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A Lake Charles-based artist, Sally was a progressive Democrat who in 2016 primary favored Bernie Sanders. Sally's very dear friend and worl-traveling flight attendant from Opelousas, Louisiana, Shirley was an enthusiast for the Tea Party and Donald Trump. Both woman had joined sororities at LSU. Each had married, had three children, lived in homes walking distance apart in Lake Charles, and had keys to each other's houses. Each loved the other's children. Shirley knew Sally's parents and even consulted Sally's mother when the two go to "fussing to much." They exchanged birthday and Christmas gifts and jointly scoured the newspaper for notices of upcoming cultural events they had, when they were neighbors in Lake Charles, attended together. One day when I was staying as Shirley's overnight guest in Opelousas, I noticed a watercolor picture hanging on the guestroom wall, which Sally had painted as a gift for Shirley's eleven-year-old daughter, who aspired to become a ballerina. With one pointed toe on a pudgy, pastel cloud, the other lifted high, the ballerina's head was encircled by yellow star-like butterflies. It was a loving picture of a child's dream--one that came true. Both women followed the news on TV--Sally through MSNBC's Rachel Maddow, and Shirley via Fox News's Charles Krauthammer, and each talked these different reports over with a like-minded husband. The two women talk by phone two or three times a week, and their grown children keep in touch, partly across the same politcal divide. While this book is not about the personal lives of these two women, it couldn't have been written without them both, and I believe that their friendship models what our country itself needs to forge: the capacity to connect across difference.

Lynum had plenty of information to share. The FBI's files on Mario Savio, the brilliant philosophy student who was the spokesman for the Free Speech Movement, were especially detailed. Savio had a debilitating stutter when speaking to people in small groups, but when standing before a crowd and condemning his administration's latest injustice he spoke with divine fire. His words had inspired students to stage what was the largest campus protest in American history. Newspapers and magazines depicted him as the archetypal "angry young man," and it was true that he embodied a student movement fueled by anger at injustice, impatience for change, and a burning desire for personal freedom. Hoover ordered his agents to gather intelligence they could use to ruin his reputation or otherwise "neutralize" him, impatiently ordering them to expedite their efforts. Hoover's agents had also compiled a bulging dossier on the man Savio saw as his enemy: Clark Kerr. As campus dissent mounted, Hoover came to blame the university president more than anyone else for not putting an end to it. Kerr had led UC to new academic heights, and he had played a key role in establishing the system that guaranteed all Californians access to higher education, a model adopted nationally and internationally. But in Hoover's eyes, Kerr confused academic freedom with academic license, coddled Communist faculty members, and failed to crack down on "young punks" like Savio. Hoover directed his agents to undermine the esteemed educator in myriad ways. He wanted Kerr removed from his post as university president. As he bluntly put it in a memo to his top aides, Kerr was "no good." Reagan listened intently to Lynum's presentation, but he wanted more--much more. He asked for additional information on Kerr, for reports on liberal members of the Board of Regents who might oppose his policies, and for intelligence reports about any upcoming student protests. Just the week before, he had proposed charging tuition for the first time in the university's history, setting off a new wave of protests up and down the state. He told Lynum he feared subversives and liberals would attempt to misrepresent his efforts to establish fiscal responsibility, and that he hoped the FBI would share information about any upcoming demonstrations against him, whether on campus or at his press conferences. It was Reagan's fear, according to Lynum's subsequent report, "that some of his press conferences could be stacked with 'left wingers' who might make an attempt to embarrass him and the state government." Lynum said he understood his concerns, but following Hoover's instructions he made no promises. Then he and Harter wished the ailing governor a speedy recovery, departed the mansion, slipped into their dark four-door Ford, and drove back to the San Francisco field office, where Lynum sent an urgent report to the director. The bedside meeting was extraordinary, but so was the relationship between Reagan and Hoover. It had begun decades earlier, when the actor became an informer in the FBI's investigation of Hollywood Communists. When Reagan was elected president of the Screen Actors Guild, he secretly continued to help the FBI purge fellow actors from the union's rolls. Reagan's informing proved helpful to the House Un-American Activities Committee as well, since the bureau covertly passed along information that could help HUAC hold the hearings that wracked Hollywood and led to the blacklisting and ruin of many people in the film industry. Reagan took great satisfaction from his work with the FBI, which gave him a sense of security and mission during a period when his marriage to Jane Wyman was failing, his acting career faltering, and his faith in the Democratic Party of his father crumbling. In the following years, Reagan and FBI officials courted each other through a series of confidential contacts. (7-8)

In the meantime, he anxiously awaited visitors, and on occasion even attempted some visits of his own—including one to his nearby Bellevue neighbor, the charming and notorious courtesan Valtesse de la Bigne. Red-haired and beautiful, Valtesse de la Bigne had brought several rich and titled men to financial ruin. She had also captivated some of the most sophisticated men in town, including Manet, who referred to her as “la belle Valtesse” and had painted her the year before. Born Louise Emilie Delabigne, Valtesse de la Bigne was sufficiently intelligent and charming to draw an entourage of admiring writers and artists such as Manet. Zola also paid court to Valtesse—although in his case from a desire to get the characters and setting right for his upcoming novel Nana. Flattered by his journalistic interest, Valtesse even agreed to show him her bedroom—until then off-limits to all but her most highly paying patrons. Zola (who seems to have limited his visit to note taking) used her over-the-top boudoir as the model for Nana’s bedroom. Even if the fictional Nana was nowhere near the sophisticated creature that Valtesse had become, the bed said it all. It was “a bed such as had never existed before,” Zola wrote, “a throne, an altar, to which Paris would come in order to worship her sovereign nudity.

There was no mistaking it, throughout the 1950’s, Liberia proudly brandished its American roots by flaunting the palatial homes overlooking the Atlantic Ocean near Monrovia or the antebellum style mansions dominating rubber plantations owned by wealth Americo Liberians who considered themselves privileged. Their homes were closely modeled after the affluent homes of the pre-civil war era in the Confederacy. These beautiful homes stood out when compared to the dirt floor, thatch roofed village homes most Liberians lived in. The best visual description of Liberian architecture,would be in film clips taken from the movie Gone With The Wind.. In the 1950's, Liberia had all the trappings of an American colony stuck in the past. To a great extent it was this great social divide between the indigenous natives and the Americo-Liberians that brought on the two civil wars in Liberia. This aspect of life in Liberia is highlighted in Seawater Two and will be covered in my upcoming book about the history of West Africa. Many of the Americo Liberians including President Talbert, have been killed of displaced. Because of the fierce civil wars in Liberia the coastal ships of the Farrell Lines fleet were sunk in “The Port of Monrovia” and much of Liberia’s antebellum architecture has been destroyed .

I see handsome men every day. Models. Movie stars. In my upcoming film, my co-star was named ‘the hottest actor of 2020.’ These three men knock him out of the park. Dressed in matching dark suits, they’re like a smörgåsbord of broad chests, cheekbones and jawlines. It’s pretty clear why Julie hand-picked them.

Some additional stats: according to Tesla, the upgraded S will be able to run the quarter mile in 10.9 seconds and reach 155 mph in 22% less time. Ludicrous Mode will also be available on the upcoming Model X crossover SUV. Musk estimates the Ludicrous Mode-equipped Model X cars to be able to hit 60 mph in 3.2 seconds.

When you practice Possibility Thinking, which is built into the upcoming Results Model, you’ll move quickly from “what’s in the way” to “what’s possible,” and you can retrain your brain to problem solve instead of panic. When you no longer need to rely on frustration or agitation to communicate the weight of a problem, you will inherently give permission and create safety for your employees to stop panicking and start problem-solving.

The most predictable way to get results is with consistent 100% effort, and the upcoming Results Model will virtually guarantee you will be able to get that effort.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

She curls tightly to me kissing me on the lips and cheeks, her body skin to skin to mine, she’s kind of- like- a hyper puppy… you know- wet nose, big sad eyes, giving you lots of unwanted wet kisses, and can’t sit in one place for too long. Now she is pulling on my necklace, the one I am always wearing has my dad’s wedding ring hanging from it-a thin silver chain and the gold band hanging from it, a gift dad gives me- saying- ‘He loves me more than mom, that I am the love of his life.’ Yet sis tugs gently to get my full attention. I ask here- ‘Why are you not wearing your undies?’ And she baby- talks without missing a beat- ‘Be- because you don’t at night so-o why should I’s.’ I knew not too long from now she would be running around the house stark-naked like always, saying it’s because I sleep this way. I am sure mom will say I am a bad role model, but yet there are far worse things she has done, things that mom and dad never need to know about, things that I can even remember right now. If she wants to be in my bad nude, will- I guess that’s okay…? She is just trying to be like me, and that’s sweet. I have saved her butt many times when she has done bad things. I have been like a mom to her, ever since she was born if I wanted to be or not. And she has been there for me when I was a nobody. Yeah, she’s the best pain in the butt a girl can have. ‘Mommy says you have to get up soon, her hand covering her eyes as she walks my room and sees both of us.’ Her breath smells like toothpaste, as she kisses us good morning, and she stumbles over all the stuff lying on the floor and it’s not until I push sis off me that I realize how badly I’m shaking. Mom, she has one of those green face masks sped up, which is some scary-looking crap, pulls she has curlers in her hair. Yet that’s not what’s got me traumatized. ‘It’s Friday,’ I say confused. I thought we were going to the rusty anchor today? Mom said- ‘I thought you didn’t like doing that Karly that you’re too grown up to be with your mommy and Daddy and sissy… always- yes we are all going this upcoming weekend, glad to see you want to go.’ I said- ‘Oh- okay?’ Mom- ‘Karly are you feeling, okay? Are you not your usual descent and moody self? Me- ‘Yah I am a fine mom.’ I have no idea how I got home last night, or what I did or didn’t do. It’s like it never happened, yet I think it did… didn’t it? Maybe I drink too much? Mom said- ‘Um-hum- come on you two bare cuddle bugs it’s getting late.’ Then- I remember getting in the car, with the girls and the fighting it was all coming back to me, as I see my sis run into her room, leaving her nighty behind on my bed. I knew that something looked different about her when I looked her over, I am starting to remember what Ray did to her last night. Yet she seems to be taking it so well- so strange. I have no idea what happened to Jenny or Maddie or Liv, and just thinking about it makes me awful sick, pissed, and yet so worried. I put my feet on the ground, first on my fuzzy shaggy throw rug, and then I step forward feeling the hard would under my feet. The cold wood reminds me. When I was younger, I would lie on the floor all summer wishing I have some friends to spend my time with. Back then my only friend was my sis and my horse, I’m curious to do the same thing now, and reflect a bit on what the heck is going on- and also on how things have changed, I know my sis will be another half hour getting ready. And with me, all I have to do is jump in my outfit laying there on the floor. My skin feels so cold yet, yet on the inside, I feel scorching. Like- photos on Instagram, all these snapshots start scrolling, row after row in my mind. Seeing bits and pieces of what went down last night. My, I- phone starts vibrating on top of my bed until it falls off the edge hitting me square in the face making me jump two feet in the air. I reach for it and slide my finger over the cracked screen.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

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