Unusual Senior Quotes

where it’s not unusual for certain senior personnel to keep such a low profile that only the payroll computers in HR can remember their names.

As parents, we sometimes mistakenly assume that things were always this way. They weren't. The modern family is just that - modern - and all of our places in it are quite new. Unless we keep in mind how new our lives as parents are, and how unusual and ahistorical, we won't see that world we live in, as mothers and fathers, is still under construction. Modern childhood was invented less than seventy years ago - the length of a catnap, in historical terms.

It had been unusually hot all summer. Ben Cresswell could feel the sun scorching his thighs through his cricket whites as he sat on the clubhouse veranda, waiting for his turn at bat. Colonel Huntley sat beside him, mopping his red and sweaty face. He was wearing pads because he was next up at bat. He wasn’t as good a batsman as Ben, but he was team captain, and in village cricket, seniority often took precedence over ability. Only

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.

REGULARLY ATTEND AN ANNUAL security conference in Halifax, Nova Scotia. The only thing unusual about the November 2016 meeting was that it occurred just after the U.S. presidential election, and most of the formal and informal conversations among the conferees were about what to expect from the President-elect, Donald Trump. The subject was causing consternation among the governments, military, and intelligentsia of the West, including ours. I spent most of my time in Halifax reassuring friends that the United States government consists of more than the White House. Congress and, I hoped, the people the new President would appoint to senior national security positions would provide continuity in U.S. foreign policy, compensate for the lack of experience in the Oval Office, and restrain the occupant from impulsively reacting to world events. Saturday evening, when the day’s presentations were finished, a retired British diplomat, who had served as the United Kingdom’s ambassador to Russia during

We then reached a fork in the valley. Should we go left or right? Dad called it left. I had a very powerful intuition that right was the choice we should make. Dad insisted left. I insisted right. It was a fifty-fifty call and he relented. Within two hundred yards we stumbled across a snowy track through the woods and followed it excitedly. Within a mile it came out on a mountain road, and within ten minutes we had flagged down a lift from a car heading up the hill in the darkness. We had found salvation, and I was beat. The car dropped us off at the gates of the garrison thirty minutes later. It was, by then, late into the night, but I was suddenly buzzing with energy and excitement. The fatigue had gone. Dad knew that I had made the right call up there--if we had chosen left we would still be trudging into the unknown. I felt so proud. In truth it was probably luck, but I learned another valuable lesson that night: Listen to the quiet voice inside. Intuition is the noise of the mind. As we tromped back through the barracks, though, we noticed there was an unusual amount of activity for the early hours of a weekday morning. It soon became very clear why. First a sergeant appeared, followed by another soldier, and then we were ushered into the senior officers’ block. There was my uncle, standing in uniform looking both tired and serious. I started to break out into a big smile. So did Dad. Well, I was excited. We had cheated a slow, lingering hypothermic death, lost together in the mountains. We were alive. Our enthusiasm was countered by the immortal words from my uncle, the brigadier, saying: “I wouldn’t smile if I was you…” He continued, “The entire army mountain rescue team is currently out scouring the mountains for you, on foot and in the air with the search-and-rescue helicopter. I hope you have a good explanation.” We didn’t, of course, save that we had been careless, and we had got lucky; but that’s life sometimes. And the phrase: “I wouldn’t smile if I was you,” has gone down into Grylls family folklore.

My wife and I have had the joy of working with thousands of college students and have engaged in countless conversations with them about what they’re going to do as they approach graduation. Up to that point, they had felt safe and secure knowing they were simply coming back to campus for another year of school. But now that they were being kicked out of the nest, they felt a strong need to pray, get counsel, pursue options, and make decisions. As I chat with these twenty-one to twenty-five-year olds, I love to pose an unusual question. “If you could do anything with your life, what would you want to do? Just for a moment, free your mind from school loans or parents’ wishes or boyfriend pressure. Put no constraints or parameters on it. Write down what you would love to do with your life if you got to choose.” There are many things in life that will catch your eye, but only a few will catch your heart. Pursue those! Most have never allowed their mind or heart to think that broadly or freely. They’ve been conditioned to operate under some set of exterior expectations or self-imposed limitations. A few have sat there so long staring at that blank sheet, I thought they might pass out! They finally get an inspirational thought, and begin enthusiastically scribbling something. They finish with a smile, pass it over to me, and I take a look. Nine out of ten times I pass it back to them, look deep into their eyes and quietly say, “Go do this.” There is a reason they feel so excited about the specific direction, cause, or vocation they wrote down. It’s because God is the One who put it in their heart. “Delight yourself in the LORD; and He will give you the desires of your heart” (Psalm 37:4). “Are you delighting yourself in the Lord?” I ask the graduating senior. “I am certainly seeking to,” they reply. “Well then,” I respond, “you’ve just written down the desires of your heart. So, go for it.” Too simplistic or idealistic? I probably do have a more “wide-open” view of helping a person discover God’s direction for their life, but I believe this exercise strikes at the core of understanding what each of us were designed to do.

I have a complicated spiritual history. Here's the short version: I was born into a Mass-going Roman Catholic family, but my parents left the church when I was in the fifth grade and joined a Southern Baptist church—yes, in Connecticut. I am an alumnus of Wheaton College—Billy Graham's alma mater in Illinois, not the Seven Sisters school in Massachusetts—and the summer between my junior and senior year of (Christian) high school, I spent a couple of months on a missions trip performing in whiteface as a mime-for-the-Lord on the streets of London's West End. Once I left home for Wheaton, I ended up worshiping variously (and when I could haul my lazy tuckus out of bed) at the nondenominational Bible church next to the college, a Christian hippie commune in inner-city Chicago left over from the Jesus Freak movement of the 1960s, and an artsy-fartsy suburban Episcopal parish that ended up splitting over same-sex issues. My husband of more than a decade likes to describe himself as a “collapsed Catholic,” and for more than twenty-five years, I have been a born-again Christian. Groan, I know. But there's really no better term in the current popular lexicon to describe my seminal spiritual experience. It happened in the summer of 1980 when I was about to turn ten years old. My parents had both had born-again experiences themselves about six months earlier, shortly before our family left the Catholic church—much to the shock and dismay of the rest of our extended Irish and/or Italian Catholic family—and started worshiping in a rented public grade school gymnasium with the Southern Baptists. My mother had told me all about what she'd experienced with God and how I needed to give my heart to Jesus so I could spend eternity with him in heaven and not frying in hell. I was an intellectually stubborn and precocious child, so I didn't just kneel down with her and pray the first time she told me about what was going on with her and Daddy and Jesus. If something similar was going to happen to me, it was going to happen in my own sweet time. A few months into our family's new spiritual adventure, after hearing many lectures from Mom and sitting through any number of sermons at the Baptist church—each ending with an altar call and an invitation to make Jesus the Lord of my life—I got up from bed late one Sunday night and went downstairs to the den where my mother was watching television. I couldn't sleep, which was unusual for me as a child. I was a champion snoozer. In hindsight I realize something must have been troubling my spirit. Mom went into the kitchen for a cup of tea and left me alone with the television, which she had tuned to a church service. I don't remember exactly what the preacher said in his impassioned, sweaty sermon, but I do recall three things crystal clearly: The preacher was Jimmy Swaggart; he gave an altar call, inviting the folks in the congregation in front of him and at home in TV land to pray a simple prayer asking Jesus to come into their hearts; and that I prayed that prayer then and there, alone in the den in front of the idiot box. Seriously. That is precisely how I got “saved.” Alone. Watching Jimmy Swaggart on late-night TV. I also spent a painful vacation with my family one summer at Jim and Tammy Faye Bakker's Heritage USA Christian theme park in South Carolina. But that's a whole other book…

Generally speaking, of course, any pursuit of art in camp was somewhat grotesque. I would say that the real impression made by anything connected with art arose only from the ghostlike contrast between the performance and the background of desolate camp life. I shall never forget how I awoke from the deep sleep of exhaustion on my second night in Auschwitz—roused by music. The senior warden of the hut had some kind of celebration in his room, which was near the entrance of the hut. Tipsy voices bawled some hackneyed tunes. Suddenly there was a silence and into the night a violin sang a desperately sad tango, an unusual tune not spoiled by frequent playing. The violin wept and a part of me wept with it, for on that same day someone had a twenty-fourth birthday. That someone lay in another part of the Auschwitz camp, possibly only a few hundred or a thousand yards away, and yet completely out of reach. That someone was my wife.

It was while at the Toyota plant that he had a revelation. Toyota has a rather unusual production process. If anybody on the production line is having a problem or observes an error, that person pulls a cord that halts production across the plant. Senior executives rush over to see what has gone wrong and, if an employee is having difficulty performing her job, she is helped as needed by executives. The error is then assessed, lessons learned, and the system adapted. It is called the Toyota Production System, or TPS, and is one of the most successful techniques in industrial history. “The system was about cars, which are very different from people,” Kaplan says when we meet for an interview. “But the underlying principle is transferable. If a culture is open and honest about mistakes, the entire system can learn from them. That is the way you gain improvements.

Our one recommendation is that all investors should be wary of new issues—which means, simply, that these should be subjected to careful examination and unusually severe tests before they are purchased. There are two reasons for this double caveat. The first is that new issues have special salesmanship behind them, which calls therefore for a special degree of sales resistance.* The second is that most new issues are sold under “favorable market conditions”—which means favorable for the seller and consequently less favorable for the buyer.† The effect of these considerations becomes steadily more important as we go down the scale from the highest-quality bonds through second-grade senior issues to common-stock flotations at the bottom.

Senior people pose several important challenges:   They come with their own culture. They will bring the habits, the communication style, and values from the company they grew up in. It’s very unlikely these will match your environment exactly.   They will know how to work the system. Because senior people come from larger environments, they usually develop the skills to navigate and be effective in those environments. These skills may seem political and unusual in your environment.   You don’t know the job as well as they do. In fact, you are hiring them precisely because you don’t know how to do the job. So how do you hold them accountable for doing a good job?

In his first class of the day, correlated language arts, a class for students at least two years below their grade level in English, Boobie Miles spent the period working on a short research paper that he called “The Wonderful Life of Zebras.” He thumbed through various basic encyclopedia entries on the zebra. He ogled at how fast they ran (“Damn, they travel thirty miles”) and was so captivated by a picture of a zebra giving birth that he showed it to a classmate (“Want to see it have a baby, man?”). By the end of the class, Boobie produced the following thesis paragraph: Zebras are one of the most unusual animals in the world today. The zebra has many different kind in it nature. The habitat of the zebra is in wide open plain. Many zebras have viris types of relatives. He then went on to algebra I, a course that the average college-bound student took in ninth grade and some took in eighth. Because of his status as a special needs student, Boobie hadn’t taken the course until his senior year. He was having difficulty with it and his average midway through the fall was 71. After lunch it was on to creative writing, where Boobie spent a few minutes playing with a purple plastic gargoyle-looking monster. He lifted the fingers of the monster so it could pick its nose, then stuck his own fingers into its mouth. There were five minutes of instruction that day; students spent the remaining fifty-odd minutes working on various stories they were writing. They pretty much could do what they wanted. Boobie wrote a little and also explained to two blond-haired girls what some rap terms meant, that “chillin’ to the strength,” for example, meant “like cool to the max.” Boobie enjoyed this class. It gave him an unfettered opportunity to express himself, and the teacher didn’t expect much from him. His whole purpose in life, she felt, was to be a football player. “That’s the only thing kids like that have going for them, is that physical strength,” she said.

A lot of the trust I have in my team has to do with my hiring process. It can be a little unusual. When I’m looking for a senior person, I don’t write a job description and then look for someone to fit it. I find talented people who fit my organization and then look for ways to use them. Most of the time that system works as expected. When occasionally it doesn’t, it’s abundantly clear. A number of years ago, I hired a brilliant woman who had worked for some of the biggest companies in the world. Six months into her tenure, I fired her. Why? She was political. She’d come up in a culture that used information as currency. She hoarded it while she tried to work angles.

The fracas was frequently portrayed in the media as two world-famous Harvard professors brought low by a graduate student from a lesser-known, unorthodox department. This is largely hyperbole. But the clash did illustrate an import aspect of economics—something that the profession shares with other sciences: Ultimately, what determines the standing of a piece of research is not the affiliation, status, or network of the author; it is how well it stacks up to the research criteria of the profession itself. The authority of the work derives from its internal properties—how well it is put together, how convincing the evidence is—not from the identity, connections, or ideology of the researcher. And because these standards are shared within the profession, anyone can point to shoddy work and say it is shoddy.¶¶ This may not seem particularly impressive, unless you consider how unusual it is compared to many other social sciences or much of the humanities.## It would be truly rare in those other fields for a graduate student to get much mileage challenging a senior scholar’s work, as happens with some frequency in economics. But because models enable the highlighting of error, in economics anyone can do it.

Toyota has a rather unusual production process. If anybody on the production line is having a problem or observes an error, that person pulls a cord that halts production across the plant. Senior executives rush over to see what has gone wrong and, if an employee is having difficulty performing her job, she is helped as needed by executives. The error is then assessed, lessons learned, and the system adapted. It is called the Toyota Production System, or TPS, and is one of the most successful techniques in industrial history. “The system was about cars, which are very different from people,” Kaplan says when we meet for an interview. “But the underlying principle is transferable. If a culture is open and honest about mistakes, the entire system can learn from them. That is the way you gain improvements.