Vp Quotes

Learn to deal with the fact that you are not a perfect person but you are a person that deserves respect and honesty.

Love decides what is wrong, instead of who is wrong. ~ वपु काळे [VP Kale]

Any fool can write, we start learning it at school at the age of three....

I was never meant to fall for him, but the forbidden love I found with The Hades Hangmen VP turned out to be the key to my salvation.

ज्या माणसांच्या गरजा कमीत कमी असतात, ती नेहमी समाधानातच असतात.

Nix was the VP of Black Deeds and getting involved with him had angered my father, brother and J.

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer’s problem. Instead of marketing themselves to millions, they sold themselves to one.

To sum it all up, you can’t find Mobilizers on an org chart. They’re not the VP of this or the senior director of that. Role and title don’t matter. They’re individuals who mobilize irrespective of the org chart, not because of it.

Because in Atlas Shrugged, alpha male Francisco d’Anconia tells railroad company VP Dagny Taggart that she sounds happy in her new relationship: “‘But, you see, the measure of the hell you’re able to endure is the measure of your love.

शृंगार आणि वैराग्य एकत्र नांदत नाहीत, त्याचप्रमाणे संशय आणि भक्ती . वैराग्य केवळ तारुण्यावर आघात करीत असेल, पण संशय उभ्या आयुष्याची राख करतो.

i hate being quoted

पात्रता नसताना ह्या देशात फक्त एकच गोष्ट मिळते. ती म्हणजे मंत्रिपद, सत्ता.

Fucking Hush and Cowboy, tag-teaming the VP’s sister!” he hollered. “That deserves a fucking standing O!

Charles Kuehmann was the VP for materials engineering at both Tesla and SpaceX. One of the advantages that Musk had was that his companies could share engineering knowledge.

half-life of a startup VP of Sales is about nine months

If you want to do it now,” Priebus continued, “Pence is prepared to step up, and Condi Rice will come in as his VP.

Yep. A box of dicks, if you will. Actually, that’s how I got fired.” “What do you mean?” “I screwed up and had my prototypes sent to my office. The boxes got piled up outside my cube, and a coworker of mine decided she had to know what was in them, so she opened one. Apparently she wasn’t used to being wrist-deep in dicks because she freaked and dropped one on the floor, which of course turned on and vibrated its way just far enough into the hall for a senior VP to trip on. He landed face-first on the floor, broke a wrist and chipped a tooth, and I had to explain that my dick was the culprit.

It may not seem this way at first, but your workplace is actually built on a well-ordered system of individuals and groups with defined stations of importance, all interacting to make your company run and appear busy.

Based loosely on NASA monkey research, Soviet paranormal studies, chaos theory and the lost experimental writings of Thorstein Veblen, the Faking Smart! Six-Week Program is one of the most advanced six-week programs of its kind.

A Jeff Danziger cartoon shows a company president announcing to his staff, “Gentlemen, this year the trick is honesty.” From one side of the conference table, a vice president gasps, “Brilliant.” Across the table, another VP mutters, “But so risky.

The very best way to know what you want is to act in the role. Not just in title, but in real action. In my career, I’ve been acting VP of HR, CFO, and VP of sales. Often CEOs resist acting in functional roles, because they worry that they lack the appropriate knowledge. This worry is precisely why you should act—to get the appropriate knowledge. Indeed, acting is really the only way to get all the knowledge that you need to make the hire, because you are looking for the right executive for your company today, not a generic executive.

स्वाभाविक गोष्टींवर चिडण्यात अर्थच नसतो. भुंगे जमावेत म्हणून कमळ फुलत नाही, आणि एखादं कमळ पकडायचं असं ठरवून भुंगे भ्रमण करीत नाहीत. फुलणं हा कमळाचा धर्म, भुलणं हा भुंग्याचा धर्म. जाणकारांनी, रसिकांनी कमळाकडे पाहावं, भुंग्याकडे पाहावं आणि फुलावं कसं आणि भुलावं कसं हे शिकावं.

Um, yeah. For instance, take, you know, take, for instance, the issue of -- I'm drawing a blank, and I hate it when I do that, particularly on television. -- potential McCain VP candidate Mark Sanford, asked on CNN to name differences in economic policy between Bush and McCain

Željna komunikacije s vanjskim svijetom, zatvorena u bolničku sobu pretrpanu njezinim osobnim stvarima, knjigama, pismima, novinama, hranom, jogurtima, palentom, maslinama, aromatičnim uljima i mastima kojima je mazala strumu ili umrtvljenu nogu, Vesna se voljela šeretski šaliti i sa svojim nezavidnim položajem. Tako je 4.lipnja 2005. godine na vratima sobe izvjesila oglas. A u njemu je pisalo: ''Ja sam 83-godišnja V.P. Najimućnija sam starica u Hrvatskoj. Posjedujem: 3,5 milijuna napisanih slova u rukopisu 3,8 milijuna tiskanih slova, u knjigama 2,5 milijuna slova u prevedenim knjigama 1,5 milijun slova još nepotrošenih, u glavi. P.S. Ove posljednje ostavljam kao teško potrošenu robu milim i dragim neznalicama, ljenčinama, kukavicama, lažljivcima i licimjerima

At the board meeting, the VP did just that. He took the blame for the failure to meet the manufacturing objectives and gave a solid no-nonsense list of corrective measures that he would implement to ensure execution. The list started with what he was going to do differently, not about what other people needed to do. Now, the VP was

TO MR. CYRIACK SKINNER UPON HIS BLINDNESS" Cyriack, this three years day these eys, though clear To outward view, of blemish or of spot; Bereft of light thir seeing have forgot, Nor to thir idle orbs doth sight appear Of Sun or Moon or Starre throughout the year, Or man or woman. Yet I argue not Against heavns hand or will, nor bate a jot Of heart or hope; but still bear vp and steer Right onward. What supports me, dost thou ask? The conscience, Friend, to have lost them overply’d In libertyes defence, my noble task, Of which all Europe talks from side to side. This thought might lead me through the world’s vain mask Content though blind, had I no better guide.

माणूस गर्दीचा झाला म्हणजे हरवत नाही. एकटा राह्यला की हरवतो.

You are in the hands of experts who have researched and perfected a system of corporate ladder climbing that, until recently, no one has dared consider feasible.

आनंदाच्या प्रत्येकाच्या कल्पना निरनिराळ्या असतील. आनंद वेगळे आहेत; पण दु:ख एकच आहे याचं त्यांना समाधान वाटलं.

प्रचंड आघातांनी माणूस तेवढा खचत नाही. कारण त्याच्या मनाची पूर्वतयारी झालेली असते. अनपेक्षित बारीकसारीक धक्क्यांनीच माणूस खचतो, कारण त्या प्रसंगांना तोंड देताना तो एकटा असतो.

माणसाजवळ पत हवी, ऐपत हवी आणि दुनियेला ठोकरण्याची जिगर हवी, मग दुनिया तुमचं कौतुक करते.

You didn't improvise that speech back there," she said. "How long were you working on that?" "Day or two. Got a bunch of it from The West Wing. That was the only show I was never allowed to watch when I was a kid, so it's my favourite. I wonder who my dad will have as VP if he gets into the White House? I'm rooting for a cloud of bats. What about you, Stevie? You know him better than I do.

The job was “a graveyard of politicians” in Washington parlance, traditionally disparaged by the men who held it. The VP before Truman, Henry Wallace, bragged that he had never had so much time to work on his tennis game. “The Vice President has not much to do,” Truman said, referring to himself as a “political Eunuch.” When asked what he would do with his “spare time,” he answered: “Study history.

सरकार कोसळलं की नवं राज्य स्थापन होईतो पहिल्या सरकारचीच ‘काळजीवाहू सरकार’ म्हणून नेमणूक करायची, हाच प्रचंड विनोद. सत्तेवर असताना ज्यांना काळजी घेता आली नाही, ते सत्ता गेल्यावर कोणती काळजी वाहणार? कदाचित

What happens when you fully staff sales and marketing and you haven’t nailed who your customers are and why they should buy your product? Sales starts missing its numbers. The board gets concerned. The VP of Sales comes to a board meeting, still optimistic, and provides a set of reasonable explanations. The board raises a collective eyebrow. The VP goes back to the field and exhorts the troops to work harder.

VP Pence himself also assured me that the data and policies I expressed were correct; he had requested from me, and personally read, summaries of studies and documents on schools, risks to children, testing, and other issues. Given that the VP was in charge of the Task Force, shouldn’t the bottom-line advice emanating from it comport with the policies of the administration? But he would never speak with Dr. Birx at all.

I never performed for George W. Bush, and wouldn’t have. I disliked the man intensely. I thought he was a dunderhead, without intellect. And his father made certain that Dick Cheney was chosen as his VP. In my opinion Cheney’s one of the most evil men on the planet. Anyone who would vote against every environmental and equal-rights issue, as well as voting to keep Nelson Mandela in prison, is not of this earth and doesn’t deserve my support.

In a sense, we here at the FSRI are like giant wizards at the controls of an incredible machine, operating levers and buttons from behind a great tapestry to provide you with the level of motivation and direction necessary for you to succeed!

शरीर हे एकच साम्राज्य असं आहे, आणि इतकं महाकाय आहे की त्याला एक राजधानी पुरत नाही. आवेग आणि विवेक ह्या दोन राजधान्यांचा इथे अंमल चालतो. एकमेकांचं अस्तित्व आणि महत्त्व दोघी जाणतात, एकमेकींचं एकमेंकींवर अतिक्रमणही होतं. त्या वेळी संपूर्ण साम्राज्य जिचं प्राबल्य जास्त तिच्या स्वाधीन केलं जातं. राज्याचं होणारं नुकसान नंतर दोघीही भरून काढतात. अधिकार आणि अंमल ह्यात ज्या राजधानीची सरशी होईल त्या प्रमाणात साम्राज्याचा डोलारा टिकतो किंवा कोसळतो. विवेक ह्या मुख्यमंत्र्याचे पाच सल्लागार. दूरदृष्टी, निश्चय, संयम, एकाग्रता आणि सातत्य. आवेगाचं राज्य अनेकांच्या हातात. एका राजधानीत काहीशी हुकूमशाही तर दुसरीत संपूर्ण लोकशाही. षड्‌रिपूंच्या मंत्रिमंडळाबरोबरच प्रलोभनं, जाहिरात, प्रसिद्धी, अपेयपान, भ्रष्टाचार ह्या सगळ्यांचं थैमान आहे. दोन्ही राजधान्यांतले मंत्री एकमेकांच्या राज्यात इथेही दौरे काढतात, शिष्टमंडळं पाठवतात, पण ते स्वतःच्या स्वार्थासाठी नसून साम्राज्य टिकावं म्हणून. इथे साम्राज्यापेक्षा दोन्ही राजधानींत स्वतःचं पद मोठं मानलं जात नाही.

Just as no one knows why the sun rises every morning, so is Faking Smart! an enigma that has grasped the imagination of tycoons and business scholars from all walks of life and from every corner of this massive sphere we call Earth. 'We don't know why it works,' quotes the FSRI. 'It just does! So, let's leave it at that.

Some three halfe pennyworth of Latine here also had he throwen at his face, but it was choise stuffe I can tell you, as there is a choise euen amongest ragges gathered vp from the dunghill. At the townes end met him the burgers and dunstical incorporationers of Wittenberg in their distinguished liueries, their distinguished liuerie faces I mene, for they were most of them hot liuered dronkards, and had all the coate coulours of sanguin, purple, crimson, copper, carnation that were to be had in their countenaunces. Filthy knaues, no cost had they bestowed on the town for his welcome, sauing new painted their houghs & bousing houses, which commonly are built fayrer than their Churches, and ouer their gates set the town armes, which sounded gulping after this sort, Vanhotten, slotten, irk bloshen glotten gelderslike: what euer the wordes were, the sense was this, Good drinke is a medicine for all diseases. A

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

I’m pretty sure Brooke is moving to Charlotte.” Vaughn’s expression turned serious. “Charlotte? What brought that on?” “One of Sterling’s competitors offered her some big executive VP position. It sounds like a once-in-a-lifetime opportunity.” “Wow. What did you say when she told you about it?” “I said, ‘Congratulations’ and told her to knock ’em dead in Charlotte.” He saw Vaughn frown. “What was I supposed to say? ‘Don’t go?’ You’ve seen her in action; you know how good she is. If she wants this, she should take it.” Vaughn nodded. “You’re right. She should.” Cade pulled back. That was . . . it? Granted, he was no pro at the heart-to-hearts, but he’d expected maybe a little bit more. “Glad we’re on the same page.” “Absolutely. You and I—we are in total agreement.” Vaughn leaned back in the bar stool. “Now if Huxley were here, he, on the other hand, would probably have an entirely different take on the matter.” When Vaughn said nothing further, Cade took the bait. “And what would Huxley’s take on the matter be?” “Probably something about how you should tell Brooke how you feel, regardless of whether she’s moving to Charlotte. You know how Huxley’s all into being honest and open like that.” Then Vaughn met Cade’s gaze straight on. “And after that, he’d probably tell you that if he ever finds a girl who fits him as perfectly as Brooke fits you, that he hopes you’re a good enough friend to say, ‘Dude, get over your shit, get off your ass, and go talk to her.” Cade blinked. This. . . from Vaughn. “Huxley sure has a lot to say.” “Yeah, he’s always been a know-it-all like that.” That, at least, got a grin out of Cade. “Well, I will take Huxley’s advice into consideration.” A comfortable silence fell between them. “And, Vaughn?” Cade looked at his friend, speaking in all earnestness. “Thanks.” Vaughn tipped his glass in acknowledgement. “Anytime, Morgan

Dontchev was born in Bulgaria and emigrated to America as a young kid when his father, a mathematician, took a job at the University of Michigan. He got an undergraduate and graduate degree in aerospace engineering, which led to what he thought was his dream opportunity: an internship at Boeing. But he quickly became disenchanted and decided to visit a friend who was working at SpaceX. “I will never forget walking the floor that day,” he says. “All the young engineers working their asses off and wearing T-shirts and sporting tattoos and being really badass about getting things done. I thought, ‘These are my people.’ It was nothing like the buttoned-up deadly vibe at Boeing.” That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit. At a conference in Utah, he went to a party thrown by SpaceX and, after a couple of drinks, worked up the nerve to corner Gwynne Shotwell. He pulled a crumpled résumé out of his pocket and showed her a picture of the satellite hardware he had worked on. “I can make things happen,” he told her. Shotwell was amused. “Anyone who is brave enough to come up to me with a crumpled-up résumé might be a good candidate,” she said. She invited him to SpaceX for interviews. He was scheduled to see Musk, who was still interviewing every engineer hired, at 3 p.m. As usual, Musk got backed up, and Dontchev was told he would have to come back another day. Instead, Dontchev sat outside Musk’s cubicle for five hours. When he finally got in to see Musk at 8 p.m., Dontchev took the opportunity to unload about how his gung-ho approach wasn’t valued at Boeing. When hiring or promoting, Musk made a point of prioritizing attitude over résumé skills. And his definition of a good attitude was a desire to work maniacally hard. Musk hired Dontchev on the spot.

Mandal vs Mandir The V.P. Singh government was the biggest casualty of this confrontation. Within the BJP and its mentor, the RSS, the debate on whether or not to oppose V.P. Singh and OBC reservations reached a high pitch. Inder Malhotra | 981 words It was a blunder on V.P. Singh’s part to announce his acceptance of the Mandal Commission’s report recommending 27 per cent reservations in government jobs for what are called Other Backward Classes but are, in fact, specified castes — economically well-off, politically powerful but socially and educationally backward — in such hot haste. He knew that the issue was highly controversial, deeply emotive and potentially explosive, which it proved to be instantly. But his top priority was to outsmart his former deputy and present adversary, Devi Lal. He even annoyed those whose support “from outside” was sustaining him in power. BJP leaders were peeved that they were informed of what was afoot practically at the last minute in a terse telephone call. What annoyed them even more was that the prime minister’s decision would divide Hindu society. The BJP’s ranks demanded that the plug be pulled on V.P. Singh but the top leadership advised restraint, because it was also important to keep the Congress out of power. The party leadership was aware of the electoral clout of the OBCs, who added up to 52 per cent of the population. As for Rajiv Gandhi, he was totally and vehemently opposed to the Mandal Commission and its report. He eloquently condemned V.P. Singh’s decision when it was eventually discussed in Parliament. This can be better understood in the perspective of the Mandal Commission’s history. Having acquired wealth during the Green Revolution and political power through elections, the OBCs realised that they had little share in the country’s administrative apparatus, especially in the higher rungs of the bureaucracy. So they started clamouring for reservations in government jobs. Throughout the Congress rule until 1977, this demand fell on deaf ears. It was the Janata government, headed by Morarji Desai, that appointed the Mandal Commission in 1978. Ironically, by the time the commission submitted its report, the Janata was history and Indira Gandhi was back in power. She quietly consigned the document to the deep freeze. In Rajiv’s time, one of his cabinet ministers, Shiv Shanker, once asked about the Mandal report.

The pre-conversion Joan had always considered faith to be a crutch, and maybe it was. But I had never once considered that my VP title, six-figure salary, and bigger than necessary house were also crutches-- crutches that I had used to bear the weight of my insecurities and my unhealthy need for the approval of others. I began to realize that, despite my illusion of Independence, I had always leaned on something. Intellect and reason, drugs and alcohol, money and prestige: they had all been crutches for me. And I was being given a choice: to lean on these things that I could see and touch or to release them and lean on this undefined hope promised by this new faith.

अापल्याला हवा तेव्हा तिसरा माणूस न जाणं हाच नरक !

In enterprise software companies, the two most important positions tend to be VP of sales and VP of engineering.

Your job as vp of it Operations is to ensure the fast, predictable, and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable, and secure it service.

Wrath, gealosie, griefe, loue do thus expell: Wrath is a fire, and gealosie a weede, Griefe is a flood, and loue a monster fell; The fire of sparkes, the weede of little seede, The flood of drops, the Monster filth did breede: But sparks, seed, drops, and filth do thus delay; The sparks soone quench, the springing seed outweed, The drops dry vp, and filth wipe cleane away: So shall wrath, gealosie, griefe, loue dye and decay.

So, you’re here to help me, right?” the VP inquired. Knowing that, due to ego, some people bristle at the idea of criticism and coaching no matter how constructive, I chose to take a more indirect approach. “Maybe not so much here to help you, but here to help the situation,” I answered, effectively lowering the VP’s defenses.

A strong product culture means that the team understands the importance of continuous and rapid testing and learning. They understand that they need to make mistakes in order to learn, but they need to make them quickly and mitigate the risks. They understand the need for continuous innovation. They know that great products are the result of true collaboration. They respect and value their designers and engineers. They understand the power of a motivated product team. A strong VP product will understand the importance of a strong product culture, be able to give real examples of her own experiences with product culture, and have concrete plans for instilling this culture in your company.

Imagine the power to resolve dozens of issues right on the spot. If a press release needed approval, everyone (including the CFO, the VP of sales, and the software development and marketing chiefs) was there to review and resolve it in minutes. It didn’t float around in emails for days, sucking up hours of management’s time. If Sales was having a problem with the CRM system, the head of IT was there. If Development needed to hire additional programmers, the head of HR and the CFO were there to start the process and sign off on the budget.

The same thing happens in business. When people become fat with conventional wisdom, they’re dangerous. A lot of being innovative in business is being willing to give something a try because you don’t know it flies in the face of conventional wisdom. As Debi Colman, Apple VP of information systems and technology, puts it: “The single biggest roadblock to creativity and innovation I’ve encountered in business is conventional wisdom.

The next Task Force meeting also had a full agenda. As always, more items were listed than would be covered. At the end of the meeting, the VP remembered to squeeze in the testing guidance document, quickly asking for the added section on nursing homes in order to finish with the whole issue. Redfield distributed it around the table to everyone. It had no annotation of changes—all “Track Changes” indicators were now removed. I glanced through the document. It had been completely changed from the version approved by everyone at the previous Task Force meeting. True, a separate section on testing inside nursing homes had been added. However, nearly the entire document had been reverted to the original, old version of the guidance. Virtually none of the changes we had all agreed upon one week ago were present. I pulled out my notes from last week’s meeting. I was correct—that entire document had been ignored.

Routines provide the hundreds of unwritten rules that companies need to operate. They allow workers to experiment with new ideas without having to ask for permission at every step. They provide a kind of “organizational memory,” so that managers don’t have to reinvent the sales process every six months or panic each time a VP quits.

Yang banyak mikir dan mewujudkan tujuan kantor pasti karyawan, tapi nanti di akhir bulan atau akhir kesuksesan, berita yang dibahas pasti soal para VP atau para CTO-nya yang keren dan tampak bonafide. Di balik semua kesuksesan itu, mungkin ada banyak karyawan yang nyaris tewas dan sampai diinfus beberapa hari karena kurang istirahat. Ya... walau memang dikasih bonus juga, sih.

सर्व हळुवार, कोमल भावना गुंडाळून ठेवून निर्लज्ज कोडगेपणाने फक्त स्वार्थच पाहायचा ठरविला तर मग विश्वास, प्रेम, स्नेह सर्व कल्पनाच बाद ठरतात. कसलाही विधिनिषेध बाळगायचा नाही असं एकदा ठरवलं की मग वाईट तरी कशाचं वाटणार आहे?

Another expert cold-called my VP of Sales at Sales Gravy on the telephone to pitch her social selling program as an advanced lead generation program that would eliminate cold calling forever. He challenged her: “If your program is so good, why are you cold-calling me? Shouldn't I be calling you?” That abruptly ended the call.

One day our General Counsel went to Leslie and said: “You didn’t sign this huge contract with Disney! Why is Camille’s name on it?” Leslie responded: The person who is living and breathing the contract needs to be the person who owns and signs the contract, not a head of a function or a VP. That takes responsibility of the project away from the person who should be responsible. Obviously, I look at those contracts too. But Camille is proud of what she accomplished. This is her thing, not mine. She is psychologically invested, and I want to keep her that way. I’m not going to take ownership away from her by putting my name on the deal. Leslie was right, and we follow her example across Netflix today. At Netflix you don’t need management to sign off for anything. If you’re the informed captain, take ownership—sign the document yourself.

Bryan's accomplishments and promotion to VP at a large multi-national oil/gas company. Bryan vigorously steers clear of conversations with his mother about more grandkids and eligible Black women because Bryan has been secretly dating Nadia, a white transgender woman.

When Facebook opened its first office in the Philippines that year, it released startling statistics: that Filipinos spent 1.7 times more time on Facebook and Instagram than watching TV. Filipinos had 60 percent more Facebook friends than the global average, and they sent 30 percent more messages than the global average. Out of the 65 percent of Filipinos who accessed Facebook every day, the mobile app was used 90 percent of the time. Filipinos spent one out of five minutes online and one out of four minutes on mobile. “The Philippines is a highly engaged mobile-first nation,” said Facebook’s VP for Asia Pacific at the time, “filled with people who are creative, entrepreneurial and have a strong sense of community.

(Battle with Maleger) As pale and wan as ashes was his looke, His bodie leane and meagre as a rake, And skin all withered like a dryed rooke, Thereto as cold and drery as a Snake, That seem’d to tremble euermore, and quake: All in a canuas thin he was bedight, And girded with a belt of twisted brake, Vpon his head he wore an Helmet light, Made of a dead mans skull, that seem’d a ghastly sight. Maleger was his name, and after him, There follow’d fast at hand two wicked Hags, With hoarie lockes all loose, and visage grim; Their feet vnshod, their bodies wrapt in rags, And both as swift on foot, as chased Stags; And yet the one her other legge had lame, Which with a staffe, all full of litle snags She did support, and Impotence her name: But th’other was Impatience, arm’d with raging flame. So braue returning, with his brandisht blade, He to the Carle himselfe againe addrest, And strooke at him so sternely, that he made An open passage through his riuen brest, That halfe the Steele behind his back did rest; Which drawing backe, he looked euermore When the hart bloud should gush out of his chest, Or his dead corse should fall vpon the flore; But his dead corse vpon the flore fell nathemore. Ne drop of bloud appeared shed to bee, All were the wounde so wide and wonderous, That through his carkasse one might plainely see: Halfe in a maze with horror hideous, And halfe in rage, to be deluded thus, Againe through both the sides he strooke him quight, That made his spright to grone full piteous: Yet nathemore forth fled his groning spright, But freshly as at first, prepard himselfe to fight. His wonder farre exceeded reasons reach, That he began to doubt his dazeled sight, And oft of error did himselfe appeach: Flesh without bloud, a person without spright, Wounds without hurt, a bodie without might, That could doe harme, yet could not harmed bee, That could not die, yet seem’d a mortall wight, That was most strong in most infirmitee; Like did he neuer heare, like did he neuer see. His owne good sword Mordure, that neuer fayld At need, till now, he lightly threw away, And his bright shield, that nought him now auayld, And with his naked hands him forcibly assayld. He then remembred well, that had bene sayd, How th’Earth his mother was, and first him bore; She eke so often, as his life decayd, Did life with vsury to him restore, And raysd him vp much stronger then before, So soone as he vnto her wombe did fall; Therefore to ground he would him cast no more, Ne him commit to graue terrestriall, But beare him farre from hope of succour vsuall. Vpon his shoulders carried him perforse Aboue three furlongs, taking his full course, Vntill he came vnto a standing lake; Him thereinto he threw without remorse, Ne stird, till hope of life did him forsake; So end of that Carles dayes, and his owne paines did make.

(Amavia's suicide) But if that carelesse heauens (quoth she) despise The doome of iust reuenge, and take delight To see sad PAGEANTS OF MEN'S MISERIES, As bound by them to liue in liues despight, Yet can they not warne death from wretched wight. Come then, come soone, come sweetest death to mee, And take away this LONG LENT LOATHED LIGHT: Sharpe be thy wounds, but sweet the medicines bee, That long captiued soules from wearie thraldome free. But thou, sweet Babe, whom frowning froward fate Hath made sad witnesse of thy fathers fall, Sith heauen thee deignes to hold in liuing state, Long maist thou liue, and better thriue withall, Then to thy lucklesse parents did befall: Liue thou, and to thy mother dead attest, That cleare she dide from blemish criminall; Thy litle hands embrewd in bleeding brest Loe I for pledges leaue. So giue me leaue to rest. With that a deadly shrieke she forth did throw, That through the wood reecchoed againe, And after gaue a grone so deepe and low, That seemd her tender heart was rent in twaine, Or thrild with point of thorough piercing paine; As gentle Hynd, whose sides with cruell steele Through launched, forth her bleeding life does raine, Whiles the sad pang approching she does feele, Brayes out her latest breach, and vp her eyes doth seele. Which when that warriour heard, dismounting straict From his tall steed, he rusht into the thicke, And soone arriued, where that sad pourtraict Of death and dolour lay, halfe dead, halfe quicke, In whose white alabaster brest did sticke A cruell knife, that made a griesly wound, From which forth gusht a streme of gorebloud thick, That all her goodly garments staind around, And into a deepe sanguine dide the grassie ground. Pittifull spectacle of deadly smart, Beside a bubbling fountaine low she lay, Which she increased with her bleeding hart, And the cleane waues widi purple gore did ray; Als in her lap a louely babe did play His cruell sport, in stead of sorrow dew; For in her streaming blood he did embay His litle hands, and tender ioynts embrew; Pitifull spectacle, as euer eye did view. Out of her gored wound the cruell steele He lighdy snatcht, and did the floudgate stop With his faire garment: then gan softly feele Her feeble pulse, to proue if any drop Of liuing bloud yet in her veynes did hop; Which when he felt to moue, he hoped faire To call backe life to her forsaken shop. ... Not one word more she sayd But breaking off, the end for want of breath, And slyding soft, as downe to sleepe her layd, And ended all her woe in quiet death. That seeing good Sir Guyon, could vneath From tears abstaine, for griefe his hart did grate, And from so heauie sight his head did wreath, Accusing fortune, and too cruell fate, Which plunged had faire Ladie in so wretched state. Then turning to his Palmer said, Old syre Behold the image of mortalitie, And feeble nature cloth’d with fleshly tyre, When raging passion with fierce tyrannie Robs reason of her due regalitie, And makes it seruant to her basest part: The strong it weakens with infirmitie, And with bold furie armes the weakest hart; The strong through pleasure soonest falles, the weake through smart.

(Errour's Den) This is the wandring wood, this Errours den, A monster vile, whom God and man does hate: Therefore I read beware. Fly fly (quoth then The fearefull Dwarfe:) this is no place for liuing men. But full of fire and greedy hardiment, The youthfull knight could not for ought be staide, But forth vnto the darksome hole he went, And looked in: his glistring armor made “A litle glooming light, much like a shade, By which he saw the vgly monster plaine, Halfe like a serpent horribly displaide, But th’other halfe did womans shape retaine, Most lothsom, filthie, foule, and full of vile disdaine. And as she lay vpon the durtie ground, Her huge long taile her den all ouerspred, Yet was in knots and many boughtes vpwound, Pointed with mortall sting. Of her there bred A thousand yong ones, which she dayly fed, Sucking vpon her poisonous dugs, eachone Of sundry shapes, yet all ill fauored: Soone as that vncouth light vpon them shone, Into her mouth they crept, and suddain all were gone. [The monster] Lept fierce vpon his shield, and her huge traine All suddenly about his body wound, That hand or foot to stirre he stroue in vaine: God helpe the man so wrapt in Errours endlesse traine. His Lady sad to see his sore constraint, Cride out, Now now Sir knight, shew what ye bee, Add faith vnto your force, and be not faint: Strangle her, else she sure will strangle thee. That when he heard, in great perplexitie, His gall did grate for griefe and high disdaine, And knitting all his force got one hand free, Wherewith he grypt her gorge with so great paine, That soone to loose her wicked bands did her constraine. Therewith she spewd out of her filthy maw A floud of poyson horrible and blacke, Full of great lumpes of flesh and gobbets raw, Which stunck so vildly, that it forst him slacke His grasping hold, and from her turne him backe: Her vomit full of bookes and papers was, With loathly frogs and toades, which eyes did lacke, And creeping sought way in the weedy gras: Her filthy parbreake all the place defiled has. ... Her fruitfull cursed spawne of serpents small, Deformed monsters, fowle, and blacke as inke, Which swarming all about his legs did crall, And him encombred sore, but could not hurt at all. ... Resolv’d in minde all suddenly to win, Or soone to lose, before he once would lin; And strooke at her with more then manly force, That from her body full of filthie sin He raft her hatefull head without remorse; A streame of cole black bloud forth gushed from her corse. Her scattred brood, soone as their Parent deare They saw so rudely falling to the ground, Groning full deadly, all with troublous feare, Gathred themselues about her body round, Weening their wonted entrance to haue found At her wide mouth: but being there withstood They flocked all about her bleeding wound, And sucked vp their dying mothers blood, Making her death their life, and eke her hurt their good.

(The two ladies in the Bower of Bliss) Two naked Damzelles he therein espyde, Which therein bathing, seemed to contend, And wrestle wantonly, ne car’d to hyde, Their dainty parts from vew of any, which them eyde. Sometimes the one would lift the other quight Aboue the waters, and then downe againe Her plong, as ouer maistered by might, Where both awhile would couered remaine, And each the other from to rise restraine; The whiles their snowy limbes, as through a vele, So through the Christall waues appeared plaine: Then suddeinly both would themselues vnhele, And th’amarous sweet spoiles to greedy eyes reuele. ... The wanton Maidens him espying, stood Gazing a while at his vnwonted guise; Then th’one her selfe low ducked in the flood, Abasht, that her a straunger did avise: But th’other rather higher did arise, And her two lilly paps aloft displayd, And all, that might his melting hart entise To her delights, she vnto him bewrayd: The rest hid vnderneath, him more desirous made. With that, the other likewise vp arose, And her faire lockes, which formerly were bownd Vp in one knot, she low adowne did lose: Which flowing long and thick, her cloth’d arownd, And th’yuorie in golden mantle gownd: So that faire spectacle from him was reft, Yet that, which reft it, no lesse faire was fownd: So hid in lockes and waues from lookers theft, Nought but her louely face she for his looking left. Withall she laughed, and she blusht withall, That blushing to her laughter gaue more grace, And laughter to her blushing, as did fall: Now when they spide the knight to slacke his pace, Them to behold, and in his sparkling face The secret signes of kindled lust appeare, Their wanton meriments they did encreace, And to him beckned, to approch more neare, And shewd him many sights, that courage cold could reare.

IT professional Chris Elwell Woburn currently serves as the VP of Information Technology.

ज्योतीची शक्ती समजण्यासाठी अंधारच व्हावा लागतो!

If any of the news coverage had drawn blood, Meta wasn’t going to show it. Zuckerberg told the company’s People Planning team to bring him an aggressive hiring target for 2022. When they brought him an unprecedentedly ambitious plan to bring on 40,000 new staffers that year, Zuckerberg took the one-page document—known as “the napkin”—and then passed it back with a handwritten instruction to hire 8,000 more. “If we don’t hit these targets it’s game over,” Recruiting VP Miranda Kalinowski told the managers on her staff. To handle the deluge of hiring, Meta brought on an additional 1,000 recruiters between the last quarter of 2021 and the first quarter of the following year. Few of the new staffers would be slated to go into integrity work. Zuckerberg had declared that the company’s existing products were no longer its future, and Haugen’s document breach had solidified a sense that researchers and data scientists working on societal problems contained a potential corporate fifth column.

Chris Elwell, the dedicated VP of Information Technology in Woburn, MA, brings 8 years of IT experience to the forefront. Climbing from a challenging past to executive success, Chris manages cybersecurity and portfolio companies. Beyond the office, Chris enjoys family cruises, golf, and recently resumed curling post-Covid. With aspirations of becoming a CIO, Chris also dreams of owning vacation properties and instilling strong values in his 8-year-old son.

That summer, he made a presentation to a VP at Boeing about how SpaceX was enabling the younger engineers to innovate. “If Boeing doesn’t change,” he said, “you’re going to lose out on the top talent.” The VP replied that Boeing was not looking for disrupters. “Maybe we want the people who aren’t the best, but who will stick around longer.” Dontchev quit.

Typical things you will see on a to-do list: “Mom” “Bank” “Doctor” “Baby-sitter” “VP Marketing” etc. Looking at these often creates more stress than relief, because, though it is a valuable trigger for something that you’ve committed to do or decide something about, it still calls out psychologically, “Decide about me!” And if you do not have the energy or focus at the moment to think and decide, it will simply remind you that you are overwhelmed. Stuff

The book led another CEO to institute a new way of tackling problems in the company. Whereas before, he would go to the person he thought was causing the problem and demand that that person fix it, the CEO began to consider how he himself might have contributed to the problem. He then convened a meeting including each person in the chain of command down to the level where the problem was manifest. He began the meeting by identifying the problem. He laid out all the ways he thought he had negatively contributed to the culture that had produced the problem and proposed a plan to rectify his contributions to the problem. He invited the person directly below him to do the same thing. And so on down the line. By the time it got to the person most immediately responsible for the problem, that person publicly took responsibility for his contributions to the problem and then proposed a plan for what he would do about it. In this way, a problem that had gone on literally for years was solved nearly overnight when the leaders stopped simply assigning responsibility and began holding themselves strictly accountable. This is now the model in that company for solving every problem encountered. This level of personal accountability in an organization should be every leader’s dream. What our experience tells us, and what we try to communicate in this book, is that in order to move from merely dreaming about a culture of responsibility-taking and accountability to actually experiencing it, the accountability has to start with the leader—whether that leader is the CEO, a division VP, a line manager, or a parent. The most effective leaders lead in this single way: by holding themselves more accountable than all.

The meeting started well enough. Balsillie explained how BlackBerry could be synchronized with a user’s desktop computer calendar and contacts. You just have to put the device in this cradle, he said, pointing to a prototype. Normally, the cradle would have had a cable connecting it to the computer, but the cord was missing from the demonstration. One Intel executive, Sean Maloney, VP of worldwide sales, was confused. “What are you saying, how does it do that?” Maloney asked. Klimstra saw why the Intel executive was puzzled. He doesn’t realize there’s supposed to be a cable connecting the cradle to the computer, he thought. Balsillie appeared stumped too, saying nothing. To Klimstra, the lengthy silence that followed was agonizing. This must be my cue, he thought. Clearing his throat, Klimstra piped up: “That cradle is just a mock-up.” Maloney nodded as Klimstra explained it would normally have a cable attached. Balsillie turned to Klimstra. “Eric,” he said, growing cold with fury. “Don’t you ever, ever, ever, ever”—Klimstra’s stomach twisted with each “ever”—“interrupt me in a meeting again.” After an awkward silence, Balsillie continued the presentation. As they filed out after the meeting, Maloney’s eyes met Klimstra’s. The young evangelist could read the look: “Kid, I’m sorry if I got you fired.” Outside, Balsillie was unapologetic. “Never interrupt me when I’m in the zone,” he said. “I was very specific in directing them in a certain way and I didn’t want to go down any other path.” It wasn’t that Klimstra had said anything wrong. What bothered Balsillie was that he had said anything at all. “He could have been about to take us over a cliff” by inadvertently blurting out a corporate secret as he explained how the system worked, Balsillie says of his strict stick-to-the-script rule.

The headline stood out clearly amid the online noise, as though it had been lobbed directly at me: “Growth Hacker Is the New VP [of] Marketing.” What?

Knowing that an asteroid is going to hit the earth is not really useful if you are not planning to launch missiles to knock it out of the sky. You have to work massively overtime on the belief that innovation or massive change is going to happen.' — Tom Martin, former VP of marketing

were lightly lipsticked. “The VP called it a reorganization,

Medicolegal Awareness is a must for every Doctor.

surreptitiously

Some people are so belligerent in their communication style that people just stop talking when they are in the room. If every time anyone brings up an issue with the marketing organization, the VP of marketing jumps down their throats, then guess what topic will never come up? This behavior can become so bad that nobody brings up any topic when the jerk is in the room. As a result, communication across the executive staff breaks down and the entire company slowly degenerates. Note that this only happens if the jerk in question is unquestionably brilliant. Otherwise, nobody will care when she attacks them. The bite only has impact if it comes from a big dog. If one of your big dogs destroys communication on your staff, you need to send her to the pound.

My advice is that you take action so that you stay in touch with how your team builds stuff. You can do this as a director or a VP.

If of a number of shreds of his sentences he can shape an oration, from all the world hee carries it awaie, although in truth it be no more than a fooles coat of many coulours. No inuention or matter haue they of theyr owne, but tacke vp a stile of his stale galimafries. The leaden headed Germanes first began this, and we Englishmen haue surfetted of their absurd imitation. I pittie Nizolius that had nothing to doe, but picke thrids ends out of an olde ouerworne garment.

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer’s problem.

Everly, what exactly are you working on?” he asks as we head out. The party is being held in the Ritz-Carlton ballroom, so it’s a short walk to the party. Sawyer clasps my hand in his, this thumb rubbing over the back of my hand as we stroll. “Getting Gabe and Sandra together,” I respond, matter-of-factly. He tilts his head in my direction. “Gabe and… Sandra?” “Yeah, obviously. Why do you keep repeating everything I’m saying? Gabe and Sandra. It’s so obvious.” “My assistant and my Finance VP are not a thing, Everly.” “Yet.” I shake my head. “You are really short-sighted for an almost-billionaire.” “And you’re a human resources nightmare.” We’re on the elevator and he rubs a hand over his jaw and closes his eyes. “Wait, Gabe is your head of finance? I really had him pegged for a tech nerd.” “Because that matters right now?” He opens his eyes, looking bewildered. “Oh, he’s like one of the bosses! This just gets yummier and yummier.” I bounce on my toes and clap my hands in delight.

Vala Afshar, chief marketing officer of Extreme Networks, is an interesting case study.3 Trained as an electrical engineer, Afshar joined Extreme Networks in 1996 as a software developer/quality service engineer, eventually transitioning to run the services business, becoming the chief customer support officer. In this role, Afshar became very active on Salesforce's Chatter, a private social network for business, and by 2011 had built a large internal following. As the chief information officer took note of Afshar's intracompany influence, he signed Afshar up for Twitter and gave him the mandate to interact with networks outside of the company. As Afshar prototyped his ideas in real time, he gained an external following. A publisher approached him about writing a book; his presentations on Slide-Share gained more than one million views; and he was promoted to chief marketing officer. Vala Afshar has become a thought leader, epitomizing a new breed of chief marketing officer, both highly social and highly technical—and Extreme Networks has unusually high name recognition for a $500 million company. Afshar's ability to shrink the space, getting immediate and actionable feedback, was pivotal in expanding his space into a high-profile public role. Fast feedback is also useful when it comes to identifying your distinctive strengths. Karen May, VP for people development at Google, invented a method she calls "speedback." It works like this: "partway through a training session she will tell everyone to pair off and sit knee to knee, and give them three minutes to answer one simple question: 'What advice would you give me based on the experience you've had with me here?' Participants say that it's some of the best feedback they've ever gotten."4 When we are willing to impose constraints—in this particular, instance, time—we have a better chance of identifying what is working and what needs to be changed.

If you think IT Operations has nothing to learn from Plant Operations, you’re wrong. Dead wrong,” he says. “Your job as VP of IT Operations is to ensure the fast, predictable, and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable, and secure IT service.

As this VP discovered, being a boss is much like being a high-status primate in any group: the creatures beneath you in the pecking order watch every move you make – and so they know a lot more about you than you know about them.

of being a great marketer. Growth hackers are a hybrid of marketer and coder, one who looks at the traditional question of “How do I get customers for my product?” and answers with A/B tests, landing pages, viral factor, email deliverability, and Open Graph. . . . The entire marketing team is being disrupted. Rather than a VP of Marketing with a bunch of non-technical marketers reporting to them, instead growth hackers are engineers leading teams of engineers.1 What the hell is a growth hacker? I thought. How could an engineer ever do my job? But then I added up the combined valuation of the few companies Chen mentioned as case studies—companies that had barely existed a few years ago.

Growth Hacker Is the New VP [of] Marketing.” What? I was a VP of marketing. I quite liked my job. I was good at it, too. Self-taught, self-made, I was, at twenty-five, helping to lead the efforts of a publicly traded company with 250 stores in twenty countries and more than $600 million in revenue. But the writer, Andrew Chen, an influential technologist and entrepreneur, didn’t care about any of that. According to him, my colleagues and I would soon be out of a job—someone was waiting in the wings to replace us. The new job title of “Growth Hacker” is integrating itself into Silicon Valley’s culture, emphasizing that coding and technical chops are now an essential part

Are you honestly going to let these people keep turning in something they bought in 1987 for the rest of their lives?” “Well,” someone said after a collective shrug, “what’s the alternative?” “I just told you the alternative!” Main declared. “Our ninety-day return policy. I think that you will agree that three months is more than enough time to figure out if something is defective. Is that really too much to ask of your customers?” “Guests,” Target’s senior VP said, forcefully pronouncing the word. “Huh?” Main said, mentally replaying his previous sentence. “Which guests?” “You said customers. But at Target we don’t think of our visitors that way. We consider them guests and we treat them as such.

The second we get Ryder back here, we need to get him back here to assume his position as VP. We can’t be having a half-full table of officers anymore. Ain’t going to fucking work.

Like all great works, it manages to be great without trying to be brilliant. It just is, and effortlessly so. . . . [Has a] rhythm that's sophisticated in its subdivisions of time and its impeccable sense of proportion and pace. —James Guymon Film Composer VP, Composers Guild of America

The President may first appoint him the Prime Minister and then ask him to prove his majority in the Lok Sabha within a reasonable period. For example, Charan Singh (1979), VP Singh (1989), Chandrasekhar (1990), PV Narasimha Rao (1991), AB Vajyapee (1996), Deve Gowda (1996), IK Gujral (1997) and again AB Vajpayee (1998) were appointed as Prime Ministers in this way.

Making friends?” Tripp asked. “I’m a people person,” Adam said. “You know he’s the VP of the board, right?” “I must remember to genuflect next time I see him,” Adam said. “I’m

Making friends?” Tripp asked. “I’m a people person,” Adam said. “You know he’s the VP of the board, right?” “I must remember to genuflect next time I see him,” Adam said. “I’m president.” “In that case, I better get some kneepads.” Tripp

आज पन्नास वर्षं झाली तरी भारताचं भवितव्य अंधारात आहे. जग जिंकायची गोष्टच सोडा; दोन बाय दोन किंवा आणखी प्रशस्त असेल ती दिल्लीची खुर्ची मिळवताना मारामाऱ्या चालल्या आहेत. डायोझेनससारखा निःसंग नेता कधीतरी लाभेल का? मार्क

Hey, where’re our drinks, Candy Kane.” “Not serving you a fucking thing if you ask me like that.” “I’m a paying customer.” “I don’t care if you’re Jesus Christ himself.” “You talk to me like that, and I kick you out of my bar.” “It’s Blaze’s bar.” “And I’m Blaze’s girl, in case you forgot. I don’t think your VP would appreciate how you’re talking to me, do you?

The most important factors for success are patience, a focus on long-term rather than short-term results, reinvestment in people, product, and plant, and an unforgiving commitment to quality. —Robert B. McCurry, former Executive VP, Toyota Motor Sales

Modern’s Advertising Firm. You’ve reached Executive VP Crystal Jones.” I said into the phone. My husband David was the last person that I wanted to speak with. Especially after an action-packed hour-long lunch break with my work husband.

From Air Force One her communications proved limited, she could reach the four-star commanding general at Strategic Command and had spoken to the VP, but these carve-outs in their communications hierarchy were clearly designed by whoever instigated the attack as a way to avoid an inadvertent nuclear escalation. Beijing (or whoever did this) surely knew that if she had no communications with her nuclear capability, protocols were in place for an automatic preemptive strike.