Well Deserved Promotion Quotes

I found this method safest for myself and very embarrassing to those against whom I used it; therefore I took a delight in it, practis'd it continually, and grew very artful and expert in drawing people, even of superior knowledge, into concessions, the consequences of which they did not foresee, entangling them in difficulties out of which they could not extricate themselves, and so obtaining victories that neither myself nor my cause always deserved. I continu'd this method some few years, but gradually left it, retaining only the habit of expressing myself in terms of modest diffidence; never using, when I advanced any thing that may possibly be disputed, the words certainly, undoubtedly, or any others that give the air of positiveness to an opinion; but rather say, I conceive or apprehend a thing to be so and so; it appears to me, or I should think it so or so, for such and such reasons; or I imagine it to be so; or it is so, if I am not mistaken. This habit, I believe, has been of great advantage to me when I have had occasion to inculcate my opinions, and persuade men into measures that I have been from time to time engag'd in promoting; and, as the chief ends of conversation are to inform or to be informed, to please or to persuade, I wish well-meaning, sensible men would not lessen their power of doing good by a positive, assuming manner, that seldom fails to disgust, tends to create opposition, and to defeat every one of those purposes for which speech was given to us, to wit, giving or receiving information or pleasure. For, if you would inform, a positive and dogmatical manner in advancing your sentiments may provoke contradiction and prevent a candid attention. If you wish information and improvement from the knowledge of others, and yet at the same time express yourself as firmly fix'd in your present opinions, modest, sensible men, who do not love disputation, will probably leave you undisturbed in the possession of your error. And by such a manner, you can seldom hope to recommend yourself in pleasing your hearers, or to persuade those whose concurrence you desire. Pope says, judiciously:           "Men should be taught as if you taught them not,           And things unknown propos'd as things forgot;" farther recommending to us "To speak, tho' sure, with seeming diffidence.

When equal sacrifices are required, equal rights must be given likewise. This has been such commonplace of thought for a hundred and twenty years that one is ashamed to find it still in need of emphasis. I any case, if this principle is applied in an army, and the great saying about the Marshal’s baton that every recruit carries in his knapsack is not an mere empty phrase, everybody feels that he is in his place, whether he is born to command or to obey. If I give any offence by this, I may add that this would be an army composed entirely of Fahnenjunker. Democratic sentiments? I hate democracy as I do the plague – besides, the democratic ideal of an army would be one consisting entirely, not of Fahnenjunker, but of officers with lax discipline and great personal liberty. For my taste, on the contrary, and for that of young Germans in general to-day, an army could not be too iron, too dictatorial, ad too absolute – but if it is to be so, then there must be a system of promotion that is not sheltered behind any sort of privilege, but opened up to the keenest competition. If we are to come to grief in this war it can only be from moral causes; for materially, whatever any one may say, we are strong enough. And the decisive factor will be the defects of leadership; or to express it more accurately, the relation in which officers and men stand to each other. It would not be for the first time in our experience, and it would be another proof that peoples too (for it is on the shoulders of the whole people, not jsut the ruling class) always repeat the same mistakes just as individuals do. The battle of Jena is an instance. This defeat should not be regarded as a great disaster, but as a just and well-deserved warning of the fate to cut loose from an impossible state of affairs; for in that battle a new principle of leadership encountered and overthrew an antiquated one. Every war that is lost is lost deservedly. One must always bear that in mind if one wishes to be the winner.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

Sylvia called to apologize - she had been passed up for a promotion she damn well knew she deserved - and Charmaine called to say they'd had a great time and to postpone a tentative Tuesday tennis date. "Ed's got a bee in his bonnet," she said. "He's taking a few days off, we're putting Merrill with the DaCostas - you don't know them, lucky you - and he and I are going to 'rediscover each other.' That means he chases me around the bed. And my period's not till next week, God damn it. "Why not let him catch you?" Joanna said. "Oh God," Charmaine said. "Look, I just don't enjoy having a big cock shoved into me, that's all. Never have and never will. And I'm not a lez either, because I tried it and that's no big deal. I'm just not interested in sex. I don't think any woman is, really, not even Pisces women. Are you?" "Well I'm not a nympho," Joanna said, "but I'm interested in it, sure I am." "Really, or do you just feel you're supposed to be?" "Really. "Well, to each his own," Charmaine said.

Sylvia called to apologize - she had been passed up for a promotion she damn well knew she deserved - and Charmaine called to say they'd had a great time and to postpone a tentative Tuesday tennis date. "Ed's got a bee in his bonnet," she said. "He's taking a few days off, we're putting Merrill with the DaCostas - you don't know them, lucky you - and he and I are going to 'rediscover each other.' That means he chases me around the bed. And my period's not till next week, God damn it." "Why not let him catch you?" Joanna said. "Oh God," Charmaine said. "Look, I just don't enjoy having a big cock shoved into me, that's all. Never have and never will. And I'm not a lez either, because I tried it and that's no big deal. I'm just not interested in sex. I don't think any woman is, really, not even Pisces women. Are you?" "Well I'm not a nympho," Joanna said, "but I'm interested in it, sure I am." "Really, or do you just feel you're supposed to be?" "Really." "Well, to each his own," Charmaine said.

While I was intent on improving my language, I met with an English grammar (I think it was Greenwood's), at the end of which there were two little sketches of the arts of rhetoric and logic, the latter finishing with a specimen of a dispute in the Socratic method; and soon after I procur'd Xenophon's Memorable Things of Socrates, wherein there are many instances of the same method. I was charm'd with it, adopted it, dropt my abrupt contradiction and positive argumentation, and put on the humble inquirer and doubter. And being then, from reading Shaftesbury and Collins, become a real doubter in many points of our religious doctrine, I found this method safest for myself and very embarrassing to those against whom I used it; therefore I took a delight in it, practis'd it continually, and grew very artful and expert in drawing people, even of superior knowledge, into concessions, the consequences of which they did not foresee, entangling them in difficulties out of which they could not extricate themselves, and so obtaining victories that neither myself nor my cause always deserved. I continu'd this method some few years, but gradually left it, retaining only the habit of expressing myself in terms of modest diffidence; never using, when I advanced any thing that may possibly be disputed, the words certainly, undoubtedly, or any others that give the air of positiveness to an opinion; but rather say, I conceive or apprehend a thing to be so and so; it appears to me, or I should think it so or so, for such and such reasons; or I imagine it to be so; or it is so, if I am not mistaken. This habit, I believe, has been of great advantage to me when I have had occasion to inculcate my opinions, and persuade men into measures that I have been from time to time engag'd in promoting; and, as the chief ends of conversation are to inform or to be informed, to please or to persuade, I wish well-meaning, sensible men would not lessen their power of doing good by a positive, assuming manner, that seldom fails to disgust, tends to create opposition, and to defeat every one of those purposes for which speech was given to us, to wit, giving or receiving information or pleasure. For, if you would inform, a positive and dogmatical manner in advancing your sentiments may provoke contradiction and prevent a candid attention. If you wish information and improvement from the knowledge of others, and yet at the same time express yourself as firmly fix'd in your present opinions, modest, sensible men, who do not love disputation, will probably leave you undisturbed in the possession of your error. And by such a manner, you can seldom hope to recommend yourself in pleasing your hearers, or to persuade those whose concurrence you desire. Pope says, judiciously:           "Men should be taught as if you taught them not,           And things unknown propos'd as things forgot;" farther recommending to us "To speak, tho' sure, with seeming diffidence." And he might have coupled with this line that which he has coupled with another, I think, less properly, "For want of modesty is want of sense." If you ask, Why less properly? I must repeat the lines,           "Immodest words admit of no defense,           For want of modesty is want of sense." Now, is not want of sense (where a man is so unfortunate as to want it) some apology for his want of modesty? and would not the lines stand more justly thus?           "Immodest words admit but this defense,           That want of modesty is want of sense." This, however, I should submit to better judgments.

Man was made for action, and to promote by the exertion of his faculties such changes in the external circumstances both of himself and others, as may seem most favourable to the happiness of all. He must not be satisfied with indolent benevolence, nor fancy himself the friend of mankind, because in his heart he wishes well to the prosperity of the world. That he may call forth the whole vigour of his soul, and strain every nerve, in order to produce those ends which it is the purpose of his being to advance, Nature has taught him, that neither himself nor mankind can be fully satisfied with his conduct, nor bestow upon it the full measure of applause, unless he has actually produced them. He is made to know, that the praise of good intentions, without the merit of good offices, will be but of little avail to excite either the loudest acclamations of the world, or even the highest degree of self-applause. The man who has performed no single action of importance, but whose whole conversation and deportment express the justest, the noblest, and most generous sentiments, can be entitled to demand no very high reward, even though his inutility should be owing to nothing but the want of an opportunity to serve. We can still refuse it him without blame. We can still ask him, What have you done? What actual service can you produce, to entitle you to so great a recompense? We esteem you, and love you; but we owe you nothing. To reward indeed that latent virtue which has been useless only for want of an opportunity to serve, to bestow upon it those honours and preferments, which, though in some measure it may be said to deserve them, it could not with propriety have insisted upon, is the effect of the most divine benevolence. To punish, on the contrary, for the affections of the heart only, where no crime has been committed, is the most insolent and barbarous tyranny.

Women are also more reluctant to apply for promotions even when deserved, often believing that good job performance will naturally lead to rewards.8 Carol Frohlinger and Deborah Kolb, founders of Negotiating Women, Inc., describe this as the “Tiara Syndrome,” where women “expect that if they keep doing their job well someone will notice them and place a tiara on their head.

You may not have the parents or the siblings you’d have chosen. You may not look the way you’d have picked. The people you love may not always love you back. You may not live where you’d like. You may not have the job you want, or get the promotion you believe you deserve. If you get married, it may not work out the way you thought it would. If you have children, they won’t always do what you’d like, and they may disappoint you sometimes. I’ve found you can choose to let all the things that go wrong in life depress you. Or, you can accept that things will go wrong, try to laugh, and then look at what you can do. There’s a Japanese proverb that gets right to the point: We’re fools whether we dance or not -- so we might as well dance.

If a woman can be the attorney general or the secretary of state, what’s keeping you from climbing up the career ladder? You want to complain about the glass ceiling, the lack of childcare, or your boss’s assumption that you don’t deserve a promotion because women don’t perform well under pressure? People in our postfeminist world don’t want to hear about it. They want you to find a way around the impediment. Whining about obstacles won’t solve anything, so get over it. Adjust your attitude. You’re not one of those uptight feminists, are you? Don’t you know that gender equality has been accomplished? Haven’t you heard that feminists keep women down by making them insecure about their ability to compete as men’s equals? They are a defeatist bunch, complaining about minor issues. Surely you won’t let trivial hindrances conquer you! Surely you’ll find a way to make something of yourself. Surely you’ll beat the odds.

This includes enormous sums of money funneled to bodies that appear to support conflict resolution and fundamental rights. The problem is that far too much of this money goes to bodies that fight for the opposite. Below are just a few prominent examples. The Dutch government funds Electronic Intifada.[813] Ali Abunimah is one of its heads. Abunimah considers Mahmoud Abbas to be a “collaborator” with Israelis (the Palestinian term for a traitor who deserves death).[814] Abunimah is also a virulent opponent to the peace process and an open supporter of the “one-state solution”[815] whose real meaning—in the eyes of Europe, as well as Israel—is an end to the Jewish state. Sweden, Belgium, Ireland, Norway, and Holland have supported the NGO al-Haq over the last decade.[816] A Palestinian organization based in Ramallah, al-Haq is supposedly a neutral human rights organization. The problem? It supports both BDS and the right of return.[817] Could someone explain how funding such an organization promotes genuine peace? The Development Center (NDC) transfers millions of dollars to Israeli and Palestinian organizations. The fund is supported by the World Bank, France, and other European countries.[818] Formally, the fund supports human rights as such, but a check of the organizations it funds shows that most of them either support the right of return or are involved in BDS. Among the dozens of organizations backed by the European Union is the Israeli Committee Against House Demolitions (ICAHD), headed by Jeff Halper. Halper has made a name for himself giving lecture tours attacking not just Israel but also global capitalism. He even views the Saudi Peace Plan as nothing more than a ploy “intended more to placate the Arab Street than as an actual political position.”[819] In his opinion, Western leaders are practically begging Israel to become a regional power so that the West can continue to oppress the Arab masses. ICAHD also publicly supports BDS and Return.[820] Despite all this, this openly radical organization was supported by the European Union to the tune of €169,661 between February 2010 and June 2012.[821] We could go on like this forever to cover the ever-growing list of organizations which are funded by the European Union, and European countries.[822] Organization after organization sells the West a bill of goods about supporting human rights—and then goes on to support the campaign against the very existence of Israel, for a right of return,

The ways we communicate convey meaning. To the extent that a boss sees a woman subordinate’s actions as indicative of nurturance and kindness but not of assertiveness and leadership capability, he is likely to treat her ideas as not deserving of attention and fail to seriously consider her for promotion as well. If his misinterpretation of her communication style is not brought to his attention, she is denied access to senior levels.

Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.

Optimizing Performance Toward A Successful Fitness Guide Website Begins Now Fitness guide websites should be maintained carefully, and should be updated frequently. Stay open to the possibility of changing your approach to updating your exercise tips and information website. It can be quite easy to maintain your website if you check out our guidelines below. You should always aim to make the best exercise tips and information website that's possible even though perfection doesn't exist. Improvements could always be made, so look at your online site objectively from every angle to see where you can implement positive changes. Keep in mind, having a website up and running demands your time and attention. A site is a digital piece of art, so nurture your online site and show it the care and attention it deserves. Many company owners are not professional exercise tips and information website designers; if you are such an owner, don't hesitate to work with an expert to build a website for you. Express your vision clearly and make sure they've a detailed plan of what you want from the site. If you present them with this plan, they're going to have no reason to not give you the results you want. Hit the web and check out the newest sites that the designer has created. Make sure to align digital marketing campaigns with sales at your physical location to increase sales. When companies have both physical locations and an online store, customers have a tendency to shop with them more often. Streamline your store's branding by displaying your logo on all business signage, publicity, promotional ads, and your online presence, including social media. Customers prefer to do business with places where they know there's a face behind the exercise tips and information website. For your exercise tips and information website to be successful, you need to continuously manage it well and make certain that it is aesthetically pleasing. Weird fonts and color schemes as well as too many visuals are things that website designers want you to avoid. Meticulous proofreading is essential; be sure to catch every spelling and grammar mistake. The reputation of the site can be ruined if there are errors in spelling or grammar. The content displayed on your exercise tips and information website should correlate closely with your selected keywords. If you draw traffic to your site with keywords that do not truly represent your company's mission, products and services, your regular visitors rarely return. Your reputation is at stake with these decisions, so make sure what you offer and your keywords are closely connected. In order to be certain that you are using the best keywords for your site, have a professional website designer review your site and offer feedback. If your exercise tips and information website makes registration mandatory, it ought to be simple and hassle free. Requiring registration in order to make a purchase has become a standard business practice. Continuously offer the choice of enlistment, despite the fact that a few people may decide to not to do as such. Offer special perks to users who register, like releasing additional details about their orders. Farkas Health and Fitness For more Information, Visit us at: Health And Fitness Address: 3227 Coventry Court Gulfport, MS 39501 Phone: 228-242-9548

Accelerate Your Learning with a Questionnaire QUESTIONS TO ASK ABOUT THE PAST Performance How well or poorly has the company performed in the past? What goals were set? What kind of benchmarks were employed? What actions were taken when goals were not reached? What initiatives for change were made in the past? Who was most responsible for change initiatives? How effective or ineffective were these attempts at change? What drivers have had a positive impact on performance? Why? What drivers have had a negative impact on performance? Why? How have the company’s strategy, structure, technical capabilities, culture, and politics impacted performance? QUESTIONS TO ASK ABOUT THE PRESENT Vision and Strategy Does the company have a clear vision statement? If so, what is it? Does the company have a clear articulation of strategy? If so, what is it? Is the company’s strategy being executed optimally? If not, why not? If so, will this strategy win? The Team Who is exceptional? Who is competent and capable? Who is not competent and capable? Who deserves the company’s total confidence? Who does not deserve the company’s total confidence? Who are the influencers on the team? What are the sources of their influence? Company Policies and Processes What are the company’s most significant practices and processes? Do the essential practices and processes promote value, productivity, and safety? What can be done to improve performance of practices and processes? Latent Risks and Hazards Are there latent risks and hazards that threaten the performance of the company? Is the company subject to cultural/political risks or peril? What are they? Easy Victories to Score Where and what are business areas in which easy and early wins can be scored? QUESTIONS ABOUT THE FUTURE Near-Future Challenges and Problems What challenges and problems will the business likely encounter in the coming year? How should we prepare to meet and overcome them? Near-Future Opportunities What unexploited opportunities lie ahead? What do we need to realize them? Obstacles What significant obstacles do we face ahead? What do we need to do now to prepare to overcome these obstacles? Company Culture Is the company culture in need of change? Which aspects of the company culture should be preserved? Which aspects should be changed?

Decide when you want to leave work and you’ll know how many hours you have. Slot in what you need to get done by priority. Cal calls this “fixed schedule productivity.” You need boundaries if you want work–life balance. This forces you to be efficient. By setting a deadline of six p.m. and then scheduling tasks, you can get control over that hurricane of duties, and you can be realistic instead of shocked by what is never going to happen. Most of us use our calendars all wrong: we don’t schedule work; we schedule interruptions. Meetings get scheduled. Phone calls get scheduled. Doctor appointments get scheduled. You know what often doesn’t get scheduled? Real work. All those other things are distractions. Often, they’re other people’s work. But they get dedicated blocks of time and your real work becomes an orphan. If real work is the stuff that affects the bottom line, the stuff that gets you noticed, the thing that earns you raises and gets you singled out for promotion, well, let me utter blasphemy and suggest that maybe it deserves a little dedicated time too. Also, at least an hour a day, preferably in the morning, needs to be “protected time.” This is an hour every day when you get real work done without interruption. Approach this concept as if it were a religious ritual. This hour is inviolate.

BRAND VERSUS PRODUCT The Modi brand was built on the promise of delivery. The 2014 campaign was promoted under the theme ‘Achche din aane wale hain’ (good days are on the way). It assumed that Modi would bring change. It was not an empty promise: it came from his certitude and his reductive understanding of the problems that India and its government grapple with. The Modi view of the world is also the view of the middle classes, generally speaking. It can be understood thus: the system is bad, but it cannot be fixed because politicians are corrupt. India’s poverty and inefficiency was the product, therefore, of bad politicians. The view also is that India’s potential has been kept suppressed and the people, especially the middle class, have suffered for this. The nation had not become developed though it was full of people who were talented. The politicians had let the rest of us down. The system had failed because of the party which had created it and run it. The Congress stood for corruption and socialism and dynasty (this last bit is less damaging than is assumed, in a society where such things as a ‘good family’, meaning virtue spread through genes, are believed to be true). The Gandhis were nepotistic, and people like Rahul Gandhi are not equipped or qualified in any way to lead India to its deserved greatness. A good man, an honest man, a strong man who means well is the thing needed to fix this system because the system is the problem and needs to be fixed. Once that is done, this great society will be able to take its destined place in the world.

Why did Emile run from Pippa?” Tharion asked. Cormac ran his hands through his blond hair. “He was afraid of her. He’s wise to be. Pippa is a fanatic on a fast track to promotion into Ophion Command. With so many of our bases recently destroyed, Ophion is nervous enough to start considering her ideas—and I worry they’ll soon start following her as well. There are no lines she and her unit of Lightfall soldiers won’t cross. Did your news over here get wind of that story about the leopard massacre a year ago?” Bryce couldn’t stop her shudder. Ithan said quietly, “Yeah.” Cormac said, “That was Pippa’s idea, carried out by Lightfall. To use those Vanir kids and babies to lure their parents out of their hidden dens—and then kill them all. Simply for sport. For the Hel of it. Because they were Vanir and deserved to die. Even the children. She said it was part of cleansing this world. Working their way up to the top: the Asteri. Hence the Lightfall name.” Hunt

Women are also more reluctant to apply for promotions even when deserved, often believing that good job performance will naturall lead to rewards. Carol Frohlinger and Deborah Kolb, founders of Negotiating Women, Inc., describe this as the "Tiara Syndrome", where women "expect that if they keep doign their job well someone will notice them and place a tiara on their head". In a perfect meritocracy, tiaras would be doled out to the deserving, but I have yet to see on floating around an office. Hard work and results should be recognized by others, but when they aren't, advocating for oneself becomes necessary. As discussed earlier, this must be done with great care. But it must be done.

And harder economic times strained civic trust. As the U.S. growth rate started to slow in the 1970s—as incomes then stagnated and good jobs declined for those without a college degree, as parents started worrying about their kids doing at least as well as they had done—the scope of people’s concerns narrowed. We became more sensitive to the possibility that someone else was getting something we weren’t and more receptive to the notion that the government couldn’t be trusted to be fair. Promoting that story—a story that fed not trust but resentment—had come to define the modern Republican Party. With varying degrees of subtlety and varying degrees of success, GOP candidates adopted it as their central theme, whether they were running for president or trying to get elected to the local school board. It became the template for Fox News and conservative radio, the foundational text for every think tank and PAC the Koch Brothers financed: The government was taking money, jobs, college slots, and status away from hardworking, deserving people like us and handing it all to people like them—those who didn’t share our values, who didn’t work as hard as we did, the kind of people whose problems were of their own making. The intensity of these convictions put Democrats on the defensive, making leaders less bold about proposing new initiatives, limiting the boundaries of political debate. A deep and suffocating cynicism took hold. Indeed, it became axiomatic among political consultants of both parties that restoring trust in the government or in any of our major institutions was a lost cause, and that the battle between Democrats and Republicans each election cycle now came down to whether America’s squeezed middle class was more likely to identify the wealthy and powerful or the poor and minorities as the reason they weren’t doing better.

It’s like walking into a room and worrying everyone was just talking about you; the real power is knowing that they were. They can’t bully me when I have the power this time. After everything they’ve put me through, I deserve this promotion. I deserve to move on. I, at least, deserve to be here.

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