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.

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.

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.

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

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

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.

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]

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.

This practice often produces a receivables asset that is one of the largest tangible assets on a company's balance sheet. A review of the 2004 Fortune 500 certainly reveals this truth. Receivables ranked among the top three tangible assets for 75% of the top 100 companies. Surprisingly, management of this multi-million (or multi-bil- lion) dollar asset rarely receives much senior management attention, except when a serious problem develops. The custodians of the receivables asset are similar to umpires of a baseball game; they are not noticed unless they do

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.

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

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.

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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 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.

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

They may have been the same rank, but he was still technically her senior — in both age and experience — and sometimes he liked to flex. Make himself look like he gave a damn. She leaned forward, hit the keyboard shortcut to minimise the windows, and got up. ‘Nothing,’ she said, pulling her jacket on. ‘That’s helpful.’ She ignored the comment, downed half her now-tepid coffee and bit lightly into her bagel, holding it between straight white teeth as she powered off her monitor and tucked her chair in.  ‘I don’t know why you bother,’ Roper said, flicking a hand at the now-black screen. ‘Not while all this is burning.’ He gestured around the room at the other desks and detectives working away. Dozens of screens were lit, the photocopier was buzzing, the lights were humming, and phones and devices were charging on every surface.  She shrugged. ‘If you leave a monitor on standby overnight it wastes enough energy to—’ ‘Yeah, yeah,’ he said, dismissing her with his hand. ‘And the polar ice caps are melting and penguins are getting sunburn. Come on, we’ve got a murder to solve.’ He walked forward, draining what was left in his coffee cup, and put it down on a random desk — much to the disgust of the guy sitting behind it. Roper swaggered towards the lifts, finally shrugging off the hangover, his caffeine quota for the next hour filled. Once his nicotine level had been topped off, he might actually be capable of some decent police work. Jamie fell in behind him, trying to get her mind off the other missing kids and back on Grace Melver. Whatever the hell was going on, Jamie had a feeling that Grace Melver knew something about it. Whether she realised or not.  Chapter 7 She walked with Roper without thinking about it.  Jamie had dropped him back at the crime scene after the shelter so he could pick his car up. The medical examiner was there and the scene of the crime officers, or SOCOs, were crawling all over in their plastic-covered boots, snapping photos and putting things in evidence bags.  They hadn’t stuck around.  It was best to leave the SOCOs do their jobs, and anyway Jamie and Roper had paperwork that needed to be done.  Her fingers typed on autopilot now. She’d had her prelim licked before she’d finished her first cup of coffee. Roper headed for his Volvo without asking and got into the driver’s seat.  Jamie pulled the door open and got in, closing the door only when he’d cranked the ignition so she could crack the window. The seats were covered

Directly in front of them, dressed in white jerseys and forming a little protective phalanx, were the Pepettes, a select group of senior girls who made up the school spirit squad. The Pepettes supported all teams, but it was the football team they supported most. The number on the white jersey each girl wore corresponded to that of the player she had been assigned for the football season. With that assignment came various time-honored responsibilities. As part of the tradition, each Pepette brought some type of sweet for her player every week before the game. She didn’t necessarily have to make something from scratch, but there was indirect pressure to because of not-so-private grousing from players who tired quickly of bags of candy and not so discreetly let it be known that they much preferred something fresh-baked. If she had to buy something store-bought, it might as well be beer, and at least one player was able to negotiate such an arrangement with his Pepette during the season. Instead of getting a bag of cookies, he got a six-pack of beer. In addition, each Pepette also had to make a large sign for her player that went in his front yard and stayed there the entire season as a notice to the community that he played football for Permian. Previously the making of these yard signs, which looked like miniature Broadway marquees, had become quite competitive. Some of the Pepettes spent as much as $100 of their own money to make an individual sign, decorating it with twinkling lights and other attention-getting devices. It became a rather serious game of can-you-top-this, and finally a dictum was handed down that all the signs must be made the same way, without any neon.

Editorial Review: “Practical, positive money management strategies blend with bankruptcy-specific insights to give consumers a clear picture about how the process of financial recovery works. Anyone considering, in the midst of, or grappling with the aftermath of a bankruptcy should place Bankruptcy Didn't Break Me at the top of their reading list. It goes above and beyond most other guides on the topic, pairing the emotional with business angles in a manner that makes the subject digestible and thoroughly understandable.” . Donovan, Senior Reviewer, Midwest Book Review

At casinos, I see senior citizens grazing on slot machines clad in a trend that I call toddling. Toddling is dressing like a toddler: clamdiggers and a cotton top, no belt, mall-walking sneakers. It’s a look that says, I give up. Or, I don’t give a damn what anybody thinks of me anymore. I’m not sure which.

DATE: August 13, 1992 TO: Senior Managing Directors, Managing Directors, Associate Directors FROM: Alan C. Greenberg You are correct! It is exciting to be associated with Bear Stearns. The first six weeks of our new fiscal year have been a continuation of last year’s record-breaking performance. Top talent continues to join us and it looks like our head count will soon exceed the number we employed in October, 1987.

Warren’s actions on Little Round Top on July 2 demonstrated clearly how a senior leader in the heat of crisis should recognize a threat, assess its danger, form a workable plan, and follow it through to execution. A century later, his decision making on July 2 became a standard example of sound command initiative used in U.S. Army leadership manuals.

Smart Cs are never too senior or too important to act as Lodestones to their As. The Lodestone takes jobs off the A’s plate, frees them from the bland fodder of management and releases them from whatever ties them to the table of everyday leadership. When we think of the great organisational freedom fighters we think of our assistants–personal, executive and managerial.

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.

In one College Board survey of 829,000 high-school seniors, 0 percent rated themselves below average in “ability to get along with others,” 60 percent rated themselves in the top 10 percent, and 25 percent rated themselves in the top 1 percent. Compared with our average peer, most of us fancy ourselves as more intelligent, better-looking, less prejudiced, more ethical, healthier, and likely to live longer—a phenomenon recognized in Freud’s joke about the man who told his wife, “If one of us should die, I shall move to Paris.

WBV was originally developed because of its intense workout effect over forty years ago in Russia for their Olympic athletes and space program, and it is currently used widely by athletes around the world, from amateur athletes to top athletes and sports franchises and teams. Originally studied primarily with athletes and healthy young people, more recent studies have also shown promising results with older people.2–6[2] [3] [4] [5] [6]

An excellent current day example of online executive presence is Dr. Anthony Fauci’s testimony to the Senate Health Committee on Tuesday May 12th, 2020. Providing his testimony virtually, Dr. Fauci was well groomed and dressed in a coat and tie, just as he would on a normal work day. His suit clearly was not a $8000 Brioni. Rather, it reflected a senior government official with a simpler taste who is more focused on the weightier issues of public health currently afflicting the US and the world. As the face of the National Institute of Allergy and Infectious Diseases, his suit not only signals deference to the institution he leads, but reflects a keen awareness for how his appearance could be perceived by everyone online. Even from home, the message in his persona was “I know my job, I’m prepared, and I take it seriously.” Rhetorically, imagine if he had appeared in a bathrobe looking like he had just gotten out of bed.

Don’t let the fact that just because the meetings are now virtual, you no longer need to be concerned with how you look. It is important to send the message that you are just as prepared and take your job just as seriously when meetings are virtual. This could be especially costly to your career if your boss or someone more senior to you suddenly appear as an unexpected attendee.

But whatever computerized tracking system they used --- and I'm sure it was top of the line --- it couldn't stand up to the senior servers and their memories. Their innate hospitality. Their anticipation of others' needs. That was when service went from an illusion to a true expression of compassion. People came back to the restaurant just to have that feeling of being taken care of.

Bureaucratic organizations are inertial, incremental, and dispiriting. In a bureaucracy, the power to initiate change is vested in a few senior leaders. When those at the top fall prey to denial, arrogance, and nostalgia, as they often do, the organization falters. That’s why deep change in a bureaucracy is usually belated and convulsive. Bureaucracies are also innovation-phobic. They are congenitally risk averse, and offer few incentives to those inclined to challenge the status quo. In a bureaucracy, being a maverick is a high-risk occupation. Worst of all, bureaucracies are soul crushing. Deprived of any real influence, employees disconnect emotionally from work. Initiative, creativity, and daring—requisites for success in the creative economy—often get left at home.

When an organization confronts a large number of novel problems, a top-down structure is likely to be a choke point. As issues get escalated, problems pile up on the doorstep of senior leaders who often lack the experience and bandwidth to make smart, speedy decisions. Over time, the backlog grows and the pace of decision making decelerates. Stratification is the enemy of speed.

In a hierarchical organization, the responsibility for setting strategy and direction is vested in a handful of senior executives. Those at the top are expected to be uniquely farsighted, inquisitive, and creative. In practice, this is often not the case.

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.

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 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:

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?

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.

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.

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 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 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.

It's 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. (p.50)

there were many contacts during the campaign and the transition between Trump associates and Russians—in person, on the phone, and via text and email. Many of these interactions were with Ambassador Kislyak, who was thought to help oversee Russian intelligence operations in the United States, but they included other Russian officials and agents as well. For example, Roger Stone, the longtime Trump political advisor who claimed that he was in touch with Julian Assange, suggested in August 2016 that information about John Podesta was going to come out. In October, Stone hinted Assange and WikiLeaks were going to release material that would be damaging to my campaign, and later admitted to also exchanging direct messages over Twitter with Guccifer 2.0, the front for Russian intelligence, after some of those messages were published by the website The Smoking Gun. We also know now that in December 2016, Trump’s son-in-law and senior advisor, Jared Kushner, met with Sergey Gorkov, the head of a Kremlin-controlled bank that is under U.S. sanctions and tied closely to Russian intelligence. The Washington Post caused a sensation with its report that Russian officials were discussing a proposal by Kushner to use Russian diplomatic facilities in America to communicate secretly with Moscow. The New York Times reported that Russian intelligence attempted to recruit Carter Page, the Trump foreign policy advisor, as a spy back in 2013 (according to the report, the FBI believed Page did not know that the man who approached him was a spy). And according to Yahoo News, U.S. officials received intelligence reports that Carter Page met with a top Putin aide involved with intelligence. Some Trump advisors failed to disclose or lied about their contacts with the Russians, including on applications for security clearances, which could be a federal crime. Attorney General Jeff Sessions lied to Congress about his contacts and later recused himself from the investigation. Michael Flynn lied about being in contact with Kislyak and then changed his story about whether they discussed dropping U.S. sanctions. Reporting since the election has made clear that Trump and his top advisors have little or no interest in learning about the Russian covert operation against American democracy.

In one of his first exploits, he called into Nokia from his own mobile phone and pretended to be a senior executive at the company. By studying the organizational chart and learning some detailed facts about the company, he was able to persuade someone in the IT department of his falsified identity. Mitnick claimed that he lost his copy of Nokia’s top mobile phone’s source code and needed it sent right away or he would be in big trouble. With this ruse, he was able to trick his mark into action. The loyal and unsuspecting employee complied, and within 15 minutes, Mitnick had the most important and confidential intellectual property of a multinational conglomerate.

One of the main arguments made by scholars and ‘China watchers’ is that SOEs are under strict control of the Chinese Communist Party and the central government because the top tier of officials of the central SOEs are appointed by the CCP’s Organisation Department jointly with the State Asset Supervision and Administration Commission (Pearson 2007; Chan 2009). Even though it is not a requirement, most senior managers of SOEs are members of the CCP, and ‘many of them circulate back into government positions after a stint as executives’ (Walder 2011: 31). Yet, the appointment of managers for a particular SOE tends to be made from among people who have been around the industry for some time and know the ins and outs of the operation and politics involved. Consequently, regardless of whether they are professional politicians or technocrats, these executives by and large manage the operation of the SOEs primarily according to commercial principles, while implicitly following the party’s guidelines and responding to the party’s specific calls when needed.

the CCP can influence senior politicians. This ‘corruption by proxy’, in which top leaders keep their hands clean while their family members exploit their association to make fortunes, has been perfected by the ‘red aristocracy’ in Beijing. In the crucial years 2014 and 2015, Beijing was aggressively expanding into the South China Sea while Obama, Kerry and Biden were sitting on their hands. The billionaire businessman and former New York mayor Michael Bloomberg was a late entrant in the contest to become the 2020 Democratic Party candidate for US president. He is the most Beijing-friendly of all aspirants. With extensive investments in China, he opposes the tariff war and often speaks up for the CCP regime.

Still, the day-to-day work even within I.S.I.’s less secretive directorates could be very different from that of the military, because of the strict compartmentalization of information. An officer would not have any idea what the man in the next office was doing. Information was telescoped to the top, where only the most senior generals had complete visibility.

Whipped or ice cream on your dumplings?" she asked them, once the crust browned and the filling bubbled. She sprinkled additional cinnamon sugar on top. Grace and Cade responded as one, "Ice cream." Cade leaned his elbows on the table, cut her a curious look. "I didn't think we had a thing in common." She gave him a repressive look. "Ice cream doesn't make us friends." Amelia scooped vanilla bean into the bowls with the dumplings. Her smile was small, secret, when she served their dessert, and she commented, "Friendships are born of likes and dislikes. Ice cream is binding." Not as far as Grace was concerned. Cade dug into his dessert. Amelia kept the conversation going. "I bet you're more alike than you realize." Why would that matter? Grace thought. She had no interest in this man. A simultaneous "doubtful" surprised them both. Amelia kept after them, Grace noted, pointing out, "You were both born, grew up, and never left Moonbright." "It's a great town," Cade said. "Family and friends are here." "You're here," Grace emphasized. Amelia patted her arm. "I'm very glad you've stayed. Cade, too. You're equally civic-minded." Grace blinked. We are? "The city council initiated Beautify Moonbright this spring, and you both volunteered." We did? Grace was surprised. Cade scratched his stubbled chin, said, "Mondays, I transport trees and mulch from Wholesale Gardens to grassy medians between roadways. Flower beds were planted along the nature trails to the public park." Grace hadn't realized he was part of the community effort. "I help with the planting. Most Wednesdays." Amelia was thoughtful. "You're both active at the senior center." Cade acknowledged, "I've thrown evening horseshoes against the Benson brothers. Lost. Turned around and beat them at cards." "I've never seen you there," Grace puzzled. "I stop by in the afternoons, drop off large-print library books and set up audio cassettes for those unable to read because of poor eyesight." "There's also Build a Future," Amelia went on to say. "Cade recently hauled scaffolding and worked on the roof at the latest home for single parents. Grace painted the bedrooms in record time." "The Sutter House," they said together. Once again. "Like minds," Amelia mused, as she sipped her sparkling water.

I think there are five top responsibilities of a CEO: being the steward of and final arbiter of the senior management; being the chief strategist; being the primary external face for the company, at least in the early days; almost certainly being the chief product officer, although that can change when you’re bigger; and then taking responsibility and accountability for culture.

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.

In January 2017, Bloomberg reported that although Facebook had started giving recruiters an incentive to bring in more women, black, and Latino engineering candidates back in 2015, the program was netting few new hires. According to former Facebook recruiters, this was because the people responsible for final hiring approvals—twenty to thirty senior leaders who were almost entirely white and Asian men—still assessed candidates by using the same metrics as always: whether they had gone to the right school, already worked at a top tech company, or had friends at Facebook who gave them a positive referral.15 What this means is that, even after making it through round after round of interviews designed to prove their skills and merits, many diverse hires would be blocked at the final stage—all because they didn’t match the profile of the people already working at Facebook.

The head of one of the large management consulting firms always starts an assignment with a new client by spending a few days visiting the senior executives of the client organization one by one. After he has chatted with them about the assignment and the client organization, its history and its people, he asks (though rarely, of course, in these words): “And what do you do that justifies your being on the payroll?” The great majority, he reports, answer: “I run the accounting department,” or “I am in charge of the sales force.” Indeed, not uncommonly the answer is, “I have 850 people working under me.” Only a few say, “It’s my job to give our managers the information they need to make the right decisions,” or “I am responsible for finding out what products the customer will want tomorrow,” or “I have to think through and prepare the decisions the president will have to face tomorrow.” The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.

When confronted with the enormity of operational plans and the intricate microterrain within those plans, it becomes easy to get lost in the details, to become sidetracked or lose focus on the bigger effort. It is crucial, particularly for leaders at the top of the organization, to “pull themselves off the firing line,” step back, and maintain the strategic picture. This is essential to help correctly prioritize for the team. With this perspective, it becomes far easier to determine the highest priority effort and focus all energies toward its execution. Then senior leaders must help subordinate team leaders within their team prioritize their efforts.

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.

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.

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.