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In the Land of Conservative Women: The Fetus Beat Us

September 18, 2010 | By | No Comments

The central issue is not privacy–a woman’s right to control her own body–but rather the reality of visibly moving fetuses that they believe to be fully human.

“You can’t appeal to us through our wombs,” Kellyanne Fitzpatrick says. “We’re pro-life. The fetus beat us. We grew up with sonograms. We know life when we see it.”


Kellyanne Fitzpatrick Conway

Smart women and technology and open debate are moving the country to consider the life of the unborn baby. The Atlantic Monthly magazine took note of the shift back in 1996.

Excepts from The Atlantic Monthly, Politics, September 1996

In the Land of Conservative Women

A diverse group of woman

activists, including many young people

and small-business owners, are bringing

new energy to the Republican Party

by Elinor Burkett

NO one had ever before tried throwing a big party for young conservative women.

But even before the RSVPs started coming in, April Lassiter was certain that the Eighteenth Street Lounge, the club she and some friends had rented in Washington, D.C., would be as packed on their Thursday night as on any Saturday night.

The invitation–an entreaty to “Merge Right”–had been an immediate hit.

When the Republicans swept into power on Capitol Hill, scores of young conservatives were suddenly emboldened, sure that they now represented the cutting edge–socially as well as politically.

These were Hill rats–that horde of ambitious, idealistic, and underpaid young people who work as press secretaries and floor assistants in congressional offices, as researchers at think tanks and public-relations companies, and as rising associates at law firms and in special-interest lobbies. They see themselves as a generation wresting the Republican Party away from the country-club set.

“For us, there’s been no galvanizing event to connect us to the government; therefore we don’t trust or need it,” says Kellyanne Fitzpatrick, who at twenty-nine runs her own firm, The Polling Company, and sees herself as one of the nation’s only truly conservative pollsters.

She is also a regular election commentator for CNN. “We grew up in car seats while Ma and Dad pumped gas on odd and even days. We watched Challenger blow up. We were the children of no-fault divorces. When I was seventeen, I watched Geraldine Ferraro accept the vice-presidential nomination at the Democratic convention, and thought it was interesting.

Then I listened to Ronald Reagan and saw someone four times my age, of a different gender, and from a different coast, who was communicating a message that appealed to me as a young adult.

Being a liberal is no longer fashionable. It went out with bell-bottoms. We’re never going to be Stepford Democrats. Most of us make Ayn Rand look like a leftist.”

Continue reading at the jump.


Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

Thank you (foot)notes,

Full Disclosure: Charmaine Yoest, Ph.D., served on the Board of Advisors on the Independent Women’s Forum.

Charmaine Yoest, Ph.D., has retained The Polliing Company to research attitudes on abortion.

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The Wonder Crew, by Susan Saint Sing; Selected Quotes

June 15, 2010 | By | No Comments

wonder_crew.jpgThe Wonder Crew, The Untold Story of a Coach, Navy Rowing, and Olympic Immortality, written by Susan Saint Sing published in 2008 is the story of Coach Richard Glendon at the Naval Academy winning the Olympic Gold Medal in 1920 in crew.

The tale is set, “In a time when when admirals thanked rowing coaches for helping to win world wars.” p. 6.

Sing quotes Admiral Cyde Whitlock King, 1920 Navy stroke man,

Of all sports, I think rowing is the greatest…because it is a man’s game in every sense of the word.” p. 21

Rowing is the oldest intercollegiate sport in the USA as well as the oldest international collegiate sport in the world. It uses an eight-oared shell that is some 58′ long, weights 200 pounds, with a top speed of 18 knots. To power the small boat, Coach Glendon, “Was in pursuit of the ancient, elusive arete, the ancient Greek pinnacle of perfection, strength in grace of physical, mental and spiritual balance.” p. 22.

Glendon was building team, not nine individuals,

It wasn’t just a matter of who among them was the best. The individuals were less important than the whole – the [Naval Academy] brigade was the focus, not any one standout. No war was ever won with only one man. Though a brigade would follow the leader of one, that one needed a brigade to follow him. So, too, in rowing. The fundamental question was always “How did the crew look? And the crew was not just each man in seat; it was eight men rowing as one. The boat and the crew at large were a unit, the gestalt was the final equation, not the individual parts. In rowing truly the whole is greater than the sum of the parts.

Author Sing further explains rowing and Coach Glendon’s philosophy,

A good man on a rowing machine, in training on land or in a weight room, might not help a boat go fast. p. 26

The rowers respected Coach Glendon, “He was the orderer of their chaos.” p. 26.

Appearances matter. Sing quotes Glendon, “You can tell a good oarsman sometimes just by the way he sits up straight in the shell.” p. 82.

A crew will pull some 200 strokes over a 2,000 meter course. “The shell capable of accelerating to 18 knots generates the most horsepower of any human-powered watercraft.” p. 88.

Sing quotes Brad Brinegar, from Dartmouth, p. 115,

The oarsman is not a man alone. If his crew is to suceed he must become perfectly synchronized with the other men in the boat. Sometimes, for thirty or forty strokes–more if the crew is really good and well matched–all men in the boat will move together. Every move the stroke makes will be mirrored by the men behind him. all the catches will hit hard and clean…when that happens the boat begins the lift up off the water, air bubbles running under the bow, and there is an exhileration like nothing else I have ever experienced…literally like flying.

The personalities of each seat position are reviewed,

Bow should be neat and easy with his movements, above all a good waterman.

Two [seat] is ditto, but slightly heavier and stronger.

Three, four, and five the most powerful available.

Six seat should be a cleaver oarsman as well as being powerful, and of course…reliable.

Seven should be the most finished oar in the boat.

Stroke (eight) is the most difficult man to find, as he must combine so many qualities, but first and foremost he must be a man of the right personality, a real leader who will not be discouraged by adversity. His weight is immaterial. p. 162.

“A clean boat is a fast boat!” p. 187.

The 1920 USA Men’s Olympic crew was a barrier breaking performance, “Akin to what philosopher Michael Novak describes as the power of athletic achievement in revealing moments of perfect form.” p. 218.

“Rowing is not a game, it is much more akin to riding, skating, or dancing, or any other form of locomotion developed into an art.” Gilbert C. Bourne, A Textbook on Oarsmanship, p. 71


Chester Nimitz was the Fleet Admiral of the American Navy in the Pacific in WWII. He commanded over two million men, 5,000 ships and 20,000 aircraft. p. 23. Nimitz had said, “Dick Glendon, by what he put into successive generations of Navy midshipmen, undoubtedly helped us win the naval battles of World War I and World War II.” p. 242

Susan Saint Sing includes among the photographs a picture that hung in Coach Richard Glendon’s house. It shows Admiral Chester Nimitz signing the Japanese surrender documents on the deck of the USS Missouri ending WWII. It is inscribed, “To Dick Glendon with best wishes and warmest regards.”

The photograph is signed, “Nimitz–Fleet Admiral, stroke 1905.” It is not clear of which Nimitz might be more proud: ‘Admiral’ or ‘stroke.’

Jill Biden Teaching at the Northern Virginia Community College

February 3, 2010 | By | No Comments

Alert Readers know that Your Business Blogger(R) teaches at the Northern Virginia Community College in Alexandria and Arlington. Jill Biden, The Second Lady, is an enthusiastic supporter of the Community College system and proves it two days a week.

By teaching English at the Alexandria campus.

Even if one disagrees with her politics, everyone agrees on one thing about Dr. Biden:

She is authentic.

Following is her interview on CBS.

(Sarah Palin never got a softball interview like this. Goodness, this is typical of interviews JOE Biden lounges through…)

Watch CBS News Videos Online

Article here, Jill Biden: Second Lady of the Land; Exclusive Interview With Wife of Vice President, Who Talks About Family, Career, and Advocating for Military Families


Thank you (foot)notes:

Botox, hair plugs, capped teeth. Why does the media love Joe Biden? Because he’s authentic too…

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

10 Years Later, What We Learned from Y2K: Technology vs. Political Management

December 30, 2009 | By | No Comments


The Y2K Bug

Credit: Hannah YoestThe world was coming to an end at midnight 31 December, 1999.

We had planned for it for years. It was, as one techno-wag said, “a disaster with a deadline.”

The Year 2000 roll-over was going to be big; world wide. No escape.

We knew this would be no mere technology challenge to be solved with exceptional American ingenuity. Y2K was problematic with unknown unknowns.

The internet would crash. Cell phones dead. The power grid dark.



In the late 1990′s one-half of the world’s internet traffic passed through the Commonwealth of Virginia, thanks to America On Line — And maybe another Northern Virginia entity in Arlington: the Pentagon. I think that was a secret.

Your Business Blogger(R) had the Y2K responsibility for Health and Human Resources, a $5 billion enterprise in the Virginia government. The boss, governor Jim Gilmore, a former military intelligence officer, knew what we could and couldn’t do to combat the Y2K Bug.

There was a lot we couldn’t do. And it wasn’t all technology.


It was a condition of continued employment that there were to be no interruptions or adverse incidents to the citizens of the Commonwealth and the rest of the World.

(We worker-bees could not get it wrong. The world ends AND get a bad employee appraisal. A sub-par job performance would not be a simple career-ending/world-ending mistake. Going out with a bang, so to say.)

Business literature notes the adrenaline rush of the “peak experience.” The Governor of Virginia had this as he had The Whole World In His Hands.

The web had to run for the wide world and more: Virginia’s hospital doors had to remain open; the prison doors closed. Fresh water and waste water valves had to direct flow in the correct and desired directions.

Local first responders had to be able to coordinate communications across jurisdictional silos. Governor Gilmore was among the first to realize the importance of seamless radio traffic between Fed-State-Local law enforcement. (It still wouldn’t be fixed years later. Re: 9.11).

Lots of challenges beyond government resources. So Gilmore hired the biggest IT consulting firms on the planet and bought their solutions packages. In my weekly staff meetings I had a dozen of the smartest experts in the business. I was not one of them.

They let me think I was in control at the head of the table. And maybe so. But these consultants wouldn’t let me, a mere bureaucrat, make a mistake.

But there were some mistakes the professional tech-gurus could not save me from.


One of the first steps was to inventory hardware, software for both the public sector and those private vendors who supplied the government. Every computer and bit of software that touched the government had to be inspected and brought into a procedure for standardized compliance. Verified with a form. With signatures. Every laptop. Everywhere.

I started by reviewing the vendors for the $400 million Department of Health. It had over 11,000 suppliers.

—Easy MBA 101 stuff—

So I directed the staff to report on the number of vendors that did most of the business with us, say 80-90% of the dollar volume.

—More smarty-pants MBA inquiries—

To no one’s shock and awe, save mine, we learned that 900 vendors did 90% of the business with that government agency.

I addressed the staff. “You mean,” says I, “We have to manage over 10,000 vendors to deliver 10% of our purchase orders?” My chin thrust with smug disbelief.

“So?” the staff asked as one man.

—Shortly, know-it-all MBA would meet political realities—

I strongly suggested that we should look to consolidate some vendors and look at ways to reduce the number of transactions and paper work. Time and motion studies demonstrated that processing each purchase order cost $150. I would fix this! The efficiency of Frederick Taylor.

The staff left the room. Slowly. They knew something I did not.

But they got on the job and the machinery of government began to move. I so pride myself on getting completed staff work.

The staff saw the wisdom of my directives. The efficiency! The simplicity! The savings!

I leaned back in chair pleased with the MBA-intellect the governor hired.

The Governor would have done better to hire a politician.


In mere hours the calls came in. No, not from disgruntled vendors, but from locally elected officials representing the disgruntled vendors who were about to be shut out of government business.

No one was happy that rice bowls were going to be broken.

And the fact that this all took less than a day alerted me that back channels were working at the speed of light.

The vendors and the politicians were aided and abetted by an army of helpful bureaucrats who pushed all that paper around.

The populace clamors for efficient government as long as suppliers and jobs are cut in someone else’s backyard.

I didn’t have a chance. Nor did the citizens’ tax dollars.

This was my first rude lesson in ‘multiple points of accountability.’ In government a civil servant answers to his boss, of course. But he also must be mindful of other politicians, the press, the public, the unions, the lobbyists and peers making a grab for his budget.

The supply chain efficiency fight wasn’t worth the political capital necessary to win. There are real reasons why governments seem to be so inefficient.

My lesson learned, I quickly moved on to other battles where I had half a chance.


Virginia spent $215 million and nothing happened here or the rest of the world. There were some problems in Nigeria. We now think it was some kind of scam.

Nothing crashed. Except for that super-secret three-letter-agency satellite…and some defibrillators. Not my fault. No one died.

The lesson learned was that managing technology was the easy part. The real challenge was in managing people.

It always is.


Jack Yoest is an adjunct professor at the Northern Virginia Community College. He teaches management, sales, marketing and new media.

Thank you (foot)notes:

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

Splitting the Baby in Half? Americans United for Life Statement on Cloture

December 21, 2009 | By | No Comments

You’d think there’d be parking in Your Nation’s Capital in the dead of night.

You’d be wrong.

16 inches of snow and the Senate vote forced Your Business Blogger(R) and Charmaine into an unconventional parking spot for our Monster SUV with its enormous (carbon) footprint.

No. Every Senate Staffer worked all weekend and not because the DC snowplowpersons buried their cars.

(If the boss is working, the staff better be working. More than just business etiquette.)

So. Senate rules allow for 30 hours of debate from dropped bill to vote taking. 30 hours was up at 1am last night. Reid got his speedy vote on health care reform. They broke it. They bought it.

The baby is split.

Both Americans United for Life and Planned Parenthood now oppose ObamaCare.

What makes for such strange, well, bedfellows?

Our liberal pro-choice friends want abortion at any time, for any reason, at an everyday low price, funded by tax payers.

Conservative pro-lifers do not want any tax dollars to pay for abortion. As well as that other stuff; like the science that life begins at conception…

Both sides are unhappy with the bill. This is not a reason for our legislators to be happy.

Yes, some cynics– ok, me– suggest that pro-choice Planned Parenthood is not genuinely against ObamaCare. Liberals are planning to hang the abortion ornament on the healthcare Christmas tree on later laps. The Alert Reader will note that AUL had a statement up immediately after the vote. Planned Parenthood, as of this writing, has not updated there website.

The Senate Democrats have proved that they are indeed, the Party of Death. Let us work to show that the House Democrats are not.


This is how bad the Senate Democrats miscalculated: An Alert Reader sends this last night,

I was not for Huckabee last year, but watching him in Nebraska, [home of Nelson(D)] I would definitely like to vote for him in 2012. Merry Christmas!

Conservatives, who outnumber liberals 2 to 1 are now mad and mobilized. And so are pro-choicers. Planned Parenthood and Huckabee are surely planning joint appearances.

Charmaine_Yoest_aul_pub_shot_2009.jpgHere is Charmaine’s statement, 60 Senators Just Made History…

60 U.S. Senators just made history by voting to move forward with a bill that imposes a first-ever mandatory abortion tax on the American people.

Majority Leader Reid held this vote in the middle of the night because he knows that the vast majority of Americans don’t want this new tax and don’t want tax dollars bankrolling insurance plans that cover abortion.

A ‘yes’ vote is a solid ‘yes’ to the expansion of federal funding for abortion.

We will be making this tragic decision clear to those constituents who have been misinformed that their Senator is pro-life.

ObamaCare cloture is not something that a Solomon would do.


Thank you (foot)notes:

Be sure to follow Your Business Blogger(R) and Charmaine on Twitter: @JackYoest and @CharmaineYoest

Jack and Charmaine also blog at Reasoned Audacity and at Management Training of DC, LLC.

A Business Case Study for Business 200, Northern Virginia Community College

October 23, 2009 | By | No Comments

The Business Case Study Method permits the student or researcher to conduct a critical analysis to solve a problem or to exploit an opportunity. Or to answer a hypothetical “what if?” scenario. (In contrast to politics where hypothetical questions should never be addressed.)

There are a number of outstanding formats and templates (see below or at the jump) for organizing.

Your Business Blogger(R) as Your Business Professor prefers a simpler, story telling formula: Problem, Solution, Result. (The use of such PSRs as narrative outline are also most helpful in job interviews.)

A Problem defined is half solved. It is useful to state the problem as an inquiry (think the game show Jeopardy or Larry King or Dr. Laura, “What’s your question?”).

The subject for the content on Business Case Studies is one of my former companies. The Alert Student will also select a company where s/he worked, is working or wishes to work. Students who have first-hand knowledge or a compelling interest deliver the best case studies. Let’s start with the backgrounder.

Menlo Care, Inc. was a medical device start-up manufacturer and direct seller with an outside sales team of 35 experienced, senior, account managers in the 1980′s and 90′s. The company had a proprietary process to manufacture a new intravenous catheter. The venture was funded with $500k in seed money from Raychem Corporation where the technology was developed and spun off. The product is based on a material science of a polymer that was as rigid as Teflon when dry but became as soft and flexible as silicone when wet.

The polymer-plastic was extruded or formed into an intravenous catheter for insertion into the venous blood system.

The new technology improved patient care in a cost-effective manner. However, the new IV catheters had two major marketing concerns:

1) They were 100 times the price of the existing, nearest competitive substitute.

2) The Menlo Care products required advanced one-on-one inservice training to insert or to pass” the I.V. catheters.

At the time, Menlo Care was still operating on venture capital investment and had significant negative cash flow typical of early stage start-ups entering the marketplace.

The high “burn rate” of capital would not allow the hiring of the estimated 35 full-time instructional nurses; one teacher for each sales territory.

Nurses prefer to be taught by their peers – other nurses, not necessarily company sales representatives. Sales teams have the time intensive responsibility to peddle the product and to manage the territory logistics.

The question: How can a manufacturer teach and sell new medicine across the USA within 90 days?

The issue is an extension of the classic challenge of marketing with no money or no budget and the need for an intensive face-to-face sales process.

Menlo_Care_midline_IV_catheter_yoest095.jpg A Solution was developed from a number of options and recommendations. The final sales-education idea was an innovative combination of well-known teaching-marketing strategies reconfigured into a unique delivery process.

The answer to the problem would involve having per diem or part-time nurse clinicians conduct training classes. Each of the 35 sales representatives would identify, recruit, train, motivate and manage the advance practice nurses who were the thought and opinion leaders in the medical community (e.g., presidents of local chapters of oncology nurses, certified I.V. nurses’ associations and leaders in the home health care business). These nurses would come from the small cadre of existing users of the Menlo Care catheters. The solution was simply to hire the customers to teach.

Key nurses from a local area would be invited in for a day-long training program. The area account manager/sales representative would host the event and act as the “master of ceremonies” where the class of nurses would be taught about the new medical devices.

The hook for attendance would be the concern and the warning that local hospitals might start to see the new Menlo Care I.V. catheters on those patients who might be admitted into emergency rooms. Clinicians need to know what products are being used on patients using IV therapy in case the patient has an emergency. Especially of concern were those being treated as out-patients in the home health care market.

The attending nurses who received training and inserted a catheter on a patient became credentialed as a “Landmark Nurse” and were awarded a framed certificate and lapel pin to recognize their expertise and achievement.

(A credential can be done by private associations in contrast to a certification which is awarded by a state licensing authority. Common certifications are MD, LPN and RN.)

The Results were immediate and measurable. Sales increased from near zero to over $12 million on a yearly run rate. The product line and technology commanded such attention that a number of major medical device manufactures expressed interest.

Menlo Care, Inc, was sold in 1994 to a division of Johnson & Johnson satisfying investors and stockholders.


Also see marketing with no budget in 10 steps.

Refer to the syllabus for length and style.

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Burial at Sea

September 28, 2009 | By | No Comments

Alert Readers know that Your Business Blogger(R) served as a Survivor Assistance Officer in the Army. This is real work. Duty and Honor.

The death of every service member is a public event.

John Howland, editor of USNA-AT-Large sends this article — it deserves a wide audience.

“Burial at Sea” by LtCol George Goodson, USMC (Ret)

In my 76th year, the events of my life appear to me, from time to time, as a series of vignettes. Some were significant; most were trivial.

War is the seminal event in the life of everyone that has endured it. Though I fought in Korea and the Dominican Republic and was wounded there, Vietnam was my war.

Now 37 years have passed and, thankfully, I rarely think of those days in Cambodia, Laos, and the panhandle of North Vietnam where small teams of Americans and Montangards fought much larger elements of the North Vietnamese Army.

Instead I see vignettes: some exotic, some mundane:

*The smell of Nuc Mam.

*The heat, dust, and humidity.

*The blue exhaust of cycles clogging the streets.

*Elephants moving silently through the tall grass.

*Hard eyes behind the servile smiles of the villagers.

*Standing on a mountain in Laos and hearing a tiger roar.

*A young girl squeezing my hand as my medic delivered her baby.

*The flowing Ao Dais of the young women biking down Tran Hung Dao.

*My two years as Casualty Notification Officer in North Carolina, Virginia, and Maryland.

It was late 1967. I had just returned after eighteen months in Vietnam. Casualties were increasing. I moved my family from Indianapolis to Norfolk, rented a house, enrolled my children in their fifth or sixth new school, and bought a second car.

A week later, I put on my uniform and drove ten miles to Little Creek, Virginia. I hesitated before entering my new office. Appearance is important to career Marines. I was no longer, if ever, a poster Marine. I had returned from my third tour in Vietnam only 30 days before. At 5’9″, I now weighed 128 pounds – 37 pounds below my normal weight. My uniforms fit ludicrously, my skin was yellow from malaria medication, and I think I had a twitch or two.

I straightened my shoulders, walked into the office, looked at the nameplate on a Staff Sergeant’s desk and said, “Sergeant Jolly, I’m Lieutenant Colonel Goodson. Here are my orders and my Qualification Jacket.”

Sergeant Jolly stood, looked carefully at me, took my orders, stuck out his hand; we shook and he asked, “How long were you there, Colonel?” I replied “18 months this time.” Jolly breathed, “Jesus, you must be a slow learner Colonel.” I smiled.

Jolly said, “Colonel, I’ll show you to your office and bring in the Sergeant Major. I said, “No, let’s just go straight to his office.”

Jolly nodded, hesitated, and lowered his voice, “Colonel, the Sergeant Major. He’s been in this G*dd@mn job two years. He’s packed pretty tight. I’m worried about him.” I nodded.

Jolly escorted me into the Sergeant Major’s office. “Sergeant Major, this is Colonel Goodson, the new Commanding Office. The Sergeant Major stood, extended his hand and said, “Good to see you again, Colonel.”

I responded, “Hello Walt, how are you?” Jolly looked at me, raised an eyebrow, walked out, and closed the door.

I sat down with the Sergeant Major. We had the obligatory cup of coffee and talked about mutual acquaintances. Walt’s stress was palpable.

Finally, I said, “Walt, what’s the hell’s wrong?” He turned his chair, looked out the window and said, “George, you’re going to wish you were back in Nam before you leave here. I’ve been in the Marine Corps since 1939. I was in the Pacific 36 months, Korea for 14 months, and Vietnam for 12 months.

Now I come here to bury these kids. I’m putting my letter in. I can’t take it anymore.” I said, “OK Walt. If that’s what you want, I’ll endorse your request for retirement and do what I can to push it through Headquarters Marine Corps.”

Sergeant Major Walt Xxxxx retired 12 weeks later. He had been a good Marine for 28 years, but he had seen too much death and too much suffering. He was used up.

Over the next 16 months, I made 28 death notifications, conducted 28 military funerals, and made 30 notifications to the families of Marines that were severely wounded or missing in action. Most of the details of those casualty notifications have now, thankfully, faded from memory. Four, however, remain.


My third or fourth day in Norfolk, I was notified of the death of a 19 year old Marine. This notification came by telephone from Headquarters Marine Corps. The information detailed:

*Name, rank, and serial number.

*Name, address, and phone number of next of kin.

*Date of and limited details about the Marine’s death.

*Approximate date the body would arrive at the Norfolk Naval Air Station.

*A strong recommendation on whether the casket should be opened or closed.

The boy’s family lived over the border in North Carolina, about 60 miles away. I drove there in a Marine Corps staff car. Crossing the state line into North Carolina, I stopped at a small country store / service station / Post Office. I went in to ask directions.

Three people were in the store. A man and woman approached the small Post Office window. The man held a package. The Storeowner walked up and addressed them by name, “Hello John. Good morning Mrs. Cooper.”

I was stunned. My casualty’s next-of-kin’s name was John Cooper!

I hesitated, then stepped forward and said, “I beg your pardon. Are you Mr. and Mrs. John Copper of (address.)

The father looked at me-I was in uniform – and then, shaking, bent at the waist, he vomited. His wife looked horrified at him and then at me. Understanding came into her eyes and she collapsed in slow motion. I think I caught her before she hit the floor.

The owner took a bottle of whiskey out of a drawer and handed it to Mr. Cooper who drank. I answered their questions for a few minutes. Then I drove them home in my staff car. The storeowner locked the store and followed in their truck. We stayed an hour or so until the family began arriving.

I returned the storeowner to his business. He thanked me and said, “Mister, I wouldn’t have your job for a million dollars.” I shook his hand and said; “Neither would I.”

I vaguely remember the drive back to Norfolk. Violating about five Marine Corps regulations, I drove the staff car straight to my house. I sat with my family while they ate dinner, went into the den, closed the door, and sat there all night, alone.

My Marines steered clear of me for days. I had made my first death notification.


Weeks passed with more notifications and more funerals.. I borrowed Marines from the local Marine Corps Reserve and taught them to conduct a military funeral: how to carry a casket, how to fire the volleys and how

to fold the flag.

When I presented the flag to the mother, wife, or father, I always said, “All Marines share in your grief.” I had been instructed to say, “On behalf of a grateful nation.” I didn’t think the nation was grateful, so I didn’t say that.

Sometimes, my emotions got the best of me and I couldn’t speak. When that happened, I just handed them the flag and touched a shoulder. They would look at me and nod. Once a mother said to me, “I’m so sorry you have this terrible job.” My eyes filled with tears and I leaned over and kissed her.


Six weeks after my first notification, I had another. This was a young PFC. I drove to his mother’s house. As always, I was in uniform and driving a Marine Corps staff car. I parked in front of the house, took a deep breath, and walked towards the house. Suddenlythe door flew open, a middle-aged woman rushed out. She looked at me and ran across the yard, screaming “NO! NO! NO! NO!”

I hesitated. Neighbors came out. I ran to her, grabbed her, and whispered stupid things to reassure her. She collapsed. I picked her up and carried her into the house. Eight or nine neighbors followed. Ten or fifteen later, the father came in followed by ambulance personnel. I have no recollection of leaving.

The funeral took place about two weeks later. We went through the drill. The mother never looked at me. The father looked at me once and shook his head sadly.


One morning, as I walked in the office, the phone was ringing. Sergeant Jolly held the phone up and said, “You’ve got another one, Colonel.” I nodded, walked into my office, picked up the phone, took notes, thanked the officer making the call, I have no idea why, and hung up. Jolly, who had listened, came in with a special Telephone Directory that translates telephone numbers into the person’s address and place of employment.

The father of this casualty was a Longshoreman. He lived a mile from my office. I called the Longshoreman’s Union Office and asked for the Business Manager. He answered the phone, I told him who I was, and asked for the father’s schedule.

The Business Manager asked, “Is it his son?” I said nothing. After a moment, he said, in a low voice, “Tom is at home today.” I said, “Don’t call him. I’ll take care of that.” The Business Manager said, “Aye, Aye Sir,” and then explained, “Tom and I were Marines in WWII.”

I got in my staff car and drove to the house. I was in uniform. I knocked and a woman in her early forties answered the door. I saw instantly that she was clueless. I asked, “Is Mr. Smith home?” She smiled pleasantly and responded, “Yes, but he’s eating breakfast now. Can you come back later?” I said, “I’m sorry. It’s important, I need to see him now.”

She nodded, stepped back into the beach house and said, “Tom, it’s for you.”

A moment later, a ruddy man in his late forties, appeared at the door. He looked at me, turned absolutely pale, steadied himself, and said, “Jesus Christ man, he’s only been there 3 weeks!”

Months passed. More notifications and more funerals. Then one day while I was running, Sergeant Jolly stepped outside the building and gave a loud whistle, two fingers in his mouth… I never could do that… and held an imaginary phone to his ear.

Another call from Headquarters Marine Corps. I took notes, said, “Got it.” and hung up. I had stopped saying “Thank You” long ago.

Jolly, “Where?”

Me, “Eastern Shore of Maryland. The father is a retired Chief Petty Officer. His brother will accompany the body back from Vietnam.”

Jolly shook his head slowly, straightened, and then said, “This time of day, it’ll take three hours to get there and back. I’ll call the Naval Air Station and borrow a helicopter. And I’ll have Captain Tolliver get one of his men to meet you and drive you to the Chief’s home.”

He did, and 40 minutes later, I was knocking on the father’s door. He opened the door, looked at me, then looked at the Marine standing at parade rest beside the car, and asked, “Which one of my boys was it,


I stayed a couple of hours, gave him all the information, my office and home phone number and told him to call me, anytime.

He called me that evening about 2300 (11:00PM). “I’ve gone through my boy’s papers and found his will. He asked to be buried at sea. Can you make that happen?” I said, “Yes I can, Chief. I can and I will.”

My wife who had been listening said, “Can you do that?” I told her, “I have no idea. But I’m going to break my @ss trying.”

I called Lieutenant General Alpha Bowser, Commanding General, Fleet Marine Force Atlantic, at home about 2330, explained the situation, and asked, “General, can you get me a quick appointment with the Admiral at Atlantic Fleet Headquarters?” General Bowser said,” George, you be there tomorrow at 0900. He will see you.

I was and the Admiral did. He said coldly, “How can the Navy help the Marine Corps, Colonel.” I told him the story. He turned to his Chief of Staff and said, “Which is the sharpest destroyer in port?” The Chief of Staff responded with a name.

The Admiral called the ship, “Captain, you’re going to do a burial at sea. You’ll report to a Marine Lieutenant Colonel Goodson until this mission is completed.”

He hung up, looked at me, and said, “The next time you need a ship, Colonel, call me. You don’t have to sic Al Bowser on my @ss.” I responded, “Aye Aye, Sir” and got the h-ll out of his office.

I went to the ship and met with the Captain, Executive Officer, and the Senior Chief. Sergeant Jolly and I trained the ship’s crew for four days. Then Jolly raised a question none of us had thought of. He said, “These government caskets are air tight. How do we keep it from floating?”

All the high priced help including me sat there looking dumb. Then the Senior Chief stood and said, “Come on Jolly. I know a bar where the retired guys from World War II hang out.”

They returned a couple of hours later, slightly the worse for wear, and said, “It’s simple; we cut four 12″ holes in the outer shell of the casket on each side and insert 300 lbs of lead in the foot end of the casket. We can handle that, no sweat.”

The day arrived. The ship and the sailors looked razor sharp. General Bowser, the Admiral, a US Senator, and a Navy Band were on board. The sealed casket was brought aboard and taken below for modification. The ship got underway to the 12-fathom depth.

The sun was hot. The ocean flat. The casket was brought aft and placed on a catafalque. The Chaplin spoke. The volleys were fired. The flag was removed, folded, and I gave it to the father. The band played “Eternal Father Strong to Save.” The casket was raised slightly at the head and it slid into the sea.

The heavy casket plunged straight down about six feet. The incoming water collided with the air pockets in the outer shell. The casket stopped abruptly, rose straight out of the water about three feet, stopped, and slowly slipped back into the sea. The air bubbles rising from the sinking casket sparkled in the in the sunlight as the casket disappeared from sight forever.

The next morning I called a personal friend, Lieutenant General Oscar Peatross, at Headquarters Marine Corps and said, “General, get me the f*ck out of here. I can’t take this sh!t anymore.” I was transferred two weeks later.

I was a good Marine but, after 17 years, I had seen too much death and too much suffering. I was used up.

Vacating the house, my family and I drove to the office in a two-car convoy. I said my goodbyes. Sergeant Jolly walked out with me. He waved at my family, looked at me with tears in his eyes, came to attention, saluted, and said, “Well Done, Colonel. Well Done.”

I felt as if I had received the Medal of Honor.


USNA-At-Large’s niche is to provide USNA-related news quickly and reliably to Graduates ** and Friends ** of the United States Naval Academy.

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FREE Management Training: The One Minute (Small Business) Manager Meets The Monkey

July 25, 2009 | By | No Comments

You Are Invited to a FREE* Management Seminar.

The Manager’s Formula for Success

The One Minute (Small Business) Manager Meets the Monkey: An Introduction

How to Manage Your Staff and How to Manage Your Manager

Well-run organizations have managers and staff who work to control events, instead of events controlling them. They anticipate the future . . . adapt to the present . . . and learn from the past.

Who: Managers who need to get in control of events or to better influence results

What: An introduction to The One Minute Manager Meets the Monkey

1. The Management Equation:

Vocational Time vs. Management Time

2. How Management Really Works:

The Molecule of Management

3. The Who and How of Promotions:

The Freedom Scale

When: Thursday, August 6, 2009, 7:00pm to 8:30pm

Where: Northern Virginia Community College,

Alexandria Campus, campus map

The new Bisdorf Auditorium, room 196

3001 North Beauregard Street, Alexandria, VA 22311 street map

Parking and Directions here.

Why: Improve managerial effectiveness and staff efficiency.

Cost: FREE* Registration is helpful click here. Space is limited.

The class will reference the work of Ken Blanchard and Bill Oncken in their book The One Minute Manager Meets The Monkey.

Also cited will be the Harvard Business Review article, Managing Management Time: Who’s Got the Monkey?, published in 1974, by Bill Oncken, Jr.. The article, an edited excerpt of the Managing Management Time™ seminar, has gone on to become one of the two most requested reprints in the history of the Review.

The training summarized in the article is sometimes called the “Monkey Management” seminar.

Jack Yoest, Adjunct Professor of Management and President of Management Training of DC, is a former Armored Cavalry Officer in Combat Arms.

His military leadership training and management experience guides his philosophy at the core of Managing Management Time™. He has managed software, health care and international human resource management companies.

His experience is in Military, Academia, Early-Stage, Non-Profits, Fortune 500 and Government.

Jack also served in the Governor’s Office of the Commonwealth Virginia as Assistant Secretary for Health and Human Resources where he acted as the Chief Technology Officer for the secretariat. He was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.

He was also a manager with a medical device start-up and helped move sales from zero to over $12 million, resulting in a buy-out by Johnson & Johnson. Jack has consulted in China and India.

Questions? email or call Jack at 202.215.2434 to save your spot.

Jack Yoest


Adjunct Professor

Your Business Blogger(R)


Thank you (foot)notes:

*FREE. The Alert Reader knows well that there is no free lunch. But some products or services can be rendered at NO CHARGE as a component of an organization’s marketing budget. The taxpayers of the Commonwealth of Virginia have provided the compensation for Your Business Professor at NOVA.

Who’s Got The Monkey? from the Harvard Business Review

Following is the PowerPoint for the lecture:

One Minute Manager Meets the Monkey.ppt

Suggested class reading:

Do You Have An Incompetent Manager? From The Washington Post

One Minute YouTube Introduction: The Manager’s Formula For Success.

The six part management training video.

Jack Kemp Requiscat in Pace What Was The First Thing He Did At HUD?

May 4, 2009 | By | No Comments

“People don’t care about how much you know until they know how much you care,” Jack Kemp often said.

Your Business Blogger(R) and Charmaine crossed paths with the QB/Compassionate-Politico a number of times.

We talked with him when he was Secretary of Housing and Urban Development. He told us that he spent $60,000 dollars on pictures for the HUD building. A tremendous sum even back then.

60K for pictures? we asked.

The old dull gray HUD walls were festooned(?) with old dull gray photos of housing developments — government run tenement slums.

The first thing he did was to take down pictures of those monstrosities and replace them with pictures of hope.

Instead of apartment buildings, visitors now saw majestic pictures of Lincoln.

He said words to the effect, “I wanted to give people a vision of the future, of home ownership…”

If you wanted real change you’d pick a QB who could move the ball down the field and win games.


A politician may not remember every campaign or every race — but he always remembers his first.

Charmaine’s parents worked on his first run for congress in Buffalo in the early 70′s. Kemp was a gentleman with a kind word for everyone.

No one didn’t like Jack Kemp.

Jack Kemp, RIP.

Charmaine Quoted in Politico. What Does Obama Think of Pro-Lifers?What Does Obama Think of Veterans?

April 16, 2009 | By | No Comments

ronald_reagan_with_charmaine_smaller.jpgYour Business Blogger(R) teaches business at the local college and loves the ‘continuous learning’ life style. So when Jack Welch, Ph.D., former CEO of GE has something to say about management, this student takes notes.

Welch appeared on CNBC’s Squawk Box this morning and graded president Obama on leadership.

Welch said Obama on leadership earned an “A.”

(On leadership, said Welch; Not so on policy…)

Personnel is Policy, Ronald Reagan & Charmaine

Welch mentioned his criteria: Vision, Mission, Communication and Team Building.

Welch explained the value of having the right people on the president’s team — and how well the team works together because they each share the vision and mission of Obama’s America.

This is what president Reagan talked about in “Personnel is Policy” when Charmaine worked in the West Wing. You hire people who think as you would think — the boss should hire like minded deputies.

And this is exactly what Obama has done. Jack Welch is right. Obama’s managers want us all to love and worship Obama’s world (view).

So when an Obama Deputy – Napolitano — publishes a directive to law enforcement officials — those with the power to arrest — that Pro-Lifers and Veterans are a danger to America; all Americans know that this is exactly how Obama thinks.

What happens next? Obama is dividing our nation. People are not buying Obama’s vision for America. Texas talks about seceding (again). But this time the abolitionists Pro-Lifers will be in the south — not Massachusetts. Salena Zito writes,

Texas Gov. Rick Perry last week declared the federal government had become “oppressive in its size, intrusion into the lives of our citizens and its interference with the affairs of our state.”

Obama will push for the so called ‘Freedom of Choice Act’ or FOCA. Which will remove all local regulation of abortion and the offices where abortions are preformed. A social worker in a dirty back alley could do the baby-cutting.

Obama will allow open homosexuals to serve in the military which will destroy unit cohesion and effect our ability to complete any mission and will certainly cost American lives.

But red-blooded Americans are fighting back.

Charmaine was interviewed by Politico on the Obama backlash. CARRIE BUDOFF BROWN writes in Obama boosts anti-abortion efforts,

The first hint of a stir came just after Election Day, when the computer servers at Americans United for Life crashed. People were swamping the Web site to sign a petition urging President-elect Barack Obama to stand firm against abortion.

“I got a call from one of our guys, ‘We have a problem,’ ” said Charmaine Yoest, the group’s president and chief executive officer. “And I was like, ‘The problem would be what?’”

Tech-savvy Charmaine knows that servers being overwhelmed with internet traffic is a high-quality problem.

Obama does not care for veterans such as Your Business Blogger(R) nor the Pro-Lifers such as Americans United for Life.


Join Fight FOCA


Thank you (foot)notes:

An Alert Reader, fred5676 writes on Michele Malkin’s Confirmed: The Obama DHS hit job on conservatives is real,

So NumbersUSA and Americans United for Life are terrorist groups??? COUNT ME IN!!

Visit the Baptist Bulletin world news.

See the Pregnancy Resource Center at UAB; A student organization serving pregnant and parenting students on our campus,

More than 261,000 people have signed an online petition calling on Notre Dame to withdraw its invitation for Obama to speak at the Catholic university’s May 17 commencement. The petition says Obama has carried out “some of the most anti-life actions of any American president,” including expanding taxpayer-funded research on embryonic stem cells.

And Americans United for Life plans to expand its plans to expand its staff in Washington and, after the post-election crash, recently upgraded its computer system to handle the bump in online activism.

The King’s Good Servant and God’s First

Jill Stanek has excellent analysis at Anti-life (on steroids) Obama energizes pro-life movement

See Peter Shinn from Pro-Life Unity interview Dr. Charmaine Yoest.

Fight for Life here.

AUL Defends Doctors and Nurses

Oklahoma legislature would allow pregnant mother to use deadly force to protect unborn

Love Life no matter how small.

Catholic Pro-Life Committee

CNA — Oklahoma legislature would allow pregnant mother to use deadly force to protect unborn