Edmund Wilson regrets… A Quote by Edmund Wilson web.archive.org Throughout his career, Wilson often answered fan mail and outside requests for his time with this form postcard: Edmund Wilson regrets that it is impossible for him to: Read manuscripts, write books and articles to order, write forewords or introductions, make statements for publicity purposes, do any kind of editorial work, judge literary contests, give interviews, conduct educational courses, deliver lectures, give talks or make speeches, broadcast or appear on television, take part in writers' congresses, answer questionnaires, contribute to or take part in symposiums or 'panels' of any kind, contribute manuscripts for sales, donate copies of his books to libraries, autograph books for strangers, allow his name to be used on letterheads, supply personal information about himself, supply photographs of himself, supply opinions on literary or other subjects. collections
The management strategy that saved Apollo 11 An Article by Matthew Ström matthewstrom.com In 1969, the people in charge of Apollo 11 trusted a 23-year-old engineer in a back room of mission control to make one of the most consequential decisions of this decade-defining mission. And they did so in seconds, without deliberating or debating. Next time you’re faced with a decision, ask yourself: how can this decision be made on the lowest level? Have you given your team the authority to decide? If you haven’t, why not? If they’re not able to make good decisions, you’ve missed an opportunity to be a leader. Empower, enable, and entrust them. Take it from NASA: the ability to delegate quickly and decisively was the key to landing men on the moon. Central planning gives poor resultsBeware SAFe, an Unholy Incarnation of Darkness managementdecisionstrust