Human-Rights (Third Year)

Jerusalem fears that singling out Sissi and MBS on human rights violations risks sending their countries into arms of Iran, China and Russia

NEW YORK — Israeli officials have repeatedly cautioned their counterparts in the Biden administration against being overly critical of the Saudi and Egyptian governments, due to concerns that that such criticism might lead Riyadh and Cairo to turn to countries like Iran, China and Russia for support, a source familiar with the matter told The Times of Israel on Wednesday.

Biden entered office vowing to place a premium on human rights in the crafting of his foreign policy, warning that countries such as Saudi Arabia and Egypt would need to reform if they wanted to maintain their longstanding relationships with the US.

But that approach has worried Jerusalem, which believes it could alienate Saudi Arabia’s Crown Prince Mohammad bin Salman and Egypt’s President Abdel-Fattah el-Sissi, leading them to look elsewhere for support — namely from Iran, but also from US adversaries China and Russia. Those concerns have been passed along to administration officials on multiple occasions, said the source, who spoke on the condition of anonymity.

However, the matter was not raised during the meeting between Biden and Prime Minister Naftali Bennett last week, The Times of Israel has learned.

The source expressed satisfaction that while the Biden administration has maintained its rhetoric in favor of upholding human rights abroad, it has “thus far avoided upending US relations with [Cairo and Riyadh] entirely.

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with full respect to every one

• We got some unfortunate events in Ethiopia that was in time of the election

• we saw a Some changes in Tunisia (in regard to Democracy and the free well to choose )

with full respect to every one

• we Have new laws that affect the freedom of press , and protesting in Hong Kong

• we have some doubts and clashes for the election results Belarus

• and most recent events in Afghanistan

Full respect to every one

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In April 2018, Tesla CEO Elon Musk sent his employees a lengthy email laying out a number of changes that included ‘productivity recommendations’ in light of the halt in Model 3 production that garnered considerable media scrutiny. 

That email was leaked to the public and included a noteworthy “warning” to his managers that if a certain communication habit was displayed, they’d be packing their bags. Here’s the leadership lesson: 

Communication should travel via the shortest path necessary to get the job done, not through the “chain of command”. Any manager who attempts to enforce chain of command communication will soon find themselves working elsewhere.

The simple solution  

Musk was concerned about the ongoing issue that so many companies face today — poor communication between people, functions, and departments that slows things down. The simple solution is to allow the free flow of information to travel in any direction, between all levels, regardless of your status or position. If something needs to get communicated in a way that will increase efficiency and productivity, it has to travel the shortest distance.

Musk adds, “If, in order to get something done between depts, an individual contributor has to talk to their manager, who talks to a director, who talks to a VP, who talks to another VP, who talks to a director, who talks to a manager, who talks to someone doing the actual work, then super dumb things will happen. It must be ok for people to talk directly and just make the right thing happen.”

I could not agree more. 

Set your people free

In a knowledge economy, top-down hierarchical management styles that direct traffic one-way — up the chain — will collapse, especially since knowledge workers typically know more than their managers about their own areas of specialization.

The right approach here is to give smart people the keys to solving problems on their own. You’ll find that in high-performing organizations that empower their knowledge workers, information is shared openly across fewer reporting levels, and people are able to use it to make the right decisions quickly.

The starting point is to empower workers by giving them autonomy to make decisions in the moment. Workers need the right data, insights, and technology to make high-quality decisions. Putting this trust and power in the hands of workers is seen as critical to agility and success.

It starts with leadership

Arming workers with the power of making decisions and acting with the data they have requires big changes in both process and culture, and senior leaders must drive this change from the top by providing their full support and leading by example.

Autonomy, or the ability to control what you do, when you do it, and with whom, is one of the fundamental elements of what intrinsically motivates human beings, which leads to better performance.

A great leader who believes in this premise is Hubert Joly, former chairman and CEO of Best Buy, whom I recently interviewed on the Love in Action podcast. 

“Autonomy leads us to think creatively, which breeds innovation,” Joly says. He’s spot-on; innovation does not happen without the freedom to try out new ideas without five layers of management having to sign off on it. Autonomy is also motivating because it is more satisfying. But you need to set the right environment that pushes decision-making as far down as possible while adopting agile ways of working.

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You’re talking with someone at a conference when it happens: You realize the conversation’s over. You’re both still contributing to the dialogue, but you’re just filling time with mindless banter.

At this point, you have a couple of choices. You could stay and allow the other person to monopolize your time, but that would be self-defeating, because you won’t be able to network with anyone else. You’re there to expand your connections so you can get bigger-network benefits like having access to thought leaders and referral sources. You could also wrap up the conversation quickly. That’s easier said than done, though: After all, you don’t want to hurt the other person’s feelings or sound foolish in the process.

Take heart. This is one of those awkward moments that every professional runs into, including the extroverts who seem to be able to talk with anyone. The more you’re around people, the more likely you’re going to have to initiate a conversation exit. Don’t think that a Zoom encounter saves you, either. It can be just as tough to know when to hit the “Leave Meeting” button. 

The good news is that you don’t have to be a masterful networker to learn the art of closing a discussion. Anyone can learn and apply the following techniques. Feel free to apply any or all to the dialogues that deserve a respectable ending and not an uncomfortable one.

Have a few go-to ending phrases

Savvy chess players memorize a litany of preferred moves that they use under different circumstances. These moves become part of their overall toolkits and allow them to navigate matches. You should have a similar lineup of conversation enders that are tactful and reliable.

For instance, let’s say you’re at a networking event, and you’ve fallen into a “talk trap.” One way to extricate yourself gracefully could be to say, “It’s been nice to meet you. I promised my family/client/coworker that I’d check in, though, so I need to step away.” It’s tactful, it’s simple to remember … and it’s hard for the other person to refute.

Just make sure you don’t use your end phrases with the same people over and over again. Can’t figure out an ending phrase? Eavesdrop on others’ conversations. You’ll hear wonderful conversation-enders that you can add to your lineup. Just remember that you want every ending to leave a positive, lasting impression. 

Introduce your conversation partner to someone else

This tried-and-true method for ending any discussion works wonders, especially at conferences. If you see someone else you know, wave them over. Then, introduce them to the person you’ve been talking with. Although you have to stick around a bit, you can smoothly leave the new conversation after a few minutes. 

To take this tip to the masters level, make the introduction as personalized as possible. “Jake, I want you to meet Molly. She’s an avid skier, just like you and your fiancé. I’m sure you two could swap wonderful places to hit the slopes.” 

A secondary advantage to this type of closer is that it gives you something to talk with either party about later. You never know: Molly or Jake may one day thank you for introducing them because they discovered they could refer customers.

Ask for the other person’s contact information

“I’ve enjoyed our discussion, but I have to go. Could I grab your email so we can stay in touch?”

It’s a terrific way to conclude a conversation, particularly if your back-and-forth has hit a stall. Just pull out your cell phone and you can write down everything before leaving.

This “closer” allows you to close on a highly active note. It also gives you the opportunity to exchange information. Even if you’re not sure you’re going to get in touch with the other person again, you’ve done your due diligence. Additionally, you’ve helped yourself avoid a long, drawn-out goodbye.

To be sure, your conversation partner might hesitate to fork over key information. In that case, pipe up with something along the lines of, “Not a problem. We’ll exchange emails another time. It was great talking.” Just go with the flow, because not everyone wants to give out contact info, even if they’re at a social event.

End with complete, unexpected transparency

When all else fails, being genuine always prevails. That is, you can be perfectly honest when closing some conversations. “I’m not great at ending discussions, especially when I’m enjoying them. But I want to make sure I say hello to a couple of other people tonight. So let’s plan to circle back later.”

Not all conversation partners will get the hint initially, even though you’re not really hinting. You might have to repeat yourself to get the point across. However, being open keeps you in the driver’s seat and also allows you to showcase a bit of humility, personality, and charm.

One caveat: If you try this strategy, be sure to smile. Putting forth a serious face can make it seem like you’re anxious or annoyed. Ultimately, you want people to know that you’re a pleasant, upfront person. You just can’t stick around for more chit-chat, that’s all.

Related: “Why Mastering the Art of Conversation Will Make You More Money”

You can’t avoid conversations. They make the world go ‘round, and they afford you the opportunity to build out your network, potentially boost your paycheck, and raise your social cred. However, you aren’t doomed to get locked into boring, long dialogues every time you step out. Keep your conversation closers in your back pocket and use them accordingly. You’ll leave every event feeling more confident.

Translated 

U.S. Senate Foreign Relations Committee Chairman Senator Robert Menendez on Thursday unveiled a bill to declassify intelligence documents about the 9/11 attacks, including any role for Saudi Arabia, Saudis or any country.

For 20 years, the families of the victims of the 9/11 attacks have sought justice and held accountable those responsible for the attacks, but year after year, the federal government has refused to declassify documents that could shed light on any role for Saudi Arabia, Saudis or any country in the attacks,” Menendez said at a press conference with relatives of the victims of the attacks.

In a few weeks, Americans will stop to reflect on the 20th anniversary of the September 11 attacks, he said, “they will remember the nearly 3,000 Americans who lost their lives in the worst terrorist attack.” Noting that during 2020, former Attorney General William Barr used the “State Secrets” privilege to block access to some of these documents.

He said he has never provided any explanation, but given the Donald Trump administration’s relationship with Saudi Arabia, “I wonder exactly who they’re trying to protect using the state secrets privilege.”

“These families want answers and want justice and accountability, but without transparency they will be denied, so today I present the 9/11 Transparency Bill with members of both parties in the Senate, as representative Hakim Jeffries will present in the House of Representatives.”

“The bill will require the head of national intelligence, the secretary of justice and the head of the Central Intelligence Agency to conduct a recent review of all documents related to the 9/11 attacks, and properly declassify them, and if the secret agencies do not remove the documents, they will be required to provide a justification to Congress, and then Congress will act accordingly,” he said.

“I don’t deny that sometimes the federal government has legitimate reasons to refuse to disclose certain documents, for example when disclosure at a very early stage may threaten intelligence efforts on the ground, but we have to be realistic here, we’re talking about declassifying documents linked to an attack 20 years ago, not an attack, but an attack that claimed the lives of nearly 3,000 U.S. citizens,” Menendez said.

“If the U.S. government withholds any documents that may implicate Saudi Arabia, any individual or any country in the 9/11 attacks, the families of the victims and the American people have the right to know. “If the information is strong, we must give the families of the victims access to this information, and anything that helps them in their search for truth, justice and accountability.”

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