What Are The Best Senior Quotes

Picture this, Olive. Early two thousands. Preppy, ridiculously expensive all-male DC school. Two gay students in grade twelve. Well, two of us that were out, anyway. Richie Muller and I date for the entirety of senior year - and then he dumps me three days before prom for some guy he’d been having a thing with for months.” “He was a prick,” Adam muttered. “I have three choices. Not go to the dance and mope at home. Go alone and mope at school. Or, have my best friend - who was planning on staying home and moping over gamma-aminobutyric acids - come as my date. Guess which?” Olive gasped. “How did you convince him?” “That’s the thing, I didn’t. When I told him about what Richie did, he offered!

Let me tell you girls a story, short and sweet. In high school, I was a junior varsity cheerleader dating a senior who was up for football scholarships. I'd slept with him several times willingly. One night I wasn't in the mood, but he was. So he held me down and forced me. The few people I told about it - including my best friend - pointed out what would happen to him if I told. They stressed the fact that I hadn't been a virgin, that we were dating, that we'd had sex before. So I kept quiet. I never even told my mother. That boy put bruises on my body. I was crying and begging him to stop and he didn't. That's called rape, ladies.

I was in the fifth grade the first time I thought about turning thirty. My best friend Darcy and I came across a perpetual calendar in the back of the phone book, where you could look up any date in the future, and by using this little grid, determine what the day of the week would be. So we located our birthdays in the following year, mine in May and hers in September. I got Wednesday, a school night. She got a Friday. A small victory, but typical. Darcy was always the lucky one. Her skin tanned more quickly, her hair feathered more easily, and she didn't need braces. Her moonwalk was superior, as were her cart-wheels and her front handsprings (I couldn't handspring at all). She had a better sticker collection. More Michael Jackson pins. Forenze sweaters in turquoise, red, and peach (my mother allowed me none- said they were too trendy and expensive). And a pair of fifty-dollar Guess jeans with zippers at the ankles (ditto). Darcy had double-pierced ears and a sibling- even if it was just a brother, it was better than being an only child as I was. But at least I was a few months older and she would never quite catch up. That's when I decided to check out my thirtieth birthday- in a year so far away that it sounded like science fiction. It fell on a Sunday, which meant that my dashing husband and I would secure a responsible baby-sitter for our two (possibly three) children on that Saturday evening, dine at a fancy French restaurant with cloth napkins, and stay out past midnight, so technically we would be celebrating on my actual birthday. I would have just won a big case- somehow proven that an innocent man didn't do it. And my husband would toast me: "To Rachel, my beautiful wife, the mother of my chidren and the finest lawyer in Indy." I shared my fantasy with Darcy as we discovered that her thirtieth birthday fell on a Monday. Bummer for her. I watched her purse her lips as she processed this information. "You know, Rachel, who cares what day of the week we turn thirty?" she said, shrugging a smooth, olive shoulder. "We'll be old by then. Birthdays don't matter when you get that old." I thought of my parents, who were in their thirties, and their lackluster approach to their own birthdays. My dad had just given my mom a toaster for her birthday because ours broke the week before. The new one toasted four slices at a time instead of just two. It wasn't much of a gift. But my mom had seemed pleased enough with her new appliance; nowhere did I detect the disappointment that I felt when my Christmas stash didn't quite meet expectations. So Darcy was probably right. Fun stuff like birthdays wouldn't matter as much by the time we reached thirty. The next time I really thought about being thirty was our senior year in high school, when Darcy and I started watching ths show Thirty Something together. It wasn't our favorite- we preferred cheerful sit-coms like Who's the Boss? and Growing Pains- but we watched it anyway. My big problem with Thirty Something was the whiny characters and their depressing issues that they seemed to bring upon themselves. I remember thinking that they should grow up, suck it up. Stop pondering the meaning of life and start making grocery lists. That was back when I thought my teenage years were dragging and my twenties would surealy last forever. Then I reached my twenties. And the early twenties did seem to last forever. When I heard acquaintances a few years older lament the end of their youth, I felt smug, not yet in the danger zone myself. I had plenty of time..

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency. Later, I’m going to challenge some of Dalio’s principles, but first I want to explain the weapons he has used to wage a war on groupthink.

This is what parents do -- what all of us do, in fact, when we're at our unrivaled best. We bind ourselves to those who need us most, and through caring for them, grow to love them, grow to delight in them, grow to marvel at who they are. Gift-love at its purest.

For quite a long time I have been examining myself concerning the pertinence of Birthdays, while the date and time is linear, What is the point of celebrating it every year over and over once more, and afterward I understand we invested the vast majority of our energy in attempting to substantiate ourselves the best on the boundaries, all set by others, be it kids, soul mate, guardians, companions, seniors and so forth, and in this journey we will generally fail to remember what initially we needed with ourselves. Birthday is one day which offers us a chance to make a huge stride towards the directions we at any point needed to set out for ourselves. It ought to be made consistently, as the principal right stride, towards your own objectives to provide guidance to every single further advance. I pray that you will actually assemble your entire existence today to take a step towards your own objectives, without blending your objectives in with the objectives of others. Enjoy more than ever and never later. Have an Extraordinary Birthday!!!

I didn’t know it yet, but he would become one of our high school’s super-athletes. There were hints of athletic (and, presumably, sexual) prowess there. For one, boys as ridiculously Abercrombie- esque good-looking as he was are always sports stars throughout high school. It is a rule, a self- fulfilling prophecy. It seems as if, sometime during elementary school, coaches make note of the little boys with the most classic bone structure and the best height projections and kidnap them, training them under cover of night. Not all of them will make it in college ball (that’s what people call it, right?) because by the time they’re all seniors, many of them will have been riding more on the sportsman-like nature of their faces than their actual abilities. But until that day, coaches will keep putting them on the field in the most prominent and visually appealing positions because they just kind of look like that’s where they should be. At least I’m pretty sure that is what’s going on.

The headmaster used to expound the meaning of school life in his sermons.15 Sherborne was not, he explained, entirely devoted to ‘opening the mind’, although ‘historically … this was the primary meaning of school.’ Indeed, said the headmaster, there was ‘constantly a danger of forgetting the original object of school.’ For the English public school had been consciously developed into what he called ‘a nation in miniature’. With a savage realism, it dispensed with the lip service paid to such ideas as free speech, equal justice and parliamentary democracy, and concentrated upon the fact of precedence and power. As the headmaster put it: In form-room and hall and dormitory, on the field and on parade, in your relations with us masters and in the scale of seniority among yourselves, you have become familiar with the ideas of authority and obedience, of cooperation and loyalty, of putting the house and the school above your personal desires … The great theme of the ‘scale of seniority’ was the balance of privilege and duty, itself reflecting the more worthy side of the British Empire. But this was a theme to which ‘opening the mind’ came as at best an irrelevance.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency.

Now that you’re old, cut yourself some slack, would you? Let yourself off the hook. Give yourself a break. You don’t have to do it all anymore. Take it easy for a change. It’s OK with the rest of the world. So why not you? For the first time in your life, do what you want. Not what everyone else thinks you should. Not what you think everyone else thinks you should. Do what you want. Excuse yourself. Say no. Back out. Beg off. Stay home. Take a rain check. Take a nap. Watch the ball game on TV. Anything but what you’d rather not do but feel you have to for everyone else's sake but your own. And then feel bad about having done it. That's plain wrong. And ask for some help when you need it: 'It’s too heavy.' 'It's too far.' Too near. Too cold. Too hot. Too bright. Too dark. Whatever. It's OK because there's always going to be something you need help with anymore. And be grateful for the helping hand. You'll find more and more people extend one to you these days. Whatever the reason for accepting you’ve got the best excuse in the world. The only one you’ll ever need: 'Hey, I’m old.

Jobs also decided to bring his son Reed, then a high school senior, back with him from Hawaii. “I’m going to be in meetings 24/7 for probably two days and I want you to be in every single one because you’ll learn more in those two days than you would in two years at business school,” he told him. “You’re going to be in the room with the best people in the world making really tough decisions and get to see how the sausage is made.” Jobs got a little misty-eyed when he recalled the experience. “I would go through that all again just for that opportunity to have him see me at work,” he said. “He got to see what his dad does.

I love my passengers. I remember one woman in particular--a senior who had gotten on my bus. She seemed completely lost. She said she was going to a restaurant on City Island Avenue. I could see she was confused. There was just something about her. She looked so elegant, but with a fur coat on a hot summer day, so I said, 'Are you okay?' and she said, 'I'm fine, but I don't know what restaurant I'm meeting my friends at.' I said, 'Get on. Sit in the front.' I asked a gentleman to get up so she could sit near me, and I said, 'I'll run in and I'll check each restaurant for you.' So I checked the restaurants and no luck, but at the very, very last restaurant on the left, I said, 'It's got to be this one. Let me swing the bus around,' and I swung it around. I said, 'Don't move. Let me make sure this is the place before you get out.'It was a hot day, and she's got fur on. She could pass out. So I said, 'Stay here, sweetie. It's nice and cool in here.' I went in and I said 'There's a lady in the bus and she's not sure of the restaurant,' and I saw a whole bunch of seniors there and they said, 'Oh, that's her!' I ran back to the bus and I said, 'sweetie, your restaurant is right here.' I said, 'Let me kneel the bus.' Kneeling the bus means I bring it closer to the ground so she gets off easier. And I said, 'Don't move.' I remember my right hand grabbed her right hand. I wanted to make her feel special, like it was a limousine. It was a bus, but I wanted to make her feel like it was a limousine. And she said, 'I have been diagnosed with cancer--but today is the best day of my life.' And I've never forgotten that woman (Weeping). She's diagnosed with cancer and just because I helped her off the bus, she said she felt like Cinderella. Can't get better than that. And doing your job and getting paid to do a job where you can do something special like that? It's pretty awesome.

Calm Is Contagious” This is another of Pavel’s favorite quotes. Here is an elaboration from a speech by Rorke Denver, former Navy SEAL commander: “A master chief, the senior enlisted rank in the Navy—who was like a god to us—told us he was giving us an invaluable piece of advice that he’d learned from another master chief during the Vietnam War. He said, ‘This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.’” *

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

What’s the magic number of candidates then? I worked with our firm’s research center in India on a massive analysis to study the relationship between how many people we had presented to our clients in thousands of executive searches all over the world and the “stick rate” of the one hired—that is, how many years he or she had stayed at the company, either in the original position or moving up to a more senior role. My expectation was that a larger pool of people interviewed would increase the stick rate, and that happened up to a point. But after three or four candidates, it rapidly declined, confirming that too many options generate suboptimal decisions. So three to four seems to be the right number, just as it is with the interviewers you involve in your key people decisions. But wait: Weren’t Kepler and Darwin out of this range with their eleven

In most ancient cultures, there must have been an intuitive understanding of this process, which is why old people were respected and revered. They were the repositories of wisdom and provided the dimension of depth without which no civilization can survive for long. In our civilization, which is totally identified with the outer and ignorant of the inner dimension of spirit, the word old has mainly negative connotations. It equals useless and so we regard it as almost an insult to refer to someone as old. To avoid the word, we use euphemisms such as elderly and senior. The First Nation’s “grandmother” is a figure of great dignity. Today’s “granny” is at best cute. Why is old considered useless? Because in old age, the emphasis shifts from doing to Being, and our civilization, which is lost in doing, knows nothing of Being. It asks: Being? What do you do with it?

When I see someone not performing, I am frank enough to tell the person that it’s not working out. I request him or her to leave or change jobs within the group. But I see many of our senior colleagues, including my brothers, sons and nephews, empathetic towards non-performers. They don’t want to face the issue. They tend to become comfortable with such people and they get protection. They tend to choose people who become personally loyal to them rather than to the company. I think it’s important to be professional about such matters. Protecting a non-performer is not good for the business and also the person being protected. This is unprofessional too. The non-performer may be in the wrong job and thus not doing what he or she is best at doing. Empathy that results in protection would lead to a negative result for the employee as well. He or she might be better off in another job within the group or elsewhere.

in Howard was in one of those moods during which crazy ideas sound perfectly sensible. A bullish, handsome man with decisive eyebrows and more hair than he could find use for, Lin had a great deal of money and a habit of having things go his way. So many things in his life had gone his way that it no longer occurred to him not to be in a festive mood, and he spent much of his time celebrating the general goodness of things and sitting with old friends telling fat happy lies. But things had not gone Lin’s way lately, and he was not accustomed to the feeling. Lin wanted in the worst way to whip his father at racing, to knock his Seabiscuit down a peg or two, and he believed he had the horse to do it in Ligaroti.1 He was sure enough about it to have made some account-closing bets on the horse, at least one as a side wager with his father, and he was a great deal poorer for it. The last race really ate at him. Ligaroti had been at Seabiscuit’s throat in the Hollywood Gold Cup when another horse had bumped him right out of his game. He had streaked down the stretch to finish fourth and had come back a week later to score a smashing victory over Whichcee in a Hollywood stakes race, firmly establishing himself as the second-best horse in the West. Bing Crosby and Lin were certain that with a weight break and a clean trip, Ligaroti had Seabiscuit’s measure. Charles Howard didn’t see it that way. Since the race, he had been going around with pockets full of clippings about Seabiscuit. Anytime anyone came near him, he would wave the articles around and start gushing, like a new father. The senior Howard probably didn’t hold back when Lin was around. He was immensely proud of Lin’s success with Ligaroti, but he enjoyed tweaking his son, and he was good at it. He had once given Lin a book for Christmas entitled What You Know About Horses. The pages were blank. One night shortly after the Hollywood Gold Cup, Lin was sitting at a restaurant table across from his father and Bing Crosby. They were apparently talking about the Gold Cup, and Lin was sitting there looking at his father and doing a slow burn.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

Support for Miller’s concerns came from an unlikely source in the person of Matt Taibbi, a veteran journalist who had written two best-selling anti-Trump books. In an article published five days after Miller’s interview and titled “We’re in a Permanent Coup,” he warned of the threat to America’s democratic order posed by the deep-state conspiracy: “The Trump presidency is the first to reveal a full-blown schism between the intelligence community and the White House. Senior figures in the CIA, NSA, FBI and other agencies made an open break from their would-be boss before Trump’s inauguration, commencing a public war of leaks that has not stopped. “My discomfort in the last few years, first with Russiagate and now with Ukrainegate and impeachment, stems from the belief that the people pushing hardest for Trump’s early removal are more dangerous than Trump. Many Americans don’t see this because they’re not used to waking up in a country where you’re not sure who the president will be by nightfall. They don’t understand that this predicament is worse than having a bad president.”213 This warning from Taibbi was echoed by another liberal critic of Trump—Harvard law professor Alan Dershowitz. In a talk show appearance on New York’s AM 970 radio on Sunday, November 10, 2019, Dershowitz said, “Whether you’re a Democrat or a Republican, whether you’re from New York or the middle of the country, you should be frightened by efforts to try to create crimes out of nothing. . . . It reminds me of what Lavrentiy Beria, the head of the KGB, said to Stalin. He said, ‘Show me the man, and I’ll find you the crime,’ by which he really meant, ‘I’ll make up the crime.’ And so the Democrats are now making up crimes.

I’m fine, Sierra. Really.” “No, you’re not fine. Brit, I’m your best friend. I’ll be here before and after your boyfriends. So spill your guts. I’m all ears.” “I loved him.” “No shit, Sherlock. Tell me something I don’t know.” “He used me. He had sex with me to win a bet. And I still love him. Sierra, I am pathetic.” “You had sex and didn’t tell me? I mean, I thought it was a rumor. You know, of the untrue kind.” I lean my head in my hands in frustration. “I’m just kidding. I don’t even want to know. Okay, I do, but only if you want to tell me,” Sierra says. “Forget about that now. I saw the way Alex always looked at you, Brit. That’s why I laid off you for liking him. There was no way he was acting. I don’t know who told you about a supposed bet--” I look up. “He did. And his friends confirmed it. Why can’t I let him go?” Sierra shakes her head, as if erasing the words I’ve said. “First things first.” She grabs my chin and forces me to look at her. “Alex had feelings for you, whether he admitted it to you or not, whether there was a bet or not. You know that, Brit, or you wouldn’t be clutching those hand warmers like that. Second of all, Alex is out of your life and you owe it to yourself, to his goofy friend Paco, and to me to keep plugging along even if it’s not easy.” “I can’t help but think he pushed me away on purpose. If I could only talk to him, I can get answers.” “Maybe he doesn’t have the answers. That’s why he left. If he wants to give up on life, to ignore what’s right in front of him, so be it. But you show him that you’re stronger than that.” Sierra is right. For the first time I feel I can make it through the rest of senior year. Alex took a piece of my heart that night we made love, and he’ll forever hold it. But that doesn’t mean my life has to be on hold indefinitely. I can’t run after ghosts. I’m stronger now. At least, I hope I am.

Hey…you okay?” Marlboro Man repeated. My heart fluttered in horror. I wanted to jump out of the bathroom window, scale down the trellis, and hightail it out of there, forgetting I’d ever met any of these people. Only there wasn’t a trellis. And outside the window, down below, were 150 wedding guests. And I was sweating enough for all of them combined. I was naked and alone, enduring the flop sweat attack of my life. It figured. It was usually the times I felt and looked my absolute best when I wound up being humbled in some colossally bizarre way. There was the time I traveled to my godmother’s son’s senior prom in a distant city and partied for an hour before realizing the back of my dress was stuck inside my panty hose. And the time I entered the after-party for my final Nutcracker performance and tripped on a rug, falling on one of the guest performers and knocking an older lady’s wineglass out of her frail arms. You’d think I would have come to expect this kind of humiliation on occasions when it seemed like everything should be going my way. “You need anything?” Marlboro Man continued. A drop of sweat trickled down my upper lip. “Oh, no…I’m fine!” I answered. “I’ll be right out! You go on back to the party!” Go on, now. Run along. Please. I beg you. “I’ll be out here,” he replied. Dammit. I heard his boots travel a few steps down the hall and stop. I had to get dressed; this was getting ridiculous. Then, as I stuck my big toe into the drenched leg of my panty hose, I heard what I recognized as Marlboro Man’s brother Tim’s voice. “What’s she doing in there?” Tim whispered loudly, placing particularly uncomfortable emphasis on “doing.” I closed my eyes and prayed fervently. Lord, please take me now. I no longer want to be here. I want to be in Heaven with you, where there’s zero humidity and people aren’t punished for their poor fabric choices. “I’m not sure,” Marlboro Man answered. The geyser began spraying again. I had no choice but to surge on, to get dressed, to face the music in all my drippy, salty glory. It was better than staying in the upstairs bathroom of his grandmother’s house all night. God forbid Marlboro Man or Tim start to think I had some kind of feminine problem, or even worse, constipation or diarrhea! I’d sooner move to another country and never return than to have them think such thoughts about me.

MY PROCESS I got bullied quite a bit as a kid, so I learned how to take a punch and how to put up a good fight. God used that. I am not afraid of spiritual “violence” or of facing spiritual fights. My Dad was drafted during Vietnam and I grew up an Army brat, moving around frequently. God used that. I am very spiritually mobile, adaptable, and flexible. My parents used to hand me a Bible and make me go look up what I did wrong. God used that, as well. I knew the Word before I knew the Lord, so studying Scripture is not intimidating to me. I was admitted into a learning enrichment program in junior high. They taught me critical thinking skills, logic, and Greek Mythology. God used that, too. In seventh grade I was in school band and choir. God used that. At 14, before I even got saved, a youth pastor at my parents’ church taught me to play guitar. God used that. My best buddies in school were a druggie, a Jewish kid, and an Irish soccer player. God used that. I broke my back my senior year and had to take theatre instead of wrestling. God used that. I used to sleep on the couch outside of the Dean’s office between classes. God used that. My parents sent me to a Christian college for a semester in hopes of getting me saved. God used that. I majored in art, advertising, astronomy, pre-med, and finally English. God used all of that. I made a woman I loved get an abortion. God used (and redeemed) that. I got my teaching certification. I got plugged into a group of sincere Christian young adults. I took courses for ministry credentials. I worked as an autism therapist. I taught emotionally disabled kids. And God used each of those things. I married a pastor’s daughter. God really used that. Are you getting the picture? San Antonio led me to Houston, Houston led me to El Paso, El Paso led me to Fort Leonard Wood, Fort Leonard Wood led me back to San Antonio, which led me to Austin, then to Kentucky, then to Belton, then to Maryland, to Pennsylvania, to Dallas, to Alabama, which led me to Fort Worth. With thousands of smaller journeys in between. The reason that I am able to do the things that I do today is because of the process that God walked me through yesterday. Our lives are cumulative. No day stands alone. Each builds upon the foundation of the last—just like a stairway, each layer bringing us closer to Him. God uses each experience, each lesson, each relationship, even our traumas and tragedies as steps in the process of becoming the people He made us to be. They are steps in the process of achieving the destinies that He has encoded into the weave of each of our lives. We are journeymen, finding the way home. What is the value of the journey? If the journey makes us who we are, then the journey is priceless.

A word of explanation about how the information in this book was obtained, evaluated and used. This book is designed to present, as best my reporting could determine, what really happened. The core of this book comes from the written record—National Security Council meeting notes, personal notes, memos, chronologies, letters, PowerPoint slides, e-mails, reports, government cables, calendars, transcripts, diaries and maps. Information in the book was supplied by more than 100 people involved in the Afghanistan War and national security during the first 18 months of President Barack Obama’s administration. Interviews were conducted on “background,” meaning the information could be used but the sources would not be identified by name. Many sources were interviewed five or more times. Most allowed me to record the interviews, which were then transcribed. For several sources, the combined interview transcripts run more than 300 pages. I have attempted to preserve the language of the main characters and sources as much as possible, using their words even when they are not directly quoted, reflecting the flavor of their speech and attitudes. Many key White House aides were interviewed in-depth. They shared meeting notes, important documents, recollections of what happened before, during and after meetings, and assisted extensively with their interpretations. Senior and well-placed military, intelligence and diplomatic officials also provided detailed recollections, read from notes or assisted with documents. Since the reporting was done over 18 months, many interviews were conducted within days or even hours after critical discussions. This often provided a fresher and less-calculated account. Dialogue comes mostly from the written record, but also from participants, usually more than one. Any attribution of thoughts, conclusions or feelings to a person was obtained directly from that person, from notes or from a colleague whom the person told. Occasionally, a source said mid-conversation that something was “off-the-record,” meaning it could not be used unless the information was obtained elsewhere. In many cases, I was able to get the information elsewhere so that it could be included in this book. Some people think they can lock up and prevent publication of information by declaring it “off-the-record” or that they don’t want to see it in the book. But inside any White House, nearly everyone’s business and attitudes become known to others. And in the course of multiple, extensive interviews with firsthand sources about key decision points in the war, the role of the players became clear. Given the diversity of sources, stakes and the lives involved, there is no way I could write a sterilized or laundered version of this story. I interviewed President Obama on-the-record in the Oval Office for one hour and 15 minutes on Saturday, July 10, 2

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

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.

a serious contender for my book of year. I can't believe I only discovered Chris Carter a year ago and I now consider him to be one of my favourite crime authors of all time. For that reason this is a difficult review to write because I really want to show just how fantastic this book is. It's a huge departure from what we are used to from Chris, this book is very different from the books that came before. That said it could not have been more successful in my opinion. After five books of Hunter trying to capture a serial killer it makes sense to shake things up a bit and Chris has done that in best possible way. By allowing us to get inside the head of one of the most evil characters I've ever read about. It is also the first book based on real facts and events from Chris's criminal psychology days and that makes it all the more shocking and fascinating. Chris Carter's imagination knows no bounds and I love it. The scenes, the characters, whatever he comes up with is both original and mind blowing and that has never been more so than with this book. I feel like I can't even mention the plot even just a little bit. This is a book that should be read in the same way that I read it: with my heart in my mouth, my eyes unblinking and in a state of complete obliviousness to the world around me while I was well and truly hooked on this book. This is addictive reading at its absolute best and I was devastated when I turned the very last page. Robert Hunter, after the events of the last few books is looking forward to a much needed break in Hawaii. Before he can escape however his Captain calls him to her office. Arriving, Hunter recognises someone - one of the most senior members of the FBI who needs his help. They have in custody one of the strangest individuals they have ever come across, a man who is more machine than human and who for days has uttered not a single word. Until one morning he utters seven: 'I will only speak to Robert Hunter'. The man is Hunter's roommate and best friend from college, Lucien Folter, and found in the boot of his car are two severed and mutilated heads. Lucien cries innocence and Hunter, a man incredibly difficult to read or surprise is played just as much as the reader is by Lucien. There are a million and one things I want to say but I just can't. You really have to discover how this story unfolds for yourself. In this book we learn so much more about Hunter and get inside his head even further than we have before. There's a chapter that almost brought me to tears such is the talent of Chris to connect the reader with Hunter. This is a character like no other and he is now one of my favourite detectives of all time. We go back in time and learn more about Hunter when he was younger, and also when he was in college with Lucien. Lucien is evil. The scenes depicted in this book are some of the most graphic I've ever read and you know what, I loved it. After five books of some of the scariest and goriest scenes I've ever read I wondered whether Chris could come up with something even worse (in a good way), but trust me, he does. This book is horrifying, terrifying and near impossible to put down until you reach its conclusion. I spent my days like a zombie and my nights practically giving myself paper cuts turning the pages. If when reading this book you think you have an idea of where it will go, prepare to be wrong. I've learnt never to underestimate Chris, keeping readers on their toes he takes them on an absolute rollercoaster of a ride with the twistiest of turns and the biggest of drops you will finish this book reeling. I am on a serious book hangover, what book can I read next that can even compare to this? I have no idea but if you are planning on reading An Evil Mind I cannot reccommend it enough. Not only is this probably my book of the year it is probably the best crime fiction book I have ever read. An exaggeration you might say but my opinion is my own and this real

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

This is what parents do—what all of us do, in fact, when we’re at our unrivaled best. We bind ourselves to those who need us most, and through caring for them, grow to love them, grow to delight in them, grow to marvel at who they are. Gift-love at its purest. Even in the midst of pain and loss, it is, miraculously, still possible to summon.

Imagine it’s time for that big, end-of-engagement presentation. You and your team have been up until 2 a.m. putting together your blue books,* making sure that every i has been dotted and every t crossed. You’re all wearing your best suits and trying to look on the ball. The senior executives of your Fortune 50 client, anxious to hear McKinsey’s words of wisdom, are taking their places around the boardroom table on the top floor of the corporate skyscraper. The CEO strides into the room and says, “Sorry, folks. I can’t stay. We have a crisis and I have to go meet with our lawyers.” Then he turns to you and says, “Why don’t you ride down in the elevator with me and tell me what you’ve found out?” The ride will take about 30 seconds. In that time, can you tell the CEO your solution? Can you sell him your solution? That’s the elevator test.

When you ask people about the best leader they ever had, one quality is always mentioned: they are good listeners. These leaders have learned to “sort by others.” When someone says, “It’s a beautiful day,” they respond by keeping the focus on the speaker. For example, they’ll respond, “It sounds like you’re pretty happy today.” Poor listeners “sort by self.” If you express a concern you have, they will express a concern they have. Our senior consulting partner, Laurie Hawkins, is a great listener. Clients tell me, “I had the greatest dinner with Laurie recently. He’s a wonderful person.” When I ask what they know about Laurie—whether he’s married or has kids—they seldom know. They loved being with Laurie because he kept the conversation focused on them. Test the power of listening by taking time to truly listen and focus on others.

Ryogoku Kokugikan* Ryogoku, the largest sumo stadium in Japan with a capacity of 10,000 spectators, holds grand tournaments of basho in January, May and September. These magnificent 15-day long tournaments are filled with ceremonies and rituals that are as interesting as the wrestling matches themselves.   The competition begins around 9am each day, with amateur matches, and progress in order of seniority as the day continues.

By drawing on Taylor and Arendt, I have made alternative claims for the visioning process: that it is a necessary and powerful way for groups of staff to exercise freedom together, of imagining a new future, but that it is a temporary and partial process which cannot map out all aspects of knowing how to take the next steps. As generalisations, such statements only take us so far in knowing how to act. Rather, it is incumbent upon staff in organisations continuously to look for ways to discuss, argue over, rework and functionalise these idealisations. I am arguing that change is not something which can be just designed and prescribed by senior managers in an idealised strategy process, but is happening every day in every department and unit in the organisation. Being open to what the organisation is already becoming allows for the possibility of the practical implications of a visioning process to emerge. The dangers of not being open implies that we already know what’s best for the organisation irrespective of the variety of work environments where staff are already largely doing their best to make things work. It then has the potential for bullying and even violence, where by violence I take Arendt’s definition of the prevention of the necessary daily struggles over power.

Don’t follow competition We are constantly amazed by how much business leaders obsess about their competition. When you get in a room with a bunch of senior execs from large companies, their attention can often wander as they check smartphones and think about the rest of their day, but bring up the topic of their competition and suddenly you’ll have everyone’s full attention. It’s as if, once you get to a particular level in an organization, you worry as much about what your competition is doing as how your own organization is performing. At the highest echelons of business, the default mentality is, too often, siege. This fixation leads to a never-ending spiral into mediocrity. Business leaders spend much of their time watching and copying the competition, and when they do finally break away and try something new, they are careful risk-takers, developing only incremental, low-impact changes. Being close to your competition offers comfort; it’s like covering tactics in match race sailing, when the lead boat tacks whenever the follower does, to ensure that the follower doesn’t go off in a different direction and find stronger wind. Incumbents clump together so that no one finds a fresher breeze elsewhere. But as Larry Page says, how exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing?85 If you focus on your competition, you will never deliver anything truly innovative. While you and your competitors

Sean had never stared into as many blank-eyed faces before. Throughout the high school civics talk, he felt as if he were speaking to the kids in a foreign language, one they had no intention of learning. Scrambling for a way to reach his audience, he ad-libbed, tossing out anecdotes about his own years at Coral Beach High. He confessed that as a teenager his decision to run for student government had been little more than a wily excuse to approach the best-looking girls. But what ultimately hooked his interest in student government was the startling discovery that the kids at school, all so different—jocks, nerds, preppies, and brains—could unite behind a common cause. During his senior year, when he’d been president of the student council, Coral Beach High raised seven thousand dollars to aid Florida’s hurricane victims. Wouldn’t that be something to feel good about? Sean asked his teenage audience. The response he received was as rousing as a herd of cows chewing their cud. Except this group was blowing big pink bubbles with their gum. The question and answer period, too, turned out to be a joke. The teens’ main preoccupation: his salary and whether he got driven around town in a chauffeured limo. When they learned he was willing to work for peanuts and that he drove an eight-year-old convertible, he might as well have stamped a big fat L on his forehead. He was weak-kneed with relief when at last the principal mounted the auditorium steps and thanked Sean for his electrifying speech. While Sean was politically seasoned enough to put the morning’s snafus behind him, and not worry overmuch that the apathetic bunch he’d just talked to represented America’s future voters, it was the high school principal’s long-winded enthusiasm, telling Sean how much of an inspiration he was for these kids, that truly set Sean’s teeth on edge. And made him even later for the final meeting of the day, the coral reef advisory panel.

The best proof that entrepreneurship is a question of behaviour, policies, and practices rather than personality is the growing number of older large-company people in the United States who make entrepreneurship their second career. Increasingly, middle- and upper-level executives and senior professionals who have spent their entire working lives in large companies – more often than not with the same employer – take early retirement after twenty-five or thirty years of service when they have reached what they realize is their terminal job. At fifty or fifty-five, these middle-aged people then become entrepreneurs. Some start their own business. Some, especially technical specialists, set up shop as consultants to new and small ventures. Some join in a new small company in a senior position. And the great majority are both successful and happy in their new assignment.

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They may have been the same rank, but he was still technically her senior — in both age and experience — and sometimes he liked to flex. Make himself look like he gave a damn. She leaned forward, hit the keyboard shortcut to minimise the windows, and got up. ‘Nothing,’ she said, pulling her jacket on. ‘That’s helpful.’ She ignored the comment, downed half her now-tepid coffee and bit lightly into her bagel, holding it between straight white teeth as she powered off her monitor and tucked her chair in.  ‘I don’t know why you bother,’ Roper said, flicking a hand at the now-black screen. ‘Not while all this is burning.’ He gestured around the room at the other desks and detectives working away. Dozens of screens were lit, the photocopier was buzzing, the lights were humming, and phones and devices were charging on every surface.  She shrugged. ‘If you leave a monitor on standby overnight it wastes enough energy to—’ ‘Yeah, yeah,’ he said, dismissing her with his hand. ‘And the polar ice caps are melting and penguins are getting sunburn. Come on, we’ve got a murder to solve.’ He walked forward, draining what was left in his coffee cup, and put it down on a random desk — much to the disgust of the guy sitting behind it. Roper swaggered towards the lifts, finally shrugging off the hangover, his caffeine quota for the next hour filled. Once his nicotine level had been topped off, he might actually be capable of some decent police work. Jamie fell in behind him, trying to get her mind off the other missing kids and back on Grace Melver. Whatever the hell was going on, Jamie had a feeling that Grace Melver knew something about it. Whether she realised or not.  Chapter 7 She walked with Roper without thinking about it.  Jamie had dropped him back at the crime scene after the shelter so he could pick his car up. The medical examiner was there and the scene of the crime officers, or SOCOs, were crawling all over in their plastic-covered boots, snapping photos and putting things in evidence bags.  They hadn’t stuck around.  It was best to leave the SOCOs do their jobs, and anyway Jamie and Roper had paperwork that needed to be done.  Her fingers typed on autopilot now. She’d had her prelim licked before she’d finished her first cup of coffee. Roper headed for his Volvo without asking and got into the driver’s seat.  Jamie pulled the door open and got in, closing the door only when he’d cranked the ignition so she could crack the window. The seats were covered

You know what it’s like when everyone is on the same page, don’t you? Work is more fun, morale is high, and when one workday ends people look forward to the next one. When everyone’s on the same page, teams get lots done without anyone barking orders or breathing down their necks, hard work isn’t as draining, and sacrifices aren’t a big deal. Problems get solved without too much fuss, but not because everyone always agrees. It’s just that everyone does their best to communicate and cooperate, discussing any temporary rift like adults and coming to consensus quickly. The beauty of having everyone on the same page is that it doesn’t matter who is on the team—aggressive people, collaborators, creative types, bean counters, senior execs, front-line workers, old hands, or new hires—the most diverse groups overcome any obstacles and maintain their momentum.

What was I to do, after sailing the seven seas now that we moved to 33 Van Wart Avenue, on the Scarsdale line of White Plains, NY. Like they say, money doesn’t grow on trees, so it was up to me to find a job. The economy wasn’t all that great and the best I could do was to find a commission job selling home fire detection units. One of the senior salesmen took me under his wing and showed me the ropes. The most important part of the pitch was to emphasize the importance of the fire detection unit and how, after declining our product a family had a fire in their home. The hapless husband was found stretched across the bed where he obviously died attempting to reach the telephone, while his family succumbed to the super-heated poisonous gasses and raging flames. It all could have been prevented if only they would have bought the fire detection unit when it was offered. I hated cold calling and selling something to people that they couldn’t afford was not in my nature. I wasn’t like my brother who could lure a hungry dog off the back of a meat wagon! It wasn’t that I didn’t try, because the more often I told the story the worse it got! I could just tell that the people I talked to knew that I was full of shXt and all I wanted to do was get out of there, although one of the sales rules was that you stayed until the people invited you to leave at least three times. For every rebuttal I had an answer and for every financial problem I had a solution, to put them even further into debt. In the end I would come home with my tail between my legs and with Ursula, watched the midnight horror show with John Zacherle. Dick Clark, a friend, gave Zacherle his nickname, "The Cool Ghoul," and for us it was television at it’s very best in the 1960’s.

By the time Natalie realized what Viola was doing, it was too late. She was a senior in high school, and nothing whatsoever about music made her happy. Music was something to win, to be first and best at. She snapped at her parents and was too proud to apologize. She shrank from Uncle Kevin because it was easier than admitting the truth. She listened to all of Hunky Dory, to Ziggy Stardust and Heroes, and tried to feel lovely and strange and weightless, but she couldn’t; she played the piano, she listened to music, and nothing stirred, nothing sang inside. Natalie was earthbound and ordinary, marooned, alone.

This principle of only hiring people who are better than the ones we currently have means we don’t make desperation hires to fill an open position. And the raise-the-average rule makes hiring decisions surprisingly easy. It’s easy to visualize in your mind the average person in your sales force or on your brewery floor or even in senior management and it’s easy for your intuition to evaluate whether a candidate is better than the average person. Your gut will tell you. If you’re used to traditional hiring, you might feel uncomfortable turning to intuition. Aren’t we taking too big a risk by relying on our gut feelings about somebody rather than rationally assessing facts such as past experience or education? I would counter that we’re fooling ourselves by not relying primarily on intuition. As recent neuroscience has shown, our brains don’t work rationally. If you hook a functional MRI machine to a chess grandmaster, you find that the best of them are not rationally calculating their next moves; they’re imagining what will happen, unconsciously bringing to bear the hundreds of thousands of moves they’ve already seen. They’re arriving at a feeling that guides their actions. They are using the nonrational part of their brain. The quantitatively logical part of your brain is pretty paltry. Just try counting by prime numbers while you’re multiplying other numbers by seventeen. Impossible. But reading emotions by looking at someone’s facial expressions while you’re navigating a crowded sidewalk is easy for your brain.

One of the simplest ways to strengthen a headline is attachment of a Flag. The Flag is brief, as brief as a single word, stuck on the front of the headline, to reach out and grab the attention of certain specific prospects, by telegraphing that the message is specifically for them. This puts the “who is this for?” ahead of what is being advertised and sold. Here are examples of successful generic headlines with different kinds of flags attached. Headlines Before Attaching Flags Corns Gone in 5 Days or Money Back Guaranteed Weight Loss Up to 15 Pounds First 15 Days — With No Exercise How to Have Eager Prospects Calling and Begging for Next-Day Appointments 28 Days to Healthier Gums Headlines After Adding a Who-Is-This-For? Flag Waiters and Waitresses on Your Feet for Hours: Corns Gone In 5 Days or Money Back Disappointed Dieters: Guaranteed Weight Loss Up to 15 Pounds First 15 Days — with No Exercise Annuity Agents: How to Have Eager Prospects Calling and Begging for Next-Day Appointments Seniors: 28 Days to Healthier Gums Another form of flagging is to focus on the “ill to be cured” or “problem to be solved.” This is usually best done by posing a question, as in these examples: Same Headlines After Adding a Problem Flag Foot Pain? Corns Gone in 5 Days or Money Back Embarrassing Belly Bulge? Guaranteed Weight Loss Up to 15 Pounds First 15 Days — with No Exercise No One to Sell to? How to Have Eager Prospects Calling and Begging for Next-Day Appointments Blood on Your Toothbrush? 28 Days to Healthier Gums

Ken Wharfe In 1987, Ken Wharfe was appointed a personal protection officer to Diana. In charge of the Princess’s around-the-clock security at home and abroad, in public and in private, Ken Wharfe became a close friend and loyal confidant who shared her most private moments. After Diana’s death, Inspector Wharfe was honored by Her Majesty Queen Elizabeth II at Buckingham Palace and made a Member of the Victorian Order, a personal gift of the sovereign for his loyal service to her family. His book, Diana: Closely Guarded Secret, is a Sunday Times and New York Times bestseller. He is a regular contributor with the BBC, ITN, Sky News, NBC, CBS, and CNN, participating in numerous outside broadcasts and documentaries for BBC--Newsnight, Channel 4 News, Channel 5 News, News 24, and GMTV. And so, early one morning less than a week later, we left Kensington Palace and drove to the Sandbanks ferry at Poole in an ordinary saloon car. As we gazed at the coastline from the shabby viewing deck of the vintage chain ferry, Diana’s excitement was obvious, yet not one of the other passengers recognized her. But then, no one would have expected the most photographed woman in the world to be aboard the Studland chain ferry on a sunny spring morning in May. As the ferry docked after its short journey, we climbed back into the car and then, once the ramp had been lowered, drove off in a line of cars and service trucks heading for Studland and Swanage. Diana was driving, and I asked her to stop in a sand-covered area about half a mile from the ferry landing point. We left the car and walked a short distance across a wooded bridge that spanned a reed bed to the deserted beach of Shell Bay. Her simple pleasure at being somewhere with no one, apart from me, knowing her whereabouts was touching to see. Diana looked out toward the Isle of Wight, anxious by now to set off on her walk to the Old Harry Rocks at the western extremity of Studland Bay. I gave her a personal two-way radio and a sketch map of the shoreline she could expect to see, indicating a landmark near some beach huts at the far end of the bay, a tavern or pub, called the Bankes Arms, where I would meet her. She set off at once, a tall figure clad in a pair of blue denim jeans, a dark-blue suede jacket, and a soft scarf wrapped loosely around her face to protect her from the chilling, easterly spring wind. I stood and watched as she slowly dwindled in the distance, her head held high, alone apart from busy oyster catchers that followed her along the water’s edge. It was a strange sensation watching her walking away by herself, with no bodyguards following at a discreet distance. What were my responsibilities here? I kept thinking. Yet I knew this area well, and not once did I feel uneasy. I had made this decision--not one of my colleagues knew. Senior officers at Scotland Yard would most certainly have boycotted the idea had I been foolish enough to give them advance notice of what the Princess and I were up to.

Ken Wharfe In 1987, Ken Wharfe was appointed a personal protection officer to Diana. In charge of the Princess’s around-the-clock security at home and abroad, in public and in private, Ken Wharfe became a close friend and loyal confidant who shared her most private moments. After Diana’s death, Inspector Wharfe was honored by Her Majesty Queen Elizabeth II at Buckingham Palace and made a Member of the Victorian Order, a personal gift of the sovereign for his loyal service to her family. His book, Diana: Closely Guarded Secret, is a Sunday Times and New York Times bestseller. He is a regular contributor with the BBC, ITN, Sky News, NBC, CBS, and CNN, participating in numerous outside broadcasts and documentaries for BBC--Newsnight, Channel 4 News, Channel 5 News, News 24, and GMTV. It was a strange sensation watching her walking away by herself, with no bodyguards following at a discreet distance. What were my responsibilities here? I kept thinking. Yet I knew this area well, and not once did I feel uneasy. I had made this decision--not one of my colleagues knew. Senior officers at Scotland Yard would most certainly have boycotted the idea had I been foolish enough to give them advance notice of what the Princess and I were up to. Before Diana disappeared from sight, I called her on the radio. Her voice was bright and lively, and I knew instinctively that she was happy, and safe. I walked back to the car and drove slowly along the only road that runs adjacent to the bay, with heath land and then the sea to my left and the waters of Poole Harbour running up toward Wareham, a small market town, to my right. Within a matter of minutes, I was turning into the car park of the Bankes Arms, a fine old pub that overlooks the bay. I left the car and strolled down to the beach, where I sat on an old wall in the bright sunshine. The beach huts were locked, and there was no sign of life. To my right I could see the Old Harry Rocks--three tall pinnacles of chalk standing in the sea, all that remains, at the landward end, of a ridge that once ran due east to the Isle of Wight. Like the Princess, I, too, just wanted to carry on walking. Suddenly, my radio crackled into life: “Ken, it’s me--can you hear me?” I fumbled in the large pockets of my old jacket, grabbed the radio, and said, “Yes. How is it going?” “Ken, this is amazing, I can’t believe it,” she said, sounding truly happy. Genuinely pleased for her, I hesitated before replying, but before I could speak she called again, this time with that characteristic mischievous giggle in her voice. “You never told me about the nudist colony!” she yelled, and laughed raucously over the radio. I laughed, too--although what I actually thought was “Uh-oh!” But judging from her remarks, whatever she had seen had made her laugh. At this point, I decided to walk toward her, after a few minutes seeing her distinctive figure walking along the water’s edge toward me. Two dogs had joined her and she was throwing sticks into the sea for them to retrieve; there were no crowd barriers, no servants, no police, apart from me, and no overattentive officials. Not a single person had recognized her. For once, everything for the Princess was “normal.” During the seven years I had worked for her, this was an extraordinary moment, one I shall never forget.

The Acme Company is a provider of financial services located in Cheyenne, which has been in business for 30 years and has a capitalized market value of $800 million. The Acme buyer knows this! It’s nothing novel or new or related to the project. It’s irrelevant. Here’s an excellent situation statement: The Acme Company has traditionally attracted the best and brightest talent because of its excellent brand and relationships with top schools. However, recent bad publicity over poor financial decisions, the removal of the CEO, and loss of key contacts in top schools have made it imperative to launch an aggressive plan to acquire the best talent in the industry, both at entry and senior levels. That situation appraisal explains exactly why you’ve been talking, why the project is urgent, and what the general goals are. Take a project you’re considering, have under way, or have completed, and try writing your own situation appraisal below:

The week before Notes Day, all facilitators attended a training session to help them keep each meeting on track and make sure that everyone—the outgoing, the laid-back, and everyone in between—was heard from. Then, to make sure something concrete emerged, the Working Group designed a set of “exit forms” to be filled out by each session’s participants. Red forms were for proposals, blue forms were for brainstorms, and yellow forms were for something we called “best practices”—ideas that were not action items per se but principles about how we should behave as a company. The forms were simple and specific: Each session got its own set, tailored specifically to the topic at hand, that asked a specific question. For example, the session called “Returning to a ‘Good Ideas Come from Anywhere’ Culture,” had blue exit forms topped with this header: Imagine it’s 2017. We’ve broken down barriers so that people feel safe to speak up. Senior employees are open to new processes. What did we do to achieve this success? Underneath that question were boxes in which attendees could pencil in three answers. Then, after they wrote a general description of each idea, they were asked to go a few steps further. What “Benefits to Pixar” would these ideas bring? And what should be the “Next Steps” to make them a reality? Finally, there was space provided to specify “Who is the best audience for this idea?” and “Who should pitch this idea?

In the Army Headquarters, I was surprised to find several senior officers who during the liberation war had remained with the Pakistan Army in East Pakistan. One such officer was Lieutenant Colonel Feroze Salauddin. He was one of the directors of Razakars during the liberation war, but he was cleared for the Bangladesh Army because he was Osmany's pet. Salauddin was a subaltern in 1 East Bengal when Osmany was the commanding officer. His record of being a Director of Razakars was conveniently overlooked. He was now the Director of Welfare in the Army Headquarters. What welfare could the Bangladesh Army, which was almost entirely composed of freedom fighters, expect from him who only two months ago was doing his best to kill freedom fighters? If anything, he would be blocking all genuine welfare initiatives.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? Many, many moons ago, I used to be a corporate lawyer. I was an ambivalent corporate lawyer at best, and anyone could have told you that I was in the wrong profession, but still: I’d dedicated tons of time (three years of law school, one year of clerking for a federal judge, and six and a half years at a Wall Street firm, to be exact) and had lots of deep and treasured relationships with fellow attorneys. But the day came, when I was well along on partnership track, that the senior partner in my firm came to my office and told me that I wouldn’t be put up for partner on schedule. To this day, I don’t know whether he meant that I would never be put up for partner or just delayed for a good long while. All I know is that I embarrassingly burst into tears right in front of him—and then asked for a leave of absence. I left work that very afternoon and bicycled round and round Central Park in NYC, having no idea what to do next. I thought I’d travel. I thought I’d stare at the walls for a while. Instead—and it all happened so suddenly and cinematically that it might defy belief—I remembered that actually I had always wanted to be a writer. So I started writing that very evening. The next day I signed up for a class at NYU in creative nonfiction writing. And the next week, I attended the first session of class and knew that I was finally home. I had no expectation of ever making a living through writing, but it was crystal clear to me that from then on, writing would be my center, and that I would look for freelance work that would give me lots of free time to pursue it. If I had “succeeded” at making partner, right on schedule, I might still be miserably negotiating corporate transactions 16 hours a day. It’s not that I’d never thought about what else I might like to do other than law, but until I had the time and space to think about life outside the hermetic culture of a law practice, I couldn’t figure out what I really wanted to do.

What is one of the best or most worthwhile investments you’ve ever made? Investing in Cobra back in the early ’90s. My $ 1.8 million investment earned me $ 40 million after the company was bought by Acushnet. I rolled that money back into my business. The decision was a no-brainer for three reasons: My investment got me 12 percent of Cobra and the allocation of my investment was put to R& D. During this era, Callaway was the first to go to market with an oversize driver but neglected to follow up on oversize irons. We/ Cobra decided to attack this virgin market immediately by producing oversize irons for men and women, and we catered for the senior player, which had been left neglected. This decision was a solid rocket booster for Cobra’s massive growth in the marketplace. I was to remain an endorsed player representing Cobra for years to come, receiving an annual payment that would quickly recoup my initial investment. So, my ROI was always guaranteed, leaving me with 12 percent of a company that had hyper growth. I was the #1 player in the world during these halcyon times—a global player. So, fortunately for us, I was a needle-mover in regards to exposure in a sport that was booming in the ’80s, hence product promotion and awareness.

It was my first direct glimpse of what would become the constant issue of “Javanka” blurring the lines between staff and family and wanting whatever suited them best at the time. It seemed to me that whenever it suited her, Ivanka wanted to be treated as a senior staff expert on whatever issue caught her attention and resented being dismissed as the president’s daughter. At other times, she’d want just the opposite.

Have you guys decided what you’re dressing up as for the Halloween dance?” my friend Scarlett, a senior with auburn hair and high cheekbones, asked Elyse and me when we joined her and her best friend Hunter at the table in the great hall for lunch.

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What surprises you most about your job/your employer?” “What’s the best lesson you’ve learned thus far on the job?” “What’s been your best professional decision so far, and why?” “If you had to attribute your ten years of success at your employer to one skill or trait, what would it be?” (This is especially effective for more senior or recently promoted contacts, with a good follow-up being, “Is that trait shared by many across the firm, or is it unique and you’ve adapted it to your advantage?”)

Such a procedure would divide the work between senior and junior analysts as follows: (1) The senior analyst would set up the formula to apply to all companies generally for determining past-performance value. (2) The junior analysts would work up such factors for the designated companies—pretty much in mechanical fashion. (3) The senior analyst would then determine to what extent a company’s performance—absolute or relative—is likely to differ from its past record, and what change should be made in the value to reflect such anticipated changes. It would be best if the senior analyst’s report showed both the original valuation and the modified one, with his reasons for the change. Is

And our more progressive clients, monitored by their CFOs, are starting to require a specific number of hours of ongoing education at all levels of the organization (we suggest 12 hours for the frontline; 25 hours for middle management; and 45 to 60 hours for senior leaders as a starting point). Worried about spending all that money on training only to watch your people go elsewhere? The research definitively shows that training and development increases loyalty. Besides, what’s the alternative? Do you really want your people not to be the best-trained for the jobs they have to do? And how much should you spend on training? It obviously depends, but 2% to 3% of your payroll is a good benchmark. Who should you spend it on? Senior leaders, middle managers, frontline employees? They all need training, but focus first on your middle management. In most growth companies, they have the hardest jobs and are critical to employee engagement and retention, yet get the least preparation for it.

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What an opportunity the senior Bachchan lost to make a difference to the prejudiced heads by making a statement against the mangalik nonsense. Oh how small really the Big B is, and how big the media made Diana the small. It’s incredible how her quest for lust was portrayed as her search for love! No faulting her taking a lover on the rebound as her man thrust a rival into her marital life but for the media to picture her bed hopping as her craving for love is galling indeed. Why in picturing Diana as the icon of love the media made lust a synonym of love and what’s worse, it made a villain out of her man who embodies the best of love that is constancy.

As you grow in influence, you’ll find that more and more people want you to care about things. Someone’s putting together a best practices document for how your organization does code review, and they want your opinion. Your group is doing a hiring push and needs help deciding what to interview for. There’s a deprecation that would be making more progress if it had a staff engineer drumming up senior sponsorship. And that’s just Monday morning. What do you do?

This should’ve been the best, most exciting time of my life. It was my senior year, and my dream program had accepted me. Instead of celebrating, I was moping like a…well, a heartbroken teenager. And even though that was half correct, I was sick of it. Sick of letting men who didn’t give two shits about me have this hold over me. Sick of being the object of pitying looks and worried whispers. Maybe I was that person in the past, but not anymore. Anger and indignation rushed through my veins, compelling me to get out of bed and rifle through my drawers until I found what I was looking for. I put it on, covered it up with a hoodie and jeans, and shoved my feet into boots. I walked down the stairs and found my friends huddled in the living room.

Over the course of many years, Amazon has put in place mechanisms to ensure that the Leadership Principles translate into action. Three foundational mechanisms are: the annual planning process; the S-Team goals process (the S-Team consists of the senior vice presidents and direct reports to Jeff Bezos); and Amazon’s compensation plan, which aligns incentives with what’s best for customers and the company over the long term.

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

In fact, there was a pervasive view among some of the President’s most senior aides that there was something patriotic about undermining Trump’s most disruptive impulses. I know that many people reading this will say, “Thank God.” And if I give them the benefit of the doubt, it may have been a sincere effort to do what they thought was in the best interest of the country. But whether they were sincere or not, I found it cowardly. There’s nothing patriotic about being a part of “the resistance” inside the building. Imagine the arrogance of saying, “I know sixty-three million of my fellow Americans voted for this guy, but I’m going to sabotage him anyway because I know better.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? During my second tour in Iraq, I was commander of SEAL Team Three, Task Unit Bruiser. We were deployed to the war-torn city of Ramadi, the epicenter of the insurgency at the time. Only a few weeks into the deployment, we conducted a large operation in conjunction with U.S. Army soldiers, U.S. Marines, and friendly Iraqi Army soldiers. There were multiple elements on the battlefield, all engaged in heavy enemy contact. In the fog of war, mistakes were made. Bad luck emerged. Things went wrong. There ended up being a vicious firefight between one of my SEAL elements and a friendly Iraqi unit. An Iraqi soldier was killed and several others were wounded, including one of my SEALs. It was a nightmare. While there was plenty of blame to go around, and plenty of people who had made mistakes, I realized there was only one person to blame: me. I was the commander. I was the senior man on the battlefield, and I was responsible for everything that happened. Everything. As a leader, there is no one else to blame. Don’t make excuses. If I don’t take ownership of problems, I can’t solve them. That’s what a leader has to do: take ownership of the problems, the mistakes, and the shortfalls, and take ownership of creating and implementing solutions to get those problems solved. Take ownership.

It was over 50 years ago that I had the privilege of being the Class Advisor to the class of 1969 at what was then called Henry Abbott Regional Vocational Technical School. It was another era and a time when we as a nation stood tall. It was the year when Buzz Aldrin, Neil Armstrong and Michael Collins lifted off from Cape Kennedy, for the first manned landing on the Moon. “One small step for man, one giant leap for mankind.” It was a time when we felt proud to be Americans! Fifty years ago the 4 Beatles got together in a recording studio for the last time, where they cut “Abbey Road.” In 1969 alone they published 13 songs including “Yellow Submarine.” John Lennon claimed that the best song he ever did was “Come Together” and that was in 1969. Although it wasn’t possible for me to attend the class reunion I did however connect with them by telephone and a speaker system. I had the opportunity to wish them well and share some thoughts with my former students who are now looking forward to their senior years that I always thought of as “The Youth of Old Age.” Having just celebrated my 85th birthday, 69 years old does seem quite youthful in comparison. Earlier in the week Dave Coelho, the class Vice President read to me the list of graduates that are no longer with us. I was stunned by the number, but at the time the United States was at war, regardless of what it was called. In 1968, the year before the class graduated, our country had a peak of 549,000 of our young people serving in Viet Nam. During the year of the Tet Offensive alone, 543 were killed and 2547 were wounded, and that is what the class of 1969 faced upon their graduation! It was a war in which 57,939 of our young people were killed or went missing! It was nice to talk to the class president LaBarbera and I enjoyed the feeling of guilt when one former student told me that he still has a problem with addition. To this I gladly accepted the blame but reminded him that this would not be of much help, if he had to face the IRS when his taxes didn’t compute. Look for part 2, the conclusion

After considering what gets covered, you will need to turn your attention to who is involved in the performance management cycle. Traditional performance management models are typically formal and hierarchical—and often involve only the senior management or leadership team. When you're setting up performance management for the ecosystem economy, you need a less hierarchical, more project-oriented, more results-oriented model. You need to involve not just senior management, but also people from all levels within your agile model (e.g., tribes, chapters, and squads). Involving more of the team not only creates a more streamlined and efficient process, but also facilitates an unfiltered flow of information. Management gets an opportunity to hear an unfiltered report straight from the team members who will be best equipped to give it. And the team members get an opportunity to receive feedback and instruction straight from management, without anything getting lost in translation as the information passed through two or three levels of hierarchy and bureaucracy.

Paediatric Pancreatitis: What is it and How is it Treated? Pancreatitis refers to the inflammation of the pancreas. The pancreas is a long, flat gland located behind the stomach in the upper abdomen. It produces enzymes that help in digestion and hormones that help regulate body sugar. According to Dr Ashish Dharmik, MBBS, MS and MCH (General Surgery), Senior Consultant in Paediatrics and General Surgery, pancreatitis is uncommon in children and may improve with treatment. If left unnoticed, however, it can cause life-threatening complications. Hence, if you notice any change in your child’s health, consult the best child specialist in Chandigarh at the earliest.

A good campaign usually deploys multiple tactics: paid media (TV ads, digital ads, radio ads, print ads), earned media (which is just jargon for public relations), opposition research (a euphemism for digging up dirt on someone), field (canvassing, door knocking, flyers, lit drops, posters, phone calls), lobbying (personal connections in one way or another), and today, perhaps more than anything else, social media. We went at it on every front. I convened a meeting of our senior team every morning at 8 a.m. to discuss what we could to do to drive Anthony from the race. Here’s the best of what we did: Earned media: I kicked things off by saying, on the front page of the New York Times, that if Anthony ran, I’d add an extra $20 million to our campaign budget to ensure that we destroyed his reputation so thoroughly, he’d never be able to run for anything ever again. In retrospect, the threat probably landed harder than I realized because Anthony was already starting to self-destruct. (It wasn’t like what he got caught doing on Twitter didn’t exist in other, pre-Twitter formats before then.) We started exactly where anyone would when it comes to Anthony Weiner: sex. In his time as a member of the House, Anthony had passed all of one bill. And that one illustrious piece of legislation was to give more visas to models. Yep, protecting the rights of hot women was Anthony’s sole achievement in office. That was a good point to make but not an exposé in and of itself. But then our research team noticed something: Anthony had also received campaign contributions from many of the models who received highly coveted H1B visas. Not only was this pay-to-play (give contributions, get government favors), it was illegal.

I never wavered from the mission: getting the best possible number and price on every game. And no matter the obstacles, via trial and error, I became the best in the world at finding that number and concealing the source. The business of sports betting might seem like quantum physics to the general public. At the highest level, it is closer to psychological warfare between bettor and bookmaker—cat and mouse, hunter and prey. The posted line is just a way to trigger the game. Some cynics assume that my goal was to put every bookie out of business—but nothing could be further from the truth. Bookmakers strive for balance. They never want to tilt too far on one side of the action. Bookies breathe easiest in the middle, taking equal money and profiting off the 10 percent juice. If a bookie was destroyed, it meant he either closed his shop or reduced his limits. Neither scenario did me any good. My goal was to keep the bookmakers in business and expand their limits. This served to increase the size of the market, which meant more potential profit for me. The smartest bookies had solved this riddle and wanted to do business with me directly. They wanted to know straight from the horse’s mouth what games I liked. If they were smart, they took my information and profited by shading their line and forcing customers to the other side, extending limits. A smart bookmaker knows there will be winners and losers. They also understand that there is no business if there are no winners. Translated: the smartest bookmakers are open to all comers—just like baccarat, blackjack, and craps. The brightest bookmakers know they can use smart money for their own benefit. Early in my career, the major-league bookmakers were Bob Martin, Johnny Quinn, Gene Maday, and Scotty Schettler. Following in their footsteps are Nick Bogdanovich, Jimmy Vaccaro, Richie Baccellieri, Matt Metcalf, and Chris Andrews. They are grand masters of the art. They know how to book. How smart are they? Well, Nick ran the William Hill U.S. sportsbook operation and then oversaw Caesars Sports trading for nearly a decade before being hired as sportsbook manager at Circa. Jimmy is the senior linemaker at the sports-betting network VSiN and vice president of sports marketing at the South Point Hotel, Casino & Spa. Richie B., who ran the counter at the MGM, Caesars, and the Palms, now works as the director of product development at Circa alongside Nick. Chris Andrews, legendary oddsmaker Jack “Pittsburgh Jack” Franzi’s nephew, is the sportsbook director and Jimmy’s sidekick at the South Point, owned and operated by Michael Gaughan, another Las Vegas legend. In 1992, Jack Binion was Nick Bogdanovich’s boss at the Horseshoe. I could bet $25,000 on a game of college football at eight o’clock Monday morning, and $50,000 on a pro football game.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

First they talked to me about something called, “Senior-itis.” “Senior-what? What’s that?” “Son, that’s when you will want to get lazy because you know it’s your last year of middle school,” my Dad said. “That’s a thing? Really?” “Yes, it is,” Mom said. “And your father and I wanted to help you to do your best in school this year. So we decided that if you get at least a B in each of your classes, then we’ll get you any video game console that you want this year.” “What?!! Are you serious?!!” “And, one of those classes has to be your new Scare Class,” my Dad said. “We know you’re feeling nervous about scaring miners. But we believe you can do it, son.” Whoa. That means if I get a B in all my classes, I can get the ScareStation 465 or the Z-Box 360, or the Zii—U! And it’s about time too. I’m so tired of using my Dad’s old Zintendo 64. The graphics are terrible.

Little idea about my teacher: 1. First and foremost My Parents (Both are equal). 2. Next to all my respected teachers who taught me subjective as well practical knowledge, and help me to shape up as a responsible person. 3. Next to all my seniors and elder people who guided me in the path of progress time to time throughout my journey. 4. Next to all my beloved family and friends who are always stood along with me, no matter the time what it was? 5. Next to those entire know-unknown persons who has passed through journey and taught few lessons, tips. 6. Next is the nature, just see it, feel it & learn it. 7. Last but not least kids/children’s- a lot of things, no worry, smiles, happiness, this is the best part of this journey. So it’s time to Salute the Real Commanders of our Life HAPPY TEACHERS DAY Original from: Amit Gupta

The Country Ambassador versus the Country Manager Some companies experiment with an interesting profile: a country chairperson who is a weak overlay over the business and largely plays an ambassadorial role. However, statesmanship and ambassadors are best left to the realm of diplomacy. These roles are a legacy of an era that no longer exists. GE tried the model over the past decade with limited success and finally abandoned it. A ceremonial role, with no accountability for the business and the responsibility only for engaging government, industry associations, and other CEOs, is usually not effective. Everyone—employees, customers, business partners, government officials—will quickly see this role for what it is and dismiss the person as lightweight. This does disservice to the incumbent and the role. The ambassadorial country manager who smells opportunity, but is powerless to act, can become intensely frustrated. Increasingly, the connections among strategy and execution, business, reputation, and regulation are tightening, so an artificial separation of these functions is suboptimal. Bringing accountability for these together in a single leader is vital for growing competent and well-rounded business leaders, who are capable of even being the CEO someday. If the business does require wise counsel, access, and influence and a senior public face, a strong advisory board headed by an iconic leader who serves as a nonexecutive chairperson may be a more prudent approach. We followed this model at Microsoft India with considerable success; the approach is gaining popularity at companies like Coca-Cola, Schneider Electric, and JCB.

Common standards ensure that every child across the country is getting the best possible education, no matter where a child lives or what their background is. The common standards will provide an accessible roadmap for schools, teachers, parents and students, with clear and realistic goals.” - Gov. Roy Romer, Senior Advisor, The College Board

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

You’re teaching nursing?” he asked, surprised. She nodded. “I’ve been doing that for the past year or so. Turns out I like it.” “My new sister-in-law, Shelby—she’s a student there, in nursing. Cutest thing you’ll ever see. Best thing that ever happened to Luke. Any chance you know her?” “What year is she in?” Franci asked. “First year. She got married in her first semester because Paddy and Colin were done with their deployments—she waited for all the Riordans to be available. She’s way younger than Luke and is just starting college.” Franci tilted her head and smiled, thinking how sweet it was that cranky, womanizing old Luke ended up with a sweet young girl who was determined to get an education. “I’m pretty sure I haven’t met Luke’s wife. Most of the freshmen are stuck in liberal-arts courses the first year. I teach one medical-surgical course and one that boils down to charting ER patients. I’m just one of many instructors. Mostly, I teach juniors and seniors. I share an office on campus with another nursing instructor and I only teach a couple of days a week. Except for meetings, of which there are too many.” “You never did go for the meetings,” he said with a smile. “I’ll have to tell Shelby to introduce herself. You’ll love her. You’ll—” “One thing at a time, all right?” Franci asked patiently.

In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.

Listen Corporal… Turner,” she whispered into his ear. He turned very white. Samantha wasn’t tall, but she acted tall. Tall and dangerous. She passed for a high school senior but she felt older. “Have you seen what happens when the Marines send their best teams into Compton?

So what was so special about Thomas that the government wanted him to be CVC? Neither was he the senior-most, nor did he have experience in the field of vigilance and investigation as required under the CVC Act. What other outstanding or spectacular achievements put him above the other two officers in the panel? We may not know all these answers but what we do know is, that apart from being chargesheeted in the case, he also worked as secretary of telecommunication, from October 2009 to September 2010, with A. Raja, and had a smooth working relationship with him. The prime minister and home minister appeared to be in a hurry to appoint PJ Thomas as CVC and so disregarded objections from the leader of the Opposition, refusing to defer the matter even for a day when she asked them to verify PJ Thomas’ credentials. In fact, even when there was public outcry at the decision and cases filed in the Supreme Court, the government defended him tenaciously, with the prime minister stating on 6 September 2010, ‘I think what we have done is the right thing. Of all the three persons whose names were under consideration, we have chosen the best possible person.’ Obviously, Thomas as CVC would have been invaluable to the UPA. He had already revealed his predilections as secretary of telecommunication by challenging the CVC and the CAG’s powers to examine policy decisions taken by the government, laying the foundation to ensure that Raja cannot be brought to book for the manner in which he dispensed 2G spectrum. And yes, it does appear a little strange that all officers in the panel were those who had worked with DMK ministers.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

I was extremely impressed with how MS approached the Test captaincy. His maturity, balanced approach, game awareness and understanding of the psyche of his teammates helped get the best out of everyone. What stood out was the way he handled the senior players under him—Sachin, Rahul, Viru, Bhajji, Zak and I. We were all leaders within the group. We were self-motivated and took a lot of pride in our performance, and he enabled us. His man-management was outstanding, his self-belief refreshingly reassuring. I never got the impression that he was insecure or that he looked over his shoulder because there were so many seniors in the team. MS was non-interfering when it came to the established core group, but he invited suggestions from all of us. Whether he took those suggestions on board or not was not important. But he did hear everyone out before making his decision. The buck stopped with him, but by involving us in the process, he sent out a strong message of inclusiveness. If MS had been insecure and had not sought us out, there was every possibility that we might have gone about our business, not knowing if the skipper even wanted our inputs.