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Their story unfolds seamlessly, with well-written descriptions of General Washington’s loss of New York after the Battle of Long Island that set the stage for Washington’s desperate need for information, and ending with Morton Pennypacker’s handwriting analysis that identified Robert Townsend as the key information gatherer.
The sections of Secret Six that describe a female spy mixing with the British at the highest levels of society in order to gather otherwise unobtainable information, and then being captured and left to starve on a British prison ship, are undocumented.
Another fiction, repeated as fact by Kilmeade and Yaeger, concerns John Honeyman, who, legend has it, was recruited by Washington as a double agent prior to the Battle of Trenton.
Washington’s Spies        Bibliography: 16? pages, including 4? pages of primary sources alone. This entry was posted in Books, History, Military History and tagged American Revolution, Long Island on June 14, 2014 by Elizabeth Kahn Kaplan. Elizabeth Kahn Kaplan is an educator, writer, and lecturer about art, artists, and American history to both adult and school-age audiences. The player?s goal in HISTORY Civil War: Secret Missions is to disrupt the armies of both the North and the South by any means necessary, including conducting train raids, stealing ironclad ships, stopping enemy supply lines, destroying enemy artillery and more.
Over the years, the stack ranking performance evaluation style has been criticized for everything from inspiring a cutthroat corporate culture, to fostering rampant favoritism, to depleting companies of potentially stellar employees who arbitrarily fell into the bottom 10 percent simply because the company had so many great workers already.
The earliest precursor to the modern day performance management movement finds itself in 1940s Connecticut, during a moment of interracial friction.
By the late 1980s and early 1990s, this ideal of multi-person rating became popularly known as the 360 Degree method, as it positioned employees to be evaluated from every angle. The 360 Degree method may have been comprehensive, but it wasn’t necessarily the most efficient system, requiring a huge participant count, reams of paper for surveys, and more time and money than most HR departments thought they could afford5. In recent years, the 360 Degree method has become incorporated into the hot developing field of performance management, a process allowing managers and employees to work together to set objectives and assess progress through ongoing feedback. It’s no wonder, then, that eight out of 10 Millennials yearn for regular feedback from their boss. It’s an exciting space that, like so many other traditional ways of doing business, benefits from innovative advances in technology.
The book’s Acknowledgments cite “Andrea Meyer and John Burke for their work on Agent 355.” An example of their work appeared in their article about the Culpers in the New York State Archives in theFall of 2009. At the same time, we should be grateful to Brian Kilmeade and Don Yaeger for writing and promoting a book that will capture the public’s imagination while bringing the story of the Culper Spy Ring to a nationwide audience. Formerly the Director of Education with the Three Village Historical Society in Setauket, NY, she curated their exhibit "Spies!


More than 9,200 people follow The New York History Blog each day via E-mail, RSS, or Twitter or Facebook updates. All events are drawn from the real life actions of famous partisans, scouts and rangers - fight as a member of Mosby?s Rangers, Sheridan?s Scouts and Grant?s Secret Service and receive your mission commands from famous generals including Robert E. Your mother did it, your mother’s father did it, your mother’s father’s father did it ad infinitum, until a certain crafty manager in the third century A.D.
One challenge to running this type of annual review is the amount of time it requires from both employees and managers. In an effort to alleviate some of the tension, the researchers attempting to evaluate race relations stumbled their way into the discovery that individuals can evaluate themselves in the context of a group through other members’ live feedback and their own self-assessments. Not only their bosses but also their peers, subordinates, and any clients they may interact can evaluate them.
In 1996, only 21 percent of attending organizations at the New York Chapter of the Society of Human Resources Managers reported employing any kind of 360 Degree evaluation6. Today, almost every Fortune 100 company utilizes some degree of the old standard of 360 Degree feedback7, and even once-stalwart advocates of stack ranking systems—from Accenture to GE itself—are phasing out the traditional annual review. Suddenly surveys that took hours—if not days—to compile and score and interpret and present could be concluded with the click of a mouse.
That, combined with the fact that the average internet user spends 1.72 hours a day on social media platforms and that 41 percent of Millennials prefer to communicate electronically over face-to-face methods or the telephone, puts the future of performance management systems in the anytime, anywhere, social-network-style feedback systems. In the case of YouEarnedIt’s interface, coworkers and managers can easily recognize and reward good work in real time. And there is evidence to support the effectiveness of frequent feedback when it comes to retention and overall company performance. Dramatic activities of “Agent 355” were stated as fact, with no footnotes or references given to verify her existence.
An analogy: A Native American chief was asked how he felt about errors of fact in Pocahontas, the first animated feature Disney film to be based on a real historic character.
YouEarnedIt examines the history of the performance review, how it has evolved, and ideas to help improve your company’s internal employee evaluation process.
There are, however, accounts of an early 19th century Scottish cotton mill owner who probably first industrialized the employee evaluation process, assigning each worker a degree of merit denoted by differently colored cubes that hung over their workstations like Industrial Revolution-era Sims Plumbobs2. At the high end, it can cost a company as much as $35 million in lost employee productivity a year.


In addition, a recent Bersin by Deloitte study found 67 percent of companies planning to purchase management programs aimed to buy into the emerging field of performance management programs8. The second change—and perhaps the most crucial for the development of the performance management industry—was the arrival of Millennials in the workplace. They’re used to the frequent feedback provided by school testing, coupled with the ability to post a photo on Facebook and watch in real time as friends across the world like, comment, and share it. Then, in Brad Meltzer’s Decoded: The President’s Inner Circle, broadcast on The History Channel on January 20, 2011, Andrea Meyer repeated her claim that “355” must have been a “lady” of the upper classes and probably a lover of Major John Andre who revealed Benedict Arnold’s treachery. It included not only the known history, but also the folklore and legend that surrounds the Native American woman, and featured a fictionalized account of her encounter with EnglishmanJohn Smith and the settlers that arrived from the Virginia Company. Toward the end of that century, the United States Federal Government began institutionalizing the practice with the Pendleton Act as a way to end favoritism and create a meritocracy.
In 1959 the Esso Research and Engineering Company, now Exxon Mobile, began a managerial development program that, for the first time, allowed subordinates to evaluate their superiors to provide them with a better understanding of their own strengths and weaknesses.
This holistic view improved employee growth and performance while also dissipating any one individual’s favoritism toward a worker4. Unlike a formal evaluation one-to-two times per year, the feedback is ongoing and supportive throughout the year.
Within thirty years, the First Law on Appraisal would put in place a uniform employee rating system across all agencies in the U.
Three out of four Millennials want a mentor in their company, and this allows one mentor (often several) to reinforce them every step of the way, guiding their professional journey. The only mention of “355” in the ring’s correspondence was in a letter written by Culper Sr. In addition, some argue that two-thirds of these types of performance evaluations misidentify a company’s highest performers3. Research shows both mentees and their mentors are more likely to stay with a company which, after all, is one of the core reasons we try so hard to boost employee engagement.
Alexander Rose, in his well-researched book of 2006, Washington’s Spies: The Story of America’s First Spy Ring, wrote, “This mysterious ‘355’ – decoded as “lady in (Tallmadge’s) Dictionary – is mentioned just once in the Culper correspondence.



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