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the senior leadership of the va. they expect to have lead time. they expect decisions to be consensus, essentially. not just bipartisan, but expect to have consensus decisions with the administration and within the committee on these things. and this seems just like a 180-degree departure from that, including the fact that the senate didn t have this ig report before the white house released it to the press last night. right. now, you re absolutely right. none of the committees like to be surprised by things, but usually, when there s some critical issue with any of the nominees, you know, we know that ahead of time. you know, the senators have gotten some heads up, they know where the questions are going to go, and the veterans affairs committee in the senate and in the house operate on a really bipartisan basis. you know, it s not a good not a good look to be against veterans. so both sides really do find a lot of common ground there. and in this case, while the white house has b
it s like the tokyo test. would you sit on a plane from new york to tokyo with this person? can you get along with them? consensus decision making, if you re the ceo, you don t want to make consensus decisions. i think you should screen them and then i think people on your team who are going to be working with them directly should meet them. you should take their feedback. they have to work with them. i agree with feedback but you have to make the decision. it s not a consensus thing. you want to raise people to raise the bar of everyone in the company so people aren t going to naturally want to hire people that are more talented, more skilled and more experienced than them. make sure you re doing that and you re using that new employee to raise the quality of all employees in the company. once you ve worked with people a lot, you kind of get a sense of who they get along with and who they don t get along with. and so it is you don t need them to interview, you ll know. i a