W Senior Quotes

To abstain from enjoyment which is in our power, or to seek distant rather than immediate results, are among the most painful exertions of the human will

senior managers’ goal here should be to manage their portfolio of businesses to wisely balance between profitable growth and cash flow at a given point in time.

My conclusion: It was just that Joel, Elliot, Sheryl, and Mark didn’t give a fuck. Joel was a veteran of George W. Bush’s White House. An issue in Syria would be met by a wave of his hand and, “Drop a bomb on it. I don’t care.” A joke, but also who he was. He was the man in charge of those countries for Facebook. And when it came to Myanmar, those people just didn’t matter to him. He couldn’t be bothered. There was no greater principle ever offered. People outside big companies sometimes wonder and speculate about how these sorts of decisions happen. This is how it happened at Facebook. And it wasn’t just Joel. None of the senior leaders—Elliot or Sheryl or Mark—thought about this enough to put in place the kinds of systems we’d need, in Myanmar or other countries. They apparently didn’t care. These were sins of omission. It wasn’t the things they did; it was the things they didn’t do.

It was around the time of the divorce that all traces of decency vanished, and his dream of being the next great Southern writer was replaced by his desire to be the next published writer. So he started writing these novels set in Small Town Georgia about folks with Good American Values who Fall in Love and then contract Life-Threatening Diseases and Die. I'm serious. And it totally depresses me, but the ladies eat it up. They love my father's books and they love his cable-knit sweaters and they love his bleachy smile and orangey tan. And they have turned him into a bestseller and a total dick. Two of his books have been made into movies and three more are in production, which is where his real money comes from. Hollywood. And, somehow, this extra cash and pseudo-prestige have warped his brain into thinking that I should live in France. For a year.Alone.I don't understand why he couldn't send me to Australia or Ireland or anywhere else where English is the native language.The only French word I know is oui, which means "yes," and only recently did I learn it's spelled o-u-i and not w-e-e. At least the people in my new school speak English.It was founded for pretentious Americans who don't like the company of their own children. I mean, really. Who sends their kid to boarding school? It's so Hogwarts. Only mine doesn't have cute boy wizards or magic candy or flying lessons. Instead,I'm stuck with ninety-nine other students. There are twenty-five people in my entire senior class, as opposed to the six hundred I had back in Atlanta. And I'm studying the same things I studied at Clairemont High except now I'm registered in beginning French. Oh,yeah.Beginning French. No doubt with the freshman.I totally rock.

Rolf Ekeus came round to my apartment one day and showed me the name of the Iraqi diplomat who had visited the little West African country of Niger: a statelet famous only for its production of yellowcake uranium. The name was Wissam Zahawi. He was the brother of my louche gay part-Kurdish friend, the by-now late Mazen. He was also, or had been at the time of his trip to Niger, Saddam Hussein's ambassador to the Vatican. I expressed incomprehension. What was an envoy to the Holy See doing in Niger? Obviously he was not taking a vacation. Rolf then explained two things to me. The first was that Wissam Zahawi had, when Rolf was at the United Nations, been one of Saddam Hussein's chief envoys for discussions on nuclear matters (this at a time when the Iraqis had functioning reactors). The second was that, during the period of sanctions that followed the Kuwait war, no Western European country had full diplomatic relations with Baghdad. TheVatican was the sole exception, so it was sent a very senior Iraqi envoy to act as a listening post. And this man, a specialist in nuclear matters, had made a discreet side trip to Niger. This was to suggest exactly what most right-thinking people were convinced was not the case: namely that British intelligence was on to something when it said that Saddam had not ceased seeking nuclear materials in Africa. I published a few columns on this, drawing at one point an angry email from Ambassador Zahawi that very satisfyingly blustered and bluffed on what he'd really been up to. I also received—this is what sometimes makes journalism worthwhile—a letter from a BBC correspondent named Gordon Correa who had been writing a book about A.Q. Khan. This was the Pakistani proprietor of the nuclear black market that had supplied fissile material to Libya, North Korea, very probably to Syria, and was open for business with any member of the 'rogue states' club. (Saddam's people, we already knew for sure, had been meeting North Korean missile salesmen in Damascus until just before the invasion, when Kim Jong Il's mercenary bargainers took fright and went home.) It turned out, said the highly interested Mr. Correa, that his man Khan had also been in Niger, and at about the same time that Zahawi had. The likelihood of the senior Iraqi diplomat in Europe and the senior Pakistani nuclear black-marketeer both choosing an off-season holiday in chic little uranium-rich Niger… well, you have to admit that it makes an affecting picture. But you must be ready to credit something as ridiculous as that if your touching belief is that Saddam Hussein was already 'contained,' and that Mr. Bush and Mr. Blair were acting on panic reports, fabricated in turn by self-interested provocateurs.

And so, as the passengers drifted off to sleep to the rhythmic clicking of steel wheels against rail, little did they dream that, riding in the car at the end of their train, were six men who represented an estimated one-fourth of the total wealth of the entire world. This was the roster of the Aldrich car that night: Nelson W. Aldrich, Republican "whip" in the Senate, Chairman of the National Monetary Commission, business associate of J.P. Morgan, father-in-law to John D. Rockefeller, Jr.; Abraham Piatt Andrew, Assistant Secretary of the U.S. Treasury; Frank A. Vanderlip, president of the National City Bank of New York, the most powerful of the banks at that time, representing William Rockefeller and the international investment banking house of Kuhn, Loeb & Company; Henry P. Davison, senior partner of the J.P. Morgan Company; Benjamin Strong, head of J.P. Morgan's Bankers Trust Company;1 6. Paul M. Warburg, a partner in Kuhn, Loeb & Company, a representative of the Rothschild banking dynasty in England and France, and brother to Max Warburg who was head of the Warburg banking consortium in Germany and the Netherlands.2

Doggerel by a Senior Citizen (for Robert Lederer) Our earth in 1969 Is not the planet I call mine, The world, I mean, that gives me strength To hold off chaos at arm’s length. My Eden landscapes and their climes Are constructs from Edwardian times, When bath-rooms took up lots of space, And, before eating, one said Grace. The automobile, the aeroplane, Are useful gadgets, but profane: The enginry of which I dream Is moved by water or by steam. Reason requires that I approve The light-bulb which I cannot love: To me more reverence-commanding A fish-tail burner on the landing. My family ghosts I fought and routed, Their values, though, I never doubted: I thought the Protestant Work-Ethic Both practical and sympathetic. When couples played or sang duets, It was immoral to have debts: I shall continue till I die To pay in cash for what I buy. The Book of Common Prayer we knew Was that of 1662: Though with-it sermons may be well, Liturgical reforms are hell. Sex was of course —it always is— The most enticing of mysteries, But news-stands did not then supply Manichean pornography. Then Speech was mannerly, an Art, Like learning not to belch or fart: I cannot settle which is worse, The Anti-Novel or Free Verse. Nor are those Ph.D’s my kith, Who dig the symbol and the myth: I count myself a man of letters Who writes, or hopes to, for his betters. Dare any call Permissiveness An educational success? Saner those class-rooms which I sat in, Compelled to study Greek and Latin. Though I suspect the term is crap, There is a Generation Gap, Who is to blame? Those, old or young, Who will not learn their Mother-Tongue. But Love, at least, is not a state Either en vogue or out-of-date, And I’ve true friends, I will allow, To talk and eat with here and now. Me alienated? Bosh! It’s just As a sworn citizen who must Skirmish with it that I feel Most at home with what is Real.

Welcome to part one of my author’s note: the inspiration behind this book. Just a few years ago, the wildest thing ever happened to me. During my senior year, Tom Holland secretly enrolled in my high school, the Bronx High School of Science, as an undercover student to learn more about American high schools for his upcoming role as Spider-Man. I was lucky enough to meet and talk to him during his time there (literally still reeling in shock if we’re being honest because w h a t), and I’ve always treasured that experience. Since then, an idea has lingered in the back of my head—wouldn’t this be such an incredible concept for a book?

Step 1 gets you the baseline, the GPA you would have predicted if you were told nothing about Julie beyond the fact that she is a graduating senior. In the absence of information, you would have predicted the average. (This is similar to assigning the base-rate probability of business administration graduates when you are told nothing about Tom W.) Step 2 is your intuitive prediction, which matches your evaluation of the evidence. Step 3 moves you from the baseline toward your intuition, but the distance you are allowed to move depends on your estimate of the correlation. You end up, at step 4, with a prediction that is influenced by your intuition but is far more moderate.

To those inclined to defend Trump, they might consider how it would have looked if President Obama had called the FBI director to a one-on-one dinner during an investigation of senior officials in his administration, then discussed his job security, and then said he expected loyalty. There would undoubtedly be people appearing on Fox News calling for Obama’s impeachment in an instant. This, of course, was not something I could ever conceive of Obama doing, or George W. Bush, for that matter. To my mind, the demand was like Sammy the Bull’s Cosa Nostra induction ceremony—with Trump, in the role of the family boss, asking me if I have what it takes to be a “made man.” I did not, and would never.

The welter of major policy decisions taken by American leaders between May and August 1945 were among the most complex in the nation’s history. Purely military strategy was amalgamated into high considerations of foreign policy; all minds, including those of senior generals and admirals, were turning toward the postwar order. The president’s men were absorbed in the day-in, day-out skirmishes with Stalin over the Yalta accords, the occupation and reconstruction of Germany, the political claims of Charles de Gaulle in France, and the charter of the United Nations. They were just beginning to think about the future of Asia, the status of former Japanese territories, the fate of British colonies, the red insurgency in China, the future of Japan under Allied occupation, and the still-uncertain matter of whether Japan’s overseas armies would lay down arms if ordered to do so by Tokyo, or if they would have to be beaten in the field even after the home islands were subjugated.

During the silence that followed, I didn’t move, speak, or change my facial expression in any way. The president of the United States just demanded the FBI director’s loyalty. This was surreal. To those inclined to defend Trump, they might consider how it would have looked if President Obama had called the FBI director to a one-on-one dinner during an investigation of senior officials in his administration, then discussed his job security, and then said he expected loyalty. There would undoubtedly be people appearing on Fox News calling for Obama’s impeachment in an instant. This, of course, was not something I could ever conceive of Obama doing, or George W. Bush, for that matter. To my mind, the demand was like Sammy the Bull’s Cosa Nostra induction ceremony—with Trump, in the role of the family boss, asking me if I have what it takes to be a “made man.” I did not, and would never. I was determined not to give the president any hint of assent to this demand, so I gave silence instead. We looked at each other for what seemed an eternity, but was maybe two seconds or so. I stared again at the soft white pouches under his expressionless blue eyes. I remember thinking in that moment that the president doesn’t understand the FBI’s role in American life or care about what the people there spent forty years building. Not at all.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Senior adults are probably not as averse to worship change as they are to feeling marginalized through those changes. It seems to them that their opinions are no longer needed or considered and their convictions are discounted as antiquated. I can imagine that some seniors view change as something that separates what was from what will be. It appears that the price paid through their years of blood, sweat, tears, and tithes is now being used to build a wall that will sideline or keep them out completely.

Butterflies bashed around inside Rae’s gut. What if everyone knew about her like Devon did? What did that mean anyway? She let out a slow breath. “Sure.” No sense in being shy in front of the hot, and probably senior, boy. For some reason, she wanted to impress him and being a recluse wouldn’t accomplish that

That unwavering devotion has always intrigued me. People commit to an artist’s music in a way they won’t to a relationship or a career. It’s a constant in their lives, no matter what else changes. My earliest memories are of my parents dancing in the kitchen to Etta James. My mom listened to those same songs my senior year of high school, over a decade after they got divorced.

Each meeting starts with a thirty-minute quiet time where everyone thoroughly reads the memo. From there, all attendees are asked to share gut reactions—senior leaders typically speak last—and then delve into what might be missing, ask probing questions, and drill down into any potential issues that may arise. “I definitely recommend the [six-page] memo over PowerPoint. And the reason we read them in the room, by the way, is because just like, you know, high school kids, executives will bluff their way through the meeting as if they’ve read the memo. Because we’re busy. And so, you’ve got to actually carve out the time for the memo to get read and that’s what the first half hour of the meeting is for and then everybody has actually read the memo, they’re not just pretending to have read it. It’s pretty effective.” —2018 Forum on Leadership, “Closing Conversation with Jeff Bezos,” George W. Bush Presidential Center at SMU23

[W]ars are decided in the decades before they begin, not by the sudden appearance of a new, technological "silver bullet" or the presence of a few strong personalities in the senior ranks during a single battle. How effectively natioanl political and military leaders adjust the framework of organization, technology, and human capital to relentless change in society, technology, and world affairs determines whether the nation-state prevails or perishes in defeat.

Within a year of George W. Bush assuming the presidency, over thirty arms industry executives, consultants and lobbyists occupied senior positions in his administration. Half a dozen senior executives from Lockheed Martin alone were given crucial appointments in the Bush government during 2001. By the end of that year the Pentagon had awarded the company one of the biggest military contracts in US history.10

Frank Fiorini, better known as Frank Sturgis, had an interesting career that started when he quit high school during his senior year to join the United States Marine Corps as an enlisted man. During World War II he served in the Pacific Theater of Operations with Edson’s Raiders, of the First Marine Raiders Battalion under Colonel “Red Mike.” In 1945 at the end of World War II, he received an honorable discharge and the following year joined the Norfolk, Virginia Police Department. Getting involved in an altercation with his sergeant, he resigned and found employment as the manager of the local Havana-Madrid Tavern, known to have had a clientele consisting primarily of Cuban seamen. In 1947 while still working at the tavern, he joined the U.S. Navy’s Flight Program. A year later, he received an honorable discharge and joined the U.S. Army as an Intelligence Officer. Again, in 1949, he received an honorable discharge, this time from the U.S. Army. Then in 1957, he moved to Miami where he met former Cuban President Carlos Prío, following which he joined a Cuban group opposing the Cuban dictator Batista. After this, Frank Sturgis went to Cuba and set up a training camp in the Sierra Maestra Mountains, teaching guerrilla warfare to Castro’s forces. He was appointed a Captain in Castro’s M 26 7 Brigade, and as such, he made use of some CIA connections that he apparently had cultivated, to supply Castro with weapons and ammunition. After they entered Havana as victors of the revolution, Sturgis was appointed to a high security, intelligence position within the reorganized Cuban air force. Strangely, Frank Sturgis returned to the United States after the Cuban Revolution, and mysteriously turned up as one of the Watergate burglars who were caught installing listening devices in the National Democratic Campaign offices. In 1973 Frank A. Sturgis, E. Howard Hunt, Eugenio R. Martínez, G. Gordon Liddy, Virgilio R. “Villo” González, Bernard L. Barker and James W. McCord, Jr. were convicted of conspiracy. While in prison, Sturgis feared for his life if anything he had done, regarding his associations and contacts, became public knowledge. In 1975, Sturgis admitted to being a spy, stating that he was involved in assassinations and plots to overthrow undisclosed foreign governments. However, at the Rockefeller Commission hearings in 1975, their concluding report stated that he was never a part of the CIA…. Go figure! In 1979, Sturgis surfaced in Angola where he trained and helped the rebels fight the Cuban-supported communists. Following this, he went to Honduras to train the Contras in their fight against the communist-supported Sandinista government. He also met with Yasser Arafat in Tunis, following which he was debriefed by the CIA. Furthermore, it is documented that he met and talked to the Venezuelan terrorist Ilich Ramírez Sánchez, or Carlos the Jackal, who is now serving a life sentence for murdering two French counter intelligence agents. On December 4, 1993, Sturgis suddenly died of lung cancer at the Veterans Hospital in Miami, Florida. He was buried in an unmarked grave south of Miami…. Or was he? In this murky underworld, anything is possible.