Article 43
Wednesday, December 21, 2011
Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent
By Eric Jackson
Forbes
December 14, 2011
Whether its a high-profile tech company like Yahoo!, or a more established conglomerate like GE or Home Depot, large companies have a hard time keeping their best and brightest in house. Recently, GigaOM discussed the troubles at Yahoo! with a flat stock price, vested options for some of their best people, and the apparent free flow of VC dollars luring away some of their best people to do the start-up thing again.
Yet, Yahoo!, GE, Home Depot, and other large established companies have a tremendous advantage in retaining their top talent and don’t. I’ve seen the good and the bad things that large companies do in relation to talent management. Here’s my Top Ten list of what large companies do to lose their top talent :
1. Big Company Bureaucracy. This is probably the #1 reason we hear after the fact from disenchanted employees. However, it’s usually a reason that masks the real reason. No one likes rules that make no sense. But, when top talent is complaining along these lines, its usually a sign that they didnҒt feel as if they had a say in these rules. They were simply told to follow along and get with the program. No voice in the process and really talented people say check please.
2. Failing to Find a Project for the Talent that Ignites Their Passion. Big companies have many moving parts by definition. Therefore, they usually don’t have people going around to their best and brightest asking them if theyre enjoying their current projects or if they want to work on something new that they’re really interested in which would help the company. HR people are usually too busy keeping up with other things to get into this. The bosses are also usually tapped out on time and this becomes a nice to “have” rather than “must have” conversation. However, unless you see it as a must have, say adios to some of your best people. Top talent isn’t driven by money and power, but by the opportunity to be a part of something huge, that will change the world, and for which they are really passionate. Big companies usually never spend the time to figure this out with those people.
3. Poor Annual Performance Reviews. You would be amazed at how many companies do not do a very effective job at annual performance reviews. Or, if they have them, they are rushed through, with a form quickly filled out and sent off to HR, and back to real work. The impression this leaves with the employee is that my boss җ and, therefore, the company isnגt really interested in my long-term future here. If youre talented enough, why stay? This one leads into #4҅.
4. No Discussion around Career Development. Here’s a secret for most bosses: most employees donҒt know what theyll be doing in 5 years. In our experience, about less than 5% of people could tell you if you asked. However, everyone wants to have a discussion with you about their future. Most bosses never engage with their employees about where they want to go in their careers - even the top talent. This represents a huge opportunity for you and your organization if you do bring it up. Our best clients have separate annual discussions with their employees apart from their annual or bi-annual performance review meetings ח to discuss succession planning or career development. If your best people know that you think theres a path for them going forward, they’ll be more likely to hang around.
5. Shifting Whims/Strategic Priorities. I applaud companies trying to build an incubator or “brickhouse” around their talent, by giving them new exciting projects to work on. The challenge for most organizations is not setting up a strategic priority, like establishing an incubator, but sticking with it a year or two from now. Top talent hates to be “jerked around.” If you commit to a project that they will be heading up, you’ve got to give them enough opportunity to deliver what they’ve promised.
6. Lack of Accountability and/or telling them how to do their Jobs. Although you cant jerk around top talent, it’s a mistake to treat top talent leading a project as untouchable. Were not saying that you need to get into anyone’s business or telling them what to do. However, top talent demands accountability from others and doesn’t mind being held accountable for their projects. Therefore, have regular touch points with your best people as they work through their projects. They’ll appreciate your insights/observations/suggestions as long as they don’t spillover into preaching.
7. Top Talent likes other Top Talent. What are the rest of the people around your top talent like? Many organizations keep some people on the payroll that rationally shouldnt be there. You’ll get a litany of rationales explaining why when you ask. It’s too hard to find a replacement for him/her.Ŕ NowӒs not the time.Ŕ However, doing exit interviews with the best people leaving big companies you often hear how they were turned off by some of their former team mates.Ӕ If you want to keep your best people, make sure theyre surrounded by other great people.
8. The Missing Vision Thing. This might sound obvious, but is the future of your organization exciting? What strategy are you executing? What is the vision you want this talented person to fulfill? Did they have a say/input into this vision? If the answer is no, thereҒs work to do and fast.
9. Lack of Open-Mindedness. The best people want to share their ideas and have them listened to. However, a lot of companies have a vision/strategy which they are trying to execute against - and, often find opposing voices to this strategy as an annoyance and a sign that someones not a ғteam player. If all the best people are leaving and disagreeing with the strategy, you’re left with a bunch of yes people saying the same things to each other. Youve got to be able to listen to othersҒ points of view always incorporating the best parts of these new suggestions.
10. Who’s the Boss? If a few people have recently quit at your company who report to the same boss, its likely not a coincidence. WeҒll often get asked to come in and fixӔ someone whos a great sales person, engineer, or is a founder, but who is driving everyone around them ғnuts. We can try, but unfortunately, executive coaching usually only works 33% of the time in these cases. You’re better off trying to find another spot for them in the organization or, at the very least, not overseeing your high-potential talent that you want to keep.
It’s never a one-way street. Top talent has to assume some responsibility as much as the organization. However, with the scarcity of talent which will only increase in the next 5 years - Smart Organizations are ones who get out in front of these ten things, rather than wait for their people to come to them, asking to implement this list.
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Friday, December 16, 2011
Millenial Cowboys
The ultimate challenge FOR IT PEOPLE is balancing user needs while keeping the network safe, secure, and always available.
The BIGGEST PROBLEMS are the CLUELESS DECISION MAKERS whose DIRECTIVES result in the network being about as stable as a house of cards on a shaky foundation, and computers as secure as unlocked doors.
Next are the smart-aleck power users who THINK THEY KNOW the sysadmin’s job better than (s)he does. Those self-proclaimed know-it-alls are often unaware or unconcerned of the big picture, and can be very dangerous unsupervised.
Then there’s the GEN-X folks who tend to have an WARPED SENSE OF ENTITLEMENT. They thrive in the WAREZ communities, and often have lots of expensive software on their PCs. All cracked. NONE PAID FOR.
Now - like reckless cowboys that don’t take aim before shooting - the security-ignorant pool is getting bigger with the Gen-Yers who grew up in the technological revolution joining the workforce.
Infosec is a TOUGH JOB.
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70% Of Young Workers Ignore IT Rules
Press Release
Cisco
December 16, 2011
Beg, Borrow or Steal? Young Professionals, College Students Admit They’ll Go To Extreme Measures for Internet Access Despite IT Policies, Identity Theft Risks
Tendencies of World Workforce’s Next Generation to Ignore Online Threats Poses Challenge To Personal, Corporate Security; Magnify Findings in Cisco 2011 Annual Security Report
Seven out of 10 young employees frequently ignore IT policies, and one in four is a victim of identity theft before the age of 30, according to a global study from Cisco announced today. The final set of findings from the three-part CISCO CONNECTED WORLD TECHGNOLOGY REPORT reveals startling attitudes toward IT policies and growing security threats posed by the next generation of employees entering the workforce a demographic that grew up with the Internet and has an increasingly on-demand lifestyle that mixes personal and business activity in the workplace.
The Cisco Connected World Technology Report is an international study that examines the next generation of workers’ demands and behavior involving network access, mobile device freedom, social media, and work lifestyles. The findings are key in explaining how this next-generation workforce’s behavior heightens personal and corporate risk amid a complex threat landscape, a correlation that is spotlighted in more depth in the CISCO 2011 ANNUAL SECURITY REPORT, also issued today.
The latest findings from the Cisco Connected World Technology Report reveal growing concerns for employers. The desire for on-demand access to information is so ingrained in the incoming generation of employees that many young professionals take extreme measures to access the Internet, even if it compromises their company or their own security. Such behavior includes secretly using neighbors’ wireless connections, sitting in front of businesses to access free Wi-Fi networks, and borrowing other people’s devices without supervision.
Considering that at least one of every three employees (36%) responded negatively when asked if they respect their IT departments, balancing IT policy compliance with young employees’ desires for more flexible access to social media, devices, and remote access is testing the limits of traditional corporate cultures. At the same time, these employee demands are placing greater pressure on recruiters, hiring managers, IT departments, and corporate cultures to allow more flexibility in the hope the next wave of talent can provide an edge over competitors.
The findings will be presented by Cisco’s chief information officer and chief security officer during a free Internet TV broadcast HERE.
Key Findings
· The second annual Cisco Connected World Technology Report surveys more than 2,800 college students and young professionals in 14 countries that represent the largest or fastest growing economies. It was commissioned to understand how companies must balance business needs and risk management with the next generation of employees’ technology expectations and behavior.
Risky behavior’s impact on identity theft rates
Perhaps as a direct result of loosening privacy boundaries, about one in four college students (24%) and employees (23%) experiences identity theft before the age of 30. When applied to a broader pool of people, two of five college students said they know of friends or family members who have experienced identity theft. The following findings provide insight into the frequency of identity theft among this generation.
Security and online privacy
· One in three (33%) college students globally does not mind sharing personal information online, believes privacy boundaries are loosening, or does not think about privacy, providing foreshadowing for how the next generation of the global workforce will address information online perhaps for business as well as personal activities.
Adhering to IT policies
· Of those who were aware of IT policies, seven of every 10 (70%) employees worldwide admitted to breaking policy with varying regularity. Among many reasons, the most common was the belief that employees were not doing anything wrong (33%). One in five (22%) cited the need to access unauthorized programs and applications to get their job done, while 19% admitted the policies are not enforced. Some (18%) said they do not have time to think about policies when they are working, and others either said adhering to the policies is not convenient (16%), they forget to do so (15%), or their bosses aren’t watching them (14%).
· Two of three (67%) respondents said IT policies need to be modified to address real-life demands for more work flexibility.
· Companies restrict many devices and social media applications. Of these, young employees said online gaming (37%) was the most commonly restricted application. Apple iPods (15%) were the most commonly restricted device.
· One in 10 (10%) employees globally said IT policies prohibit the use of iPads and tablets, signaling a growing challenge for IT teams as tablet popularity increases. Three of 10 employees (31%) said social networking sites like Facebook, Twitter, and YouTube were prohibited as well.
· Three of five employees (61%) believe they are not responsible for protecting information and devices, believing instead that IT and/or service providers are accountable.
Risky behavior: Borrowing’ wireless connections from neighbors and stores
· In the old days, neighbors would ask for eggs or sugar. Now they are asking for Internet access. Almost one in four college students (23%) has asked a neighbor for access to a computer or the Internet, and almost one in five (19%) admitted accessing a neighbor’s wireless connection without permission. About one in five college students globally (19%) admitted standing outside retail outlets to use free wireless connections. About one in 10 (9%) has asked to use a stranger’s mobile phone. Overall, two of three employees worldwide (64%) said they had done at least one of these actions.
Risky behavior: Unsupervised computer usage
· More than half of the employees surveyed globally (56%) said they have allowed others to use their computers without supervision Ֆ family, friends, coworkers, and even people they do not know.
· College students exhibited higher tendencies than young employees to engage in risky online behavior. More than four of five college students (86%) said they have allowed others to use their computer unsupervised, indicating that this behavior is only going to become more prevalent as the next generation of employees enters the workforce over the next few years.
· More than one in 10 college students (16%) admitted leaving personal belongings and devices unattended in public, while getting something to eat or drink at a caf or going to the restroom.
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Young people to IT security: ‘What, me worry?’
There’s a new generation gap: Millennials want to use their own digital tools at work, regardless of corporate guidelines
By Bill Snyder
InfoWorld
December 15, 2011
Young people to IT security: ‘What, me worry?’
There’s a new generation gap: Millennials want to use their own digital tools at work, regardless of corporate guidelines
Don’t tell my daughter I was talking about her behind her back, OK? A couple of weeks ago, she spilled a drink on her MacBook Pro’s keyboard. We’ve all done that. It happens. But as we discussed the damage, I assured her that, worst case, she could move her backed-up files to her new machine. Back up? Uh oh. Not only does she not back up, but the Wi-Fi network in her apartment is not secured and she uses the same weak passwords over and over.
You might wonder why I’m telling you this. It’s because a survey of young professionals and college-age students conducted by Cisco Systems confirms that my daughter’s behavior is all too common. As the Baby Boomers retire, their jobs in business will be taken by the millennial generation, who are going to be a handful for IT. And all too often, IT responds with the equivalent of “Get off my lawn!”
According to the survey, which included 2,800 young adults, students, and employed white collar types across 14 countries, 7 out of 10 young employees frequently ignore IT policies, and 3 of 5 employees believe they are not responsible for protecting information and devices, believing instead that IT and service providers are accountable.
What does this mean for you as someone who is responsible for running and securing a network? In my opinion, it’s yet another wrinkle in the ongoing consumerization of IT. Young people may well have been sloppy and loathe to follow rules in the past, but fallout from those bad habits was buffered by IT’s iron control over the infrastructure. No one had smartphones to misuse, and there was no Facebook or Twitter or Google+ to become a security hole. (Facebook’s security, by the way, is a disaster waiting to happen.)
There’s another issue, and it’s more subtle. Modes of attack on corporate networks are shifting rapidly away from mass assaults on millions of computers to thrusts targeted at particular individuals, says Paula Musich, a security analyst with Current Analysis. Employees who are active on social networking sites, for example, and carelessly let on where they work or what they know will be noticed and targeted, she says. ”Hackers will use them to gain entry into the system and work their way up” to more senior people and parts of the network containing sensitive information, she tells me.
The new generation gap
The digital generation gap is also an issue for broader levels of management, including HR. The best and brightest potential hires have not only grown up using computers and other digital devices, they consider access to the Web and social networking services a basic right.
I’ve seen surveys in which young people say they’d prefer not to eat to not being able to use their iPhones. That’s obviously youthful hyperbole, but if you restrict them too much, they’ll refuse to work for you. Additionally, if they sign on, they’ll be out the door in a hurry when you won’t let them use their iPad or Galaxy.
Interestingly, only 10 percent of the employees surveyed said that tablets and so on are prohibited. I wouldn’t extrapolate from that number to conclude that 90 percent of global businesses allow tablets, but it is a sign that many—perhaps more than we think—have let them in the door.
About one-third of the young workers said their companies do not allow the use of social networking sites and tools. That problem extends beyond the happiness of those employees. Like it or not, social networking is a critical communications and marketing tool; companies that don’t understand it are handicapping themselves.
Of those who were aware of IT policies, 7 of every 10 employees worldwide admitted to breaking policy with varying regularity. Among many reasons, the most common was the belief that employees were not doing anything wrong (33 percent); 1 in 5 cited the need to access unauthorized programs and applications to get their job done, while 19 percent admitted the policies are not enforced.
I’m a believer in personal responsibility; if a policy is there for a reason, it should be respected, even if nobody is watching. But when a law is flouted with such regularity, there’s either something wrong with the law or someone has failed to do a decent job explaining its importance.
It would be tempting for us graybeards to dismiss the study, saying that young people are always a pain. Or you could sniff and say that Cisco is simply trying to scare businesses into buying more security. That may or may not be true, but if IT management understands that the consumerization of IT is real, it’ll put aside its middle-aged preconceptions and get with the program—the new program, that is.
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Thursday, December 15, 2011
The Next Depression Part 50 - The Worst Is Yet to Come Part 8
This Slump Wont End Until 2031
Our predicament parallels Long Depression of 1870s
By Matthew Lynn
Market Watch
December 15, 2011
In retrospect, it wasn’t hard to see that the markets were becoming dangerously unstable. Germany had just adopted a new monetary system, and Europe was being flooded with cheap German money. Greece had signed up to a monetary union with Italy and France but was struggling to hold it together.
Financial markets had been deregulated. New technologies were transforming production and communications, allowing money to move across borders at lightening speed.
And a massive new industrial power was flooding the world with cheap manufactured goods, blowing apart old industries.
When it all fell apart in an almighty crash, it was only to be expected.
A prophesy for London, New York or Berlin in 2012? Not exactly. It is a description of Vienna in 1873. In that year, in one of the great crashes of all time, the Austrian markets triggered collapses across Europe, swiftly followed by an equally spectacular collapse in New York. It was the start of what economic historians call the Long Depression, a prolonged period of volatility, unemployment and slumps that lasted an epic 23 years, only coming to an end in 1896.
I have been researching that episode for my new e-book “The Long Depression: The Slump of 2008 to 2031.” The parallels with our own time are fascinating. German unification, and the adoption of the gold standard, had led to a boom in that country, and cheap German money had flooded Europe. Greece had just joined the Latin Currency Union, an ill-fated attempt to merge currencies across Europe. Banking had been deregulated, which was partly why so much German money was invested on the Vienna bourse. The telegraph created instant communications, allowing the European crash to spread to New York. The U.S. was industrializing, transforming the global economy as much as China has transformed the present eras economy in the past decade.
All those factors came together to create an almighty bubble, followed by an even worse crash. The slump that followed - although it is hard to measure these things precisely lasted more than two decades. If the slump following the crash of 2008 is anything like that one, then this one is going to last until 2031.
True, historical parallels are never precise. We won’t replay the Long Depression of 1873 to 1896 exactly, nor will this slump necessarily last as long. It is, however, a far more instructive episode than the Great Depression of the 1930s. And there are five key lessons we should learn from it.
First, depressions can last a very long time, and when their origins are in a debt bubble they should be measured in decades not years. For a century or more, depressions have been relatively short, sharp episodes. They are like having a tooth pulled, rather than a chronic sickness painful, but over quite quickly. But it doesn’t have to be that way. In the U.K., for example, this is already the longest recession since records began in the sense that output is still below its 2008 peak. It is more enduring than the depression of the 1930s. That is true of many other countries, as well. If, as seems likely, Europe, and perhaps the U.S., slips back into recession in 2012, it will be clear to everyone we are witnessing something far longer than the conventional economic textbooks allow for.
Second, this depression is structural. The Long Depression of the 19th century had its roots in financial speculation, technological change, and the arrival of a massive new player in the global economy. Our current depression likewise has its roots in three huge crises coming together at the same time. We have a debt bubble that had been building up over three decade and which burst spectacularly in 2008. The dollar is in long-term decline as a reserve currency, and as the anchor for the global monetary system, but there is still not much sign of what will replace it. And in the euro, the biggest single economic bloc has created the most dysfunctional monetary system in human history, threatening financial collapses on an unprecedented scale. Think of it as the world economyגs suffering a heart attack, then a stroke, then getting picked up by an ambulance that crashes on the way to the hospital it is hardly surprising the patient isn’t in good shape.
Three, its uneven. The Long Depression of the 19th century was a sustained period of lower growth compared with what came before and what came afterward. Germany, for example, grew 4.3% annually between 1850 and 1873 and then at 4.1% between 1896 and 1913. But in the Long Depression years, it only managed a growth rate of just over 2% a year. It was similar in other countries. The markets remained volatile, with repeated booms and busts, regularly collapsing back into recession. They did grow occasionally, just as Japan has sometimes grown in what is now its second decade of slump. But the growth is never sustained.
Four, good things are still happening. It isn’t all doom and gloom. In the Long Depression, some countries were largely unscathed. New technologies and industries were being created. The telephone was invented, and the foundations of new industries based on the petrol engine and electricity were put into place. The people who got it right still made huge fortunes, and the workers in the right industries prospered. Overall, however, times were hard. And you had to position yourself carefully.
Five, it won’t be fixed easily. The parallel with the 1930s is dangerous, because it has convinced bankers and policy makers that if you can just pump up demand, everything will be OK. It won’t.
Sure, demand is important there is no point in letting it collapse. But this wonגt be over until all three structural problems get fixed. Debt needs to be paid down to manageable levels, a new reserve currency needs to be created, and the euro needs to be put out of its misery. None of these are simple tasks, and none will be done quickly.
The global economy will eventually get back to normal growth. But the truth is, it is going to be a long, hard haul, and a lot of work needs to be done it get back on track.
Matthew Lynn is chief executive of Strategy Economics, a London-based consultancy. His latest book “The Long Depression: The Slump of 2008-2031” is published by Endeavour Press.
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2012 - The Year Of Hope for The Unhappy IT Guy
2012 Looking Ripe For Disgruntled IT Pros To Switch Jobs
By Carolyn Duffy Marsan
InfoWorld
December 14, 2011
Are you underpaid, underappreciated and overworked in your IT department? Cheer up, because 2012 looks like an opportune time for IT professionals to look for new, higher-paying jobs.
The IT job market did a 180-degree turnaround in 2011, and it is poised for continued growth in 2012, experts say.
The number of available IT jobs in the United States rose significantly—up 12 percent year-over-year in November on the website DICE—and several major metropolitan areas including Silicon Valley, New York City and Washington, D.C., are experiencing shortages of skilled IT workers.
Indeed, the IT market is so strong that the unemployment rate for the U.S. tech industry was at 2.7 percent in November.
“Anybody who is good and wants a job, has one,” says Matt McGee, vice president of technical staffing services at Cincinnati-based Pomeroy. “You don’t find a lot of qualified, unemployed IT people right now.”
This dynamic is expected to continue in 2012. In a December survey of 1,200 IT hiring managers, Dice found that 65 percent will add IT professionals in the first half of 2012 and a significant number—27 percent—plan to expand their IT workforce by more than 20 percent. Most employers are looking for IT workers with six to 10 years of experience, followed by workers with two to five years of experience.
For CIOs, the trend means that they could lose their best technical talent unless they are proactive with compensation, flexible work arrangements and exposure to emerging technologies.
“If your salaries are more than 10 percent lower than market rates, and you are not doing something very interesting technically or very personally rewarding, then your employees are at risk,” says McGee, who anticipates a lot of poaching of tech talent in 2012. “For IT people who are way underpaid and unhappy, it’s the best time I’ve seen in years for people with IT skill sets to go find their dream jobs.”
The IT skills that are in biggest demand include Java, .Net and mobile application development as well as virtualization and cloud computing. Companies also are looking for experienced project managers and people who know how to use business analytics tools.
Meanwhile, more IT workers say they are planning to switch jobs in 2012.
In an October 2011 survey of 300 IT professionals, Randstad Technologies found that more than half—54 percent—want to explore other job options when the job market picks up and 41 percent feel that they’ve been left behind in their careers because of the poor economy. Indeed, IT workers are already more likely than 2,900 professionals surveyed in other departments to be networking online and in person in preparation for switching jobs.
It appears that job applicants with in-demand skills will have the advantage when negotiating with hiring managers in 2012.
“It’s definitely a candidate’s market right now,” says Elizabeth Sias, recruiting manager for Randstad Technologies, a Boston-based IT staffing firm. “There are so many opportunities out there. If their company isn’t willing to give them the increase they are looking for, they know they can move to another company and get ... another $10,000 a year.’’
One indicator that tech wages are going up is the Yoh Index of Technology Wages, which measures wage rate fluctuations of highly skilled temporary workers in technology and engineering. Yoh said September 2011 wages were 6.85 percent greater than the previous year, which was the biggest jump in three years.
“Skilled temporary professionals are finally beginning to gain much-needed leverage in the marketplace, and are using that leverage to seek higher wages,” Yoh’s third-quarter report said, adding that temporary employment is a leading indicator of future economic activity.
After several years of flat salaries and reduced benefits, skilled IT professionals may be surprised to find out how much they are worth on the open market.
“When was the last time you checked if your salary was competitive? It’s changing quarter over quarter,” McGee says. “Most of the smart people who have been hiring in the last year will tell you there has been a dynamic change from Q1 to Q3. It’s becoming very painful to find the right person that’s someone you want to hire.”
Some IT professionals will stay in lower-paying positions with other advantages, such as flexibility, corporate stability or exposure to the latest tools. Employees also want to feel connected to their organization and that their work makes a difference to the bottom line.
“People want the hottest technologies on their resumes,” Sias says. “If there’s a position where the money might be great but the employee feels stuck in terms of moving to the newest version of software, I do find candidates that are willing to take a pay cut in order to get that great project. Job changes are usually about money, location or the newest technology.”
The IT staff turnover rate—which rose from 3 percent to 5 percent in 2011, according to Gartner—is expected to keep rising next year. Pomeroy predicts it could hit the high single digits by the end of 2012.
That trend will likely lead to unsolicited recruiting calls for top tech talent. So whether you’re disgruntled or not, you should have your resume ready, experts say.
“I haven’t seen tons of [poaching] in 2011, but I’m expecting it in 2012,” McGee says. “IT budgets are going to be flush at the beginning of next year and companies will need to fill their positions. Smart recruiters are going to call the organizations where they know the people aren’t happy.”
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Wednesday, December 14, 2011
The Awakening Part 3
They have a king ruling over them, who is the Angel in charge of the Abyss. His name in Hebrew is Abaddon; in Greek the name is Apollyon.
-Revelation 9:11
Revolution - The Lesser of Two Evils
By StormCloudsGathering
Waiting For The Storm
November 29, 2011
We as a people ARE FACED with a fork in the road. ONE PATH requires no effort, and it is this path that will be taken if we do not act with fierce determination to change course. THE PATH WE ARE ON leads to a world war and an unimaginable loss of life, the alternative path is the path to a REVOLUTION.
I’ve talked about the fact that we are on the road to World War III in many of my videos in the past, but I have refrained from calling for a revolution. I have held back from this, because I’m a father, and I know that there will be no way to control the chain of events that follow if an UPRISING were to succeed. However, the realization has been slowly dawning on me over the past several months that a revolution truly is the lesser of two evils.
Perhaps 20 years ago, if the citizens of the U.S. and elsewhere had been vigilant, and had been willing to do what was necessary to oust the cartel of criminals which had already begun infiltrating all levels of government and finance, the situation could have been turned around within the existing system, but that windowhas passed. America is far BEYOND THE POINT OF NO RETURN, and it has taken the REST OF THE WORLD along for the ride.
It’s very hard for people to come to terms with this. It’s extremely FRIGHTENING TO REALIZE that you are on a train that is rushing full speed for a cliff. It’s so frightening that many resort to outright denial. To maintain that denial people invent the most absurd explanations in order to dismiss the obvious signs of impending disaster, and when all else fails they immerse themselves in entertainments and distractions in order to avoid reality. To a person in that category, what I am saying here must sound ludicrous. To hear me state that not only is America beyond the point of no return, but that revolution is the only way that we can avoid a nuclear holocaust must be shocking for someone who’s world is defined by the ebb and flow of prime time television.
The abysmal, willful ignorance, of the population is daunting, so much so that many say there is no hope of rallying a force for change. I understand that assessment, and I would agree with it if it were not for one variable with has the potential to overcome all odds: the power of the will. We don’t need a majority. We don’t need anything near a majority. What we need is for the those that are awake to act without hesitation, and to do everything in their power to motivate those around them to do the same. We must act as if our lives depend upon it, because in reality, they really do.
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