A Teacher Essay Essay Example for Free

A Teacher Essay Essay Being a public school teacher is certainly one of the most challenging careers, but it is absolutely the most important profession there is. After all, without teachers, there wouldnt be any other professions! As a teacher, you create the foundation for your students upon which they will build the rest of their lives. You are not only influencing the future of your own students, but you are affecting the collective future of all of humanity for generations to come. You may not be able to see the long-term affect that you have on your students, but you are writing on the pages of who they believe they are, what they believe they are capable of, and who they will choose to be and become. This will determine what they choose to contribute to the world, which will have an impact on shaping the world of tomorrow for all of us. We each touch and affect countless others throughout the course of a lifetime. Everything we say, feel and do has a ripple effect that influences the present and the future of the collective consciousness on Earth. As a teacher, you have the ability to have a profound impact on your students lives in the present and far into the future. Think back on the teachers you had in your youth, and think of the ones that had the greatest impact on your life, both positively and negatively. How did they help shape your ideas about yourself and about the world? Did they contribute to your self-esteem, or to your self-doubts? Being a teacher takes great patience, strength, courage, stamina, compassion, intelligence, humor, kindness, caring, heart, generosity, etc. It often involves a great deal of self-sacrifice as well, because unfortunately, our present society greatly undervalues this most noble of professions. Those who choose a career of being a teacher do so knowing that they will face great challenges with little financial reward. You must therefore find the rewards of this career in other ways, by knowing that you are giving your students the tools with which they can succeed at life. Our present educational system in North America, and in other parts of the world, is antiquated and stale, leaving most students and teachers feeling  uninspired. Memorizing facts for tests is not learning. Knowledge is a living, growing thing, and in order to truly learn, the mind must be engaged with passion and interest. The ideal teaching environment is one in which the students are able to think, ask questions, and explore the relevance that the information has in real life, and the impact it may have on their own lives. Young people must know why it is important for them to know what is being taught to them, otherwise it will simply feel like a waste of time, and they will be bored and disinterested. In North America, we have developed a terrible apathy toward education, and many students feel that school is not cool. In Africa, children are begging to have an opportunity to go to school, because they know that education is the key to the future. Oprah Winfrey recognizes how important education is: she honors teachers everywhere as unsung heroes, and has been funding the building of schools in Africa because she believes that education and knowledge empower people to create a more successful life. In our present North American school system, being in a classroom can be very tiring and draining for both the teachers and the students. As a teacher, you keep giving energy continually to your students, but if nothing is coming back to you, it can feel demoralizing and even depressing, which can lead to burnout. It is important for you as a teacher to find ways to keep you and your students motivated and inspired. Most people do not realize the full impact that teachers have on students. Teachers have the ability to support a persons self-esteem, or to destroy it. Many young people may be experiencing devastating pain at home, either physically, emotionally, mentally or even spiritually, so school may be the only place where they can receive support and encouragement. This is particularly true of bad kids, who are often suffering greatly at home, and as a result, they begin to live down to other peoples expectations of them. If they are labeled as bad, then they will feel bad and will do bad things because that is who they have come to believe they are. As a teacher, you can foster and encourage your students (and yourself) to  have a strong desire to succeed in school, and in life. The ideal classroom environment is one that inspires co-operation, rather than competition. In life, as each one wins, we all win, because the joy of one raises the vibration of the collective consciousness for us all. We have a situation in schools today, particularly in public schools, where everyone wants to be the same, and no one wants to stand out. Therefore, we must try to encourage them all to be outstanding! One of the ways you can do this is to encourage your students to be stars. This can be challenging with older students because they will act like everything is stupid and they dont care, but they really do care. You can create a board with the name of everyone in your class, including yours, and have gold stars that you can stick on the board next to each persons name as they accomplish any positive achievement, including teamwork and positive effort. Although you may have to pay for this out of your own pocket, it is very inexpensive and will repay great rewards for all concerned. Perhaps the students can even give stars to each other, to you, and to themselves for any positive accomplishment. You can give stars out for grades, but also for class participation, for effort, for improvement, for attitude, for citizenship, for extra credit, etc. You could even further motivate the students by having a play day or pizza day when the class collectively gets a certain number of stars. You dont have to pay for this yourself, you can have a collection jar where the students can contribute their own money to such a reward celebration. Ideally, you want to make teaching fun and rewarding for you, and have learning be fun and rewarding for your students, so be as creative as possible. Rewards dont have to require money, but feeling like a star can create infinite rewards for life. You can encourage your students to make a star chart for themselves at home, or better yet (with their parents permission), to put gold stars on their mirror whenever they have a sense of accomplishment or overcoming challenges that way they can start to see themselves as a star on a daily basis. I would recommend this for you as  well, and for everyone. A positive, inspiring and encouraging environment has infinite positive ripple effects. You can make your classroom into an oasis where I and my students can all feel good about yourselves. This will create positive energy that keeps growing, which will energize you instead of draining you. If you inspire your students, you will feel inspired, and vice versa. Likewise, if you motivate them, you will feel motivated, and vice versa. Encourage your students to work together and to be self-motivated, so that all the energy is not just coming from you. Foster group work and group discussion, where each person has a sense of making an important contribution to the whole. The more fun and interesting you can make it for you and your students, the more you will all put into it, so you will all get more out of it and want to be there. As a teacher, you are the cornerstone of our society, and you make the greatest contribution there is to changing and affecting our world. I applaud you, and everyone in your profession. May you be inspired to inspire, motivated to motivate, and encouraged to encourage.

Co-curricular Essay Example for Free

Co-curricular Essay Co-curricular is one of the activities being neglected in most schools in the past years. Our school being one of them had for long been emphasizing heavily in class work. By doing this, we could not realize our talents which are very basic in making us whole. Activity carried on 4th March last-term made each member of this school to change his or her mind. We witnessed how students have wonderful talents. Our school was among the top competing school in sports activities in this region. Sports has been one of the activity in school that that the administration has been overlooking. The school noted the need to change our strategies and came up with plans which will give students a chance to realize their talents. The school used to conduct classes from eight in the morning to four in the evening. After this, students moved to evening group discussions and thereafter they went back again to their classes for evening preps. These activities made us busy throughout the day before retiring to bed. The school has come up with a strategy that will ensure that students are trained both in class and in the co-curricular activities especially in sports. The School’s schedule is now flexible, as it will now allow students to get involved in these sports activities. Thanks to the students who participated in this event because due to their enthusiasm, passion and spirit in sports the administration made a sensible consideration and made sure that it has allocated time for these activities. I am grateful for this action as it will serve as an example to other learning institutions. Sincerely, References Cooperating School Districts. (2010). Programs and Services: Communications Crisis communication-Letters Assistance. Retrieved on 9 July 2010 from http://www. csd. org/vnews/display. v/ART/44abd0116f2d7

Pros and Cons of budgeting in modern environment

Pros and Cons of budgeting in modern environment Budgets are recognized as time-honored tools for planning and setting organizations goals, for communicating among corporate constituencies, and for providing basis for operating results review as well as performance evaluation. While it is difficult for firms to have perfect budgets that make use of all functions equally well, differential emphasis on the respective uses of budgets reflects the environment variation and contracting needs. The modern economic environment is associated with a rapidly changing environment, flexible manufacturing, short product life cycles and highly customized products and services (Abdullah N.B. 2008). The keys to survive is flexibility and rapid response whereby companies are able to move quickly to exploit opportunities as they arise and does not operate according to elaborate business plans (Abdullah N.B. 2008). We were being overtaken by events. Traditional planning and budgeting strategy had to give. Senior vice-president in Fujitsu Computer Products of America, Kevin T. Parker said that, department managers budgeted at the detail level before the company had agreed on strategic objectives. (Banham, R. 2000.) Fujitsu were long on process and short on valuable information to run the business. Department managers would forecast product availability and customer expectations independent of one another, then negotiate with top management for few times until they were final. This circuitous routine took two months, an exceptionally long period of time in the fast-paced computer industry. (Banham, R. 2000.) Most organizations recognize budgets as a key element in their management control systems, but the usefulness of budgets has generated intense discussion and debate. Budgets have been proven by some of the researches that budgets are less useful in todays highly challenging business environment. Traditional budgeting, budget planning is a top-down process which will not support the types of extreme decentralization and employee empowerment initiatives that are required for firms to be competitive today (Libby T., and Lindsay M., 2007). Budgets are no longer useful in the current environment Budgets constraint responsiveness and flexibility and are often a barrier to change. Traditional budgeting is focused on the achievement of the specific plan or budget and this resulted in organizations eyesight to constantly focus on how to achieve and beat the budget. But indeed, the objectives of a company should not be to beat the budget but to beat the competition. (Leone, A.J and Rock, S. 2000) Whereas, in traditional budgeting there is rarely an opportunity to amend, change or update the budget once it has been approved, should there be any changes in the environment or assumptions employed (Abdullah N.B. 2008). Thus, managers only can decision within the budget, but the particular decision that he make, might not be the perfect solution; managers are tended to abandon best solution due to not exceed the budget, and thus inhibits management response to change. This focus can act as a constraint, decreasing the firms flexibility and ability to adapt and deal with new opportunit ies, threats or changes in customers requirements (Abdullah N.B. 2008).Traditional budgets prevent empowerment and the opportunity for employees to contribute to the achievement of strategic objectives. It is blocking employee initiatives and demotivated employees, where employee initiative and motivation are needed in todays highly challenging environment, which can make a marked improvement in performance and productivity, thus it is a barrier to continuous improvement and success, because, less focus is given on how to maximize the organizations potential. According to the Shastri K. and Stout D.E., many segment-level employees1 than corporate-level employees felt that budgets had negative behavioral consequences in terms of employee initiatives, motivating short-term decision making, and pressure to achieve targets. Budgets encourage gaming and dysfunctional behavior. (Abdullah N.B. 2008). Libby T., and Lindsay M., (2007) explicitly addressed the issue of budget gaming. Majority of the respondents surveyed indicated that three gaming phenomena occur at least occasionally: spending money at year-end to avoid losing it the old-age use it or lose it syndrome, deferring necessary expenditures and negotiating easy targets the Segment-level was defined variously as a subsidiary, division, department, or product level. sandbagging syndrome (Libby T., and Lindsay M., 2007).This is especially the case when meeting the budget is directly linked with rewards and incentive payments to individuals and/or team. Indeed, many organizations incorporate budgetary performance subjectively into the overall performance evaluation of managers (Libby T., and Lindsay M., 2007). Moreover, managerial compensation plans, including incentive compensation formulas, incorporate achievement of specified budget objectives for financial performance measures. (Shastri K. and Stout D.E. 2008) The dual roles of budgeting gives rise to agency problems in the budget-setting process and affect the accuracy of budgets. Majority of participants seek to maximize their personal gain during the process of setting budgets. Once, goal congruence is not achievable, there are conflicts of interest between company and employees, and this is where the agency problems are occurred. Tying budget targets to compensation contracts encourages ma nagers to game the budgeting system to increase the probability they will receive positive performance evaluations and, therefore, any related bonus (Libby T., and Lindsay M., 2007). Budget gaming is when managers are use to receive positive performance. For examples, when companies are using budget integrated with incentive program, managers will try they best to show a good performance but gaming the budgets. Managers might defer necessary expenditures (such as, maintenance of machine, advertising cost, research and development) to meet current period budget targets, which will affect effectiveness and efficiency of company. Besides that, managers will take big bath when budget targets could not be attained, which mean the effort of producing the budget is not appreciated. Using budget as the tools of evaluating performance will lead to negative behavioral consequences. Budgets can still be useful in the current environment Budget should use as the basic for performance evaluation but not the only means to evaluate performance. As mentioned above, solely focus on budget as the only way to evaluate performance and compensate managers will result in agency problems. Agency problems will lead to company underperformance. Budget can be useful once, the incentive program is not mostly depending on it. In order to measure performance, budget is not the only option; companies should design an effective performance measurement system by integrated financial2 and non-financial3 indicators as tools of measuring efficiency or performance. Moreover, companies should design an effective system which can link to strategy and goals of the organization to encourage goal congruence, recognize controllability and emphasize on employees empowerment. By designing a system besides budget to measure performance can solve agency problem. Measure performance of managers based on controllability and responsibility, which mean t op management should back out non-controllable variances before comparing actual to budget. For instance, companies such as Allstate, Fujitsu, Nationwide Financial Services, Owens Corning, Sprint and Texaco, are compensating the managers for achieving measurable results (Banham, R. 2000). For example, when evaluate performance of production managers should back out the machine breakdown hours, because it was not under his controllability but is engineers responsibility. Besides that, provide incentive to managers who manage to generate an accurate budget, managers will tend to provide secret information to the budget, thus, it make the budget more accurate. In addition, Hope and Fraser propose a new management model to take the place of budgeting for control purposes. This new model is based on employee empowerment and alternative methods of performance management, which to suit the requirement of todays highly challenging environment (Libby T., and Lindsay M., 2007). Financial indicator such as, return on investment (ROI), residual income (RI) and economic value added (EVA). Non-financial indicator such as, benchmarking, balance-score card, customer satisfaction measures, defect measures, product quality measures, accident measures, machine downtime measures, delivery time measures and etc. Moreover, there is a new model which known as Beyond Budgeting was developed by two consultants, Jeremy Hope and Robin Fraser, in order to find and develop alternative tools to the planning and budgeting process (Abdullah N.B. 2008).This new model is based on employee empowerment and alternative methods of performance management (Libby T., and Lindsay M., 2007). Most of the organizations which are high profile companies, have abandoned the major annual budget preparation, the Beyond Budgeting Round Table (BBRT4) members realized that attempts to make incremental changes to improve the budgeting system by introducing zero-based, activity-based or faster budgeting are not solving the problems caused by the fast-changing business world (Abdullah N.B. 2008), but to change the underlying culture of contract, compliance and control embedded in the traditional budgeting. Beyond Budgeting model, BBRT have developed a generic model that is based on 12 principles to create a flexible a responsive management model with an underlying culture of responsibility, enterprise and learning. Companies that operate in a business environment that is market led, highly competitive and unpredictable, and in which intellectual capital is the key strategic resource; and which have already successfully implemented various management tools like the Balanced Scorecard, Activity-Based Management and Rolling Forecast, should be the ideal candidate for the Beyond Budgeting model. The BBRT is the combination of a new concept (beyond budgeting) and a community (round table). The BBRT community is an independent research collaborative that shares its knowledge across its global network through conferences and workshops. Source: Abdullah N.B. 2008. Chapter 3: Scenario of Corporate Planning and Budgeting in a rapidly changing environment. These 6 principles (Table 1.a) concern creating a flexible organizational structure in which authority is devolved to employees. The following 6 principles (Table 1.b) deal with designing an adaptive management process for a flexible organizational structure. Table 1.b: The 12 Beyond Budgeting Principles and Practices Source: Abdullah N.B. 2008. Chapter 3: Scenario of Corporate Planning and Budgeting in a rapidly changing environment. Conclusion Budgeting, despite being proven to effectively act as one of the building blocks of management control system, was commonly viewed as a restriction of companies flexibility and competitive ability. Yet, despite various criticisms, budgets are in fact alive and well, rather than becoming obsolete, most organizations use a traditional budget because they are easy to put together and simplify coordination of budget assumptions across different departments. This is the simplest method of budgeting. But, indeed, with a traditional budgeting, company might be underperformance. In order to be more competitive in today challenging world, adopting advanced budgeting approaches is needed as it is focus on empowerment employees as well as responsibility.

Essay examples --

What is a public good? A public good is something that is of benefit to multiple people, including yourself cannot prevent them getting the benefit from. Most things in economics are scarce – say a person is the only one able to enjoy the delicious citrus taste of the can of Diet Coke with Citrus Zest because their consumption of it prevents others from drinking it as well. A public good is something that everyone gets the benefit from, like national defense. This creates the problem for free riders that get the benefit of public goods without paying for them – for instance, a tourist who goes to the seaside and throws his can of Diet Coke with Citrus Zest on the ground, just to be picked up by some council worker who his taxes don't fund. Where the concept gets a bit more controversial is in international affairs, which is where we have the concept of a global public good. Global public goods are things completed by particular countries that benefit everyone else even if they don't have anything to do with it. Because they are inevitably provided by the dominant power and people are rightly suspicious of claims of altruism in foreign policy, it would be safe to say that some people would say the concept doesn't exist. Yet it really does. An often-cited example of a global public good was the way that the United Kingdom kept the seaways open during the period of the Empire, which allowed trading to continue between all countries unhindered. Of course, the British did not do this just because they are jolly good sports. People should not dismiss the belief in one's altruism as a motivating factor in foreign policy; but of course such beliefs are powerless against material interests which dictate to the contrary. By keeping the se... ...we will see the end of uni-polarity and a new era of bi- or tri-polarity as Russia reasserts itself and China grows in power. A world order built by the Chinese and Americans together is going to be quite different to one just made by the Americans, because it was the US who created all these multilateral institutions - global public goods - that the Americans are blamed for incidents, such as the United Nations, the International Monetary Fund and the World Trade Organization. Despite its faults and excesses, America has reinforced the global system of trade, sovereignty and security for years now - these things didn't just happen by coincidence. It has provided many benefits to free riders the all over the world. History will judge if the United States, generally, did more bad than good. However, there's no God-given guarantee the alternative will be any better.

Shakespeares Othello - Honest Iago :: GCSE Coursework Shakespeare Othello

Othello – Honest Iago Without a doubt, one of the main themes that runs throughout William Shakespeare’s tragic play, Othello, is that of honesty.   In the play, the most interesting character is Iago, who is commonly called and known as "Honest Iago."   However, this could not be farther from the truth.   Through some carefully thought-out words and actions, Iago is able to manipulate others to do things in a way that benefits and moves him closer to his own goals.   He is smart and an expert at judging the characters of others.   Because of this, Iago pushes everyone to their tragic end.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Iago knows very well that trust and deceit must go hand in hand in order for him to achieve his vengeance on Othello and Cassio.   Hence, as he plans the downfalls of them, he is continually trying to obtain their undoubting trust.   He slowly poisons people’s thoughts, creating ideas in their heads without implicating himself.   Iago even says himself that the advice he gives is free and honest and thus, people rarely stop to consider the possibility that Iago is fooling them.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One person Iago deceives is Roderigo.   Throughout the play, Iago tells him that he hates Othello and that Roderigo should make some money so he could give gifts to Desdemona, who he admires from afar.   Thinking that this is sound advice, Roderigo does just that.   However, Iago is actually keeping the gifts that Roderigo plans to give Desdemona for himself.   Eventually, Roderigo begins to catch on to the act and confronts Iago, but he falls right into Iago’s trap again when he tells him that killing Cassio will help him win over Desdemona.   Roderigo is then lead to his death by the hands of "Honest Iago."   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Like Roderigo, Cassio also believes in "Honest Iago," for he thinks that Iago is only trying to help him.   On the night of Cassio’s watch, Iago convinces him to take another drink, knowing very well that it will make him drunk.   Even though he really doesn’t want to, Roderigo puts his faith into   Iago and states, "I’ll do’t, but it dislikes me."   Iago’s plan goes smoothly when Cassio is make to look like an irresponsible fool, resulting in his termination as lieutenant.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Iago’s master plan of deception, however, centered around Othello’s jealously over Desdemona.   The whole time, Othello holds Iago to be his close friend and advisor.

First Person Narration in Charlotte Perkins Gilmans The Yellow Wallpap

First Person Narration in Charlotte Perkins Gilman's The Yellow Wallpaper and Edgar Allen Poe's the Black Cat In "The Yellow Wallpaper" By Charlotte Perkins Gilman and "The Black Cat" By Edgar Allen Poe, two short and sinister stories, 1st person narration is used by both authors to create atmospheric tension and unease. By using 1st person narration, a story told through the eyes of one person present in that story, the authors can get far more intimate and detailed in the individual characters feelings and emotions. This makes it an invaluable style of writing if the readers are intended to empathise with the character. It is controlled voyeurism, peering into another's consciences and seeing the world through their eyes. In the case of baleful stories such as these, this technique can have a great effect on the way atmosphere and tension is created in the story. One advantage of using the first person is so that you can see the logic and reasoning of the main characters, and how they deal with their actions and consequences. For example, In "The Black Cat", Poe uses 1st person narration to try and rationalise the actions of the man in the story; Hearing the reasons coming straight from the mind of the character creates a far more convincing motive than thoughts and actions being described in the 3rd Person. "I took from my waistcoat-pocket a pen-knife, opened it, grasped the poor beast by the throat, and deliberately cut one of its eyes from the socket!" The cool and logical way the character tells the story, attempting to justify his actions and explain his situation, creates a feeling that would not be possible to create in any other narrative. Gilman uses 1st person narration in a very sim... ...n the first person; "FOR the most wild, yet most homely narrative which I am about to pen, I neither expect nor solicit belief." Insists the narrator, intent on telling us anyway. The voyeur comes into play as we are captivated by this person's tale of woe and misfortune, told in many ways. To look into lives, minds and out through eyes of someone else but you is extremely tempting, even when only offered in writing. Both authors exploit this, but in different ways. In these stories, Poe and Gilman have used The first person narrators to great effect. These particular stories are much more suited to the 1st person than the third, because they all require reasoning and self-justifications that a 3rd person narrator could not provide with the same sincerity. Two very different, but equally dark stories are both set off perfectly by their narrators.

Deception Point Page 57

â€Å"Where†¦ are we?† Rachel managed, the simple act of trying to speak bringing on a crashing headache. The man massaging her replied, â€Å"You're on the medical deck of a Los Angeles class-â€Å" â€Å"On deck!† someone called out. Rachel sensed a sudden commotion all around her, and she tried to sit up. One of the men in blue helped, propping her up, and pulling the blankets up around her. Rachel rubbed her eyes and saw someone striding into the room. The newcomer was a powerful African-American man. Handsome and authoritative. His uniform was khaki. â€Å"At ease,† he declared, moving toward Rachel, stopping over her and gazing down at her with strong black eyes. â€Å"Harold Brown,† he said, his voice deep and commanding. â€Å"Captain of the U.S.S. Charlotte. And you are?† U.S.S. Charlotte, Rachel thought. The name seemed vaguely familiar. â€Å"Sexton†¦,† she replied. â€Å"I'm Rachel Sexton.† The man looked puzzled. He stepped closer, studying her more carefully. â€Å"I'll be damned. So you are.† Rachel felt lost. He knows me? Rachel was certain she did not recognize the man, although as her eyes dropped from his face to the patch on his chest, she saw the familiar emblem of an eagle clutching an anchor surrounded by the words U.S. NAVY. It now registered why she knew the name Charlotte. â€Å"Welcome aboard, Ms. Sexton,† the captain said. â€Å"You've gisted a number of this ship's recon reports. I know who you are.† â€Å"But what are you doing in these waters?† she stammered. His face hardened somewhat. â€Å"Frankly, Ms. Sexton, I was about to ask you the same question.† Tolland sat up slowly now, opening his mouth to speak. Rachel silenced him with a firm shake of her head. Not here. Not now. She had no doubt the first thing Tolland and Corky would want to talk about was the meteorite and the attack, but this was certainly not a topic to discuss in front of a Navy submarine crew. In the world of intelligence, regardless of crisis, CLEARANCE remained king; the meteorite situation remained highly classified. â€Å"I need to speak to NRO director William Pickering,† she told the captain. â€Å"In private, and immediately.† The captain arched his eyebrows, apparently unaccustomed to taking orders on his own ship. â€Å"I have classified information I need to share.† The captain studied her a long moment. â€Å"Let's get your body temperature back, and then I'll put you in contact with the NRO director.† â€Å"It's urgent, sir. I-† Rachel stopped short. Her eyes had just seen a clock on the wall over the pharmaceutical closet. 19:51 HOURS. Rachel blinked, staring. â€Å"Is†¦ is that clock right?† â€Å"You're on a navy vessel, ma'am. Our clocks are accurate.† â€Å"And is that†¦ Eastern time?† â€Å"7:51 P.M. Eastern Standard. We're out of Norfolk.† My God! she thought, stunned. It's only 7:51 P.M.? Rachel had the impression hours had passed since she passed out. It was not even past eight o'clock? The President has not yet gone public about the meteorite! I still have time to stop him! She immediately slid down off the bed, wrapping the blanket around her. Her legs felt shaky. â€Å"I need to speak to the President right away.† The captain looked confused. â€Å"The president of what?† â€Å"Of the United States!† â€Å"I thought you wanted William Pickering.† â€Å"I don't have time. I need the President.† The captain did not move, his huge frame blocking her way. â€Å"My understanding is that the President is about to give a very important live press conference. I doubt he's taking personal phone calls.† Rachel stood as straight as she could on her wobbly legs and fixed her eyes on the captain. â€Å"Sir, you do not have the clearance for me to explain the situation, but the President is about to make a terrible mistake. I have information he desperately needs to hear. Now. You need to trust me.† The captain stared at her a long moment. Frowning, he checked the clock again. â€Å"Nine minutes? I can't get you a secure connection to the White House in that short a time. All I could offer is a radiophone. Unsecured. And we'd have to go to antenna depth, which will take a few-â€Å" â€Å"Do it! Now!† 67 The White House telephone switchboard was located on the lower level of the East Wing. Three switchboard operators were always on duty. At the moment, only two were seated at the controls. The third operator was at a full sprint toward the Briefing Room. In her hand, she carried a cordless phone. She'd tried to patch the call through to the Oval Office, but the President was already en route to the press conference. She'd tried to call his aides on their cellulars, but before televised briefings, all cellular phones in and around the Briefing Room were turned off so as not to interrupt the proceedings. Running a cordless phone directly to the President at a time like this seemed questionable at best, and yet when the White House's NRO liaison called claiming she had emergency information that the President must get before going live, the operator had little doubt she needed to jump. The question now was whether she would get there in time. In a small medical office onboard the U.S.S. Charlotte, Rachel Sexton clutched a phone receiver to her ear and waited to talk to the President. Tolland and Corky sat nearby, still looking shaken. Corky had five stitches and a deep bruise on his cheekbone. All three of them had been helped into Thinsulate thermal underwear, heavy navy flight suits, oversized wool socks, and deck boots. With a hot cup of stale coffee in her hand, Rachel was starting to feel almost human again. â€Å"What's the holdup?† Tolland pressed. â€Å"It's seven fifty-six!† Rachel could not imagine. She had successfully reached one of the White House operators, explained who she was and that this was an emergency. The operator seemed sympathetic, had placed Rachel on hold, and was now, supposedly, making it her top priority to patch Rachel through to the President. Four minutes, Rachel thought. Hurry up! Closing her eyes, Rachel tried to gather her thoughts. It had been one hell of a day. I'm on a nuclear submarine, she said to herself, knowing she was damned lucky to be anywhere at all. According to the submarine captain, the Charlotte had been on a routine patrol in the Bering Sea two days ago and had picked up anomalous underwater sounds coming from the Milne Ice Shelf-drilling, jet noise, lots of encrypted radio traffic. They had been redirected and told to lie quietly and listen. An hour or so ago, they'd heard an explosion in the ice shelf and moved in to check it out. That was when they heard Rachel's SOS call. â€Å"Three minutes left!† Tolland sounded anxious now as he monitored the clock. Rachel was definitely getting nervous now. What was taking so long? Why hadn't the President taken her call? If Zach Herney went public with the data as it stood- Rachel forced the thought from her mind and shook the receiver. Pick up! As the White House operator dashed toward the stage entrance of the Briefing Room, she was met with a gathering throng of staff members. Everyone here was talking excitedly, making final preparations. She could see the President twenty yards away waiting at the entrance. The makeup people were still primping. â€Å"Coming through!† the operator said, trying to get through the crowd. â€Å"Call for the President. Excuse me. Coming through!† â€Å"Live in two minutes!† a media coordinator called out. Clutching the phone, the operator shoved her way toward the President. â€Å"Call for the President!† she panted. â€Å"Coming through!† A towering roadblock stepped into her path. Marjorie Tench. The senior adviser's long face grimaced down in disapproval. â€Å"What's going on?†