Accounts Team Quotes

How power is used in organizations determines whether it unites us with trust or divides us with fear

The imbalance of power in the employee-employer relationship puts the onus on leaders to address fairness at work

I will never quit. My nation expects me to be physically harder and mentally stronger than my enemies. If knocked down I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates and to accomplish our mission. I am never out of the fight.

Beware of an old man in a profession where men usually die young.” Tony

Leadership is about integrity, honesty and accountability. All components of trust.

There is no honor in sending men to die for something you won't even fight for yourself

You always have to strive

I will never quit. I persevere and thrive on adversity. My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates and to accomplish our mission. I am never out of the fight.

Eternal Father, faithful friend, Be quick to answer those we send In brotherhood and urgent trust, On hidden missions dangerous, O hear us when we cry to Thee, For SEALs in air, on land, and sea.

Don’t let your thoughts run away with you, don’t start planning to bail out because you’re worried about the future and how much you can take. Don’t look ahead to the pain. Just get through the day,

When you can truly understand how others experience your behavior, without defending or judging, you then have the ability to produce a breakthrough in your leadership and team. Everything starts with your self-awareness. You cannot take charge without taking accountability, and you cannot take accountability without understanding how you avoid it.

Some people are hard to hold accountable because they are so helpful. Others because they get defensive. Others because they are intimidating. I don’t think it’s easy to hold anyone accountable, not even your own kids

..Washington, where the human rights of terrorists are often given high priority. And I am certain liberal politicians would defend their position to the death. Because everyone knows liberals have never been wrong about anything. You can ask them. Anytime.

Wraps that up then, right? Praise Allah and pass the high explosive.

In the military, if we don't know something, we say we don't know and proceed to shut up until we do. Some highly paid charlatans in the media think it's absolutely fine to take a wild guess at the truth and then tell a couple of million people it's cast-iron fact, just in case they might be right...I hope they're proud of themselves, because they nearly broke my mom's heart....

We know about bad guys, what they do, and often, who they are. The politicians have chosen to send us into battle, and that's our trade. We do what's necessary. And in my view, once those politicians have elected to send us out to do what 99.9 percent of the country would be terrified to undertake, they should get the hell out of the way and stay there. This entire business of modern war crimes, as identified by the liberal wings of politics and the media, began in Iraq and has been running downhill ever since. Everyone's got to have his little hands in it, blathering on about the public's right to know. Well, the view of most Navy SEALs, the public does not have that right to know, not if it means placing our lives in unnecessary peril because someone in Washington is driving himself mad worrying about the human rights of some cold-hearted terrorist fanatic who would kill us as soon as look at us, as well as any other American at whom he could point that wonky old AK of his.

He closed by telling us the real battle is won in the mind. It’s won by guys who understand their areas of weakness, who sit and think about it, plotting and planning to improve. Attending to the detail. Work on their weaknesses and overcome them. Because they can.

The first step to solving any problem is to accept one’s own accountability for creating it.

...the first murmurings from the liberal part of the U.S.A. that we were somehow in the wrong, brutal killers, bullying other countries; that we who put our lives on the line for our nation at the behest of our government should somehow be charged with murder for shooting our enemy. Its an insidious progression, the criticisms of the U.S. Armed Forces from politicians and from the liberal media, which knows nothing of combat, nothing of our training, and nothing of the mortal dangers we face out there on the front line.

God will give me justice.

The enemy of accountability is ambiguity

Just like any team, a board needs to evaluate its effectiveness regularly. This self-assessment allows for continuous improvement. Key metrics to consider include the quality of board discussions, the effectiveness of committee structures, and the board's ability to hold management accountable.

It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

These men of the special forces have had other optinos in their lives, other paths, easier paths they could have taken. But they took the hardest path, that narrow causeway that is not for the sunshine patriot. They took the one for the supreme patriot, the one that may require them to lay down their lives for the United States of America. The one that is suitable only for those who want to serve their country so bad, nothing else matters. That's probably not fashionable in our celebrity-obsessed modern world. But special forces guys don't give a damn about that either.....They are of course aware of a higher calling, because they are sworn to defend this country and to fight its battles.

Nothing just happens. You always have to strive. - Marcus Luttrell

There is no other way to beat a terrorist. You must fight like him, or he will surely kill you.

Remember the philosophy of the U.S. Navy SEALs: “I will never quit...My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates...I am never out of the fight.

...these are the problems of the modern U.S. combat soldier, the constant worry about overstepping the mark and an American media that delights in trying to knock us down. Which we have done nothing to deserve. Except, perhaps, love our country and everything it stands for.

Because everyone knows liberals have never been wrong about anything. You can ask them. Anytime.

Nothing just happens. You always have to strive.

The SEALs place a premium on brute strength, but there's an even bigger premium on speed. That's speed through the water, speed over the ground, and speed of thought. There's no prizes for gleaming a set of well-oiled muscles in Coronado. Bulk just makes you slow, especially in soft sand, and that's what we had to tackle every day of our lives, mile after mile.

But there’s something about Watonka, they say. Something that pulls us back, the electromagnet that holds all the metal in place. It’s the food, they say, or the chicken wings or the sports teams or the people or the way the air over the Skyway smells like Cheerios on account of the old General Mills Plant.

Central to the performance of any team is accountability to the people and to itself, for the course to which the team is responsible.

it’s little things like that, the words of a song, which can give you the strength to go on.

He was Instructor Reno Alberto, a five-foot-six man-mountain of fitness, discipline, and intelligence. He was ruthless, cruel, unrelenting taskmaster.

The five behavioral manifestations of teamwork: trust, conflict, commitment, accountability and results

...and I am left feeling that no matter how much the drip-drip-drip of hostility toward us is perpetuated by the liberal press, the American people simply do not believe it. They are rightly proud of the armed forces of the United States of America. They innately understand what we do. And no amount of poison about our alleged brutality, disregard of the Geneva Convention, and abuse of the human rights of terrorists is going to change what most people think...Some members of the media might think they can brainwash the public any time they like, but I know they can't. Not here. Not in the United States of America.

Every bone in my body was crying out for rest, but I knew if I stopped, and perhaps slept, I would die. I had to keep going. It was strange, but the thirst which was killing me was also the driving force keeping me on this long, desperate march.

find someone who can demonstrate trust, engage in conflict, commit to group decisions, hold their peers accountable, and focus on the results of the team, not their own ego.

good ScrumMaster will hold team members to account if needed. A great ScrumMaster will hold the team to account for not holding their teammates to account.

Oz had been reading No Easy Day, a memoir by a former SEAL Team Six member about the raid to kill Osama bin Laden.

Pain is temporary. Death is fleeting. The glory of a warrior lasts forever.

Anybody can throw a basketball toward a hoop. But only a relative few can exercise the athletic prowess of dribbling down the court, account for and surpass a variety of obstacles, and actually get the ball into the hoop consistently and repetitively contributing toward an ultimate win for the team. In the same way, anyone can open an investment account with M1 or Acorns or Robinhood or Cashapp… or even with the big guys like Ameritrade or Fidelity or Charles Schwabb or Morgan Stanley… but only a relative few can navigate an ever-changing economic paradigm, overcome various financial, legal and social obstacles, maintaining alignment with values, and achieve substantial growth and profits - contributing toward an ultimate win for the team. It’s better to hire a professional investor if you expect professional results.

If the public insists it has the right to know, which I very much doubt, perhaps the people should go and face for themselves armed terrorists hell-bent on killing every single American they can.

In times of uncertainty there is a special breed of warrior ready to answer our Nation’s call; a common man with uncommon desire to succeed. Forged by adversity, he stands alongside America’s finest special operations forces to serve his country and the American people, and to protect their way of life. I am that man.

Many building custodians across the country would tell you that UCLA left the shower and dressing room the cleanest of any team. We picked up all the tape, never there soap on the shower floor for someone to slip on, made sure all the showers were turned off and all towels were accounted for. The towels were always deposited in a receptacle, if there was one, or stacked nearly near the door. It seems to me that this is everyone's responsibility-not just the mangers's. Furthermore, I believe it is a form of discipline that should be a way of life, not to please some building custodian, but as an expression of courtesy and politeness that each of us owes to his follow-man. These little things establish a spirit of togetherness and consideration that help unite the team into a solid unit.

Sports, politics, and religion are the three passions of the badly educated. They are the Midwest's open sores. Ugly to see, a source of constant discontent, they sap the body's strength. Appalling quantities of money, time, and energy are wasted on them. The rural mind is narrow, passionate, and reckless on these matters. Greed, however shortsighted and direct, will not alone account for it. I have known men, for instance, who for years have voted squarely against their interests. Nor have I ever noticed that their surly Christian views prevented them from urging forward the smithereening, say, of Russia, China, Cuba, or Korea. And they tend to back their country like they back their local team: they have a fanatical desire to win; yelling is their forte; and if things go badly, they are inclined to sack the coach.

The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.

We’re loyal servants of the U.S. government. But Afghanistan involves fighting behind enemy lines. Never mind we were invited into a democratic country by its own government. Never mind there’s no shooting across the border in Pakistan, the illegality of the Taliban army, the Geneva Convention, yada, yada, yada. When we’re patrolling those mountains, trying everything we know to stop the Taliban regrouping, striving to find and arrest the top commanders and explosive experts, we are always surrounded by a well-armed, hostile enemy whose avowed intention is to kill us all. That’s behind enemy lines. Trust me. And we’ll go there. All day. Every day. We’ll do what we’re supposed to do, to the letter, or die in the attempt. On behalf of the U.S.A. But don’t tell us who we can attack. That ought to be up to us, the military. And if the liberal media and political community cannot accept that sometimes the wrong people get killed in war, then I can only suggest they first grow up and then serve a short stint up in the Hindu Kush. They probably would not survive. The truth is, any government that thinks war is somehow fair and subject to rules like a baseball game probably should not get into one. Because nothing’s fair in war, and occasionally the wrong people do get killed. It’s been happening for about a million years. Faced with the murderous cutthroats of the Taliban, we are not fighting under the rules of Geneva IV Article 4. We are fighting under the rules of Article 223.556mm — that’s the caliber and bullet gauge of our M4 rifle. And if those numbers don’t look good, try Article .762mm, that’s what the stolen Russian Kalashnikovs fire at us, usually in deadly, heavy volleys. In the global war on terror, we have rules, and our opponents use them against us. We try to be reasonable; they will stop at nothing. They will stoop to any form of base warfare: torture, beheading, mutilation. Attacks on innocent civilians, women and children, car bombs, suicide bombers, anything the hell they can think of. They’re right up there with the monsters of history.

Always know that you are being held accountable for your actions, by your friends, family, coworkers, and most importantly, by God. Lead by example and build a team of successful people around you. By being the dependable person, success is naturally attracted to you.

I’ve learned that while the finance goals are important, they’re not the most important. Finance can hit all our objectives, and the company still can fail. After all, the best accounts receivables team on the planet can’t save us if we’re in the wrong market with the wrong product strategy with an R&D team that can’t deliver.

Laughter paves the way for many things. It's one way to build intimacy between people, something every healthy team needs. Humor has always been a primary part of how I lead. If I can get someone to laugh, they're at ease. If they see me laugh at things, they're at ease. It creates emotional space, a kind of trust, to use in a relationship. Sharing laughter also creates a bank account of positive energy you can withdraw from, or borrow against, when dealing with tough issues at work. It's a relationship cushion.

I will never quit. I persevere and thrive on adversity. My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates and to accomplish our mission. I am never out of the fight.” As I mentioned, my name is Marcus.

Without trust, there is no meaningful connection between people. It's just meaningless o-ordination.

You Do Not Delegate Accountability

Leadership management is the art of making problems enjoyable and interesting to deal with, by allowing the team to have the power and accountability to resolve them.

Going through old papers I came across the transcript of a university debate on Rublyov. God, what a level. Abysmal, pathetic. But there is one remarkable contribution by a maths professor called Manin, Lenin Prize winner, who can hardly be more than thirty. I share his views. Not that one should say that about oneself. But it's exactly what I felt when I was making Andrey. And I'm grateful to Manin for that. "Almost every speaker has asked why they have to be made to suffer all through the three hours of the film. I'll try to reply to that question. It is because the twentieth century has seen the rise of a kind of emotional inflation. When we read in a newspaper that two million people have been butchered in Indonesia, it makes as much impression on us as an account of our hockey team winning a match. The same degree of impression! We fail to notice the monstrous discrpancy between these two events. The channels of our perception have been smoothed out to the point where we are no longer aware. However, I don't want to preach about this. It may be that without it life would be impossible. Only the point is that there are some artists who do make us feel the true measure of things. It is a burden which they carry throughout their lives, and we must be thankful to them.

I looked Mikey right in the eye, and I said, “We gotta let ’em go.” It was the stupidest, most southern-fried, lamebrained decision I ever made in my life. I must have been out of my mind. I had actually cast a vote which I knew could sign our death warrant. I’d turned into a fucking liberal, a half-assed, no-logic nitwit, all heart, no brain, and the judgment of a jackrabbit.

Schroen’s men had carried in $ 10 million in boxed cash. They handed out bundles like candy on Halloween. Schroen had recruited onto his team Chris Wood, the Dari-speaking case officer who had worked the Taliban account out of Islamabad. Wood ran the day-to-day intelligence reporting at the joint cell, collecting and synthesizing field radio reports about Taliban and Al Qaeda positions and movements.

If we want other countries to support our priorities,” I told my NSC team, “we can’t just bully them into it. We’ve got to show them we’re taking their perspectives into account—or at least can find them on a map.

Stevens worried about his staff and himself. In early June, he sent an e-mail to a State Department official in Washington asking that two six-man Mobile Security Detachments, known as MSD teams, of specially trained DS agents be allowed to remain in Libya through the national elections being held in July and August. Stevens wrote that State Department personnel “would feel much safer if we could keep two MSD teams with us through this period [to support] our staff and [provide a personal detail] for me and the [Deputy Chief of Mission] and any VIP visitors.” The request was denied, Stevens was told, because of staffing limitations and other commitments.

Many people will try to get a job even if they don't fit the company's stated values, but very few will do so if they know that they're going to be held accountable, day in and day out, for behavior that violates the values.

But my back hurt like hell. I never realized how much pain three cracked vertebrae could inflict on a guy. Of course, I never realized I had three cracked vertebrae either. I could move my right shoulder despite a torn rotator cuff, which I also didn’t realize I had. And my broken nose throbbed a bit, which was kid’s stuff compared with the rest. I knew one side of my face was shredded by the fall down the mountain, and the big cut on my forehead was pretty sore.

My heart dropped directly into my stomach. And I cursed those fucking goatherds to hell, and myself for not executing them when every military codebook ever written had taught me otherwise. Not to mention my own raging instincts, which had told me to go with Axe and execute them. And let the liberals go to hell in a mule cart, and take with them all of their fucking know-nothing rules of etiquette in war and human rights and whatever other bullshit makes ’em happy.

Commander’s intent empowers each person on a team to initiate and improvise as they’re executing the plan. It stops you from being the bottleneck, and it enables the team to keep each other accountable to the goal without your presence.

Look at me, right now in my story. Helpless, tortured, shot, blown up, my best buddies all dead, and all because we were afraid of the liberals back home, afraid to do what was necessary to save our own lives. Afraid of American civilian lawyers. I have only one piece of advice for what it’s worth: if you don’t want to get into a war where things go wrong, where the wrong people sometimes get killed, where innocent people sometimes have to die, then stay the hell out of it in the first place.

For example, Facebook had planned to launch a Facebook for children code-named "Project Family," and Sheryl would occasionally remind the policy team of their "failure to do this while we had the opportunity," blaming the policy team for missing the chance to get kids on Facebook but she, like most of the leaders at Facebook with younger children, severely limits her kids' access to screens, let alone social media accounts. And she never shares images of her children on social media. Silicon Valley is awash in wooden Montessori toys and shrouded in total screen bans. Parents at work talk about how they don't allow their teens to have mobile phones, which only underscores how well these executives understand the real damage their product inflicts on young minds.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

Ironically, for peer-to-peer accountability to become a part of a team’s culture, it has to be modeled by the leader. That’s right. Even though I said earlier that the best kind of accountability is peer-to-peer, the key to making it stick is the willingness of the team leader to do something I call “enter the danger” whenever someone needs to be called on their behavior or performance. That means being willing to step right into the middle of a difficult issue and remind individual team members of their responsibility, both in terms of behavior and results. But most leaders I know have a far easier time holding people accountable for their results than they do for behavioral issues. This is a problem because behavioral problems almost always precede results. That means team members have to be willing to call each other on behavioral issues, as uncomfortable as that might be, and if they see their leader balk at doing this, then they aren’t going to do it themselves.

One time during Indoc while we were out on night run, one of the instructors actually climbed up the outside of a building, came through an open window, and absolutely trashed a guy’s room, threw everything everywhere, emptied detergent over his bed gear. He went back out the way he’d come in, waited for everyone to return, and then tapped on the poor guy’s door and demanded a room inspection. The guy couldn’t work out whether to be furious or heartbroken, but he spent most of the night cleaning up and still had to be in the showers at 0430 with the rest of us. I asked Reno about this weeks later, and he told me, “Marcus, the body can take damn near anything. It’s the mind that needs training. The question that guy was being asked involved mental strength. Can you handle such injustice? Can you cope with that kind of unfairness, that much of a setback? And still come back with your jaw set, still determined, swearing to God you will never quit? That’s what we’re looking for.

They took the two to a remote location and interrogated each separately. Even after using classic techniques like the prisoner’s dilemma—assuring each suspect that the other was going to implicate him—the Mafia members did not obtain confessions. The two interrogation teams conferred and, by Mannoia’s account, concluded that these two criminals were actually innocent of the misdeeds in question. We asked what happened next. “We strangled them,” came his matter-of-fact reply. “Why would you do that?!” exclaimed Pat Fitzgerald. They had been innocent. “Because by our questioning we had revealed ourselves to be Cosa Nostra. We could not let them live with that knowledge.

Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.

I am going to be pretty intolerant of behavior that demonstrates an absence of trust, or a focus on individual ego. I will be encouraging conflict, driving for clear commitments, and expecting all of you to hold each other accountable. I will be calling out bad behavior when I see it, and I’d like to see you doing the same. We don’t have time to waste.

In a self-organized team, individuals take accountability for managing their own workload, shift work among themselves based on need and best fit, and take responsibility for team effectiveness. Team members have considerable leeway in how they deliver results, they are self-disciplined in their accountability for those results, and they work within a flexible framework.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

month later, on July 9, 2012, Stevens and the embassy’s security staff, led by DS agent Eric Nordstrom, asked the State Department to extend the presence of a Site Security Team, or SST, that consisted of sixteen active-duty military special operators. The Defense Department’s Africa Command, which oversaw the unit, was willing to extend the team’s stay in Tripoli. But State Department officials decided that DS agents and locally hired guards could do the job, and that the SST operators weren’t needed. In the weeks that followed, General Carter Ham, head of Africa Command, twice asked Stevens if he wanted the SST to remain in Libya. Despite his earlier request to extend the team’s stay, Stevens wouldn’t buck the decision of State Department officials in Washington. He declined Ham’s offers and the SST left Libya, even as Stevens moved forward with plans to visit the restive city of Benghazi.

Great employee development is focused far more on who people are and how they relate to others, and far less on overseeing projects, tasks, and deadlines. It’s a conversation that can’t wait for quarterly reviews—and oftentimes even weekly reviews are too far past the moment when things are ripe and ready for change. Ideally it starts in a person’s first week on the job, and it doesn’t end for as long as they’re on your team. Your goal is to create a world where mentoring, accountability, and support are the norm.

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

As engine vibrated under him, he tried to tell himself it was all going to work out. It had to. Now that he’d found The One, there was no way in hell he was letting her get away. If that meant he had to move heaven and earth to find a good life for her and her pack mates here in the city, he’d do it. If being with Jayna meant he had to empty out his bank account and sell everything he owned, he was okay with that too. He had friends in other places he could turn to, Family too. His parents owned a huge house and a lot of land outside of Denver. If he showed up with Jayna, her pack, and no job, his family would welcome them with open arms. Okay, maybe his mom would be a little shocked when she found out his girlfriend came with an extended family, but she’d overlook it if there was a possibility of a grandchild in the near future. Becker was still daydreaming about kids with Jayna someday when headlights suddenly appeared in his rear- view mirror. He glanced over, swearing when he saw two vehicles speeding up behind him and closing fast.

Captain Marquet came to understand that the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do what needs to be done to advance the mission.

We all cultivated critique--we were dogmatic in our alliances, self-righteous in our beliefs. But the broader Mission dyke culture we called queer, so much of it was about loyalty at any cost. Loyalty could mean safety but it could also mean reenacting high school popularity contests and taking on the victors' roles. High school was only a few years in the past for most of us, even if we might have been scandalized if anyone had mentioned that. Accountability only occurred when people would get in dramatic fights, and it was more about whose team was stronger or more popular than about what actually happened.

CHECK IN OFTEN TO ENSURE MEANINGFUL PROGRESS The Nonessentialist leader is not great on accountability. A primary and somewhat obvious reason is that the more items one pursues, the harder it is to follow up on all of them. In fact, a Nonessentialist leader may unintentionally train his people to expect no follow-up at all. In turn, the members of the team soon learn that there are no repercussions for failing, cutting corners, or prioritizing what is easy over what is important. They learn that each objective pronounced by the leader will be emphasized only for a moment before giving way to something else of momentary interest.

All right,” she said. “Inductive reasoning. It’s what those so-called detectives on CSI, SVU, LMNOP and all the rest of them call deductive reasoning, which is wrong and they should know better. It’s inductive reasoning, a tool you will use frequently in geometry as well as calculus and trigonometry, assuming you get that far and that certainly won’t be you, Jacquon. Stop messing with that girl’s hair and pay attention. Your grade on that last test was so low I had to write it on the bottom of my shoe.” Mrs. Washington glared at Jacquon until his face melted. She began again: “Inductive reasoning is reasoning to the most likely explanation. It begins with one or more observations, and from those observations we come to a conclusion that seems to make sense. All right. An example: Jacquon was walking home from school and somebody hit him on the head with a brick twenty-five times. Mrs. Washington and her husband, Wendell, are the suspects. Mrs. Washington is five feet three, a hundred and ten pounds, and teaches school. Wendell is six-two, two-fifty, and works at a warehouse. So who would you say is the more likely culprit?” Isaiah and the rest of the class said Wendell. “Why?” Mrs. Washington said. “Because Mrs. Washington may have wanted to hit Jacquon with a brick twenty-five times but she isn’t big or strong enough. Seems reasonable given the facts at hand, but here’s where inductive reasoning can lead you astray. You might not have all the facts. Such as Wendell is an accountant at the warehouse who exercises by getting out of bed in the morning, and before Mrs. Washington was a schoolteacher she was on the wrestling team at San Diego State in the hundred-and-five-to-hundred-and-sixteen-pound weight class and would have won her division if that blond girl from Cal Northridge hadn’t stuck a thumb in her eye. Jacquon, I know your mother and if I tell her about your behavior she will beat you ’til your name is Jesus.” The

I tried to get a hold of myself. But again in my mind I heard that terrible, terrible scream, the same one that awakens me, bullying its way into my solitary dreams, night after night, the confirmation of guilt. The endless guilt of the survivor. ‘Help me, Marcus! Please help me!’ It was a desperate appeal in the mountains of a foreign land. It was a scream cried out in the echoing high canyons of one of the loneliest places on earth. It was the nearly unrecognizable cry of a mortally wounded creature. And it was a plea I could not answer. I can’t forget it. Because it was made by one of the finest people I ever met, a man who happened to be my best friend.

The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

Until now. You and I are a mis-Match, Ellie, because I hacked into your servers to manipulate our results.” “Rubbish,” Ellie said, secretly balking at the notion. She folded her arms indignantly. “Our servers are more secure than almost every major international company across the world. We receive so many hacking attempts, yet no one gets in. We have the best software and team money can buy to protect us against people like you.” “You’re right about some of that. But what your system didn’t take into account was your own vanity. Do you remember receiving an email some time ago with the subject ‘Businesswoman of the Year Award’? You couldn’t help but open it.” Ellie vaguely remembered reading the email as it had been sent to her private account, which only a few people had knowledge of. “Attached to it was a link you clicked on and that opened to nothing, didn’t it?” Matthew continued. “Well, it wasn’t nothing to me, because your click released a tiny, undetectable piece of tailor-made malware that allowed me to remotely access your network and work my way around your files. Everything you had access to, I had access to. Then I simply replicated my strand of DNA to mirror image yours, sat back and waited for you to get in touch. That’s why I came for a job interview, to learn a little more about the programming and systems you use. Please thank your head of personnel for leaving me alone in the room for a few moments with her laptop while she searched for a working camera to take my head shot. That was a huge help in accessing your network. Oh, and tell her to frisk interviewees for lens deflectors next time—they’re pocket-sized gadgets that render digital cameras useless.

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The eight-man expedition was pinned down in a ferocious blizzard high on K2, waiting to make an assault on the summit, when a team member named Art Gilkey developed thrombophlebitis, a life-threatening altitude-induced blood clot. Realising that they would have to get Gilkey down immediately to have any hope of saving him, Schoening and the others started lowering him down the mountain's steep Abruzzi Ridge as the storm raged. At 25,000 feet, a climber named George Bell slipped and pulled four others off with him. Reflexively wrapping the rope around his shoulders and ice ax, Schoening somehow managed to single-handedly hold on to Gilkey and simultaneously arrest the slide of the five falling climbers without being pulled off the mountain himself. One of the more incredible feats in the annals of mountaineering, it was known forever after simply as The Belay.

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The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

Mosseri’s answer to the important question was perfect by Facebook standards: “Technology isn’t good or bad—it just is,” he wrote. “Social media is a great amplifier. We need to do all we can responsibly to magnify the good and address the bad.” But nothing “just is,” especially Instagram. Instagram isn’t designed to be a neutral technology, like electricity or computer code. It’s an intentionally crafted experience, with an impact on its users that is not inevitable, but is the product of a series of choices by its makers about how to shape behavior. Instagram trained its users on likes and follows, but that wasn’t enough to create the emotional attachment users have to the product today. They also thought about their users as individuals, through the careful curation of an editorial strategy, and partnerships with top accounts. Instagram’s team is expert at amplifying “the good.” When it comes to addressing “the bad,” though, employees are concerned the app is thinking in terms of numbers, not people. Facebook’s top argument against a breakup is that its “family of apps” evolution will be better for users’ safety. “If you want to prevent interference in elections, if you want to reduce[…]

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Me: You fucking whore. Hannah: What? Me: You know what. This pizza! Hannah: I don’t know what you’re talking about. Me: Your name is on the receipt. Hannah: CRAP! I thought it’d take you at least ten minutes to figure out it was me. Me: Yeah, crap! I am fucking mortified, you idiot. I’m trying to keep a low profile, but that delivery guy probably had to go talk to the guys at the counter to figure out where I was. I am humiliated, and you are the worst! Don’t you have your own book to write? How do you have time for this? Hannah: I’m shaking so hard with laughter, it’s difficult to type. Me: I had my earbuds in, so I didn’t hear him calling my name. He listed off the food you bought for a football team and then handed it all to me—the chubby ginger creeping in the corner. Goddamn you! Hannah: Is it good, though? I got you extra dipping sauces for those parm breadsticks. That cost extra, you know. I ain’t cheap. Me: I can’t eat it because my mortification has killed my appetite! But…this does give me an excuse to try out the fountain pop machine, so…silver lining. Hannah: My eyes are wet from laughing so hard. Me: Yuck it up, yucky yuckerson. God, I was in the middle of writing an anal scene, so I was super in the zone too…it’s no wonder I didn’t hear him. Hannah: STOP. MY STOMACH IS KILLING ME…ON ACCOUNT OF ALL THE LAUGHING. Me: Well played, whore. Well played. And it’s the burn that keeps on burning b/c my inner cheap girl will NOT let me throw these leftovers away. So I’m going to have to carry them out of here. Hannah: Oh, I was counting on that. Want to hear something horrible? Me: What? Hannah: I was going to do a sub delivery, but then I decided the pizza boxes were more embarrassing. Me: You’re dead to me.   Fifteen minutes later.   Hannah: So I’ve been picturing you sulking and refusing to eat for the past fifteen minutes and then finally giving up and eating it anyway. Am I close? Me: OMG, it’s like you’re here with me. That’s exactly what I did. This food is delicious btw. But I’m still not thankful. Hannah: But you’re always welcome. ;) Best $53 I ever spent.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.