty kit with makeup. Just choose a few colors that match the season. Consider your needs for day and evening applications. Makeup can go bad if it's opened, just like other products. Bacteria can build on it, too. Have yourself professionally fitted for a bra. An ill-fitting brassiere is not only unflattering, but it affects how your clothing fits. Once you know your true size, buy a few bras in different styles and cuts. A plunge or demi-cup bra, a strapless bra, and a convertible bra give you versatile options. The thing about fashion is that it's a very easy topic once you get to know a little bit about it. Use the ideas you like and ignore the rest. It's okay not to follow every trend. Breaking away from the trends is better if you desire to be unique.
David (Hum® Político (Humor Político, #1))
TRUMP EVENTUALLY REALIZED THAT he needed executives with a strong background in running casinos. He scouted the competition and picked Stephen Hyde, a devout Mormon with a large family. The Church of Latter-day Saints opposed gambling, but the casino industry employed many Mormons in key positions, in part because executives believed the faithful wouldn’t be tempted to bet. Hyde was soft-spoken, unflappable, and widely considered one of the nation’s savviest gaming executives, having most recently worked for Trump’s competitor Steve Wynn. Trump, who once wrote, “I can be a screamer,” would occasionally humiliate Hyde by cursing him out in front of other executives. Yet Trump recognized Hyde’s capabilities and entrusted him with a business potentially worth billions of dollars. Hyde was, Trump wrote, “a very sharp guy and highly competitive, but most of all, he had a sense of how to manage to the bottom line.” Trump throughout his career would rely on small circles of advisers, and Hyde became one of Trump’s most trusted associates at the time. That meant some other senior executives felt shut out, unable to convey their concerns to Trump without going through the tight inner circle. Hyde was at the top of that chain of command. Hyde
Michael Kranish (Trump Revealed: The Definitive Biography of the 45th President)
The next day we booked a three-hundred pound sow for a most unusual photoshoot. She was chauffeured to Hollywood from a farm in Central Valley, and arrived in style at the soundstage bright and early, ready for her close-up. She was a perfect pig, straight from the animal equivalent of Central casting: pink, with gray spots and a sweet disposition. Like Wilbur from Charlotte's Web, but all grown up. I called her "Rhonda." In a pristine studio with white walls and a white floor, I watched as Rhonda was coaxed up a ramp that led to the top of a white pedestal, four feet off the ground. Once she was situated, the ramp was removed, and I took my place beside her. It was a simple setup. Standing next to Rhonda, I would look into the camera and riff about the unsung heroes of Dirty Jobs. I'd conclude with a pointed question: "So, what's on your pedestal?" It was a play on that credit card campaign: "What's in your wallet?" I nailed it on the first take, in front of a roomful of nervous executives. Unfortunately, Rhonda nailed it, too. Just as I asked, "What's on your pedestal?" she crapped all over hers. It was an enormous dump, delivered with impeccable timing. During the second take, Rhonda did it again, right on cue. This time, with a frightful spray of diarrhea that filled the studio with a sulfurous funk, blackening the white walls of the pristine set, and transforming my blue jeans into something browner. I could only marvel at the stench, while the horrified executives backed into a corner - a huddled mass, if you will, yearning to breath free. But Rhonda wasn't done. She crapped on every subsequent take. And when she could crap no more, she began to pee. She peed on my cameraman, She peed on her handler. She peed on me. Finally, when her bladder was empty, we got the take the network could use, along with a commercial that won several awards for "Excellence in Promos." (Yes, they have trophies for such things.) Interestingly, the footage that went viral was not the footage that aired, but the footage Mary encouraged me to release on YouTube after the fact. The outtakes of Rhonda at her incontinent finest. Those were hysterical, and viewed more times than the actual commercial. Go figure. Looking back, putting a pig on a pedestal was maybe the smartest thing I ever did. Not only did it make Rhonda famous, it established me as the nontraditional host of a nontraditional show. One whose primary job was to appear more like a guest, and less like a host. And, whenever possible, not at all like an asshole.
Mike Rowe (The Way I Heard It)
After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?
Joshua Fields Millburn (Everything That Remains: A Memoir by The Minimalists)
There are, no doubt, lessons here for the contemporary reader. The changing character of the native population, brought about through unremarked pressures on porous borders; the creation of an increasingly unwieldy and rigid bureaucracy, whose own survival becomes its overriding goal; the despising of the military and the avoidance of its service by established families, while its offices present unprecedented opportunity for marginal men to whom its ranks had once been closed; the lip service paid to values long dead; the pretense that we still are what we once were; the increasing concentrations of the populace into richer and poorer by way of a corrupt tax system, and the desperation that inevitably follows; the aggrandizement of executive power at the expense of the legislature; ineffectual legislation promulgated with great show; the moral vocation of the man at the top to maintain order at all costs, while growing blind to the cruel dilemmas of ordinary life—these are all themes with which our world is familiar, nor are they the God-given property of any party or political point of view, even though we often act as if they were. At least, the emperor could not heap his economic burdens on posterity by creating long-term public debt, for floating capital had not yet been conceptualized.
Thomas Cahill (How the Irish Saved Civilization (Hinges of History Book 1))
Peter Navarro never hid his antagonism toward me. He stopped me one day in the Eisenhower Executive Office Building, where we were tested routinely for COVID, and again blasted my failure to encourage people to take hydroxychloroquine, the lack of which he said was causing people to die. He would not let it go. Perhaps he just had a thing about me. To give him the benefit of the doubt, I arranged with Cliff Lane to have Navarro present via Zoom his case on hydroxychloroquine’s effectiveness to the entire NIH guidelines panel cochaired by Cliff in early August. This group was thirty-five of the top experts in infectious disease, public health, and epidemiology from all over the country. Navarro made his presentation, and uniformly they politely said, “Mr. Navarro, there’s nothing there. These are anecdotes, and all the evidence indicates hydroxychloroquine doesn’t work and can even cause harm.” Navarro’s answer was that he valued his reading of the existing medical literature on hydroxychloroquine as much as or more than theirs. “If I am wrong, no one is harmed. If you are wrong, thousands of people die.” The truth was the exact opposite. By that time, the FDA, which had given hydroxychloroquine emergency approval early in the pandemic, had revoked it on June 15, after it was found to cause heart problems and even death, not to mention proving ineffective against COVID. I had given Navarro one last chance, but he still could not accept reality.
Anthony Fauci (On Call: A Doctor's Journey in Public Service)
The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.
Tom Kelley (Creative Confidence: Unleashing the Creative Potential Within Us All)
I am excited to report that I may have gotten a job as an elevator attendant. It's a three-flight elevator, and my primary objective is to push one of three buttons, 1,2, or 3. I know, it seems complicated, but I am sure I am intellectually mature enough to handle it. I feel confident that I have this job because the owner of the elevator operating company, Mr. Pushkin, of Pushkin Push-button Services, shook my hand, winked at me, examined my index finger for button-pushing capabilities and then licked my armpit. It was very flattering. Since he is obviously a man who is continually rising in the elevator world, I asked him for some life advice. And do you know what he told me? He leaned in close so that his blue eyes were about two inches from my face, and then he leaned around to my ear and whispered, “Some men never leave the ground floor, and some men rise to the top. Still other men, like myself, enable these penthouse executives to reach the pinnacle of their company. But I never carry on conversation in an elevator, or at a urinal, and I’d never install a urinal on an elevator, for fear that men would be more inclined to converse freely as they traveled and emptied their bladder.” And without hesitation I replied, “Mr. Pushkin, I never shake a man’s hand after he just got done pissing, or shake my penis more than three times after pissing, but I am certain that I could operate an elevator equipped with a urinal. I know how to keep both my mouth and my pants zipped shut.” That’s when he glanced down and noticed that my fly was down. I was so embarrassed until he reached his hand down to my crotch and zipped me up as he winked and said, “It happens to the best of us.” And that’s when I noticed that not only was his fly unzipped, but his penis had been hanging out the whole time he’d been talking to me.
Jarod Kintz (This Book is Not for Sale)
I got back into my car and followed the trucks; at the end of the road, the Polizei unloaded the women and children, who rejoined the men arriving on foot. A number of Jews, as they walked, were singing religious songs; few tried to run away; the ones who did were soon stopped by the cordon or shot down. From the top, you could hear the gun bursts clearly, and the women especially were starting to panic. But there was nothing they could do. The condemned were divided into little groups and a noncom sitting at a table counted them; then our Askaris took them and led them over the brink of the ravine. After each volley, another group left, it went very quickly. I walked around the ravine by the west to join the other officers, who had taken up positions above the north slope. From there, the ravine stretched out in front of me: it must have been some fifty meters wide and maybe thirty meters deep, and went on for several kilometers; the little stream at the bottom ran into the Syrets, which gave its name to the neighborhood. Boards had been placed over this stream so the Jews and their shooters could cross easily; beyond, scattered pretty much everywhere on the bare sides of the ravine, the little white clusters were multiplying. The Ukrainian “packers” dragged their charges to these piles and forced them to lie down over them or next to them; the men from the firing squad then advanced and passed along the rows of people lying down almost naked, shooting each one with a submachine bullet in the neck; there were three firing squads in all. Between the executions some officers inspected the bodies and finished them off with a pistol. To one side, on a hill overlooking the scene, stood groups of officers from the SS and the Wehrmacht. Jeckeln was there with his entourage, flanked by Dr. Rasch; I also recognized some high-ranking officers of the Sixth Army. I saw Thomas, who noticed me but didn’t return my greeting. On the other side, the little groups tumbled down the flank of the ravine and joined the clusters of bodies that stretched farther and farther out. The cold was becoming biting, but some rum was being passed around, and I drank a little. Blobel emerged suddenly from a car on our side of the ravine, he must have driven around it; he was drinking from a little flask and shouting, complaining that things weren’t going fast enough. But the pace of the operations had been stepped up as much as possible. The shooters were relieved every hour, and those who weren’t shooting supplied them with rum and reloaded the clips. The officers weren’t talking much; some were trying to hide their distress. The Ortskommandantur had set up a field kitchen, and a military pastor was preparing some tea to warm up the Orpos and the members of the Sonderkommando. At lunchtime, the superior officers returned to the city, but the subalterns stayed to eat with the men. Since the executions had to continue without pause, the canteen had been set up farther down, in a hollow from which you couldn’t see the ravine. The Group was responsible for the food supplies; when the cases were broken open, the men, seeing rations of blood pudding, started raging and shouting violently. Häfner, who had just spent an hour administering deathshots, was yelling and throwing the open cans onto the ground: “What the hell is this shit?” Behind me, a Waffen-SS was noisily vomiting. I myself was livid, the sight of the pudding made my stomach turn. I went up to Hartl, the Group’s Verwaltungsführer, and asked him how he could have done that. But Hartl, standing there in his ridiculously wide riding breeches, remained indifferent. Then I shouted at him that it was a disgrace: “In this situation, we can do without such food!
Jonathan Littell (The Kindly Ones)
In February, after not getting to see the boys for weeks and weeks, completely beside myself with grief, I went to plead to see them. Kevin wouldn't let me in. I begged him. Jayden James was five months old and Sean Preston was seventeen months old. I imagined their not knowing where their mother was, wondering why she didn't want to be with them. I wanted to get a battering ram to get to them. I didn't know what to do. The paparazzi watched it all happen. I can't describe the humiliation I felt. I was concerned. I was out being chased, like always, by these men waiting for me to do something they could photograph. And so that night I gave them some material. I went into a hair salon, and I took the clippers, and I shaved off all my hair. Everyone thought it was hilarious. Look how crazy she is! Even my parents acted embarrassed by me. But nobody seemed to understand that I was simply out of my mind with grief. My children had been taken away from me. With my head shaved, everyone was scared of me, even my mom. No one would talk to me anymore because I was too ugly. My long hair was a big part of what people liked-I knew that. I knew a lot of guys thought long hair was hot. Shaving my head was a way of saying to the world: Fuck you. You want me to be pretty for you? Fuck you. You want me to be good for you? Fuck you. You want me to be your dream girl? Fuck you. I'd been the good girl for years. I'd smiled politely while TV show hosts leered at my breasts, while American parents said I was destroying their children by wearing a crop top, while executives patted my hand condescendingly and second-guessed my career choices even though I'd sold millions of records, while my family acted like I was evil. And I was tired of it. At the end of the day, I didn't care. All I wanted to do was see my boys. It made me sick thinking about the hours, the days, the weeks I missed with them. My most special moments in life were taking naps with my children, That's the closest I've ever felt to God-taking naps with me precious babies, smelling their hair, holding their tiny hands.
Britney Spears (The Woman in Me)
Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.
Dale Carnegie (Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist (Dale Carnegie Books))
The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,
Mike Weinberg (Sales Management. Simplified.: The Straight Truth About Getting Exceptional Results from Your Sales Team)
Power is seeping away from autocrats and single-party systems whether they embrace reform or not. It is spreading from large and long-established political parties to small ones with narrow agendas or niche constituencies. Even within parties, party bosses who make decisions, pick candidates, and hammer out platforms behind closed doors are giving way to insurgents and outsiders—to new politicians who haven’t risen up in the party machine, who never bothered to kiss the ring. People entirely outside the party structure—charismatic individuals, some with wealthy backers from outside the political class, others simply catching a wave of support thanks to new messaging and mobilization tools that don’t require parties—are blazing a new path to political power. Whatever path they followed to get there, politicians in government are finding that their tenure is getting shorter and their power to shape policy is decaying. Politics was always the art of the compromise, but now politics is downright frustrating—sometimes it feels like the art of nothing at all. Gridlock is more common at every level of decision-making in the political system, in all areas of government, and in most countries. Coalitions collapse, elections take place more often, and “mandates” prove ever more elusive. Decentralization and devolution are creating new legislative and executive bodies. In turn, more politicians and elected or appointed officials are emerging from these stronger municipalities and regional assemblies, eating into the power of top politicians in national capitals. Even the judicial branch is contributing: judges are getting friskier and more likely to investigate political leaders, block or reverse their actions, or drag them into corruption inquiries that divert them from passing laws and making policy. Winning an election may still be one of life’s great thrills, but the afterglow is diminishing. Even being at the top of an authoritarian government is no longer as safe and powerful a perch as it once was. As Professor Minxin Pei, one of the world’s most respected experts on China, told me: “The members of the politburo now openly talk about the old good times when their predecessors at the top of the Chinese Communist Party did not have to worry about bloggers, hackers, transnational criminals, rogue provincial leaders or activists that stage 180,000 public protests each year. When challengers appeared, the old leaders had more power to deal with them. Today’s leaders are still very powerful but not as much as those of a few decades back and their powers are constantly declining.”3
Moisés Naím (The End of Power: From Boardrooms to Battlefields and Churches to States, Why Being In Charge Isn't What It Used to Be)
I had the most powerful magic, and the need to use it.  Lifting my right hand, I summoned forth my Mana, converted it into magic, and spoke my own word of power.  Much to her surprise, I could still cast with my right hand, despite its missing digits.   “You aren’t really going to do this, are you?” Shart asked.  He was making his way over to me with only the barest hint of floundering. “Hoopie!” The spell pierced her barrier, turning the now useless boundary a bright blue.  Her expression was a mix of terror and amazement as the spell bypassed her defenses and impacted her.  Her ass exploded in an echoing cacophony of flatulence. It was literally the loudest fart I’d ever heard.  As someone whose mother-in-law used to regularly drive people from the room with her anal symphonies, I considered myself an expert.  I highly suspected Bashara was the kind of lady who didn’t fart in public; she must have been saving that one up all day.  She blinked several times, as she checked her status log.  It was time to execute the second part of my plan. Grabbing Shart, amidst his squawking protests, I yelled my battlecry. “Poke-Shart, Go!” Then, I flung the invisible demon straight at her head. Shart only weighed thirty pounds or so; I was more than strong enough to fling him at a pretty good clip.  His cry of “you bastard” slowly faded the further he flew.     I had hoped that being hit in the face would knock her off balance.  That would have given me a moment to pick up my sword and close.  Actually, I hoped it was possible to hit her at all; despite Shart’s ability to fly, he wasn’t very aerodynamic.  I couldn’t win a spell duel, considering I had only one good hand and didn’t know any good spells.  I was going to have to engage her in combat.  I sincerely hoped that my invisible familiar would give me an advantage. I hadn’t calculated on hitting the top of her head with Shart’s Belly Button of Holding.  Her head disappeared, completely buried down to the top of her shoulders.  Her body, however, still worked.  She was careening around, her hands furiously pushing on the demon.  The remaining bandit, coincidentally, looked at Bashara just as her head vanished.  Incorrectly assuming that I had some sort of head vanishing spell, he tried to break and run.   You can’t run away from a homicidal badger.   I managed to get within arms’ reach of Bashara, just as she had successfully begun pushing Shart off her head. She had freed her mouth and was screaming.  As she continued pushing, her nose popped free.  I felt only slightly bad when I grabbed the demon and pushed him all the way down.  In seconds, only her feet were exposed.  Then, I pushed those in as well.
Ryan Rimmel (Village of Noobtown (Noobtown, #2))
There is one thing I need to be sure of,” said the Emperor, taking an arrow, and placing it in the bow, cocking it back, “I need to know where your loyalties lay, Miss Roberts.” “With you, Emperor,” said Areli, scared, “of course, they’re with you.” “Then prove it,” said the Emperor, “prove your obedience to me. Prove your allegiance.” He placed the crossbow in her fingers, laced her finger against the trigger, and positioned the butt of the weapon against her shoulders. “That woman there. She’s a follower, Areli. She’s a deceitful little tramp that had taken residence in the bed of Degendhard’s. I want you to kill her for me. I want you to punish her, for her crimes against her Empire.” Areli looked at him, bewildered, with eyes that screamed, you can’t be serious! “If you don’t. Then I will have no other option than to assume you have been taken to Degendhard’s bed as well. You will do this, Areli. You will punish her. Prove your worth.” Areli took a deep breath, feeling the smoothness of the wood and the coldness of the trigger for the first time since having the harsh weapon thrust into her hand. The Emperor, sensing her hesitation, forced himself upon her. Her lifted her arms, and steadied the weapon into her shoulder, his chest pressed up against her back, his lips rubbing against her ear. The crossbow shook. The woman’s head lulled back and forth as she was stuck in a drug rendered dream-state, not knowing that her body faced impalement. “Stop shaking!” said the Emperor. Areli’s finger kept going back and forth between the trigger and the wooden body of the bow. “She’s moving too much!” cried Areli. “Fine,” said the Emperor. He turned Areli’s body to face her mother, the arrow aimed at her chest. “Maybe this will be an easier target.” “No!” screamed Areli, “no, please, I beg of you. I’ll do it, please. Please!” The Emperor moved the aim of the arrow back to the prisoner. “Hesitate now, Areli . . . this arrow will be lodged between your mother’s eyes. I can promise you that.” Areli’s whole body shook. The woman’s head continued to move as if it was a board on water, caught in a wicked storm. “I’m so sorry,” said Areli, under her breath, “I’m so, so sorry.” Her heart caught in her lungs, as the Emperor slid his fingers on top of hers. “All you have to do is pull, Areli,” said the Emperor, “just pull the trigger.” Areli closed her eyes, the Emperor held himself firmly pressed against her, steadying her convulsing body, and kept the weapon pointing true. She pulled her finger towards her body. She felt the kick of the bow, as violent as an unbroken horse, against her shoulder. She heard the snap of the arrow being pushed towards its target. “Welcome to Abhi, Areli” whispered the Emperor into her ear. “You’re dismissed.” She opened her eyes. The weapon fell from her hands. The prisoner was no longer in front of her kneeling. The force of the arrow had knocked her onto her back, the shaft lodged into the woman’s head. Areli had just killed a person. Not just killed, but executed someone. And not just someone, but a follower of Degendhard.
Jeffrey Johnson (The Column Racer (Column Racer, #1))
Yoel Goldenberg makes exhibitions, photographs, models and media craftsmanship. His works are an examination of ideas, for example, validness and objectivity by utilizing an exhaustive methodology and semi exploratory exactness and by referencing documentaries, 'actuality fiction' and prominent experimental reciprocals. Yoel Goldenberg as of now lives and works in Brooklyn. By challenging the division between the domain of memory and the domain of experience, Goldenberg formalizes the circumstantial and underlines the procedure of synthesis that is behind the apparently arbitrary works. The manners of thinking, which are probably private, profoundly subjective and unfiltered in their references to dream universes, are much of the time uncovered as collections. His practice gives a valuable arrangement of metaphorical instruments for moving with a pseudo-moderate approach in the realm of execution: these fastidiously arranged works reverberate and resound with pictures winnowed from the fantastical domain of creative energy. By trying different things with aleatoric procedures, Yoel Goldenberg makes work in which an interest with the clarity of substance and an uncompromising demeanor towards calculated and insignificant workmanship can be found. The work is detached and deliberate and a cool and unbiased symbolism is utilized. His works are highlighting unplanned, unintentional and sudden associations which make it conceivable to overhaul craftsmanship history and, far and away superior, to supplement it. Consolidating random viewpoints lead to astounding analogies. With a theoretical methodology, he ponders the firmly related subjects of file and memory. This regularly brings about an examination of both the human requirement for "definitive" stories and the inquiry whether tales "fictionalize" history. His gathered, changed and own exhibitions are being faced as stylishly versatile, specifically interrelated material for memory and projection. The conceivable appears to be genuine and reality exists, yet it has numerous countenances, as Hanna Arendt refers to from Franz Kafka. By exploring dialect on a meta-level, he tries to approach a wide size of subjects in a multi-layered route, likes to include the viewer in a way that is here and there physical and has faith in the thought of capacity taking after structure in a work. Goldenberg’s works are straightforwardly a reaction to the encompassing environment and uses regular encounters from the craftsman as a beginning stage. Regularly these are confined occasions that would go unnoticed in their unique connection. By utilizing a regularly developing file of discovered archives to make self-ruling works of art, he retains the convention of recognition workmanship into every day hone. This individual subsequent and recovery of a past custom is vital as a demonstration of reflection. Yoel’s works concentrate on the powerlessness of correspondence which is utilized to picture reality, the endeavor of dialog, the disharmony in the middle of structure and content and the dysfunctions of dialect. To put it plainly, the absence of clear references is key components in the work. With an unobtrusive moderate methodology, he tries to handle dialect. Changed into craftsmanship, dialect turns into an adornment. Right then and there, loads of ambiguities and indistinctnesses, which are intrinsic to the sensation, rise up to the top
Herbert Goldenberg