Top Senior Quotes

Grandma was wearing a blond Marilyn Monroe wig, a hot pink tank top, black Pilates pants, and black kitten heels. She looked like the senior version of an inflatable sex toy doll that needed more air.

The thing about the Lexington International Bank ladder was that it was very long, and climbing it was very exhausting, and so Andrew Brown didn't have a lot of time to think about whether he really wanted to get to the top of it—and besides, since so many other people were climbing too, the view from the top must be worth it. So he kept going. He worked hard. He put his heart and mind and soul into it. There was an opening for a position half a rung higher than he already was. With a promotion, he might get two hours a week of a secretary's time. He'd go to more important meetings, with more senior people, and have the opportunity to impress them, and if he did he might be promoted again and then... well, of course eventually he'd be running the whole office. It's important to have a dream: otherwise you might notice where you really are.

Restructuring is a favorite tactic of antisocials who have reached a senior position in an organization. The chaos that results is an ideal smokescreen for dysfunctional leadership. Failure at the top goes unnoticed, while the process of restructuring creates the illusion of a strong, creative hand on the helm.

For the senior officers in Iraq, at least in 2005-2006, the responsibility was to the men at the top, the media, the message, the public back home - anything and everything, it seemed, but the soldiers under their command. And that's the ultimate betrayal of Iraq, the one that disillusioned me in Baghdad and Nineveh and keeps me outraged today.

As she is the senior person in the room, I wait for her to call on me. And, while I am waiting, I should show I am a good listener by keeping both my voice and my body quiet. In China, we often feel Westerners speak up so much in meetings that they do this to show off, or they are poor listeners. Also, I have noticed that Chinese people leave a few more seconds of silence before jumping in than in the West. You Westerners practically speak on top of each other in a meeting.

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.

Although these cases are different, Rodríguez, Parolin and Kasper were all considered too moderate for senior leadership positions in the John Paul II and Benedict XVI years, when the top papal priority was Catholic identity.

We can joke, as Marlo Thomas did, that “a man has to be Joe McCarthy in order to be called ruthless. All a woman needs to do is put you on hold.” Real change will come when powerful women are less of an exception. It is easy to dislike senior women because there are so few. If women held 50 percent of the top jobs, it would just not be possible to dislike that many people.

There was a time we laughed at the old guys up on the hill. The ones who graduated a couple of years before us, and who would hang around the school and the ballpark still, and would sit on the hoods of their cars and tell us how when they were seniors they did it better, faster, and further. We laughed, because we were still doing it, and all they could do was talk. If our goals were not met, there was next year, but it never occurred to us that one day there would not be a next year, and that the guys sitting on the hoods of their cars at the top of the hill, wishing they could have one more year, willing to settle for one last game, could one day be us.

The gun was lying next to the sprinkler, under a bush, about seventy-five feet - or halfway - up the steep hill. Steven had watched "Dragnet" on TV; he knew how guns should be handled. Picking it up very carefully by the top of the barrel, so as not to eradicate prints, Steven took the gun back to his house and showed it to his father, Bernard Weiss. The senior Weiss took one look and called LAPD. Officer Micheal Watson, on patrol in the area, responded to the radio call. More than a year later Steven would be asked to describe the incident from the witness stand: Q. "Did you show him [Watson] the gun?" A. "Yes." Q. "Did he touch the gun?" A. "Yes." Q. "How did he touch it?" A. "With both hands, all over the gun." So much for "Dragnet.

Time magazine found in a 2000 survey that 19 percent of Americans thought they were in the top 1 percent of wage-earners, and another 20 percent expected to be in the future. “So right away you have 39 percent of Americans who thought that when Mr. Gore savaged a plan that favored the top i percent, he was taking a direct shot at them,” wrote David Brooks, a senior editor at The Weekly Standard.3

This is the last time we’ll walk up this staircase together, Peter taking the stairs two at a time, me nipping at his heels, huffing and puffing to keep up. It’s the last day of school for seniors, the last day of my high school career. When we reach the top of the staircase, I say, “I feel like taking the stairs two at a time is just bragging. Have you ever noticed that only boys ever take stairs two at a time?” “Girls probably would if they were as tall.” “Margot’s friend Chelsea is five eleven, and I don’t think she does it.” “So what are you saying--boys brag more?” “Probably. Don’t you think?” “Probably,” he admits.

Is it moral that, when millions of seniors are unable to afford the medicine they need, the top one-tenth of 1 percent owns as much wealth as the bottom 90 percent? Is it moral that, when we have the highest rates of childhood poverty of almost any major country in the world, the twenty wealthiest people in the country have more wealth than the bottom half of America—160 million people? Is it moral that, when our citizens are working longer hours for lower wages, 52 percent of all new income generated today is going to the top 1 percent?

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.

In any case, a leader who believes that he can make a positive difference through continual personal interventions is usually deluding himself. He thereby takes over things other people are supposed to be doing, effectively dispensing with their efforts, and multiplies his own tasks to such an extent that he can no longer carry them all out. The demands made on a senior commander are severe enough as it is. It is far more important that the person at the top retains a clear picture of the overall situation than whether some particular thing is done this way or that.

MY DREAMS TOOK me many places: sometimes back to a windswept firebase on the top of an orange hill gouged with shell holes; a soft, mist-streaked morning with ducks rising against a pink sun while my father and I crouched in the blind and waited for that heart-beating moment when their shadows would race across the cattails and reeds toward us; a lighted American Legion baseball diamond, where at age seventeen I pitched a perfect game against a team from Abbeville and a beautiful woman I didn’t know, perhaps ten years my senior, kissed me so hard on the mouth that my ears rang.

Time was minutely calculated everywhere in the vast plant so that top managers knew precisely what everyone was supposed to be doing at a given moment. Bell was struck, for instance, by how General Motors “divides the hour into ten six-minute periods…the worker is paid by the numbers of tenths of an hour he works.”27 This minute engineering of work time was connected to very long measures of time in the corporation as well. Seniority pay was finely tuned to the total number of hours a man or woman had worked for General Motors; a laborer could minutely calculate benefits of vacation time and sick leave. The micrometrics of time governed the lower echelons of white-collar offices as well as manual labor on the assembly line, in terms of promotion and benefits.

In 2014, another CDC whistleblower, the agency’s senior vaccine safety scientist, Dr. William Thompson, disclosed that top CDC officials had forced him and four other senior researchers to lie to the public and destroy data that showed disproportionate vaccine injuries—including a 340 percent elevated risk for autism—in Black male infants who received the Measles, Mumps, Rubella (MMR) vaccine on schedule.

In the corner of the room, the triumvirate of my top aides sits in observation: the chief of staff, Carolyn Brock; Danny Akers, my oldest friend and White House counsel; and Jenny Brickman, my deputy chief of staff and senior political adviser. All of them stoic, stone-faced, worried. Not one of them wanted me to do this. It was their unanimous conclusion that I was making the biggest mistake of my presidency.

The most exciting things to happen in Dullsville in my lifetime, in chronological order: 1. The 3:10 train jumped its tracks, spilling boxes of Tootsie Rolls, which we devoured. 2. A senior flushed a cherry bomb down the toilet, exploding the sewage line, closing school for a week. 3. On my sixteenth birthday a family rumored to be vampires moved into the haunted mansion on top of Benson Hill! -Vampire Kisses: The Beginning

As he reached for his Visa card, the security monitor next to the register caught Billy in all his glory: football burly but slump-shouldered, his pale face with its exhaustion-starred eyes topped with half a pitchfork’s worth of prematurely graying hair. He was only forty-two, but that crushed-cellophane gaze of his combined with a world-class insomniac’s posture had once gotten him into a movie at a senior citizen’s discount.

Leadership means making choices and then rallying the team around those choices. One thing I had learned from my dad’s experience as a senior Indian government official was that few tasks are more difficult than building a lasting institution. The choice of leading through consensus versus fiat is a false one. Any institution-building comes from having a clear vision and culture that works to motivate progress both top-down and bottom-up.

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.

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.

Trump was the only modern president who had never met most of his senior advisers and cabinet appointees before he won the presidency; his three top White House aides—Priebus, Bannon, and Kushner—had never served in government either. He approached the new bureaucracy in much the same way he had a family-run business, demanding that employees sign agreements that would prevent them from ever speaking publicly about the experience. The White House counsel made clear to some staff that the contracts were not enforceable.

Eliciting peak performance means going up against something or somebody. Let me give you a simple example. For years the performance of the Intel facilities maintenance group, which is responsible for keeping our buildings clean and neat, was mediocre, and no amount of pressure or inducement seemed to do any good. We then initiated a program in which each building’s upkeep was periodically scored by a resident senior manager, dubbed a “building czar.” The score was then compared with those given the other buildings. The condition of all of them dramatically improved almost immediately. Nothing else was done; people did not get more money or other rewards. What they did get was a racetrack, an arena of competition. If your work is facilities maintenance, having your building receive the top score is a powerful source of motivation. This is key to the manager’s approach and involvement: he has to see the work as it is seen by the people who do that work every day and then create indicators so that his subordinates can watch their “racetrack” take shape.

At supper—the thirty piratical Digams sitting at a long and spotty table, devouring clam chowder and beans and codfish balls and banana layer-cake—the Freshmen earnestly repeated after a senior: On old Olympus' topmost top A fat-eared German viewed a hop. Thus by association with the initial letters they mastered the twelve cranial nerves: olfactory, optic, oculomotor, trochlear, and the rest. To the Digams it was the world's noblest poem, and they remembered it for years after they had become practicing physicians and altogether forgotten the names of the nerves themselves.

Flynn conducted a study in which he compared the grade point averages of seniors at one of America’s top state universities, from neuroscience to English majors, to their performance on a test of critical thinking. The test gauged students’ ability to apply fundamental abstract concepts from economics, social and physical sciences, and logic to common, real-world scenarios. Flynn was bemused to find that the correlation between the test of broad conceptual thinking and GPA was about zero. In Flynn’s words, “the traits that earn good grades at [the university] do not include critical ability of any broad significance.”*

Speaking of Vaughan, his claim in the Daily Telegraph last week that the story of a senior county pro being offered money to fix domestic matches was 'the tip of the iceberg' did not go down well with one former England captain contacted by the Top Spin. 'I played the game for almost 20 years,' he seethed, 'and I don't know a single player who has been offered money, either for information or to fix a game. To say it's the tip of the iceberg is absolute rubbish.' The fact that the player in question had just registered a mediocre Stableford score of 20 playing off a handicap of 14 had nothing to do, I was assured, with his foul mood.

LISBON, HARRIMAN FACED another delay. The KLM flight to Bristol, England, was in high demand, and passengers with the most senior official rank, like Ambassador Biddle, took priority. The delay lasted three days. Harriman did not suffer, however. He stayed at the Hotel Palácio, in Estoril, on the Portuguese Riviera, known both for its luxury and for being a cradle of espionage. Here, in fact, he met briefly with Colonel Donovan, who was now, after his Sunday at Chequers, on his way back to Washington, where he would soon become head of America’s top wartime spy agency, the Office of Strategic Services. Ever striving for efficiency, Harriman decided to take advantage of the delay by having

Above all, however, resist the temptation to cover the entire room in foam--I can't tell you how often college studios in particular succumb to this seductive error. It is quite simply a recipe for disaster, because it hoovers up the top half of the room's reverberation, making for an extremely unnatural working environment. Although it makes good sense to damp down strong early reflections that can potentially comb filter your frequency response, you also want your monitoring environment to bear at least a passing resemblance to real-world living rooms and offices. If you plaster your whole studio in foam, you'll basically be mixing for people in padded cells--perhaps not the most lucrative demographic to set your sights on!

The median (typical) household in America has a net worth of less than $15,000, excluding home equity. Factor out equity in motor vehicles, furniture, and such, and guess what? More often than not the household has zero financial assets, such as stocks and bonds. How long could the average American household survive economically without a monthly check from an employer? Perhaps a month or two in most cases. Even those in the top quintile are not really wealthy. Their median household net worth is less than $150,000. Excluding home equity, the median net worth for this group falls to less than $60,000. And what about our senior citizens? Without Social Security benefits, almost one-half of Americans over sixty-five would live in poverty. Only

sandy-haired, friendly, smiling, small-town attorney of Pennington, had been born in 1950 in a roach-infested Newark slum. His father had been a construction worker fully employed through World War II and Korea creating new factories, dockyards and government offices along the Jersey Shore. But with the ending of the Korean War, work had dried up. Cal was five when his mother walked out of the loveless union and left the boy to be raised by his father. The latter was a hard man, quick with his fists, the only law on many blue-collar jobs. But he was not a bad man and tried to live by the straight and narrow, and to raise his toddler son to love Old Glory, the Constitution and Joe DiMaggio. Within two years, Dexter Senior had acquired a trailer home so that he could move where the work was available. And that was how the boy was raised, moving from construction site to site, attending whichever school would take him, and then moving on. It was the age of Elvis Presley, Del Shannon, Roy Orbison and the Beatles, over from a country Cal had never heard of. It was also the age of Kennedy, the Cold War and Vietnam. His formal education was fractured to the point of near nonexistence, but he became wise in other ways: streetwise, fight-wise. Like his departed mother, he did not grow tall, topping out at five feet eight inches. Nor was he heavy and muscular like his father, but his lean frame packed fearsome stamina and his fists a killer punch. By seventeen, it looked as if his life would follow that of his father, shoveling dirt or driving a dump truck on building sites. Unless . . . In January 1968 he turned eighteen, and the Vietcong launched the Têt Offensive. He was watching TV in a bar in Camden. There was a documentary telling him about recruitment. It mentioned that if you shaped up, the Army would give you an education. The next day, he walked into the U.S. Army office in Camden and signed on. The master sergeant was bored. He spent his life listening to youths doing everything in their power to get out of going to Vietnam. “I want to volunteer,” said the youth in front of him. The master sergeant drew a form toward him, keeping eye contact like a ferret that does not want the rabbit to get away. Trying to be kindly, he suggested

by blitzing students with information and making the application process as simple as dropping a résumé into a box, by following up relentlessly and promising to inform applicants about job offers in the fall of their senior year—months before firms in most other industries—Wall Street banks had made themselves the obvious destinations for students at top-tier colleges who are confused about their careers, don’t want to lock themselves in to a narrow preprofessional track by going to law or medical school, and are looking to put off the big decisions for two years while they figure things out. Banks, in other words, have become extremely skilled at appealing to the anxieties of overachieving young people and inserting themselves as the solution to those worries. And the irony is that although we think of Wall Street as a risk-loving business, the recruiting process often appeals most to the terrified and insecure.

Some judicial officials began to notice the unusual frequency of deaths among the inmates of institutions and some prosecutors even considered asking the Gestapo to investigate the killings. However, none went so far as Lothar Kreyssig, a judge in Brandenburg who specialized in matters of wardship and adoption. A war veteran and a member of the Confessing Church, Kreyssig became suspicious when psychiatric patients who were wards of the court and therefore fell within his area of responsibility began to be transferred from their institutions and were shortly afterwards reported to have died suddenly. Kreyssig wrote Justice Minister Gortner to protest against what he described as an illegal and immoral programme of mass murder. The Justice Minister's response to this and other, similar, queries from local law officers was to try once more to draft a law giving effective immunity to the murderers, only to have it vetoed by Hitler on the grounds that the publicity would give dangerous ammunition to Allied propaganda. Late in April 1941 the Justice Ministry organized a briefing of senior judges and prosecutors by Brack and Heyde, to try to set their minds at rest. In the meantime, Kreyssig was summoned to an interview with the Ministry's top official, State Secretary Roland Freisler, who informed him that the killings were being carried out on Hitler's orders. Refusing to accept this explanation, Kreyssig wrote to the directors of psychiatric hospitals in his district informing them that transfers to killing centres were illegal, and threatening legal action should they transport any of their patients who came within his jurisdiction. It was his legal duty, he proclaimed, to protect the interests and indeed the lives of his charges. A further interview with Gortner failed to persuade him that he was wrong to do this, and he was compulsorily retired in December 1941.

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.

After they hung up, Hunter took aside Renaat Van den Hooff, who was in charge of the pilot on the Walgreens side, and told him something just wasn’t right. The red flags were piling up. First, Elizabeth had denied him access to their lab. Then she’d rejected his proposal to embed someone with them in Palo Alto. And now she was refusing to do a simple comparison study. To top it all off, Theranos had drawn the blood of the president of Walgreens’s pharmacy business, one of the company’s most senior executives, and failed to give him a test result! Van den Hooff listened with a pained look on his face. “We can’t not pursue this,” he said. “We can’t risk a scenario where CVS has a deal with them in six months and it ends up being real.” Walgreens’s rivalry with CVS, which was based in Rhode Island and one-third bigger in terms of revenues, colored virtually everything the drugstore chain did. It was a myopic view of the world that was hard to understand for an outsider like Hunter who wasn’t a Walgreens company man. Theranos had cleverly played on this insecurity. As a result, Walgreens suffered from a severe case of FoMO—the fear of missing out.

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

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?

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

Although Dyatlov, Shift Foreman Akimov, and Senior Reactor Control Engineer Toptunov had violated some operating regulations, they were ignorant of the deadly failing of the RBMK-1000 that meant that insertion of the control rods, instead of shutting down the reactor at the end of the test, could initiate a runaway chain reaction. Every one of the investigators behind the report now agreed that the fatal power surge that destroyed the reactor had begun with the entry of the rods into its core. ‘Thus the Chrnobyl accident comes within the standard pattern of most severe accidents in the world. It begins with an accumulation of small breaches of the regulations. … These produce a set of undesirable properties and occurrences that, when taken separately, do not seem to be particularly dangerous, but finally an initiating event occurs that, in this particular case, was the subjective actions of the personnel that allowed the potentially destructive and dangerous qualities of the reactor to be released.’ IAEA experts revealed at last the true magnitude of the technical cover-up surrounding the causes of the disaster: the long history of previous RBMK accidents, the dangerous design of the reactor, its instability, and the way its operators had been misled about its behavior. In dense scientific detail, it described the inherent problems of the positive void coefficient and the fatal consequences of the control rod ‘tip’ effect. (pp. 347-348)

It’s a heady question, how women balance these concerns. Recently, the question has found its way back to the center of a contentious and very emotional debate. If you’re Sheryl Sandberg, the chief operating officer of Facebook and author of Lean In, you believe that women should stop getting in their own way as they pursue their professional dreams—they should speak up, assert themselves, defend their right to dominate the boardroom and proudly wear the pants. If you’re Anne-Marie Slaughter, the former top State Department official who wrote a much-discussed story about work-life balance for The Atlantic in June 2012, you believe that the world, as it is currently structured, cannot accommodate the needs of women who are ambitious in both their professions and their home lives—social and economic change is required. There’s truth to both arguments. They’re hardly mutually exclusive. Yet this question tends to get framed, rather tiresomely, as one of how and whether women can “have it all,” when the fact of the matter is that most women—and men, for that matter—are simply trying to keep body and soul together. The phrase “having it all” has little to do with what women want. If anything, it’s a reflection of a widespread and misplaced cultural belief, shared by men and women alike: that we, as middle-class Americans, have been given infinite promise, and it’s our obligation to exploit every ounce of it. “Having it all” is the phrase of a culture that, as Adam Phillips implies in Missing Out, is tyrannized by the idea of its own potential.

Sky's The Limit" [Intro] Good evening ladies and gentlemen How's everybody doing tonight I'd like to welcome to the stage, the lyrically acclaimed I like this young man because when he came out He came out with the phrase, he went from ashy to classy I like that So everybody in the house, give a warm round of applause For the Notorious B.I.G The Notorious B.I.G., ladies and gentlemen give it up for him y'all [Verse 1] A nigga never been as broke as me - I like that When I was young I had two pair of Lees, besides that The pin stripes and the gray The one I wore on Mondays and Wednesdays While niggas flirt I'm sewing tigers on my shirts, and alligators You want to see the inside, I see you later Here comes the drama, oh, that's that nigga with the fake, blaow Why you punch me in my face, stay in your place Play your position, here come my intuition Go in this nigga pocket, rob him while his friends watching And hoes clocking, here comes respect His crew's your crew or they might be next Look at they man eye, big man, they never try So we rolled with them, stole with them I mean loyalty, niggas bought me milks at lunch The milks was chocolate, the cookies, butter crunch 88 Oshkosh and blue and white dunks, pass the blunts [Hook: 112] Sky is the limit and you know that you keep on Just keep on pressing on Sky is the limit and you know that you can have What you want, be what you want Sky is the limit and you know that you keep on Just keep on pressing on Sky is the limit and you know that you can have What you want, be what you want, have what you want, be what you want [Verse 2] I was a shame, my crew was lame I had enough heart for most of them Long as I got stuff from most of them It's on, even when I was wrong I got my point across They depicted me the boss, of course My orange box-cutter make the world go round Plus I'm fucking bitches ain't my homegirls now Start stacking, dabbled in crack, gun packing Nickname Medina make the seniors tote my Niñas From gym class, to English pass off a global The only nigga with a mobile can't you see like Total Getting larger in waists and tastes Ain't no telling where this felon is heading, just in case Keep a shell at the tip of your melon, clear the space Your brain was a terrible thing to waste 88 on gates, snatch initial name plates Smoking spliffs with niggas, real-life beginner killers Praying God forgive us for being sinners, help us out [Hook] [Verse 3] After realizing, to master enterprising I ain't have to be in school by ten, I then Began to encounter with my counterparts On how to burn the block apart, break it down into sections Drugs by the selections Some use pipes, others use injections Syringe sold separately Frank the Deputy Quick to grab my Smith & Wesson like my dick was missing To protect my position, my corner, my lair While we out here, say the Hustlers Prayer If the game shakes me or breaks me I hope it makes me a better man Take a better stand Put money in my mom's hand Get my daughter this college grant so she don't need no man Stay far from timid Only make moves when your heart's in it And live the phrase sky's the limit Motherfuckers See you chumps on top [Hook]

Split is doing well at the box office around the world, but it misrepresents people with dissociative identity disorder (DID; previously called multiple personality disorder). The trailer is particularly gripping, luring in audiences by depicting a man with DID kidnapping and preparing to torture three teenage girls. Kevin (played by James McAvoy) juggles 24 personalities that are based on stereotypes: a cutesy 9-year-old infatuated with Kanye West, a flamboyant designer, and the “Beast,” a superhuman monster who sees the girls as “sacred food.” Kevin falsely represents people with DID through exaggerated symptoms, extreme violence, and unrealistic physical characteristics. The senior author, an expert in DID, has not seen any DID patient who is this violent in 25 years of clinical practice. Kevin’s ghastly personalities are so over-the-top that terrifying scenes are making audiences laugh.

The etiquette of the bothy and stable was equalled in rigidity only by that of the court of Louis IV. Each man had his place and was taught to keep it. For the second horseman to have gone into supper before the first horseman would have created as much indignation as an infringement of precedence at Versailles. The foreman was always the first to wash his face in the bothy at night; it was he who wound the alarm clock and set it for the morning, and so on and so on. The order of seniority was as strictly observed between the second horseman and the third, while the halflin always got the tarry end of the stick... But the foreman had pride of place in everything. He slept at the front end of the first bed - that is, nearest the fire; he sat at the top of the table in the kitchen; he worked the best pair of horses; and he had the right to make the first pass at the kitchen maid.

less than two months in Australia Hubbard had racked up debts, lost a machine gun, upset the top brass and been sent home. Yet two decades later, Hubbard would portray his time in Brisbane as something Australians should be grateful for. In a statement to the press he said, ‘In 1942, as the senior US naval officer in Northern Australia, by a fluke of fate, I helped save them from the Japanese.’15 The

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

The impression given by the Bible is of a cyclical swing between the cult of many gods and the cult of a single exclusive YHWH. But there may have been a prolonged period in which YHWH was worshipped as top God rather than the only God. Even the first of the commandments says ‘Thou shalt have no other gods before me’, presupposing that there were others – a matter of seniority rather than exclusiveness. It is only with ‘Second Isaiah’ as late as the fifth century BCE, that the first explicit statement of ‘Yahweh Alone’ is made categorical.

The other caution has to do with coordinating what work is phased out as a result of lower staffing levels. Leaders often let any such phasing out proceed of its own accord because they have faith that when they eliminate layers in the organizational chart or increase leadership spans of control, people who feel the increased workload will wisely and naturally eliminate tasks that are non-value added or of reduced competitive importance. But this faith is misplaced if employees are not clear about the relative value of work or what the strategic trade-offs should be. If they do not know what work to eliminate, they may not eliminate any at all and instead pass it on to someone else. In this way the organization chart is like a square of jiggly jelly. If you squeeze the jelly from the top and the bottom, it is going to squelch out the sides, and if you squeeze from the sides, it is going to squelch out the top and the bottom. Increasing spans of control—giving leaders more responsibility—may soon result in more layers (for example, one firm created “senior technician” roles for technicians to fill as intermediaries for busy managers). Decreasing layers of the organizational chart may increase spans of control (for example, another company eliminated a layer of managers but then hired a couple of new directors to handle the additional workload when all the reports were reassigned to the next highest management level). The total headcount dollars are never reduced, just reapportioned.

High school seniors: 70 percent report that they have “above average” leadership skills, compared with 2 percent “below average”; in the ability to get along with others, 25 percent rate themselves in the top 1 percent, and 60 percent put themselves in the top 10 percent. • College professors: 94 percent rate themselves as doing above-average work. • Engineers: In two different companies, 32 percent and 42 percent rated themselves among the top 5 percent of performers. • Entrepreneurs: When 3,000 small-business owners rated the probability that different companies would succeed, on average they rated the prospects of their own businesses as 8.1 out of 10 but gave similar enterprises odds of only 5.9 out of 10.

Two days after the January 6, 2021, violent assault on the United States Capitol by supporters of President Donald Trump, General Mark Milley, the nation’s senior military officer and chairman of the Joint Chiefs of Staff, placed an urgent call on a top secret, back-channel line at 7:03 a.m. to his Chinese counterpart, General Li Zuocheng, chief of the Joint Staff of the People’s Liberation Army.

At the very top of its hierarchy, I.S.I. was a black-and-white organization, fully subject to discipline and accountability, Mullen told colleagues. In the middle the organization started to go gray, fading into heavily compartmented operations that drew upon mid-level officers, civilians, contractors, and retirees. Then there were retired I.S.I. director-generals or senior brigadiers with their own followings among militants.

The old man held out a paper scroll, not mere parchment. It was a clear sign of wealth and status. Not every noble family could afford to use paper for invitations. The very fact that Hadjar was being visited by the clan’s attorney, and not by a simple servant, spoke volumes. “Thank-” Hadjar reached out, almost closing his fingers around the scroll, but the old man suddenly loosened his grip. Caught in the wind, the invitation, decorated with monograms and tied with a scarlet ribbon, fell to the dirt at Hadjar’s feet. The old man didn’t apologize. He stood there, with his hand still outstretched, a sneer on his lips, radiating complete confidence in his superiority. A clear example that old age didn’t mean one also gained intelligence or wisdom. He’d lived long enough for his hair to turn gray, but not long enough to acquire a brain. He didn’t even realize how simply and blatantly he was being used. Hadjar, just as the old man had expected, bent down to pick up the invitation, dusted it off, and held it without putting it away in his spatial artifact, as was required by etiquette. “You didn’t have to bow to me, young man,” the old man grunted. This was quite a serious insult. Being the personal disciple of a great hero made Hadjar equal in status to the senior heirs of aristocratic families. He was at the very top of the social structure of Dahanatan. But Hadjar didn’t really care about any of that. The power he possessed was insignificant in his opinion, and ever since he’d eaten those first scraps in Primus’ dungeon, he’d stopped caring about whether he was a Prince or a circus freak. Titles didn’t matter. The important thing was that the old man was a servant, and Hadjar was almost an aristocrat. The lawyer’s words were akin to the old man throwing a glove in Hadjar’s face. Hadjar looked behind his visitor, at the dark carriage emblazoned with the white coat of arms of the Predatory Blades clan. Brustor would have to try a little harder. So far, his provocations weren’t even a match for the insults that Hadjar had received during his meetings with Emperor Morgan. Shocking the old man, Hadjar bowed deeply. “Only a silly young man,” he said, straightening back up, “doesn’t feel respect toward someone whose hair is whiter than his.

We don’t emulate these top-down models, because we believe we are fastest and most innovative when employees throughout the company make and own decisions. At Netflix, we strive to develop good decision-making muscles everywhere in our company—and we pride ourselves on how few decisions senior management makes.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

You want a doughnut?" I held the plate out to them, and Middle Kipling's face flickered with rage for what I was pretty certain was the first time I'd ever seen any emotion on it. "You can keep your carb filled whores, thank you very much," he bit out before turning sharply and stalking from the room. "He's not a fan of food with holes," Kipling Senior commented like he was discussing the weather. "Too provocative," Junior agreed. "Practically begging for it," Senior said with a nod. "Especially if there's a glazed topping." Junior nodded at the doughnuts and the two of them turned and walked away without another word, leaving me to spit my fucking doughnut out with a shudder.

The first Superfortress reached Tokyo just after midnight, dropping flares to mark the target area. Then came the onslaught. Hundreds of planes—massive winged mechanical beasts roaring over Tokyo, flying so low that the entire city pulsed with the booming of their engines. The US military’s worries about the city’s air defenses proved groundless: the Japanese were completely unprepared for an attacking force coming in at five thousand feet. The full attack lasted almost three hours; 1,665 tons of napalm were dropped. LeMay’s planners had worked out in advance that this many firebombs, dropped in such tight proximity, would create a firestorm—a conflagration of such intensity that it would create and sustain its own wind system. They were correct. Everything burned for sixteen square miles. Buildings burst into flame before the fire ever reached them. Mothers ran from the fire with their babies strapped to their backs only to discover—when they stopped to rest—that their babies were on fire. People jumped into the canals off the Sumida River, only to drown when the tide came in or when hundreds of others jumped on top of them. People tried to hang on to steel bridges until the metal grew too hot to the touch, and then they fell to their deaths. After the war, the US Strategic Bombing Survey concluded: “Probably more persons lost their lives by fire at Tokyo in a six-hour period than at any time in the history of man.” As many as 100,000 people died that night. The aircrews who flew that mission came back shaken. [According to historian] Conrad Crane: “They’re about five thousand feet, they are pretty low... They are low enough that the smell of burning flesh permeates the aircraft...They actually have to fumigate the aircraft when they land back in the Marianas, because the smell of burning flesh remains within the aircraft. (...) The historian Conrad Crane told me: I actually gave a presentation in Tokyo about the incendiary bombing of Tokyo to a Japanese audience, and at the end of the presentation, one of the senior Japanese historians there stood up and said, “In the end, we must thank you, Americans, for the firebombing and the atomic bombs.” That kind of took me aback. And then he explained: “We would have surrendered eventually anyway, but the impact of the massive firebombing campaign and the atomic bombs was that we surrendered in August.” In other words, this Japanese historian believed: no firebombs and no atomic bombs, and the Japanese don’t surrender. And if they don’t surrender, the Soviets invade, and then the Americans invade, and Japan gets carved up, just as Germany and the Korean peninsula eventually were. Crane added, The other thing that would have happened is that there would have been millions of Japanese who would have starved to death in the winter. Because what happens is that by surrendering in August, that givesMacArthur time to come in with his occupation forces and actually feedJapan...I mean, that’s one of MacArthur’s great successes: bringing in a massive amount of food to avoid starvation in the winter of 1945.He is referring to General Douglas MacArthur, the supreme commander for the Allied powers in the Pacific. He was the one who accepted theJapanese emperor’s surrender.Curtis LeMay’s approach brought everyone—Americans and Japanese—back to peace and prosperity as quickly as possible. In 1964, the Japanese government awarded LeMay the highest award their country could give a foreigner, the First-Class Order of Merit of the Grand Cordon of the Rising Sun, in appreciation for his help in rebuilding the Japanese Air Force. “Bygones are bygones,” the premier of Japan said at the time.

There are also millions of satisfied users worldwide, from youngsters to seniors, including: top athletes such as Shaquille O’Neal and Trace Armstrong; celebrities such as Madonna and Clint Eastwood; many health professionals, including chiropractors, physical therapy centers, and Dr. Norman Shealy (renowned pain specialist and holistic doctor); motivational experts such as Tony Robbins; and sports franchises such as the Denver Broncos and the Miami Dolphins.

Researchers Alice Eagly and Linda Carli debunked the idea of a “glass ceiling,” a barrier that exists only at the top. Instead, their extensive analyses show that gender bias in the United States is alive and well at entry-level and senior-level jobs, for blue-collar workers and executives. Women are more likely to get flack for mistakes, especially in typically “male” roles—this phenomenon is called “the glass cliff”—and studies show that women of color are even more at risk for being perceived as incompetent.

of the tiny aircraft and helped the third passenger aboard, his girlfriend Sandra, 30. The plane taxied and sped down the runway. As it rose into the blue California sun, Norman felt a surge of excitement. But as they banked east over Venice Beach, it was clear there was a storm ahead. In front of them a thick blanket of grey cloud was smothering the San Bernardino Mountains. Only the very tips of their 3,000 m (10,000 ft) peaks showed above the gloom. Norman Senior asked the pilot if it was okay to fly in that weather. The pilot reassured them: it was just a thirty-minute hop. They’d stay low and pop through the mountains to Big Bear before they knew it. Norman wondered if he’d be able to see the slope he’d won the championship on when they wheeled round Mount Baldy. His dad nodded and sat back to read the paper and whistle a Willie Nelson tune. Up front, Norman was savouring every moment. He stretched up to see over the plane’s dashboard and listened to the air traffic chatter on his headphones. As the foothills rose below them, he heard Burbank control pass their plane on to Pomona Control. The pilot told Pomona he wanted to stay below 2,300 m (7,500 ft) because of low freezing levels. Then a private plane radioed a warning against flying into the Big Bear area without decent instruments. Suddenly, the sun went out. The greyness was all around them, as thick as soup. They had pierced the storm. The plane shook and lurched. A tree seemed to flit by in the mist, its spiky fingers lunging at the window. But that couldn’t be, not up here. Then there really was a branch outside and with a sickening yawn, time slowed down and the horror unfurled. Norman instinctively curled into a ball. A wing clipped into a tree, tumbling the plane round, up, down, over and round. The spinning only stopped when they slammed into the rugged north face of Ontario Peak. The plane was instantly smashed into debris and the passengers hurled across an icy gully. And there they lay, sprawled amid the wreckage, 75 m (250 ft) from the top of the 2,650 m (8,693 ft) high mountain and perched on a 45-degree ice slope in the heartless storm.

As she is the senior person in the room, I wait for her to call on me. And, while I am waiting, I should show I am a good listener by keeping both my voice and my body quiet. In China, we often feel Westerners speak up so much in meetings that they do this to show off, or they are poor listeners. Also, I have noticed that Chinese people leave a few more seconds of silence before jumping in than in the West. You Westerners practically speak on top of each other in a meeting. I kept waiting for Erin to be quiet long enough for me to jump in, but my turn never came. We Chinese often feel Americans are not good listeners because they are always jumping in on top of one another to make their points. I would have liked to make one of my points if an appropriate length of pause had arisen. But Erin was always talking, so I just kept waiting patiently. My mother left it deeply engrained in me: You have two eyes, two ears, but only one mouth. You should use them accordingly.

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Equivalents of the innovation resources described above have long been available within corporations to a few. Senior designers at firms have long been supplied with engineers and designers under their direct control, and with the resources needed to quickly construct and test prototype designs. The same is true in other fields, including automotive design and clothing design: just think of the staffs of engineers and modelmakers supplied so that top auto designers can quickly realize and test their designs.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

It was not easy to score top marks at Orenburg. Yadkar Akbulatov, a senior instructor, said in 1961, ‘Don’t imagine that Yuri was an infallible cadet, a child prodigy. He wasn’t. He was an impetuous, enthusiastic young man who made the same slips as any other.’ His worst marks were for his landings. He was in danger of failing Orenburg completely if he could not get his aircraft down without bouncing on his tyres. Akbulatov flew with him a couple of times to see if they could iron out some faults. ‘I took him up and watched him carefully. On steep banking turns his performance wasn’t absolutely perfect, but in vertical dives and climbs he put on a show that made me see stars from the g-load. Then came the touchdown. It was faultless! I asked him, “Why can’t you always land like that?” He grinned and said, “I’ve found the solution.” He put a cushion under his seat so that he could get a better line of sight with the runway.’ From now on, Gagarin never flew any aircraft without his cushion.

Zuckerberg’s document laid out similar goals: “Restructure pay scale to increase base salaries for new hires . . . Abolish seniority as a factor in all personnel decisions and incentivize the removal of poor performers.” He also wrote that he wanted the best teachers to receive bonuses of up to fifty percent of their salary, the kind of incentives paid to top workers in Silicon Valley.

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

The Acme Company is a provider of financial services located in Cheyenne, which has been in business for 30 years and has a capitalized market value of $800 million. The Acme buyer knows this! It’s nothing novel or new or related to the project. It’s irrelevant. Here’s an excellent situation statement: The Acme Company has traditionally attracted the best and brightest talent because of its excellent brand and relationships with top schools. However, recent bad publicity over poor financial decisions, the removal of the CEO, and loss of key contacts in top schools have made it imperative to launch an aggressive plan to acquire the best talent in the industry, both at entry and senior levels. That situation appraisal explains exactly why you’ve been talking, why the project is urgent, and what the general goals are. Take a project you’re considering, have under way, or have completed, and try writing your own situation appraisal below:

Instead, the thing that had captured my attention was this big metal column topped by…absolutely nothing. It was doing this in the parking lot of what I had to figure was the main supplier of off-campus food: a retro-fifties fast-food joint. Maybe it’s supposed to be some kind of art, I thought as I stared at the column. I was living in the big city now, after all. Public art happened. Not only that, it didn’t have to make sense. In fact, having it not make sense was probably a requirement. “They took it down for repairs,” a voice beside my suddenly said. I’m kind of embarrassed to admit this, but the truth is, I jumped about a mile. I’d been so mesmerized by the sight of that column extending upward into space, supporting empty air, that I’d totally lost track of all my soon-to-be-fellow students rushing by me. To this day, I can’t quite explain the fascination. But I’ve promised to tell you the 100 percent truth, which means I’ve got to include even the parts which make me appear less than impressive. “Huh?” Yes, all right, I know. Nowhere even near the list of incredibly clever replies. “They took it down for repairs,” the voice said again. “Took it down,” I echoed. By this time, I knew I was well on my way to breaking my own blending-in rule, big time. Sounding like a total idiot can generally be considered a foolproof method of getting yourself noticed. “The car that’s usually up there.” The guy--it was a guy; I’d calmed down enough to realize that--said. I snuck a quick glance at him out of the corner of my eye. First fleeting impression: tall and blond. The kind of muscular-yet-lanky build I’ve always been a sucker for. Faded jeans. Letterman jacket with just about every sport there was represented on it. Gotcha! I thought. BMOC. Big Man on Campus. This made me feel a little better for a couple of reasons. The first was that it showed my skills hadn’t abandoned me completely after all. I could still identify the players pretty much on sight. The second was that in my vast, though admittedly from-a-distance, experience of them, BMOCs have short attention spans for anyone less BOC than they are. Disconcerting and intense as it was at the moment, I could nevertheless take comfort in the fact that this guy’s unexpected and unnatural interest in me was also unlikely to last very long. “An old Chevy, I think,” he was going on now. “It’s supposed to be back soon, though. Not really the same without it, is it?” He actually sounded genuinely mournful. I was surprised to find myself battling back a quick, involuntary smile. He did seem to be more interesting than your average, run-of-the-mill BMOC. I had to give him that. Get a grip, O’Connor, I chastised myself. “Absolutely not,” I said, giving my head a semi-vigorous nod. That ought to move him along, I thought. You may not be aware of this fact, but agreeing with people is often an excellent way of getting them to forget all about you. After basking in the glow of agreement, most people are then perfectly content to go about their business, remembering only the fact that someone agreed and allowing the identity of the person who did the actual agreeing to fade into the background. This technique almost always works. In fact, I’d never known it not to. There was a moment of silence. A silence in which I could feel the BMOC’s eyes upon me. I kept my own eyes fixed on the top of the carless column. But the longer the silence went on, the more strained it became. At least it did on my side. This guy was simply not abiding by the rules. He was supposed to have basked and moved on by now.

An old Chevy, I think,” he was going on now. “It’s supposed to be back soon, though. Not really the same without it, is it?” He actually sounded genuinely mournful. I was surprised to find myself battling back a quick, involuntary smile. He did seem to be more interesting than your average, run-of-the-mill BMOC. I had to give him that. Get a grip, O’Connor, I chastised myself. “Absolutely not,” I said, giving my head a semi-vigorous nod. That ought to move him along, I thought. You may not be aware of this fact, but agreeing with people is often an excellent way of getting them to forget all about you. After basking in the glow of agreement, most people are then perfectly content to go about their business, remembering only the fact that someone agreed and allowing the identity of the person who did the actual agreeing to fade into the background. This technique almost always works. In fact, I’d never known it not to. There was a moment of silence. A silence in which I could feel the BMOC’s eyes upon me. I kept my own eyes fixed on the top of the carless column. But the longer the silence went on, the more strained it became. At least it did on my side. This guy was simply not abiding by the rules. He was supposed to have basked and moved on by now. “You don’t have the faintest idea what I’m talking about, do you?” he said at last. I laughed before I quite realized what I’d done. “Not a clue,” I said, turning to give him my full attention for the very first time, an action I could tell right away spelled trouble. You just had to do it, didn’t you? I thought. He was even better looking when I took a better look. He flashed me a smile, and I felt my pulse kick up several notches. My brain knew perfectly well that that smile had not been invented just for me. My suddenly-beating-way-too-fast heart wasn’t paying all that much attention to my brain, though. “You must be new, then,” he commented. “I’d remember you if we’d met before.” All of a sudden, his face went totally blank. “I cannot believe I just said that,” he said. “That is easily the world’s oldest line.” “If it isn’t, it’s the cheesiest,” I said. He winced. “I’d ask you to let me make it up to you, but I’m thinking that would make things even worse.” “You’d be thinking right.” This time he was the one who laughed, the sound open and easy, as if he was genuinely enjoying the joke on himself. In retrospect I think it was that laugh that did it. That finished the job his smile had started. You just didn’t find all that many guys, all that many people, who were truly willing to laugh at themselves. “I’m Alex Crawford,” he said. “Jo,” I said. “Jo O’Connor.” At this Alex actually stuck out his hand. His eyes, which I probably don’t need to tell you were this pretty much impossible shade of blue, focused directly on my face. “Pleased to meet you, Jo O’Connor.” I watched my hand move forward to meet his, as if it belonged to a stranger and was moving in slow motion. At that exact moment, an image of the robot from the movie Lost in Space flashed through my mind. Arms waving frantically in the air, screaming, “Danger! Danger!” at the top of its inhuman lungs. My hand kept moving anyhow. Our fingers connected. I felt the way Alex’s wrapped around mine, then tightened. Felt the way that simple action caused a flush to spread across my cheeks and a tingle to start in the palm of my hand and slowly begin to work its way up my arm. To this day, I’d swear I heard him suck in a breath, saw his impossibly blue eyes widen. As if, at the exact same moment I looked up at him, he’d discovered something as completely unexpected as I had, gazing down. He released me. I stuck my hand behind my back. “Pleased to meet you, Jo O’Connor,” he said again. Not quite the way he had the first time.

The big boss wants to take us both out for dinner tonight. Apparently he’s into getting to know the families of key employees or something.” “Well, that sounds potentially boring,” Elaine remarked. “Do you know where you’re going?” Completely off the top of my head, I named the swankiest restaurant that I could think of. “You’d better dress up,” Elaine warned. “I think that’s one of those places where, if you show up not wearing pantyhose, they give you some.” “That is so gross,” I said.

Of course, the topography of global finance has changed dramatically since the heyday of the House of Rothschild. Today there are no family-owned global institutions of any significance. Huge publicly listed banks, asset managers, private equity firms, hedge funds, and insurance companies dominate and operate around the globe. Regulators are powerful and ubiquitous. But some things remain constant. Global finance is not for the fainthearted; it is too complex, too volatile, too dependent on uncontrollable political events within and among countries. Global finance also relies heavily on trust between the suppliers and consumers of money. Mayer Amschel Rothschild and his sons were the essence of trustworthiness. Garnering trust has many dimensions, one of which is accountability. If a banker is held responsible for his mistakes, then his customer has more confidence in him. The Rothschilds could not hide behind public corporations that today essentially shield top individuals from the legal liability of big mistakes, as we have seen in the failure of prosecutors to charge and convict senior financial officials in the global crisis of 2008–9. Unfortunately, few institutions today can command the confidence that the Rothschilds engendered and that is essential to a healthy global economy. Other

Women became 50 percent of the college graduates in the United States in the early 1980s.5 Since then, women have slowly and steadily advanced, earning more and more of the college degrees, taking more of the entry-level jobs, and entering more fields previously dominated by men. Despite these gains, the percentage of women at the top of corporate America has barely budged over the past decade.6 A meager twenty-three of the S&P 500 CEOs are women.7 Women hold about 25 percent of senior executive positions, 19 percent of board seats, and constitute 19 percent of our elected congressional officials.8

The week before Notes Day, all facilitators attended a training session to help them keep each meeting on track and make sure that everyone—the outgoing, the laid-back, and everyone in between—was heard from. Then, to make sure something concrete emerged, the Working Group designed a set of “exit forms” to be filled out by each session’s participants. Red forms were for proposals, blue forms were for brainstorms, and yellow forms were for something we called “best practices”—ideas that were not action items per se but principles about how we should behave as a company. The forms were simple and specific: Each session got its own set, tailored specifically to the topic at hand, that asked a specific question. For example, the session called “Returning to a ‘Good Ideas Come from Anywhere’ Culture,” had blue exit forms topped with this header: Imagine it’s 2017. We’ve broken down barriers so that people feel safe to speak up. Senior employees are open to new processes. What did we do to achieve this success? Underneath that question were boxes in which attendees could pencil in three answers. Then, after they wrote a general description of each idea, they were asked to go a few steps further. What “Benefits to Pixar” would these ideas bring? And what should be the “Next Steps” to make them a reality? Finally, there was space provided to specify “Who is the best audience for this idea?” and “Who should pitch this idea?

Wait. Your mom is Victoria Lane!?” Lucky asked. Holy shit! That’s where he knew her from. That’s why her lips looked so familiar. That’s why he’d felt like he’d looked into her eyes before. He had. “Yep.” “You were in a perfume or clothing ad with her when you were a teenager!” Lucky had ripped out every ad he’d found in magazines his senior year. He’d never particularly thought that Victoria was that hot, but when he’d seen her daughter beside her, Lucky had been one smitten kitten. In fact, Deanna had been his first and only crush. He just hadn’t known it was her. Deanna didn’t share his enthusiasm. “Yeah, I was.” “I knew you looked familiar. God, I was obsessed with you. I stole every ad I could find and I would fold it in half and pin it up on my wall so only you were showing.” Her head spun around, and she looked…mad. “No, you didn’t.” Oh well. He wasn’t about to try to dig himself out of this one. His only move was to dig in deeper. “Yes. I did. I thought you were so damn hot—” Her hand rose defensively. “Lucky, stop. I know that’s not true—” “You don’t know shit,” he snapped back, still feeling the adrenaline from earlier. His tone made him cringe, so he softened his voice. “Sorry, but you don’t.” “Whatever.” She crossed her arms in front of her. Lucky saw it for what it was: a protective stance. But he’d be damned if she was going to feel she had to protect herself from him. He would never hurt her. “Look, I’m sorry if it pisses you off that I had hundreds of pictures of you all over my wall and I used to jack it to you morning and night—” “What!?” she screeched. Glancing over, he saw the horror in her beautiful expressive eyes, but her lips were curled a little at the edges and not set in a grim expression. So he hadn’t pissed her off that bad by his oh-so-shocking admission. “Sorry to burst your bubble, but I don’t think there was a red-blooded teenage boy who wasn’t jerking it to those pictures.” He’d said it to lighten the mood, but he was getting the same feeling he’d gotten when he’d seen Casey heading towards Deanna on the dance floor. One word filled his mind. Mine. Deanna let out a harsh laugh. “Yeah, maybe, but it wasn’t me they were looking at.” Lucky took his eyes off the road just long enough to see in the set of her jaw and her protective body language that she wasn’t joking. She really believed that she wasn’t hot. Or beautiful. And her mom was. Then it hit him. She’d grown up the daughter of a supermodel and a professional baseball player. Maybe living in the shadows all of those years had caused her not to see herself for who she really was. It was time to shed some light on that subject. Instead of arguing with her, Lucky decided to enlighten her. “My favorite was the one with you wearing a white tank top and jeans. Just a tiny sliver of your stomach was showing, and I used to imagine running my finger along that area and how soft your skin would feel. I loved how that one piece of your hair fell over your shoulder. Your eyes were looking right in the camera, and your lips were so full and… I won’t even tell you what I pictured you doing with them.” Deanna sounded breathless as she said, “Oh.” “Do you believe me now?” he asked as he kept his eyes on the winding, dark highway illuminated only by his headlights. “Yes,” she said quietly. Then he felt her turn towards him, and her voice sounded lighter and hell of a lot sassier as she asked, “You know I was only thirteen when I shot that, right?” “You were what!?” Lucky’s voice rose in shock, and it took everything in his power not to swerve the truck into the other lane. Now, he was the one who didn’t believe her. “No way. There is no way you were thirteen!” “Yep. I really was. Whatever you were picturing me doi—” “Stop!” If Lucky could’ve, he would have covered his ears and said, “Na-na-na-na-na! I’m not listening to you.

In addition to the external barriers erected by society, women are hindered by barriers that exist within ourselves. We hold ourselves back in ways both big and small, by lacking self-confidence, by not raising our hands, and by pulling back when we should be leaning in. We internalize the negative messages we get throughout our lives - the messages that say it's wrong to be outspoken, aggressive, more powerful than men. We lower our own expectations of what we can achieve. We continue to do the majority of the housework and child care. We compromise our career goals to make room for partners and children who may not even exist yet. Compared to our male colleagues, fewer of us aspire to senior positions. This is not a list of things other women have done. I have made every mistake on this list. At times, I still do. My argument is that getting rid of these internal barriers is critical to gaining power. Others have argued that women can get to the top only when the institutional barriers are gone. This is the ultimate chicken-and-egg situation. The chicken: Women will tear down the external barriers once we achieve leadership roles. We will march into our bosses' offices and demand what we need, including pregnancy parking. Or better yet, we'll become bosses and make sure all women have what they need. The egg: We need to eliminate the external barriers to get women into those roles in the first place. Both sides are right. So rather than engage in philosophical arguments over which comes first, let's agree to wage battles on both fronts. They are equally important. I am encouraging women to address the chicken, but I fully support those who are focusing on the egg. Internal obstacles are rarely discussed and often underplayed. Throughout my life, I was told over and over about inequalities in the workplace and how hard it would be to have a career and a family. I rarely heard anything, however, about the ways I might hold myself back. These internal obstacles deserve a lot more attention, in part because they are under our own control. We can dismantle the hurdles in ourselves today. We can start this very moment.

We discovered, to give one example, that our client’s three top brokers handled the 10 biggest accounts. By sharing these big accounts out among more brokers, and by dedicating one senior and one junior broker to each of the three largest customers, we actually increased total sales from these accounts. Rather than divide up the pie more fairly, we increased the size of the pie. Thus, 80/20 gave us a jump-start in solving the client’s problem.

Imagine it’s time for that big, end-of-engagement presentation. You and your team have been up until 2 a.m. putting together your blue books,* making sure that every i has been dotted and every t crossed. You’re all wearing your best suits and trying to look on the ball. The senior executives of your Fortune 50 client, anxious to hear McKinsey’s words of wisdom, are taking their places around the boardroom table on the top floor of the corporate skyscraper. The CEO strides into the room and says, “Sorry, folks. I can’t stay. We have a crisis and I have to go meet with our lawyers.” Then he turns to you and says, “Why don’t you ride down in the elevator with me and tell me what you’ve found out?” The ride will take about 30 seconds. In that time, can you tell the CEO your solution? Can you sell him your solution? That’s the elevator test.

The most successful senior leaders understand the ROI of engagement and recognize that it will be next to impossible to achieve their goals without a fully committed and engaged workforce. Employee engagement is a top business priority for them, particularly in today’s tough business climate. They know that having a high-performing workforce is essential for growth and survival. They treat employees as valuable people with skills rather than people with valuable skills.

Don’t preach and hope for ownership; implement mechanisms that actually give ownership. Eliminating the tickler did that for us. Eliminating top-down monitoring systems will do it for you. I’m not talking about eliminating data collection and measuring processes that simply report conditions without judgment. Those are important as they “make the invisible visible.” What you want to avoid are the systems whereby senior personnel are determining what junior personnel should be doing.

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Riding a wave of interest in technology, Stanford University has become America’s “it” school, by measures that Harvard once dominated. Stanford has had the nation’s lowest undergraduate acceptance rate for two years in a row; in five of the last six years, it has topped the Princeton Review survey asking high school seniors to name their “dream college”; and year in and year out, it raises more money from donors than any other university.

LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.

At the beginning of an address to an audience of 150 employees at their annual company retreat, I asked everyone to stand up. Then I asked everyone who did not have goals to sit down. A handful of people sat. I then asked everyone who did not have written goals to sit down. Unfortunately, but not surprisingly, all but about twenty people sat. Next, I asked those remaining to sit down unless they had written goals for more than just their career or financial life. That eliminated another twelve, leaving only eight of 150 people who had written goals targeting more than finances or career. I asked the remaining eight to sit down unless they had a written plan that accompanied their goals. That question filtered out five more, leaving three of 150 who had written goals and a plan in more than just the financial area. I asked the remaining three (all senior management, including the company president) to sit down unless they reviewed their goals on a daily basis. Only one person remained standing (a vice president of sales). Only one in 150 had written goals in more areas than just financial, had a plan for accomplishing them, and reviewed the goals daily. This is consistently what I’ve found over the years as I’ve surveyed the attendees in my public events. Invariably, less than 3 percent have written goals, and even those who have written down their goals have often done so only regarding finances or career. You may have heard of the 1953 study of Yale graduates. The subjects were periodically interviewed and followed by researchers for more than twenty years. Eventually the graduates were again interviewed, tested, and surveyed. Results showed that 3 percent of the Yale graduates earned more money than all the other 97 percent put together! The only difference between them was the top 3 percent had written goals and a plan of action for those goals, which they reviewed daily. Harvard University later did a study of business-school graduates from the class of 1979. They found that, other than to “enjoy themselves,” 84 percent of the class had no goals at all. Thirteen percent had goals and plans but had not written them down. Only 3 percent of the Harvard class had written goals accompanied by a plan of action. In 1989, the class was resurveyed. The results showed that the 13 percent who at least had mental goals were earning twice as much as the 84 percent with no goals. However, the 3 percent who had written down their goals and drafted a plan of action were earning ten times as much as the other 97 percent combined! The point is clear: Having written goals will make you more successful, and having written, well-planned goals that you review daily will make you super successful.

The entire WS-315A program was deployed, in England and Italy, in large numbers during the Cold War. What is most interesting is that two weeks after we won the Air Force contract to design for the DM-18 against the Army’s Missile Development Center at Huntsville, Alabama (headed by Dr. Von Braun, the senior concept designer of the German V2 missile) we also won the contract to build the whole system to deploy

Despite the refusal of the Obama Justice Department to prosecute anyone at the IRS, it is clear that what happened was an epic clampdown on any conservative voices speaking or advocating against the president’s disastrous policies and in favor of patriotism and adherence to the Constitution and the rule of law. Over the course of twenty-seven months leading up to the 2012 election, not a single Tea Party–type organization received tax-exempt status. Many were unable to operate; others disbanded because donors refused to fund them without the IRS seal of approval; some organizations and their donors were audited without justification; and many incurred legal fees and costs fighting the unlawful conduct by Lerner and other IRS employees. The IRS suppressed the entire Tea Party movement just in time to help Obama win reelection. And everyone in the administration involved in this outrageous conduct got away with it without being punished or prosecuted. Was it simply a case of retribution against the perceived “enemies” of the administration? No, this was much bigger than political payback. It was a systematic and concerted effort to squash the Tea Party movement—one of the most organic and powerful political movements in recent memory—during an election season. [See Appendix for select IRS documents uncovered by Judicial Watch.] This was about campaign politics. It was a scandal for the ages. President Obama obviously wanted this done even if he gave no direct orders for it. In 2015, he told Jon Stewart on The Daily Show that “you don’t want all this money pouring through non-profits.” But there is no law preventing money from “pouring through non-profits” that they use to achieve their legal purposes and the objectives of their members. Who didn’t want this money pouring through nonprofits? Barack Obama. In the subsequent FOIA litigation filed by Judicial Watch, the IRS obstructed and lied to a federal judge and Judicial Watch in an effort to hide the truth about what Lois Lerner and other senior officials had done. The IRS, including its top political appointees like IRS Commissioner John Koskinen and General Counsel William J. Wilkins, have much to answer for over their contempt of court and of Congress. And the Department of Justice lawyers and officials enabling this cover-up in court need to be held accountable as well. If the Tea Party and other conservative groups had been fully active in the critical months leading up to the 2012 election, would Mitt Romney have been elected president? We will, of course, never know for certain. But we do know that President Obama’s Internal Revenue Service targeted right-leaning organizations applying for tax-exempt status and prevented them from entering the fray during that period. That is how you steal an election in plain sight. Accountability is not something we will get from the Obama administration. But Judicial Watch will continue its independent investigation and certainly any new presidential administration should take a fresh look at this IRS scandal.

For a sponsorship program to truly work, Catalyst’s Beninger says the program must be driven from the top down, with tangible involvement from the organization’s most senior leaders.

Beer says, ‘In organizations that exhibit these barriers, you see that the leadership team members are coming with their own agenda, and there is no effective senior team in place that is committed to the same strategy, priorities and values. The lower levels don’t know what the top is trying to do and upper levels don’t know what they want done. And there is silence; the lower level teams can’t speak honestly with the top about what the problems are that block their efficacy—clear and common priorities and strategy or their pattern of management.

The president did e-mail with Secretary Clinton,” Mr. Earnest said. But Mr. Obama wasn’t aware of how her e-mail system was set up or how her team was “planning to comply with the Federal Records Act," he added.  Indeed, the law is on Clinton’s side. Since leaving the State Department, the federal law requiring officials to use government accounts for official communications has been updated. Now, officials cannot send e-mails from a private account unless they copy or forward the e-mails to their government e-mail address. On Sunday, a senior Democrat and Clinton friend called on her to address the e-mail matter publicly. “She needs to step up and come out and state exactly what the situation is,” Sen. Dianne Feinstein of California said Sunday on NBC’s “Meet the Press.” “The silence is going to hurt her.” Other Democrats, such as Sen. Chuck Schumer of New York, defend her, saying she complied with the law and that other secretaries of State also used private e-mails.  But Clinton is hardly home free. Her image, boosted by her four years above the political fray as secretary of State, has been dinged. She’s now polling below 50 percent in hypothetical matchups with top Republicans for the presidency. The e-mail controversy, along with reports that the Clinton family foundation had accepted donations from foreign governments during her time as secretary, has brought back a long-running narrative by critics of Clinton: that she plays by her own rules and is less than transparent.

Vertical alignment implies more than employee compliance with strategy that is set at the top. It's a two-way street. Strategy must be determined by customers, but it must also be informed and shaped by the people who implement it. Employees in the middle of the organization and on the front lines almost always experience greater intimacy with customers and competitors than do senior managers, and their insights can enrich strategy-but only if they are actively solicited.

focus on three deliverables: • Reduce by 80% the time it takes the top team to manage the business (operational activities) • Refocus the senior team on market-facing activities • Realign everyone else (onto the same page) to drive execution and results

Then came that Friday, when WikiLeaks dumped twenty thousand Democratic Party emails in a move deliberately timed to disrupt our convention. The WikiLeaks emails—written by a wide range of DNC staff from the top leadership all the way down to the lowest employees—were carefully chosen to reveal senior members of the DNC staff speaking disrespectfully of Bernie and his supporters;

The research shows one of the biggest pay gaps is between male and female health professionals. It’s been calculated at 27 per cent, which works out as the difference between £18.50 an hour and £25.33.1 The TUC says a key reason for the size of the pay gap in health is the earnings of the best-paid professionals. Top male professionals in health earn nearly £50 an hour, almost twice as much as top-earning women who earn £24.90 an hour. The TUC has found women working in manufacturing occupations experience the next biggest pay gap at 22 per cent less than men. Women working as managers, directors and senior officials experience the next biggest pay gap at 21 per cent, which works out at men getting £26.80 an hour whilst women get just £21.

As we’ve seen, up to 25 percent of employed seniors from our top universities are heading to financial services each year. Our financial services industry (and to a lesser extent its attendant legal industry) plays an equivalent role to the oil industry in Saudi Arabia in terms of talent attraction. You can see a similar dynamic at work in other fields with fixed slots. There were 682 orthopedic surgery residents in the United States in 2012. That number is set because there are only so many funded residency slots in teaching hospital programs throughout the country.4 If I were to kick butt in medical school and get one of these residencies, I would be on the way to becoming an orthopedic surgeon, probably the most coveted residency due to money, lifestyle, low morbidity of patients, gratification from restoring mobility, and other factors. But let’s say that I didn’t make it and fell short—there would still be 682 orthopedic surgeons five years from now because the next guy would have gotten that slot. We’re all competing to fit through the same finite gate. The value difference if I perform really strongly and get one of these coveted spots is not one more surgeon—it’s the gap between me and the 683rd person who didn’t get it (and perhaps went into a less prestigious or less lucrative specialty). From a value creation standpoint, it’s not ideal for a massive level of talent to be going to existing enterprises that have captured large economic rents or where people are fighting for a set of finite slots. The rents and slots will stay essentially constant. Contrast this with new business formation. If I were to say, “There are only going to be 682 new successful businesses started in the United States next year,” people would instantly regard that as ridiculous. It’s unknown and unknowable. But we all know that if another enterprising team comes along and starts a cool company, that number goes up by one.

Dr. William Thompson, disclosed that top CDC officials had forced him and four other senior researchers to lie to the public and destroy data that showed disproportionate vaccine injuries—including a 340 percent elevated risk for autism—in Black male infants who received the Measles, Mumps, Rubella (MMR) vaccine on schedule.5 So it was only natural that Dr. Fauci and his Pharma partners employed Black and Hispanic foster children for cruel and barbaric treatments in their efforts to develop their second-generation antivirals and chimeric HIV vaccines that provided the initial stepping-stones for his career.

It was naive to think that I was saving my church when I filed Knowledge Reports on top officials in Italy like Norman Starkey for humping Brooke Shields; Jessica and Tommy for being inappropriate with each other; and none other than COB himself, David Miscavige, for letting his assistant treat him more like her date. While technically it’s acceptable to write reports on people above you in the church, no one writes reports on senior executives and certainly not on COB. Although I didn’t know it at the time, those who write up top officials are usually intimidated into recanting or wind up being declared Suppressive Persons.

Senior Citizen Care in Hyderabad: Where Wellness Meets Comfort As we age, the need for a balanced and fulfilling lifestyle becomes even more important. For seniors in Hyderabad, finding a place that blends wellness with comfort is important for maintaining quality of life. At Second Innings House, we believe that senior citizen care is about more than just staying. It’s about fostering a vibrant community where residents can thrive physically, mentally, and emotionally. Senior Citizen Care in Hyderabad: A Holistic Approach Senior citizen care in Hyderabad is evolving to meet the diverse needs of Elders. Modern senior living homes, like Second Innings House, focus on creating a nurturing environment where residents can experience the best of both worlds, wellness and comfort. Our approach is holistic, ensuring that our residents not only receive top-notch care & support, but also enjoy opportunities for recreation, social engagement, and personal growth. Recreation for Senior Citizens: Staying Active and Engaged Recreation plays a vital role in senior living, helping residents maintain their physical health, cognitive function, and emotional well-being. At Second Innings House, we offer a wide range of activities designed to engage and inspire our residents. Whether it’s yoga classes, nature walks, arts and crafts, or group outings, we believe that staying active is key to a fulfilling life in later years. Our recreation programs are designed to cater to different interests and abilities, ensuring that everyone can participate at their own pace. These activities not only promote physical health but also foster a sense of community and belonging. Second Innings House: A Home Away From Home At Second Innings House, we pride ourselves on creating a warm, welcoming environment where seniors can feel at home. Our dedicated staff are committed to providing personalized care, ensuring that each resident’s unique needs are met with compassion and respect. The surroundings, coupled with thoughtfully designed living spaces, provide the perfect setting for a peaceful and comfortable lifestyle. Residents can enjoy their independence while having access to assistance whenever needed. Conclusion Senior citizen care in Hyderabad is about striking the right balance between wellness and comfort. At Second Innings House, we strive to offer a seamless blend of both, ensuring that our residents not only live well but also feel well. From nutritious meals and fitness programs to recreational activities and social interactions, we aim to enrich every aspect of their lives. In this journey of aging gracefully, Second Innings House is more than just a senior living home—it’s a community where seniors can find purpose, joy, and a sense of belonging. Here, wellness truly meets comfort, creating an environment where seniors can enjoy their golden years to the fullest.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

Merrill Lynch had circulated internal memos about the risks in Citron’s portfolio as early as 1992, but those warnings didn’t stir action, let alone caution. Clearly, many senior people within the bank knew that what they were doing was wrong, yet they let it continue, selling him riskier and riskier derivatives and collecting their fees and commissions each time. Orange County had become one of Merrill’s top-five clients, as well as one of the largest purchasers of derivative securities in the world. The bank wasn’t willing to jeopardize the loss of that business, no matter how precarious and unsuitable Citron’s investments were. His own lawyer later argued that the sixty-nine-year-old Citron tested at a seventh-grade level in math, had a severe learning disability, and had long been suffering from dementia. Citron himself admitted that he lacked a basic understanding of what he had done and that he had simply been following the advice of his bankers. They’d held his hand and led him to the slaughter.

so many scientists from Los Alamos [science and technology labs] have returned to Chinese universities and research institutes that people have dubbed them the “Los Alamos club”’.73 Although the Thousand Talents Plan was only established in 2008, the systematic transfer of technology from the West has been under way for much longer. When China began to open up under Deng Xiaoping in the late 1970s and early 1980s, a program was developed to send technically talented young Chinese to the West. Many of the brightest students were sent to Germany and the United States to obtain PhDs in physics; some stayed on and achieved senior positions at top universities, from where they could send information to China.