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Last time I flew in an airline -I won’t name,the flight attendant forgot to get me my meal. By the time the trolley signNowed me, the non-vegetarian meal rack was empty. I was told that they will get me the meal in 5 minutes, I told them even if it’s a vegetarian meal it’s fine. It wasn’t really an issue for me as I don’t like troubling them but they insisted that they have more fish packs and they will get me one.My wait was for half an hour, with them avoiding me,avoiding my call and not even looking at me. They didn’t even get me water. I got pissed. I literally raised my voice the next time with an “Excuse me, are you deaf?” and the flight attendant was like, “yes,mam can I get you something?” and my soft reply was,”YES! Your complaint book and it should not take half an hour, I want it right now.”That led to some prompt working and them apologizing for some 15 times in next 15 minutes, they offered me meals (which I refused) and goodies (I refused them as well) and as I didn’t accept their peace offering or apology, in the end, after our landing the ground staff met me and after another series of apologies they refunded my ticket.It’s not about the food,it’s about their non-caring attitude. I have paid for that seat and that meal with hard earned money. If one form of meal is not there, I understand it’s not their fault but if they refuse to get me any meal then I can get nasty as well.So, asking for the complaint book work wonders, do it the next time they harass you.PS I am not proud of what I did but it was needed.

I was fired twice from the same job, both for ridiculous reasons.I worked for a lead generation service that sold qualified lists of homeowners over the telephone to financial advisers. I was at my desk one evening when I pulled out my flip-phone and checked the time (this was circa 2009, so i didn’t have to even open the phone i just checked the tiny screen on the top). As I was putting it back into my pocket I heard a voice behind me say, “Is that phone call you just took more important than the one you were supposed to be on?”I turned around. There were two men in suits behind me. One of them was the general manager of the company, the one who hired me three weeks before. The other one, the one who spoke, was the owner and president, who I had never met.“Oh,” I said to him plainly. “I wasn’t on a call, I was just checking the time.” I had my phone in my hand still so I raised it up to show him. The screen on the front lit up blue, displaying the time and date. (BTW, it was five minutes before the end of the work day)“Get the fuck out,” He said to me.“Excuse me?” I asked. “You mean like leave for the day?”“No,” He said. “You’re fired. Get out of my sight.” He called for my department manager. “I just fired one of your guys for being on his phone.” He told her.“Wait,” I begged. “Please, just let me explain.” I held my phone up to him and tried to show that I had not been on a call.“Get that shit out of my face,” He said, waving me away. “You’re done.”“But I wasn’t on my phone!” I whined. Around me I started to hear snickers and muffled laughter from some of the people in the office.“You want me to call the cops and have them remove you?” He bellowed. “Get the fuck out!”After I left I called the department manager. She told me right away she knew I wasn’t on my phone, not just because other people in the office who saw the whole thing told her what happened, but also because I happened to be good at my job and wasn’t on my phone slacking off when I was supposed to be making sales. I asked her if that meant I was still fired. She said yes. The boss is the boss, and this particular boss has a habit of doing these things, she said.Finding another job was hard, and I was forced to take work cleaning people’s houses. The girl I was dating literally called me a maid and stopped seeing me. My power got shut off and I was running an extension cord out of my window to siphon electricity from the neighbors. My dog got lymphoma.After about a month, I got a message on my phone from the general manager. He told me to call him back whenever I got a chance. When I did, he told me that he was sorry about the whole thing, and that he wanted me to come back to work. It turned out that even after getting fired I still ended up leading the department in sales. Also, my manager was related by marriage to the boss, and over the 4th of July she had apparently drunkenly confronted him over the episode, to which he finally acquiesced and told the GM to re-hire me.I worked there for almost another year. During that time, I saw plenty of people get fired for things that were much more trivial than checking your phone.I saw a guy get fired on his first day. Over lunch he told us how he had been out of work and was so glad to have a job because he had a wife and a kid to support. He was instructed to phone a financial adviser whose file he was taking over, and the adviser asked him how long he’d been with the company. When he told him it was his first day, the client requested that his file be taken over by someone with more experience. The guy got up from his desk and relayed that message to the boss. He was fired immediately for not lying to the client and telling him that he’d been there for years. The guy's eyes rolled up into the back of his head and he passed out onto the floor. The boss didn’t call an ambulance, he called the police.Every African-American employee in our building got fired one time because they all happened to be friends on facebook after one of them posted something bad about the company. He once fired a girl as a joke, and when he told her it was a joke she got mad, so he fired her for real. There was a period of about three months where the training video for new hires was a DVD of the stock fraud film Boiler Room.Eventually, I hit a bad spell, and ended up near the bottom of the sales chart. I was given a sudden death-type probation, which was not uncommon there. The next day, though, I performed well. My numbers weren’t fantastic, but they were thoroughly decent. That didn’t make me feel any safer, though. I got called in to the boss’s office at the end of the day.He told me that my “talk time” was low, which is a metric which shows how long you spend on calls while working. The number that he quoted was absurdly low, so much so that if it was accurate and I had posted the sales numbers that I did, then I would have to be the greatest salesman of all time. It would have meant that I closed my sales within seconds of making contact with the customer, which is just not possible. When he asked, I told him that I didn’t think that metric was accurate. In fact, my exact words were, “I’m not sure those numbers are entirely accurate.”“Get the fuck out,” He said.I got up from the chair and left his office. I had told myself before that if I ever got fired again I wasn’t going out begging like the last time. The GM followed me out into the hallway and into the elevator. After a long and awkward silence, he finally turned to me and said, “I’m sorry, this is messed up.”“I know.” I said to him. I went to my desk and gathered my things. I wasn’t ready to get fired this time, either. I had just bought a brand new computer. I had committed a signNow amount of free time to a community theater production that was to premiere in a month. My dog was in the middle of chemotherapy treatments for her lymphoma.I was on unemployment for about two months. It really sucked. I had to break out the extension cord again. I finally got a job waiting tables during the graveyard shift at an IHOP an hour away from where I lived. The restaurant made an error on my paycheck stub and said I started earlier than I actually had. The Dept. of Labor accused me of fraud and eventually garnished my tax return to take back the money they thought I stole. Two years later I got a letter acknowledging that they made a mistake. They returned $36.

As asked of me specifically;The others are right, you will likely need a lawyer. But to answer your question, there is a response form to respond to a restraining order or order of protection. Worst case the form is available at the courthouse where your hearing is set to be heard in, typically at the appropriate clerk's window, which may vary, so ask any of the clerk's when you get there.You only have so many days to respond, and it will specify in the paperwork.You will also have to appear in court on the date your hearing is scheduled.Most courts have a department that will help you respond to forms at no cost. I figure you are asking because you can't afford an attorney which is completely understandable.The problem is that if you aren't represented and the other person is successful in getting a temporary restraining order made permanent in the hearing you will not be allowed at any of the places the petitioner goes, without risking arrest.I hope this helps.Not given as legal advice-

I was selected for a summer internship 2016.I tried to be very open while filling the preference form: I choose many products as my favorite products and I said I'm open about the team I want to join.I even was very open in the  location and start date to get host matching interviews (I negotiated the start date in the interview until both me and my host were happy.) You could ask your recruiter to review your form (there are very cool and could help you a lot since they have a bigger experience).Do a search on the potential team.Before the interviews,  try to find smart question that you are going to ask for the potential host (do a search on the team  to find nice and deep questions to impress your host). Prepare well your resume.You are very likely not going to get algorithm/data structure questions like in the first round. It's going to be just some friendly chat if you are lucky. If your potential team is working on something like machine learning, expect that  they are going to ask you questions about machine learning, courses related to machine learning you have and relevant experience (projects, internship). Of course you have to study that before the interview. Take as long time as you need if you feel rusty. It takes some time to get ready for the host matching (it's less than the technical interview)  but it's worth it of course.

I raised $500,000 at 19. I was on my way to change the world. Three years later everything burned down.This post is not about how to shoot for the stars or run a company. Others are better at that.This is about what not to do.I’ve made every mistake possible. But ironically, I’m constantly meeting teams doing the exact same things that caused my first startup to implode. Everything I’m writing about I’ve experienced first hand through my own startups as well as various businesses I’ve been involved in. It’s been all my fault and this is my story.Some of you will disagree with me. Others will have things to add. I’m happy to discuss in the comments.Here’s my attempt.ZUCKERBERG SYNDROMMy girlfriend didn’t know what I was working on for nine months. I slept with a chair blocking the front door. My phone was tapped. Corporate America and Uncle Sam were listening. Someone was going to kill me to steal the idea.I really believed this. So I did everything possible (literally) to avoid getting feedback out of the fear of having our idea stolen.Ultimately, secrecy and stupidity killed us. Three years and hundreds of thousands later, we released an alpha version to a modest 30 people for the first time. Everyone hated it. Our capital was gone. Our morale: zero.I see this all the time. Startup founders hiding their ideas because of the fear that someone will steal it. Remember: no one cares about you. Your biggest issue is getting discovered. If someone steals your idea, that means you’re doing something right.Because of this syndrome, most startups are wasting their time and money building products no one wants. Why? Lack of testing. The biggest mistake a company can make (product wise) is to avoid talking to and testing with potential and current users. Every day. It’s also one of the main reasons startup’s fail.If you’re not constantly releasing and looking for feedback you’re either a) delusional (me) thinking too many people will sign up/buy your product and you won’t be able to scale b) scared that it’s not good enough (me) or c) someone will steal your idea (as I was).A. SCALING“Your priority, in short, is proving that people will use your product at all. If they won’t, then it won’t matter if you can’t scale. If they will, then you will figure out a way to scale. I’ve never seen a startup die because it couldn’t scale fast enough. I’ve seen hundreds of startups die because people refused to embrace their product.” — Guy Kawasaki [Emphasis mine]I’ve done this and I’ve experienced this in the past three startups I’ve worked in. It’s completely delusional. If five out of five people tell you that they wouldn’t use your product (before you build), quit. If eight out of ten people tell you that they hate this feature and you empirically see that they’re not using it, kill it. Don’t assume. Always be testing.More on feedback below.b. TESTINGSee point A.C. STEALING(!)No one will steal your idea. It takes time, money, skills and immorality to steal. Not everyone is born that lucky.Most importantly, no one cares about your idea.They’ll only start caring when there’s a massive amount of initial traction (50,000+ users). By then, you’ve already established a strong user/customer base and it’s too late for the others.HIRING FOR WEAKNESSOnly hire for a strength that needs to be filled in your company. Never for a weakness.Not once did any of the startups I worked in hire for a strength. I repetitively recommended hiring people purely out of loneliness, fear and scarcity repetitively. Each time it sunk us deeper.But what does that mean?Hiring for a weakness means that you attempt to fill a weakness in the fundamenetals in your company by hiring for a weakness. Example: If you’re building a product and it’s not gaining traction and your company doesn’t have inherent fundamentals, hiring Ryan Holiday to sell your product won’t help. You can’t fight weakness with weakness.However, if you have a rockstar engineering team and you want to add a marketing person to help take the product get to another level, then you’re adding a strength.Hiring for weakness also means:a. You hire a B+ player instead of a A+ player.b. You hire people so that they go through the struggle with you, so that they share your fears and paranoia. Not so they execute on what’s needed.c. Hiring someone to fill a position. Not to compliment the rest of the company.d. Hiring someone and not having any idea of what the hell you want them to do.e. It means hiring someone because you think there’s no one else. Scarcity.f. Hiring a client’s friend. Because you’re scared.It’s ultimately about the fundamentals. If the fundamentals of the product and the team aren’t there, adding someone is just adding a weakness. It won’t help, because it’s not a strength.PAINTER’S DILEMMAApproving emails? One week treks. Our first wireframes? $40K and four months. Did we have a working product after all this? No. We failed.The Painter’s Dilemma is when you’re so deep in the details of your project that you don’t even know what the idea is anymore. You’re blind. When you’re too deep you need help.How to solve it? Stop. Talk to people. Get feedback. Iterate and build. Release. Breathe.Repeat the loop.The more feedback you get the healthier you and your product are.FEEDBACK*I can’t emphasize this enough. If you don’t get feedback (everyday) you will die. I never got feedback. EVER. Well, until the cash ran out. Oops.If you’re not getting qualitiative and quantitive feedback/data everyday, the cancer will start.It’s easy: speak to people, Google Analytics, send surveys. Just don’t hide from it.*This is the crucial and worth a dedicated blog post in the future.COMMUNICATE“Don’t talk to him, he doesn’t understand. He’s out of the picture next funding round anyways.” I hid everything internally. It was easy, we were in 5 different countries! Our developers were remote (I’ll get to that) and Basecamp was our only means of communication. In other startups, I wouldn’t included people from discussions because “it isn’t necessary. That isn’t their job”New features, awful designs, conniving plans were all pushed through a funnel. I was the leader of the deceiving. Architecting a blue print to push my own delusional “never test and succeed” agenda. My style? The longer the email the less likely someone important will read it. What a strategy. As always, the CEO is the biggest idiot.I don’t care if you’re a church, a tech startup or a non-profit. If you don’t have a system of communication in place that keeps everyone aware of what everyone is doing in the company, in real-time, for every milestone, everyday, you will die very soon.Lesson: Live and breath Scrum.SCREW LAWYERSLawyers are criminals.I spent $15,000 on legal documents/fees we never used. Every entrepreneur/startup I’m involved with thinks lawyers are the first step to success. Bullshit.DOCSAll the legal documents you ever need are available online. If you’re B2B, all companies that you’ll work with have their own standard LOEs, NDAs, etc., that they anyways steal from Fortune 500 companies. Request it. Then use it. B2C? Here.BUT I NEED A TRADEMARK!Unless you have 10,000 clients you don’t need to think about copyright or even the name. Prove the concept first. Worry later. If you do have to worry, those are very nice worries to have.PATENT IT!Patenting something that isn’t validated with at least 10,000 clients is moronic. Ironically, this is the only mistake my first startup didn’t follow through with (fully, at least).DECISION MAKINGI was traumatized from taking decisions. Most startups never take decisions. In other statups I work in, decisions took weeks. People join startups for the reason of avoiding bureaucracy but everyone still does it. Why? Lack of trust and overview of the team, so they choke the process (have I suggested Scrum?).The board should decide on the vision and the group should decide what to execute on by creating a backlog for the week. The team should then have the power to execute it. With a great communication process in place, teammates should be able to take decisions without reporting to anyone while keeping everyone updated with everything’s that going on, live. Have a flat structure to achieve this by using Scrum.Let people do their jobs. Trust them. Don’t have a tedious review process as most startups do. Don’t suffocate the system. Empower your people.Read Scrum by Jeff Sutherland on how to manage your team. Then read Team of Teams by General Stanley McChrystal for how to organize the information flow. Both books compliment each other perfectly.THE BOARDThe ideal board is 3–5 people maximum if you’re a startup. Anything above that means that either no decisions will ever be taken (my first company) or someone has a hidden agenda and profits from a discombobulated board.A business is not a democracy. Unanimous decisions don’t work and will never work.Who’s should I put on the Board?Only investors/shareholders who hold a large stake and are extremely active in the success of your venture.INVESTORSSmart Money vs Still MoneyJust because someone is offering you cash almost always means you shouldn’t accept it.Your investor can have the greatest contacts in the pharmecutical industry. She can be CEO of Merck. If she doesn’t have a massive network in whatever industry you’re in, it’s worthless. The money will be worth nothing. This is true 100% of the time.Always onboard investors that can help you in your niche industry.MEETINGSThis is my top 3 favorites. Most won’t agree with me on this.I’ve never been to a meeting that has made me money/funded my venture. I don’t think anyone has. Has anyone ever handed you a check at a meeting? I doubt it. Today, it usually happens by wire-transfer.Meetings are pointless. Every team I meet, consult for/work with all think that going to meetings is the most crucial part of business. Most importantly, the whole team should be there. Pick up the fucking phone. Travel is time and money expensive. Even if you’re taking a cab.I would fly 10,000 miles for a 3 hour meeting and then fly back to Europe that same day. $30K. Gone.“If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be: ‘meetings.’” - Dave BarryMost of the discussion can be ironed out over email and FaceTime.Ok yes, I agree. Meeting in person is important. But not until it’s necessary. Most of the time, it’s unecessary. And even when it is, it shouldn’t always be an excuse to leave work for a business lunch or to Shanghai for the day.Avoid meetings. Get more done.It’s a waste of time 99% of the time.FOUNDING PARTNERS = YOUR SPOUSEYou will be married to your partners and investors for the next 7–10 years. Choose wisely.Know your team. Speak to your investor’s enemies. Get references for everyone.Don’t be a deceiver. Use Scrum.WORKING HOURSWe worked 16 hour days. Yey! Startup life!No. Work 8–10 hours and you’ll get more done than working 18 hours a day. Don’t believe me. It’s proven.Working 18 hour days leads to a burn out, which leads to painter’s dilemma, then delusion, then deceiving others around you, then depression. Then it’s too late.Ultimately, the more you work the more mistakes you’re prone to make. Mistakes made are mistakes that need to be corrected. Mistakes that aren’t correct can take up to 24x longer to correct than if they were corrected immediately.But you can’t see that. You’re burned out. You’re in Painter.PRODUCT / MARKET VALIDATIONAnother reason I refused to test in the three product startups I was involved in was because “the ideas work successfully elsewhere. They will also work here.” Doesn’t work like that.Just because you’re making a mishmash of several products that have product/market validation elsewhere doesn’t mean people are willing to use your product. I have yet to meet a new founder who hasn’t claimed this.In order for someone to switch to your product, your product needs to be at least 8x better.*Is your product really 8x better than your biggest competitor? If the answer isn’t a clear yes, quit.*Read Hooked by Nir Eyal and Ryan Hoover for how to build habit forming products.RECREATING THE WHEEL“God gave you eyes, so plagarize.” -Michael LewisNo need to re-create the wheel. Everything is out there already for a reason. Use APIs, read books (many books), steal functions, designs, ideas, marketing slogans, branding, on boarding processes, software, colors, clients, everything from other people/companies who are successful.This doesn’t mean that you shouldn’t test it in your own environment. You must validate every single function that you put out there. Use the Lean Startup KanBan by Ash Maurya for this.DILUTIONWe gave away 51% for our first funding round. How much did we plan to keep when we “exited?” Think about that. It doesn’t make sense.Startups do this all the time. If you retain 51% after the seed round, how much does the founding team plan to keep by Series B? 20%? If you take the average of what you got paid for equity after the exit + your salary you’ll be paying more in taxes with a minimum wage paycheck for the past 8 years it took you to exit. Might as well work in a shoe store.If you don’t have the bargaining power (a validated product) to raise money with, quit.GUYS IN SUITSOur tech partners wore suits. That made us comfortable. They ended up quoting $100k. We ended up with nothing.If you see tech people in suits, run.OUTSOURCINGI lost well over $100,000 for our first version that was outsourced. We were smart enough to not learn from our mistakes so we found another team to outsource with. Another hefty sum gone. Only myself to blame.I’ve had terrible experiences with outsourcing and great experiences with in-house development.However, many products (we all use everyday) have found great success in outsourcing. I also know many entrepreneurs who outsource and are extremely succesful. While there are massive benefits, there are also downfalls. If you plan to, find a free consulting company that has pre-screened teams.Either way, using Scrum increases your chances of success in-house or out.YOUR TEAMEntrepreneurs read about Steve Jobs’ management style and think he was a tyrant. So they curse at their employees and tell everyone that they are “shit.” They think that’s how a company should be run and that’s how teammates should be treated. Wrong. Treat your team like shit and you’ll get shit.Either way, that’s not how Steve Jobs did it. Steve Jobs empowered his team. He told them that what they’re outputting is shit because he knew that they could do better. Because they are the best in the industry. He made them feel good. He challenged them and today Apple is Apple because of that.On the other hand, I lied. Didn’t speak about the hard things and repressed whatever fear or worry we had. We were scared that someone would quit or that we would look bad if we showed our emotions in front of our investors.You should always be able to tell your teammates all the fears and worries you have. Chances are, if you’re worried about something, everyone is worried about the same thing. Bring it up. Talk about it. I keep mentioning Scrum* because it encourages team members telling each other what’s bothering them and what’s impending the growth progress. This is key to not failing.Not once, in any of the startups I was in, did I or others get credit for great work or for their ideas that ended up being implemented. Not once did anyone congratualte a teammate on a engineering triumph, a beautiful design or a new lead. Startups think “business is business. This isn’t a cute place to pat each other on the backs.”BUT THAT’S EXACTLY WHAT A BUSINESS SHOULD BE. You should be holding each other up, helping one another and listening to the problems in the team. Because ultimately, you’re on the same mission.The second the negativity flows in people become scared. They stop raising issues, telling you how they feel and how to improve the business. When that happens you start to slowly die because you’ve fell into dillusion that everything is working. Six months later, you’re on the street.Empower your team. Congratulate people. Love each other. When someone screws up, tell them that. But also tell them how to improve and ask them why they think they screwed up and how to make their job easier.You’re a team. Be one.*Believe it or not, I’m not affiliated with Scrum in anyway. I’m not even a Scrum Master.—When I reflect on all the stupidity I’ve personally done and the startups I’ve been involved in, I realize that the only thing I ever followed up through and executed with absolute perfection, were the things that eventually ended up killing us: not telling a soul what our idea was. Talking to lawyers. Partnering with bad teams. Hiring out of weakness. Going to too many meetings. No decision making system. Not using Scrum. Hiring people out of fear. Hiding from reality.Mistakes are simple to make but hard to correct. They’re usually the first option that pops up. But as entrepreneurs we do thing because they’re hard, not because they’re easy.Hard choices take a long time to get right. It takes guts, intuition, experience and lots of luck. But never settle. Never accept your situation.Life can always be better.…..This was originally posted on the NY Observer and our blog on Penta.Follow me @lukaivicev or contact me directly at luka@getpenta.com.

I am one of 3 sons, and we were all told from as young as I can remember, “You have until you’re 18 to live here and eat my food and use my utilities. As long as you live here, you will obey my rules. My house, my things, my kids, my rules.” This was not my parents’ position just to “make me homeless”. Homelessness was not their intent. Us boys achieving independence and self-reliance was the intent.My parents lived through the Great Depression and World War II. My Dad was a B-29 bombardier in the Korean War, but before that he was one of 14 children of a tobacco farmer (and moonshiner), and that meant that he had to work hard for every meal he ate. My Granddaddy was a little, wiry, freakishly strong, backbreaking worker of a man. Daddy always told us (and so did his siblings) that the young un’s were Mama’s until theywere big enough to hold a hoe and shovel, at which point they became Granddaddy’s labor force. Granddaddy would often say he couldn’t afford to hire help, so he just made it instead.My Mom is a first-generation American, the daughter of Itish immigrants who fled Ireland due to the depths of poverty and hopelessness turn-of-the-century Irishmen endured. Hours in Irish fields were just as long and hard as what my Dad grew up in, and my Mom’s folks knew there was no future for them at home. Irish children died of hunger routinely or were basically sold off to various ‘labour houses’ to perform backbreaking manual labor for pennies a week. Upon arriving in the US in 1910, in Birmingham, Alabama, my grandparents found work of the same type as in Ireland: crop gathering, mining, menial household chores-type work wherever it could be found.Feeding a family in those conditions was a tribulation. It was very common for children to strike out on their own as young as 15. My Mom stayed at home with her folks until at 18, she met my Dad on leave in 1956 in Pensacola, Florida, where she was visiting cousins, picking strawberries and tomatoes for 2¢ a bushel. My Dad joined the Air Force by lying about his age to get in, in 1949 at the age of 15, to get off the farm and “make some real money”—the princely sum of $82 per month! And free medical and dental, and even paid vacation. Unheard-of in 1949 on the shale flats and hills of rural Tennessee tobacco country. By 1956, Daddy had gone from an Airman 2 to an O-1 bombardier from 1951–53 (battlefield promotion) and back down to WO-4 after the war when he reclassed as an Air Policeman, for which he was paid $399 per month. They married in 1959 after he got out of the Air Force. He took his GI Bill and went to flight school and electronics school, eventually becoming a commercial-rated pilot and an Electrical Engineer just as the Space Race shifted into warp drive. He landed at NASA and TRW Space Systems (from which he retired after 33 years).Mom had no education beyond high school and secretary school, working as a store clerk, a farmer’s market secretary, a Ma Bell telephone operator, a doctor’s receptionist, a medical bookkeeper, and even a Census taker, collections agent, and construction secretary. She finally fetched up at DCAA and retired as a Federal auditor.Even after such a life, my Daddy found himself to be restless—he often said he didn’t know what to do with himself, living at 3113 Leftwich Street, Huntsville, Alabama in 1965. Their house had a small back yard, too small for livestock or gardening, so in 1969, he found a delapidated old farm in Lincoln, Tennessee, and that’s where I lived until 1976, when I absconded to the military.Theirs was a rags-to-JCPenney-clothes story, and every chapter was written in sweat and tears. My brothers and I were raised on a feeder farm by hard-working, no-nonsense people who were themselves the children of hard-working, no-nonsense people.Being shown the door at NLT 18 may seem cruel to the modern generation (of Americans) who’ve never once had to scrape potatoes out of the earth with their bare hands (like me and my family did), or catch a cow that didn’t want to be caught, or pluck chickens or gut fish, or scrub the bristles off a hog’s hide just to have supper.My parents took me to the Lincoln County Health Department when I was 14 to get my work permit, and they found me my first job—minimum wage of $1.65 per hour (not $2.00, because it was a restaurant…an ice cream shop). I had to give every cent to them for room and board and gas to and from the Hyde Out. If I was lucky, I kept $2–3 for myself.I couldn’t wait to be 18 and get the hell out of there! I mean, I literally couldn’t wait—I joined the Navy at 17 (with Daddy’s blessing and Mom’s not knowing until it was too late to stop it).For many people of my generation, getting kicked out at 18 was a liberation. It was very hard to live at home with the endless labors of being a farmer’s child.I vowed that my eventual children would not be raised so close to the dirt that they had to dig it out from under their fingernails every night. I vowed that my eventual kids would not have to go fishing after school to have meat for supper. Once I was finished with military service, I bought a place in the country to raise my kids on…but it is no farm—feeder, truck, commercial, or otherwise. Just some acreage 20 miles from my job where I can plant tomatoes, onions, and hot peppers, where I don’t hear sirens every single day, or have neighbors 30 feet away, but guess what I told my kids?“You have until you’re 18 to live here and eat my food and use my utilities. As long as you live here, you will obey my rules. My house, my things, my kids, my rules.”I also told them, “You think I’m hard on you, but I never wake you up at 3:00AM to feed the cows, chickens, and hogs and bring in firewood and eggs before you go to school. I don’t make you cut firewood or 12 rows of okra (okra cutting is torture), or bend your back picking bush beans. I never make you clean rabbits or deer for the freezer. I don’t make you sit out back and shuck corn and shell peas for 10 hours. You two have got. It. Made. I make you mow the lawn and pick up your dirty clothes. I make you load the dishwasher. I make you brush your teeth. I make you bring the garbage cans up. I make you do your homework. I’m a bastard, aren’t I?”I made them study and work hard on schooly things because I had already figured out that kids their ages would be adults left behind without college degrees. My hard work and theirs allowed both to attend and graduate the University of Alabama. They’ve done quite well for themselves, and I never have to give either one a cent. I went back to school myself, though not UA because of cost, taking 8 years of night school and correspondence courses to earn my own degrees).None of this was easy, not for any of us.Life is hard. It takes work.And you have to start young.Your parents are doing you a favor. They are not saying to you, “Get out, we hate your guts,” they are saying to you, “Get out and make your own way, and you must start young.”You must adopt the proper attitude: this is for your own good, and only you can see to your own good. Who stays with Mom and Dad til he’s 30 has crippled his own independence and gumption. Get-up-and-go. Drive. Ambition.If you have none, you become a leech rather than a worker bee.

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An internal candidate might just be someone who is putting themselves out there, letting their managers know that they're interested in a promotional role. For example, perhaps an associate editor has been with the company for one year when they find out that the company is hiring a senior editor above them.

Job Postings and Internal Candidates When an organization restricts to internal applicants, it may reject or discard applications from external applicants. ... Jobs posted only on internal message boards are unlikely to see any external applicants, unless a current employee gives a heads-up.

Hiring internally means that you are shifting someone already on your team from one position to another. Promoting someone is elevating them in role and responsibility from one role to another. It's important that both you and your team are on the same page about if it's an internal hire verses a promotion.

Research Available Job Openings. ... Meet With Your Company's HR Officer. ... Inform Your Immediate Supervisor. ... Tailor Your Application to the Job Requirements. ... Introduce Yourself to the Hiring Manager. ... Prepare for the Interview.

A hiring manager might\u200b be looking for someone with internal knowledge, or have a specific person in mind for the job. ... In many companies, internal rules require job listings to be offered to internal candidates before they're posted to the public.