Training Recruits Quotes

This is tough but CHERUB's are tougher

We recruit for attitude and train for skill,

Science is nothing but trained and organized common sense, differing from the latter only as a veteran may differ from a raw recruit: and its methods differ from those of common sense only as far as the guardsman's cut and thrust differ from the manner in which a savage wields his club.

recruit for attitude and train for skills.

The reason for the shaved heads and plain olive drab uniforms when you are recruited into the military is to immediately begin training “you”, the individual, to think as “us” the team.

My name is Amy Gumm—and I'm the other girl from Kansas. I've been recruited by the Revolutionary Order of the Wicked. I've been trained to fight. And I have a mission: Remove the Tin Woodman's heart. Steal the Scarecrow's brain. Take the Lion's courage. And—Dorothy must die.

The Army's new pitch was simple. Good pay, good benefits, a manageable amount of adventure... but don't worry, we're not looking to pick fights these days. For a country that had paid so dear a price for its recent military buccaneering, the message was comforting. We still had the largest and most technologically advanced standing army in the world, the most nuclear weapons, the best and most powerful conventional weapons systems, the biggest navy. At the same time, to the average recruit the promise wasn't some imminent and dangerous combat deployment; it was 288 bucks a month (every month), training, travel, and experience. Selling the post-Vietnam military as a career choice meant selling the idea of peacetime service. It meant selling the idea of peacetime. Barf.

In my younger days dodging the draft, I somehow wound up in the Marine Corps. There's a myth that Marine training turns baby-faced recruits into bloodthirsty killers. Trust me, the Marine Corps is not that efficient. What it does teach, however, is a lot more useful. The Marine Corps teaches you how to be miserable. This is invaluable for an artist. Marines love to be miserable. Marines derive a perverse satisfaction in having colder chow, crappier equipment, and higher casualty rates than any outfit of dogfaces, swab jockeys, or flyboys, all of whom they despise. Why? Because these candy-asses don't know how to be miserable. The artist committing himself to his calling has volunteered for hell, whether he knows it or not. He will be dining for the duration on a diet of isolation, rejection, self-doubt, despair, ridicule, contempt, and humiliation. The artist must be like that Marine. He has to know how to be miserable. He has to love being miserable. He has to take pride in being more miserable than any soldier or swabbie or jet jockey. Because this is war, baby. And war is hell." Page 68

They recruited the most supple and athletic of the cops to train as mounted policemen, and a small kid could be mesmerized just watching one who’d been lazing majestically down the street stop to write a parking ticket and then lean way over in the saddle so as to place the ticket under the car’s windshield wiper, a physical gesture, if ever there was one, of magnificent condescension to the machine age.

Nobody needed to get all that educated for being a miner, so they let the schools go to rot. And they made sure no mills or factories got in the door. Coal only. To this day, you have to cross a lot of ground to find other work. Not an accident, Mr. Armstrong said, and for once we believed him, because down in the dark mess of our little skull closets some puzzle pieces were clicking together and our world made some terrible kind of sense. The dads at home drinking beer in their underwear, the moms at the grocery with their SNAP coupons. The army recruiters in shiny gold buttons come to harvest their jackpot of hopeless futures. Goddamn. The trouble with learning the backgrounds is that you end up wanting to deck somebody, possibly Bettina Cook and the horse she rode in on. (Not happening. Her dad being head of the football boosters and major donor.) Once upon a time we had our honest living that was God and country. Then the world turns and there’s no God anymore, no country, but it’s still in your blood that coal is God’s gift and you want to believe. Because otherwise it was one more scam in the fuck-train that’s railroaded over these mountains since George Washington rode in and set his crew to cutting down our trees. Everything that could be taken is gone. Mountains left with their heads blown off, rivers running black. My people are dead of trying, or headed that way, addicted as we are to keeping ourselves alive. There’s no more blood here to give, just war wounds. Madness. A world of pain, looking to be killed.

Each man in his own way had gone through what Richard Winters experienced: a realization that doing his best was a better way of getting through the Army than hanging around with the sad excuses for soldiers they met in the recruiting depots or basic training. They wanted to make their Army time positive, a learning and maturing and challenging experience.

I may be drunk by morning but that will not do any good. I shall take the train to Paris anyway. The train will be the same, the people, struggling for comfort and, even, dignity on the straight-backed, wooden, third-class seats will be the same, and I will be the same. We will ride through the same changing countryside northward, leaving behind the olive trees and the sea and all of the glory of the stormy southern sky, into the mist and rain of Paris. Someone will offer to share a sandwich with me, someone will offer me a sip of wine, someone will ask me for a match. People will be roaming the corridors outside, looking out of windows, looking in at us. At each stop, recruits in their baggy brown uniforms and colored hats will open the compartment door to ask Complet? We will all nod Yes, like conspirators, smiling faintly at each other as they continue through the train. Two or three of them will end up before our compartment door, shouting at each other in their heavy, ribald voices, smoking their dreadful army cigarettes. There will be a girl sitting opposite me who will wonder why I have not been flirting with her, who will be set on edge by the presence of the recruits. It will all be the same, only I will be stiller.

Four specific missions were assigned: to spy on the nguy and American forces in the city; to recruit civilians to join the uprising and provide support; to train them with weapons and tactics; and to build a committed core who, when the battle began, would carry the wounded to medical stations in the rear and help feed the army. Weapons, ammo, food, and medical provisions all would be smuggled, stockpiled, and made ready.

Al Qaeda” didn’t translate to “the base,” as most Western media outlets had so ignorantly reported, but rather, “the database.” It referred to the original computer file of the thousands of mujahideen who were recruited and trained with the help of the CIA to defeat the Russians in Afghanistan.

The cost of a range of appropriate courses and training activities is much less than the cost of incompetence.

There is a distressing tendency of the L&D profession to latch on to half read and barely understood concepts.

The most important skill for a new recruit from university will be the ability to learn.

Apparently, some people in the department made the brilliant connection that if you kill all your recruits before you have time to train them, you’ll soon run out of recruits.” I

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

If you don’t use your new knowledge and skills within a relatively short space of time, then it may have been better never to have had the tantalising prospect of change for the better placed in front of you.

Consider the parable of the Chinese farmer. One day, the farmer’s horse ran away. That evening, the neighbors stopped by to offer their sympathies. “So sorry to hear your horse ran away,” they said. “That’s too bad.” “Maybe,” the farmer said. “Maybe not.” The next day the horse returned, bringing seven wild horses with it. “Oh, isn’t that lucky,” said the neighbors. “Now you have eight horses. What a great turn of events.” “Maybe,” said the farmer. “Maybe not.” The next day the farmer’s son was training one of these horses when he was thrown and broke his leg. “Oh dear, that’s too bad,” said the neighbors. “Maybe,” said the farmer. “Maybe not.” The following day, conscription officers came to the village to recruit young men for the army, but they rejected the farmer’s son because he had a broken leg. And all the neighbors said, “Isn’t that great!” “Maybe,” said the farmer. “Maybe not.” We lead telephoto lives in a wide-angle world. We never see the big picture. The only sane response is, like the Chinese farmer, to adopt a philosophy of maybe-ism.

We decided to compare our sprint-training program with a strenuous regimen of moderate-intensity endurance training based on the typical physical-activity guidelines. We recruited twenty people and divided them into two groups, with five men and five women in each group.

Adopting and extending the existing system of mamluk recruitment, he purchased thousands of young male slaves, drawn from Kipchak Turkish and, later, Caucasian stock. These boys were trained and indoctrinated as mamluk troops, and then at the age of eighteen freed to serve their masters within the Mamluk sultanate. This approach created a constantly self-rejuvenating military force–what one modern historian has called a ‘one-generation nobility’–because children born of mamluks were not regarded as being part of the martial elite, although they were permitted to enrol in the army’s second-tier halqa reserves.

Ah, they are here for training… but not for my kind of training,” said the knight-captain. “What do you mean?” “We want to be rogues, sir,” the recruits said. “Oh! Then you want to be at Shadow’s dojo.” Devlin nodded. “I didn’t know how to get there, so…” “I see. I got it from here.” “Okay, back to class, then.

Training takes place in a tiny room, where for two weeks I sit shoulder to shoulder with twenty other new recruits, listening to pep talks that start to sound like the brainwashing you get when you join a cult. It’s amazing, and hilarious. It’s everything I ever imagined might take place inside a tech company, only even better.

It was Buddhist and Shinto priests who were recruiting and training the suicide bombers, or Kamikaze ("Divine Wind"), fanatics, assuring them the emperor was a "Golden Wheel-Turning Sacred King," one indeed of the four manifestations of the ideal Buddhist monarch and a Tathagata, or "fully enlightened being," of the material world.

The Nazi invasion didn’t happen by the end of 1939 after all. The German seizure of the Low Countries—Belgium, the Netherlands, and Luxembourg—didn’t occur until May of 1940, and Jacob was grateful for the extra months of training and conditioning. Maurice, Avi, and Jacob used the time to recruit and assemble the rest of their team of young Jewish insurgents.

In my younger days dodging the draft, I somehow wound up in the Marine Corps. There's a myth that Marine training turns baby-faced recruits into bloodthirsty killers. Trust me, the Marine Corps is not that efficient. What it does teach, however, is a lot more useful. The Marine Corps teaches you how to be miserable. This is invaluable for an artist. Marines love to be miserable. Marines derive a perverse satisfaction from having colder chow, crappier equipment, and higher casualty rates than any outfit of dogfaces, swab jockeys or flyboys, all of whom they despise. Why? Because these candy-asses don't know how to be miserable. The artist committing himself to his calling has volunteered for hell, whether he knows it or not. He will be dining for the duration on a diet of isolation, rejection, self-doubt, despair, ridicule, contempt, and humiliation. The artist must be like that Marine. He has to know how to be miserable. He has to love being miserable. He has to take pride in being more miserable than any soldier or swabbie or jet jockey. Because this is war, baby. And war is hell.

Back in 1943, Prince Mikasa Takahito, the youngest brother of Emperor Hirohito, spent a year as a staff officer at the Nanking headquarters of the Japanese Imperial Army’s expeditionary force in China, where he heard a young officer speak of using Chinese prisoners for live bayonet practice in order to train new recruits. “It helps them acquire guts,” the officer told the prince.

agents shall be recruited from orphans. They shall be trained in the following techniques: interpretation of signs and marks, palmistry and similar techniques of interpreting body marks, magic and illusions, the duties of the ashramas, the stages of life, and the science of omens and augury. Alternatively, they can be trained in physiology and sociology, the art of men and society.

for. As Napoleon continued, the full extent of his intentions gradually became clearer: having conquered Egypt, he would then mount an expedition to India, where he would attack the British. This force would require 60,000 men, 30,000 of whom would be recruited and trained from amongst the Egyptians; it would take 10,000 horses and 50,000 camels, sufficient to carry supplies for sixty days and water for six. Other provisions would be sequestered on the march, which would take four months to reach the Indus. In India he would link up with the forces of Tippoo Sahib, the ruler of Mysore who had risen against the British and sworn allegiance to French revolutionary ideals. Napoleon concluded by announcing that the entire expedition would cost between eight and nine million francs.

the platoon moves out to the rifle range barracks for basic rifle training . The gospel according to Parris Island is that shooting accurately is a matter of discipline: Even the clumsiest recruit can do it well if he follows the prescribed steps, from sighting and aiming, to proper positioning, to trigger control and sight adjustment. “Any person in the world can be a marksman if he applies himself,

your team. From among those recruited, select exceptional people and ensure their faster growth according to their mental potential, as defined by Maslow(4) (see Chapter 10) (a few exceptional people make a great difference in an organization) (see item 10.2). Participate in the various forms of your team's training, even assuming a teaching role in some cases. Establish and continuously improve a special training program for exceptional people.

I was sorting stamps in the slotted drawer at the post office when Garnelle Fielding came in to send a little package to Wilbur. She said she’d gone and signed up for the WAFS, and her mother and daddy drove her down to Sweetwater to take a test at Avenger Field, where the government was training hundreds and hundreds of women to be pilots. Trouble was, she didn’t pass her physical because they said she was too short and too thin for the service. Her mother rushed her to a doctor in Toullange the next day and tried to get him to write her a letter so she could join the navy instead, but he wouldn’t do it. He told her the service was no place for a girl, and she’d be better off to wait home for someone brave to come marry her. Garnelle hung around until four o’clock when my hours were up, then walked with me to my house. “You should have seen my mother,” she said. “Better yet, you should have heard her. She fussed and fumed the whole way home about how women in her family had fought in every war this country has ever had, right up from loading muskets in the Revolution to she herself driving a staff car in North Carolina during the Great War. I tell you, she would have made a better recruiter than any of those movie star speeches I’ve ever heard. My mother doesn’t sell kisses in a low-cut basque. She preaches pure patriotism like an evangelist in a tent revival. If she’d had a tambourine, we could have stopped the car and held a meeting.” We laughed. “I’m still mad, though,” she said.

Because your managers don’t simply manage people; your managers manage the System by which your business, All About Pies, achieves its objectives. “The System produces the results; your people manage the system. “And there is a Hierarchy of Systems in your business. “This Hierarchy is composed of four distinct components: “The first is, How We Do It Here. “The second is, How We Recruit, Hire, and Train People to Do It Here. “The Third is, How We Manage It Here. “The Fourth is, How We Change It Here.

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

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

Or, as the united Buddhist leadership phrased it at the time: In order to establish eternal peace in East Asia, arousing the great benevolence and compassion of Buddhism, we are sometimes accepting and sometimes forceful. We now have no choice but to exercise the benevolent forcefulness of “killing one in order that many may live” (issatsu tasho). This is something which Mahayana Buddhism approves of only with the greatest of seriousness. No “holy war” or “Crusade” advocate could have put it better. The “eternal peace” bit is particularly excellent. By the end of the dreadful conflict that Japan had started, it was Buddhist and Shinto priests who were recruiting and training the suicide bombers, or Kamikaze (“Divine Wind”), fanatics, assuring them that the emperor was a “Golden Wheel-Turning Sacred King,” one indeed of the four manifestations of the ideal Buddhist monarch and a Tathagata, or “fully enlightened being,” of the material world. And since “Zen treats life and death indifferently,” why not abandon the cares of this world and adopt a policy of prostration at the feet of a homicidal dictator? This

During the 1950s, American cold warriors in West Germany instituted a crude campaign of sabotage and subversion against East Germany designed to throw that country’s economic and administrative machinery out of gear. The CIA and other US intelligence and military services recruited, equipped, trained, and financed German activist groups and individuals, of West and East, to carry out actions which ran the spectrum from juvenile delinquency to terrorism; anything to make life difficult for the East German people and weaken their support for the government; anything to make the commies look bad.

Why can’t Jews own guns?” Avi asked. “Because der Führer forbade it.” “Yes, but why?” Avi pressed. Jacob had no answer. Avi did. “To make us passive, Jacob. To make us helpless. How can we resist Herr Hitler and the SS and the Gestapo if we cannot fight back? And how can we fight back without weapons and ammunition?” Jacob was silent. “Last time you were here, I had five rifles,” Avi said. “Now, under these very floorboards, I have almost a hundred. For the past few months, I’ve been recruiting a network of trusted operatives—men of various ages, professions, and skills. Quietly, in the shadows, we’ve been training.

Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.

While military life was demanding, my efforts paid off. Many people say that to do something difficult and worthwhile, they need to be “motivated.” Or that the reason they are not sticking to their goals is because they “lack motivation.” But the military taught me that people don’t need motivation; they need self-discipline. Motivation is just a feeling. Self-discipline is: “I’m going to do this regardless of how I feel.” Seldom do people relish doing something hard. Often, what divides successful from unsuccessful people is doing what you don’t feel motivated to do. Back in basic training, our instructor announced that there are only two reasons new recruits don’t fulfill their duties: “Either you don’t know what’s expected of you, or you don’t care to do it. That’s it.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

attending surgeons say that what’s most important to them is finding people who are conscientious, industrious, and boneheaded enough to stick at practicing this one difficult thing day and night for years on end. As one professor of surgery put it to me, given a choice between a Ph.D. who had painstakingly cloned a gene and a talented sculptor, he’d pick the Ph.D. every time. Sure, he said, he’d bet on the sculptor being more physically talented; but he’d bet on the Ph.D. being less “flaky.” And in the end that matters more. Skill, surgeons believe, can be taught; tenacity cannot. It’s an odd approach to recruitment, but it continues all the way up the ranks, even in top surgery departments. They take minions with no experience in surgery, spend years training them, and then take most of their faculty from these same homegrown ranks. And it works.

Not many of us will be able to go, because a crowd that large would draw too much attention. Evelyn won’t let us leave without a fight, so I thought it would be best to recruit people who I know to be experienced with surviving danger.” I glance at Tobias. We certainly are experienced with danger. “Christina, Tris, Tobias, Tori, Zeke, and Peter are my selections,” Cara says. “You have all proven your skills to me in one way or another, and it’s for that reason that I’d like to ask you to come with me outside the city. You are under no obligation to agree, of course.” “Peter?” I demand, without thinking. I can’t imagine what Peter could have done to “prove his skills” to Cara. “He kept the Erudite from killing you,” Cara says mildly. “Who do you think provided him with the technology to fake your death?” I raise my eyebrows. I had never thought about it before--too much happened after my failed execution for me to dwell on the details of my rescue. But of course, Cara was the only well-known defector from Erudite at that time, the only person Peter would have known to ask for help. Who else could have helped him? Who else would have known how? I don’t raise another objection. I don’t want to leave this city with Peter, but I’m too desperate to leave to make a fuss about it. “That’s a lot of Dauntless,” a girl at the side of the room says, looking skeptical. She has thick eyebrows that don’t stop growing in the middle, and pale skin. When she turns her head, I see black ink right behind her ear. A Dauntless transfer to Erudite, no doubt. “True,” Cara says. “But what we need right now are people with the skills to get out of the city unscathed, and I think Dauntless training makes them highly qualified for that task.” “I’m sorry, but I don’t think I can go,” Zeke says. “I couldn’t leave Shauna here. Not after her sister just…well, you know.” “I’ll go,” Uriah says, his hand popping up. “I’m Dauntless. I’m a good shot. And I provide much-needed eye candy.” I laugh. Cara does not seem to be amused, but she nods. “Thank you.

In the nineteenth century, scientists described brains and minds as if they were steam engines. Why steam engines? Because that was the leading technology of the day, which powered trains, ships and factories, so when humans tried to explain life, they assumed it must work according to analogous principles. Mind and body are made of pipes, cylinders, valves and pistons that build and release pressure, thereby producing movements and actions. Such thinking had a deep influence even on Freudian psychology, which is why much of our psychological jargon is still replete with concepts borrowed from mechanical engineering. Consider, for example, the following Freudian argument: ‘Armies harness the sex drive to fuel military aggression. The army recruits young men just when their sexual drive is at its peak. The army limits the soldiers’ opportunities of actually having sex and releasing all that pressure, which consequently accumulates inside them. The army then redirects this pent-up pressure and allows it to be released in the form of military aggression.’ This is exactly how a steam engine works.

As we’ve seen, one of the most frequently pursued paths for achievement-minded college seniors is to spend several years advancing professionally and getting trained and paid by an investment bank, consulting firm, or law firm. Then, the thought process goes, they can set out to do something else with some exposure and experience under their belts. People are generally not making lifelong commitments to the field in their own minds. They’re “getting some skills” and making some connections before figuring out what they really want to do. I subscribed to a version of this mind-set when I graduated from Brown. In my case, I went to law school thinking I’d practice for a few years (and pay down my law school debt) before lining up another opportunity. It’s clear why this is such an attractive approach. There are some immensely constructive things about spending several years in professional services after graduating from college. Professional service firms are designed to train large groups of recruits annually, and they do so very successfully. After even just a year or two in a high-level bank or consulting firm, you emerge with a set of skills that can be applied in other contexts (financial modeling in Excel if you’re a financial analyst, PowerPoint and data organization and presentation if you’re a consultant, and editing and issue spotting if you’re a lawyer). This is very appealing to most any recent graduate who may not yet feel equipped with practical skills coming right out of college. Even more than the professional skill you gain, if you spend time at a bank, consultancy, or law firm, you will become excellent at producing world-class work. Every model, report, presentation, or contract needs to be sophisticated, well done, and error free, in large part because that’s one of the core value propositions of your organization. The people above you will push you to become more rigorous and disciplined, and your work product will improve across the board as a result. You’ll get used to dressing professionally, preparing for meetings, speaking appropriately, showing up on time, writing official correspondence, and so forth. You will be able to speak the corporate language. You’ll become accustomed to working very long hours doing detail-intensive work. These attributes are transferable to and helpful in many other contexts.

A drone is often preferred for missions that are too "dull, dirty, or dangerous" for manned aircraft.” PROLOGUE The graffiti was in Spanish, neon colors highlighting the varicose cracks in the wall. It smelled of urine and pot. The front door was metal with four bolt locks and the windows were frosted glass, embedded with chicken wire. They swung out and up like big fake eye-lashes held up with a notched adjustment bar. This was a factory building on the near west side of Cleveland in an industrial area on the Cuyahoga River known in Ohio as The Flats. First a sweatshop garment factory, then a warehouse for imported cheeses then a crack den for teenage potheads. It was now headquarters for Magic Slim, the only pimp in Cleveland with his own film studio and training facility. Her name was Cosita, she was eighteen looking like fourteen. One of nine children from El Chorillo. a dangerous poverty stricken barrio on the outskirts of Panama City. Her brother, Javier, had been snatched from the streets six months ago, he was thirteen and beautiful. Cosita had a high school education but earned here degree on the streets of Panama. Interpol, the world's largest international police organization, had recruited Cosita at seventeen. She was smart, street savvy, motivated and very pretty. Just what Interpol was looking for. Cosita would become a Drone!

Hence the term “voluntary muscle” is in many ways a figure of speech. I can consciously command a movement, but I cannot consciously command the recruitment of every muscle fiber which must be used, nor the precise order of their contractions and lengthenings which actually produce the desired effect. This is to say that every consciously willed movement is always conditioned by two things: genetically established organization and habitual usage. Our genetic organization is quite plastic, open-ended, filled with potential variations in behavior; on the other hand, habitual usage can become just as limiting as it is convenient, and can become a tyrant to exactly the degree that it becomes practiced, automatic, unconscious. We are free to train ourselves to act differently, but it is very difficult to suddenly act differently than we have been trained. The tendencies in our motor behavior created by genetically determined patterns and by habitual usage do not lie within the muscle cells, nor even in the motor neurons that unite them into motor units. The search for the organizational factors of purposeful muscular control—whether it be action or relaxation—takes us deeper and deeper into the central nervous system, where we find that every muscular response is built up, selected, and colored by the totality of our neural activity, both conscious and unconscious.

For centuries, even millennia, generals and governors, artists and poets had taken it for granted that soldiers fight. That if there’s one thing that brings out the hunter in us, it’s war. War is when we humans get to do what we’re so good at. War is when we shoot to kill. But as Colonel Samuel Marshall continued to interview groups of servicemen, in the Pacific and later in the European theatre, he found that only 15 to 25 per cent of them had actually fired their weapons. At the critical moment, the vast majority balked. One frustrated officer related how he had gone up and down the lines yelling, ‘Goddammit! Start shooting!’ Yet, ‘they fired only while I watched them or while some other officer stood over them’.14 The situation on Makin that night had been do-or-die, when you would expect everyone to fight for their lives. But in his battalion of more than three hundred soldiers, Marshall could identify only thirty-six who actually pulled the trigger. Was it a lack of experience? Nope. There didn’t seem to be any difference between new recruits and experienced pros when it came to willingness to shoot. And many of the men who didn’t fire had been crack shots in training. Maybe they just chickened out? Hardly. Soldiers who didn’t fire stayed at their posts, which meant they ran as much of a risk. To a man, they were courageous, loyal patriots, prepared to sacrifice their lives for their comrades. And yet, when it came down to it, they shirked their duty. They failed to shoot.

On my next weekend without the kids I went to Nashville to visit her. We had a great weekend. On Monday morning she kissed me goodbye and left for work. I would drive home while she was at work. Only I didn’t go straight home. I went and paid her recruiting officer a little visit. I walked in wearing shorts and a T-shirt so my injuries were fully visible. The two recruiters couldn’t hide the surprise on their faces. I clearly looked like an injured veteran. Not their typical visitor. “I’m here about Jamie Boyd,” I said. One of the recruiters stood up and said, “Yes, I’m working with Jamie Boyd. How can I help you?” I walked to the center of the room between him and the female recruiter who was still seated at her desk and said, “Jamie Boyd is not going to be active duty. She is not going to be a truck driver. She wants to change her MOS and you’re not going to treat her like some high school student. She has a degree. She is a young professional and you will treat her as such.” “Yes, sir, yes, sir. We hold ourselves to a higher standard. We’ll do better. I’m sorry,” he stammered. “You convinced her she can’t change anything. That’s a lie. It’s paperwork. Make it happen.” “Yes, sir, yes, sir.” That afternoon Jamie had an appointment at the recruitment center anyway for more paperwork. Afterward, she called me, and as soon as I answered, without even a hello, she said, “What have you done?” “How were they acting?” I asked, sounding really pleased with myself. “Like I can have whatever I want,” she answered. “You’re welcome. Find a better job.” She wasn’t mad about it. She just laughed and said, “You’re crazy.” “I will always protect you. You were getting screwed over. And I’m sorry you didn’t know about it, but you wouldn’t have let me go if I had told you ahead of time.” “You’re right, but I’m glad you did.” Jamie ended up choosing MP, military police, as her MOS because they offered her a huge signing bonus. We made our reunion official and she quit her job in Nashville to move back to Birmingham. She had a while before basic training, so she moved back in with me. We were both very happy, and as it turned out, some very big changes were about to happen beyond basic training.

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

The best way not to have to use your military power is to make sure that power is visible. When people know that we will use force if necessary and that we really mean it, we’ll be treated differently. With respect. Right now, no one believes us because we’ve been so weak with our approach to military policy in the Middle East and elsewhere. Building up our military is cheap when you consider the alternative. We’re buying peace and we’re locking in our national security. Right now we are in bad shape militarily. We’re decreasing the size of our forces and we’re not giving them the best equipment. Recruiting the best people has fallen off, and we can’t get the people we have trained to the level they need to be. There are a lot of questions about the state of our nuclear weapons. When I read reports of what is going on, I’m shocked. It’s no wonder nobody respects us. It’s no surprise that we never win. Spending money on our military is also smart business. Who do people think build our airplanes and ships, and all the equipment that our troops should have? American workers, that’s who. So building up our military also makes economic sense because it allows us to put real money into the system and put thousands of people back to work. There is another way to pay to modernize our military forces. If other countries are depending on us to protect them, shouldn’t they be willing to make sure we have the capability to do it? Shouldn’t they be willing to pay for the servicemen and servicewomen and the equipment we’re providing? Depending on the price of oil, Saudi Arabia earns somewhere between half a billion and a billion dollars every day. They wouldn’t exist, let alone have that wealth, without our protection. We get nothing from them. Nothing. We defend Germany. We defend Japan. We defend South Korea. These are powerful and wealthy countries. We get nothing from them. It’s time to change all that. It’s time to win again. We’ve got 28,500 wonderful American soldiers on South Korea’s border with North Korea. They’re in harm’s way every single day. They’re the only thing that is protecting South Korea. And what do we get from South Korea for it? They sell us products—at a nice profit. They compete with us. We spent two trillion dollars doing whatever we did in Iraq. I still don’t know why we did it, but we did. Iraq is sitting on an ocean of oil. Is it out of line to suggest that they should contribute to their own future? And after the blood and the money we spent trying to bring some semblance of stability to the Iraqi people, maybe they should be willing to make sure we can rebuild the army that fought for them. When Kuwait was attacked by Saddam Hussein, all the wealthy Kuwaitis ran to Paris. They didn’t just rent suites—they took up whole buildings, entire hotels. They lived like kings while their country was occupied. Who did they turn to for help? Who else? Uncle Sucker. That’s us. We

3A.02 WAR Expenses for war equipment, Training and peoples recruitment, Be at the cost of hunger and pride, Humanity be charred in this ride. [196] - 3A

The reviewers found that the high attrition of TFA teachers presented a problem for schools and districts: “From a school-wide perspective, the high turnover of TFA teachers is costly. Recruiting and training replacements for teachers who leave involves financial costs, and the higher achievement gains associated

Roberts and Kyllonen (1999) explored the relation of morningness to cognitive ability. Using 420 U.S. Air Force recruits in the sixth week of basic training, they found that cognitive ability was positively correlated with eveningness and negatively correlated with morningness. They cite Sternberg’s doctrine that flexibility is associated with intelligence, and that adapting to the electrically lighted evening hours would be an example of such flexibility. Interesting, that those of us who, evolutionarily speaking, have adapted to become night owls, and not rigidly adhered to thousands of years of early to rise, early to bed routine, show greater signs of intelligence.

and through secular media outlets. 7. Recruit and train a sufficient number of staff and volunteers for the event to help make personal connections with participants and learn of their needs and interests. 8. Collaborate with other institutions in the community to develop a more effective program. This also allows you to extend the geographic reach of the program and multiply the number of events you can sponsor. 9. Invite participants to follow-up events that are consistent with their needs and interests and with the event they are attending. The path to deeper engagement requires a charted course. 10. You never get a second chance to make a first impression. Make sure that the event is appealing. Moreover, every experience, even introductory ones such as Public Space Judaism events, should have value and meaning.

the biggest problem the Saudis had to contend with was the inadequacies of Airwork, the providers of the training and maintenance contracts. The company’s commitments proved beyond its resources. The Ministry of Defence was compelled to become more deeply involved. Ex-RAF pilots were recruited to fly the planes, becoming, in effect, sponsored mercenaries to the Saudis; and eventually the British government had to set up its own organization in Riyadh, jointly with the Saudis, to supervise the programme. What began as an apparently simple commercial sale ended up, like many future arms deals, as a major government commitment.

According to the findings, the most effective team building practices in creation of virtual networks of practice are: ‘(1) recruitment and selection; (2) training and development; (3) rewards and recognition; (4) supervisory support; (5) rules regarding knowledge disclosure; (6) time pressure; and (7) collaborative programs and projects (Jolinka and Dankbaar

The first is, How We Do It Here. “The second is, How We Recruit, Hire, and Train People to Do It Here. “The Third is, How We Manage It Here. “The Fourth is, How We Change It Here. “And the ‘It’ I’m referring to is the stated purpose of your business.

As the early outbreak at Fort Riley suggested, the primary breeding ground for the influenza consisted of army camps that were springing up all over America in the early days of 1918. America had entered World War I the previous October, and many young men were anxious to do their part and join the fight.  As a result, the camps soon became overcrowded with recruits and service veterans brought in from all over the country to train them.

Management is like sex - everyone thinks they’re good at it despite limited evidence.

There’s a fine line between child-like – learning as a child does, the natural way we learn most stuff – and being child-ish.

Principle-centered leadership is practiced from the inside out on four levels: 1) personal (my relationship with myself); 2) interpersonal (my relationships and interactions with others); 3) managerial (my responsibility to get a job done with others); and 4) organizational (my need to organize people—to recruit them, train them, compensate them, build teams, solve problems, and create aligned structure, strategy, and systems). Each level is “necessary but insufficient,” meaning

Federal review of San Diego police urges more supervision By ELLIOT SPAGAT SAN DIEGO (AP) — A U.S. Justice Department review of the San Diego Police Department finds lack of supervision and failure to hold officers accountable contributed to an environment that produced a rash of misconduct allegations. The audit released Tuesday offers 40 recommendations to improve recruiting, hiring, training and supervision aimed at more quickly identifying problem officers. Police Chief Shelley Zimmerman pledged to adopt all of the suggestions, but said some will require time and money. Zimmerman's predecessor, William Lansdowne, requested the federal review last year after misconduct allegations against officers rocked the department. Several were accused of committing sexual assault or battery while on-duty. Officer Anthony Arevalos was sentenced to eight years in prison after being charged with soliciting sexual favors from women he pulled over in traffic stops. Posted: Mar 17 3:56 pm

John Allen Muhammad’s dream was to recruit orphaned teens, train them as urban guerillas, and wage Harper’s Ferry-style raids against America’s white supremacist power structure, which is a substantially less evil end goal than destroying Iraq, salting their territory with depleted uranium, and taking their oil.

Some terrorism analysts have seen the southern insurgency as an Islamic jihad that forms part of the broader network of AQ-linked extremism, with Islamic theology and religious aspirations (for shari’a law or an Islamic emirate) as a key motivator.73 This surface impression is reinforced by the facts that the violence is led by ustadz74 and other religious teachers, that the mosques and ponoh (Islamic schools) have a central role as recruiting and training bases, and that militants repeatedly state that they are fighting a legitimate defensive jihad against the encroachment of the kafir (infidel) Buddhist Thai government. Clearly, also, the AQ affiliate Jema’ah Islamiyah (JI) has used Thailand as a venue for key meetings, financial transfers, acquisition of forged documents,75 and money laundering and as a transit hub for operators.

Principle-centered leadership is practiced from the inside out on four levels: 1) personal (my relationship with myself); 2) interpersonal (my relationships and interactions with others); 3) managerial (my responsibility to get a job done with others); and 4) organizational (my need to organize people—to recruit them, train them, compensate them, build teams, solve problems, and create aligned structure, strategy, and systems).

Introduction Part I - Recruitment Death War The White Knight Pestilence Part II – The Academy Hellenica Training The Pledge The Banshee The First Class The Legged Snake The Amazon Demon

We need greater amounts of force in order to convince our bodies to recruit the big, powerful, type 2 muscle fibers. In order to increase force we can manipulate two factors, either mass (the amount of weight you are lifting) or acceleration (how fast you are lifting that weight). We also know that the bigger muscle groups can produce more force by working together than in isolation.

Broadly speaking, there seem to be two methods for developing combat forces-for successfully cajoling or coercing collections of men into engaging in the violent, profane, sacrificial, uncertain, masochistic, and essentially absurd enterprise known as war. The two methods lead to two kinds of warfare, and the distinction can be an important one. Intuitively, it might seem that the easiest (and cheapest) method for recruiting combatants would be to...enlist those who revel in violence and routinely seek it our or who regularly employ it to enrich themselves, or both. We have in civilian life a name for such people-criminals...Violent conflicts in which people like that dominate can be called criminal warfare, a form in which combatants are induced to wreak violence primarily for the fun and material profit they derive from the experience. Criminal armies seem to arise from a couple of processes. Sometimes criminals-robbers, brigands, freebooters, highwaymen, hooligans, thugs, bandits, pirates, gangsters, outlaws-organize or join together in gangs or bands or mafias. When such organizations become big enough, they can look and act a lot like full-blown armies. Or criminal armies can be formed when a ruler needs combatants to prosecute a war and concludes that the employment or impressment of criminals and thugs is the most sensible and direct method for accomplishing this. In this case, criminals and thugs essentially act as mercenaries. It happens, however, that criminals and thugs tend to be undesirable warriors....To begin with, they are often difficult to control. They can be troublemakers: unruly, disobedient, and mutinous, often committing unauthorized crimes while on (or off) duty that can be detrimental or even destructive of military enterprise.... Most importantly, criminals can be disinclined to stand and fight when things become dangerous, and they often simply desert when whim and opportunity coincide. Ordinary crime, after all, preys on the weak-on little old ladies rather than on husky athletes-and criminals often make willing and able executioners of defenseless people. However, if the cops show up they are given to flight. The motto for the criminal, after all, is not a variation of "Semper fi," "All for one and one for all," "Duty, honor, country," "Banzai," or "Remember Pearl Harbor," but "Take the money and run."... These problems with the employment of criminals as combatants have historically led to efforts to recruit ordinary men as combatants-people who, unlike criminals and thugs, commit violence at no other time in their lives.... The result has been the development of disciplined warfare in which men primarily inflict violence not for fun and profit but because their training and indoctrination have instilled in them a need to follow orders; to observe a carefully contrived and tendentious code of honer; to seek glory and reputation in combat; to love, honor, or fear their officers; to believe in a cause; to fear the shame, humiliation, or costs of surrender; or, in particular, to be loyal to, and to deserve the loyalty of, their fellow combatants.

WHAT IS IT? The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. In 1985, the elements of the one-firm firm approach were given as: •Highly selective recruitment •A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated •Intensive use of training as a socialization process •Rejection of a "star system" and related individualistic behavior •Avoidance of mergers, in order to sustain the collaborative culture A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other. • Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives •Active outplacement and alumni management, so that those who leave remain loyal to the firm •Compensation based mostly on group performance, not individual performance •High investments in research and development •Extensive intra-firm communication, with broad use of consensus-building approaches The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.

At Google, we front-load our people investment. This means the majority of our time and money spent on people is invested in attracting, assessing, and cultivating new hires. We spend more than twice as much on recruiting, as a percentage of our people budget, as an average company. If we are better able to select people up front, that means we have less work to do with them once they are hired. The worst case with a 90th percentile candidate is that they have an average year. They are unlikely to become the worst performer in the company. An average candidate, however, will not only consume massive training resources, but is also just as likely to end up performing well below average as above average.

Physical attributes Mental attributes Education and qualifications Experience, training and skills Personality

It turned out that when you accounted for turnover rates and the cost of recruiting and training, Cary, North Carolina, engineers were cheaper to hire than Bangalore, India, engineers.

Civil-military relations in modern America are characterized more by paradox than by consistency: ordinary Americans support the military more than ever but know less about it than ever. In Washington, senior government policymakers simultaneously overestimate the military’s capabilities and mistrust the military leadership. The US military is widely viewed as the strongest military in the history of the world, but military leaders view conventional military tools as less and less useful for dealing with the complex security threats we face today. Meanwhile, although the military itself is more professional than ever, its internal structures—from recruiting, training, and education to personnel policies—lag badly behind those in most civilian workplaces, making it difficult for the military to change from within. These paradoxes both reflect and contribute to an underlying conundrum. In today’s world, where security challenges increasingly stem from nonstate actors, the cyber domain, the diffuse effects of climate change, and similar nontraditional sources, it is growing ever more difficult to clearly define the US military’s role and mission. We no longer have a coherent basis for distinguishing between war and “not war,” or between military force and other forms of coercion and manipulation. In such a context, we no longer know what kind of military we need, or how to draw sensible lines between civilian and military tasks and roles.

Are we caring for our volunteers properly? Are we providing the right training? Is there a better way we could recruit? What are the faithful volunteers in our church actually experiencing? Are they growing spiritually? Do they feel like an integral part of a team?

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Page 178-179: It was not only unnecessary but imprudent to recruit Burmese [during the time Burma was part of the British Empire]. There could be little reliance on troops raised from among a people with no divisions of caste but united in religion, race and national sentiment … Obviously security required that the Burmese should be disarmed and debarred from military service. The Karens and other minor tribes, however, might be expected to side with the British, and these have been recruited, even when an initial reluctance had to be dispelled, but it has always been easy to find reasons for withholding military training, even as volunteer cadets, from the great mass of the people.

would only have been pretending. He never would have got really "in it"; none of those chaps would; every one knew the war couldn't last long; it would be over long before any of these recruits could be trained.

I think about a story told by a Serbian player I very much admired. He must have lived in a village that was like mine but even poorer, far from everything, lost in the Yugoslavian countryside. When he was small, his uncle had given him a fabulous, shiny-white new ball. In order not to spoil it, he and his brother decided never to let it bounce on the ground and play only with their heads. There was only one ball, and they had to make it last. During one match, a coach from Red Star Belgrade spotted him. He was recruited thanks to the skills he had developed playing with his head in this way. What sort of player would he have been if he’d had access to twenty balls? Not spoiling the ball he was given, playing all the time, developing his own qualities through perseverance and training: I liked everything about this story. The white ball was sacred to me, too, and it remains so to this day. That was the kind of football I came from.

Men talk about fair fights,” her Drill Instructor had thundered. For various reasons, new recruits at Boot Camp and the first year of the Slaughterhouse were segregated by sex. “Men are fools and morons who cannot remember that the purpose of war is to win. You are not being trained to fight a fair fight; you are being trained to defeat the enemies of the Empire! The best chance to give your enemy is none at all. A fair fight is a losing fight. Shoot him in the back, kick him in the balls, play dead till he has his pants around his ankles and then give him hell!

Also like child support agents, child protection officials are recruited largely from the ranks of divorced women and from graduates of social work and “women’s studies” programs, where they are trained in feminist ideology that is hostile to parents and especially fathers. It appears that homosexuals are also entering the social work profession in large numbers.

Public disclosure supports an organization’s values and strengthens the organization itself. An organization should consider making personnel decisions more public. When people are dismissed or specifically not promoted because of bad behavior, it should be more public. There is a value to having public signals when behavior is not acceptable. Conversely, culture carriers, those that represent the values, even if they may not be the firm’s biggest revenue producers, must be promoted as a signal of what’s important.11 Generating dissonance or perplexing situations that provoke innovative inquiry can create competitive advantages and improve performance. Having some sort of interdependence should help create an environment that supports discussion and debate. Complementing this debate is balance between groups. Getting the input of leaders from different areas or regions, who have worked together and have good working relationships, is also important in encouraging dissonance. At the board level, in many situations, an independent lead director or independent chairman can add to dissonance. A sense of higher purpose, beyond making money in a materialistic society, can help people make sense of their roles. A firm needs to give employees a clear understanding of its values, its social purpose, and its sense of responsibility. However, leaders need to be conscious of not using the good works of their employees or of the firm to rationalize behavior that is inconsistent with its principles. An organization’s culture is transmitted from one generation to the next as new group members become acculturated or socialized. It is crucial to recruit people who have the same values and socialize them into the firm’s culture. Even if this restricts growth in the short run, it is important not to undervalue recruiting, interviewing, training, mentoring, and socializing. This is also very important in international

He could remember in basic training that the imperceptible click of the light switch being turned on was enough to jolt the entire platoon to life before the DIs could start yelling, although they still did. It was as if the recruits could sense the vibrations of excited electrons preparing to move at the closing of the circuit, yearning to burst into glorious light.

He was riding a train one day, full of his new idea, when George Westinghouse’s younger brother, Herman, happened to sit down next to him. They began talking; soon Stanley told Herman about his idea for a self-regulating alternating-current generator.24 Herman knew a good idea when he heard one. He connected Stanley with George, the successful developer of the air brake and other railroad machinery that made long trains and long-distance transportation practical. George was just then considering entering the electric-lighting field, pursuing alternating-current technology rather than direct current. He had recruited a team of young engineers to build a knowledge base for him, but he wasn’t yet fully committed. Stanley’s work won him over. Early in 1884 he hired the twenty-five-year-old to develop a complete AC system, from generators to motors and lighting.

A base of easy aerobic running needs to be established before more intense aerobic running can be done. Similarly, a base of pure speed and muscle fiber recruitment provides the foundation for slightly slower but longer work.

Alarmed at a high incidence of crashes during routine flight training in the 1940s, U.S. Air Force officials looked for evidence of mechanical flaws in the planes or human error perhaps inadvertently introduced by their curriculum, but the cause of the crashes remained mysterious. At last, officials commissioned a lieutenant trained as a scientist, Gilbert Daniels, to look at the physical structures of the cockpit and the men who used them. Daniels noted that all the cockpit structures—seat and back, pedals, knobs, and so on—had been built to specifications calculated for an average military recruit. Recruits for pilot training were already selected for some degree of averageness, had been the reasoning, so these dimensions should fit most pilots, most of the time. But when Daniels measured 4,063 soldiers, he was astonished to find that not a single one of the men fit all ten of the measurements that had been determined to be average. Instead, every body offered its own variation: One pilot might have a longer-than-average arm length, but a shorter-than-average leg length. Another pilot might have a big chest but small hips. Even more astonishing, Daniels discovered that if you picked just three of the ten dimensions of size—say, neck circumference, thigh circumference, and wrist circumference—less than 3.5 percent of pilots would be average sized on all three dimensions. Daniels’s findings were clear and incontrovertible. There was no such thing as an average pilot. The unyielding fixity of the average cockpit ended up being useful to exactly no one. Thereafter, aeronautical engineers began to make everything from seats and foot pedals to flight suits and helmet straps adjustable, and the Air Force adjusted its cockpit specifications to stipulate movable parts that could be adapted to fit a range of body measurements, from 5 to 95 percent of average, just right.

The best alternative provision schools develop a thick seam of expertise in behaviour management. It takes time, investment and wise recruitment, but once formed it becomes an unassailable wall of calm, consistency and certainty. It is no coincidence that the very best alternative provision schools in the UK have spent years finding and developing the right adults, then holding on to them and growing their own. They have a knack of finding and training remarkable heroes: teachers and support professionals who will dodge a chair, soak up angry abuse and, moments later, inspire learning with delicate encouragement.

Ben: “Well, then why shouldn’t I hire him?” Joe: “He’ll be a terrible cultural fit.” Ben: “Please explain.” Joe: “Well, when I was teaching new-hire sales training at Parametric Technology Corporation, I brought in Mark as a guest speaker to fire up the troops. We had fifty new hires and I had them all excited about selling and enthusiastic about working for the company. Mark Cranney walks up to the podium, looks at the crowd of fresh new recruits, and says, ‘I don’t give a fuck how well trained you are. If you don’t bring me five hundred thousand dollars a quarter, I’m putting a bullet in your head.

The idea is that the body has two systems of safety regulation. It has its primary system, which involves increasing the feeling of pain to try and get you to stop, as well as a reduction in muscle fiber recruitment to force slow down. But there is a system if that isn’t enough, and that is a complete shutdown.

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Outside Caracas patriots hardly fared better. The “Legions of Hell”—hordes of wild and truculent plainsmen—rode out of the barren llanos to punish anyone who dared call himself a rebel. Leading these colored troops was the fearsome José Tomás Boves. A Spanish sailor from Asturias, Boves had been arested at sea for smuggling, sent to the dungeons of Puerto Cabello, then exiled to the Venezuelan prairie, where he fell in with marauding cowboys. He was fair-haired, strong-shouldered, with an enormous head, piercing blue eyes, and a pronounced sadistic streak. Loved by his feral cohort with a passion verging on worship, he led them to unimaginable violence. As Bolívar’s aide Daniel O’Leary later wrote, “Of all the monsters produced by the revolution . . . Boves was the worst.” He was a barbarian of epic proportions, an Attila for the Americas. Recruited by Monteverde but beholden to no one, Boves raised a formidable army of black, pardo, and mestizo llaneros by promising them open plunder, rich booty, and a chance to exterminate the Creole class. The llaneros were accomplished horsemen, well trained in the art of warfare. They needed few worldly goods, rode bareback, covered their nakedness with loincloths. They consumed only meat, which they strapped to their horses’ flanks and cured by the sweat of the racing animals. They made tents from hides, slept on earth, reveled in hardship. They lived on the open prairie, which was parched by heat, impassable in the rains. Their weapon of choice was a long lance of alvarico palm, hardened to a sharp point in the campfire. They were accustomed to making rapid raids, swimming on horseback through rampant floods, the sum of their earthly possessions in leather pouches balanced on their heads or clenched between their teeth. They could ride at a gallop, like the armies of Genghis Khan, dangling from the side of a horse, so that their bodies were rendered invisible, untouchable, their killing lances straight and sure against a baffled enemy. In war, they had little to lose or gain, no allegiance to politics. They were rustlers and hated the ruling class, which to them meant the Creoles; they fought for the abolition of laws against their kind, which the Spaniards had promised; and they believed in the principles of harsh justice, in which a calculus of bloodshed prevailed.

the dominance of state or empire over personal relationships; child-rearing and educational practices characterized by hard physical training and harsh discipline; the extraordinary role of military symbols in songs, rituals, and art; a cult of masculinity; and absorption of the family unit into the warfare state. It is worth considering the degree to which militarization has shaped our own society ...

In World War II, the U.S. Air Force took their very best pilots from the front lines and sent them home to train new pilots. Over time this strategy dramatically improved the quality and effectiveness of the U.S. Air Force. The Germans lost their air superiority because they flew all their aces until they were shot down; none of them trained new recruits. By 1944 new German pilots had clocked only about half of the three hundred hours an Allied pilot would have flown in training.

vaccinators—recruited by the committees and trained for just half an hour—administered candies or sugar cubes permeated with live attenuated poliovirus. The goal was to immunize every susceptible child in Cuba. Castro’s invention of vaccination days, coupled with the use of Sabin’s doses, achieved rapid success in interrupting transmission and making Cuba the first country to eliminate polio.

Also, the more intense an effort is, the greater the amount of Fast Twitch fibers that are recruited, and because of their characteristics, they are more likely to produce lactate.

Some blacks have carved out profitable niches for themselves as racial shakedown artists. For more than ten years, Mustafa Majeed of New York City has made a business of extorting money from moviemakers. When directors try to film a scene outdoors, Mr. Majeed shows up with a gang and demands that more blacks be hired for the crew. If he is refused, Mr. Majeed’s recruits blow whistles and shoot off flashbulbs, making it impossible to film. Mr. Majeed appears to be happy to accept money rather than more black employees. In 1991 he reportedly told film director Woody Allen that in return for $100,000 he would leave Mr. Allen’s sets alone. Other filmmakers have hired private security guards to keep Mr. Majeed away. Mr. Majeed is the head of the Communications Industry Skills Center, an organization that is supposed to train blacks for jobs in the entertainment field. Until April 1990 it was financed by the city of New York.740

there are all-India services (IAS, IPS, and IFS) which are common to both the Centre and the states. The members of these services are recruited and trained by the Centre which also possess ultimate control over them. Thus, these services violate the principle of federalism under the Constitution.

Quote from Deadly Deception: Now, reflecting on his own covert training, he knew the recruiters error in judgement; you could never take a simple look at anyone and no either how smart they were, or how deadly. Eric

Faced with the task of building a strong, cohesive corporate culture, many software companies have borrowed heavily from other organizations. Trilogy Software made headlines by sending its new recruits to a training “boot camp” for three months—with classes running from 8:00 a.m. to midnight, seven days a week, for the first month. Other companies, such as Scient, subject their new recruits to intense pep rallies, with constant repetition of the company slogan— “I’m on fire!” The popularity of these tactics has even led to some hand-wringing about the cult-like character of many business initiation rituals. One writer for Shift magazine captured the dilemma quite well in a brilliant article entitled “Why Your Fabulous Job Sucks.” “Work is a blast. Your colleagues are cool and they dig having your dog around. But something evil lures you to the company beer fridge. Ever wonder why you’re never home?” The observation here is quite astute. Creating a cool work environment, holding fabulous office parties with great bands, letting people wear whatever they want, setting up the LAN for multiplayer gaming— this may all seem like corporate generosity. But it also has a sound economic rationale. All these devices help to build among young employees allegiance, loyalty, and a willingness to work. The easiest way to persuade people to pull an all-nighter is to make being at the office more fun than being at home.