Agency Team Quotes

We outrank the Agency here in the homeland. If they want a dick fight, we'll give them one.

about-two-years wisdom of the group. Eight years later, they finished, by which point Kahneman was not even on the team or living in the country, and the agency that asked for the curriculum was no longer interested.

During World War II, the British spy agency MI8 secretly recruited a crew of teenage wireless operators (prohibited from discussing their activities even with their families) to intercept coded messages from the Nazis. By forwarding these transmissions to the crack team of code breakers at Bletchley Park led by the computer pioneer Alan Turing, these young hams enabled the Allies to accurately predict the movements of the German and Italian forces. Asperger’s prediction that the little professors in his clinic could one day aid in the war effort had been prescient, but it was the Allies who reaped the benefits.

It would be nice to think that the menacing aspects of North Korea were for display also, that the bombs and reactors were Potemkin showcases or bargaining chips. On the plane from Beijing I met a group of unsmiling Texan types wearing baseball caps. They were the 'in-country' team from the International Atomic Energy Agency, there to inspect and neutralize North Korea's plutonium rods. Not a nice job, but, as they say, someone has to do it. Speaking of the most controversial reactor at Yongbyon, one of the guys said, 'No sweat. She's shut down now.' Nice to know. But then, so is the rest of North Korean society shut down—animation suspended, all dead quiet on the set, endlessly awaiting not action (we hope) or even cameras, but light.

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.

What kind of soldier are you that you’re going to just sit in a cell while the world is thrown into chaos? Do you not understand what could happen if those weapons fall into the wrong hands? How could you be so selfish? (Syd) I’m selfish? Look, Agent Westbrook, your daddy’s a Boston stockbroker. I’m a death broker. I’m sure you don’t lecture Daddy on finance, so don’t even try to lecture me on assassination politics. I know all about them. Some bureaucratic ass-wipe sitting in a pristine office that’s totally isolated from the rest of the world decides the son of King Oomp-Loomp is a threat. He then hands down orders to people like me to go off King Oomp-Loompa’s son. Like an idiot, I do what he says without question. I hunt my target down, using information that is mostly bullshit and unreliable, gathered by someone like you who assured me it was correct as the time. But hey, if it changes minute by minute, and God forbid we pass that along to you. So me and my spotter lie in the grass, sand, or snow for days on end, cramped and hungry, never able to move more than a millimeter an hour until I have that one perfect shot I’ve been waiting for days. I take it, and then we lie there like pieces of dirt until we can inch our way back to safety, where hopefully the helicopter team will remember that they were supposed to retrieve us. Have you any idea of the nerves it takes to do what I do? To lie there on the ground while other armed men search for you? Have them step on you and not be able to even breathe or wince because if you do, it’s not only your life, but the life of your spotter? Do you know what it’s like to have the brains of your best friend spayed into your face and not be able to render aid to him because you know he’s dead and if you do, you’ll be killed too? I have been into the bowels of hell and back, Miz Westbrook. I have stared down the devil and made him sweat. So don’t tell me I don’t take this seriously. (Steele)

Von Braun and his team had just launched America’s first successful satellite, Explorer I, and as far as the public was concerned, von Braun’s star was on the rise. But Army intelligence had information on von Braun that the rest of the world most definitely did not, namely, that he had been an officer with the Nazi paramilitary organization the SS during the war and that he was implicated in the deaths of thousands of slave laborers forced to build the V-2 rocket, in an underground labor-concentration camp called Nordhausen, in Nazi Germany.

Clinton directed available funds away from countries like Afghanistan and toward the neediest cases in Africa, a dying continent that Lake and the new AID director, Brian Atwood, felt had been neglected for too long by Republican administrations. “Nobody wanted to return to the hot spots of the Reagan-Bush years,” such as Afghanistan, recalled one member of Clinton’s team at the aid agency. “They just wanted them to go away.” South Asia was “just one of those black holes out there.” Atwood faced hostility from Republicans in Congress who argued that American development aid was being wasted in poor, chaotic countries

In 2015, the cancer agency of the World Health Organization (WHO) declared glyphosate to be a “probable human carcinogen.”22 As a result, the Organic Consumers Association (OCA) and the Feed the World Project (now the Detox Project) teamed up to offer the public the opportunity to have their urine tested for glyphosate.

These three essential ideas, as powerful as they are, aren’t the only means we use to live with harmony, fulfillment, and joy. They correspond to another set of tools: the three strands of our narrative identity. The first is our me story—the one in which we’re the hero, the doer, the creator; we exercise agency and, in return, feel fulfilled. The next is our we story—the one in which we’re part of a community, a family, a team; we belong to a group and, in turn, feel needed. The third is our thee story—the one in which we’re serving an ideal, a faith, a cause; we give of ourselves to others and, by extension, feel part of something larger.

We set up an effort, the Geocell, staffed it with smart young folks, teamed them up with imagery analysts from the National Geospatial-Intelligence Agency (NGA), and then wired them directly to tactical units in the field. Old SIGINTers will tell you that this was just a version of what they used to call traffic analysis. If it was, it was on a massive dose of steroids. We put the Geocell in the basement among the heating ducts,

Her lips curved up then, as if she liked his answer. “Are you working tomorrow?” Dax nodded. “Yeah. Training stuff.” He was running weapons-training exercises with three of his guys and a small team of DEA agents. They liked to do joint operations, especially in Miami, where there was a smorgasbord of government agencies. But he couldn’t tell her that. “When do you get off?” The way she said “get off” brought up all sorts of images. Hannah must have read his expression, because she shook her head. “Pervert,” she muttered. He grinned, liking the camaraderie between them, as if part of that wall she’d erected had been knocked down.

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This chokes me up, this really chokes me up. It was so clear that Lee loved Apple so much. Here was the best guy in advertising. And he hadn’t pitched in ten years. Yet here he was, and he was pitching his heart out, because he loved Apple as much as we did. He and his team had come up with this brilliant idea, “Think Different.” And it was ten times better than anything the other agencies showed. It choked me up, and it still makes me cry to think about it, both the fact that Lee cared so much and also how brilliant his “Think Different” idea was. Every once in a while, I find myself in the presence of purity—purity of spirit and love—and I always cry. It always just reaches in and grabs me. That was one of those moments. There was a purity about that I will never forget. I cried in my office as he was showing me the idea, and I still cry when I think about it.

Snowden called the NSA ‘self-certifying’. In the debate over who ruled the internet, the NSA provided a dismaying answer: ‘We do.’ The slides, given to Poitras and published by Der Spiegel magazine, show that the NSA had developed techniques to hack into iPhones. The agency assigned specialised teams to work on other smartphones too, such as Android. It targeted BlackBerry, previously regarded as the impregnable device of choice for White House aides. The NSA can hoover up photos and voicemail. It can hack Facebook, Google Earth and Yahoo Messenger. Particularly useful is geo-data, which locates where a target has been and when. The agency collects billions of records a day showing the location of mobile phone users across the world. It sifts them – using powerful analytics – to discover ‘co-travellers’. These are previously unknown associates of a target. Another

A pre-mortem typically starts with the leader asking everyone in the team to imagine that the project has gone horribly wrong and to write down the reasons why on a piece of paper. He or she then asks everyone to read a single reason from the list, starting with the project manager, before going around the table again. Klein cites examples where issues have surfaced that would otherwise have remained buried. ‘In a session held at one Fortune 50-size company, an executive suggested that a billion-dollar environmental sustainability project had “failed” because interest waned when the CEO retired,’ he writes. ‘Another pinned the failure on a dilution of the business case after a government agency revised its policies.’15 The purpose of the pre-mortem is not to kill off plans, but to strengthen them. It is also very easy to conduct. ‘My guess is that, in general, doing a pre-mortem on a plan that is about to be adopted won’t cause it to be abandoned,’ Kahneman has said. ‘But it will probably be tweaked in ways that everybody will recognize as beneficial. So the pre-mortem is a low-cost, high-pay-off kind of thing.

When we get down to potential versus reality in relationships, we often see disappointment, not successful achievement. In the Church, if someone creates nuclear fallout in a calling, they are often released or reassigned quickly. Unfortunately, we do not have that luxury when we marry. So many of us have experienced this sad realization in the first weeks of our marriages. For example, we realized that our partner was not going to live up to his/her potential and give generously to the partnership. While fighting the mounting feelings of betrayal, we watched our new spouses claim a right to behave any way they desired, often at our expense. Most of us made the "best" of a truly awful situation but felt like a rat trapped in maze. We raised a family, played our role, and hoped that someday things would change if we did our part. It didn't happen, but we were not allowed the luxury of reassigning or releasing our mates from poor stewardship as a spouse or parent. We were stuck until we lost all hope and reached for the unthinkable: divorce. Reality is simple for some. Those who stay happily married (the key word here is happily are the ones who grew and felt companionship from the first days of marriage. Both had the integrity and dedication to insure its success. For those of us who are divorced, tracing back to those same early days, potential disappeared and reality reared its ugly head. All we could feel, after a sealing for "time and all eternity," was bound in an unholy snare. Take the time to examine the reality of who your sweetheart really is. What do they accomplish by natural instinct and ability? What do you like/dislike about them? Can you live with all the collective weaknesses and create a happy, viable union? Are you both committed to making each other happy? Do you respect each other's agency, and are you both encouraging and eager to see the two of you grow as individuals and as a team? Do you both talk-the-talk and walk-the-walk? Or do you love them and hope they'll change once you're married to them? Chances are that if the answer to any of these questions are "sorta," you are embracing their potential and not their reality. You may also be embracing your own potential to endure issues that may not be appropriate sacrifices at this stage in your life. No one changes without the internal impetus and drive to do so. Not for love or money. . . . We are complex creatures, and although we are trained to see the "good" in everyone, it is to our benefit to embrace realism when it comes to finding our "soul mate." It won't get much better than what you have in your relationship right now.

The same mass media that told us Lee Harvey Oswald killed John F. Kennedy—and that James Earl Ray killed Martin Luther King, Sirhan Sirhan killed Robert F. Kennedy, Arthur Bremer was the lone gunman when George Wallace was shot, and Ted Kennedy was responsible for the death of Mary Jo Kopechne—brainwash this society every single day. The creation of the SLA is only one more propaganda lie. We can’t discuss Patty’s brainwashing without looking at our own. Our sensitivities and emotions were tested over the same period of time as Patty Hearst’s and Donald DeFreeze’s. Patty was taken to a building near the death trap on 54th Street to witness six of her close associates and intimates for the last four months shot and burned to death. We watched the event in living color over Friday’s TV Dinner. All of us took part. The only ones to gain from the maneuvers of the SLA were the military and police agencies. They have already spent between $5 and $10 million “pursuing” the SLA. Ten thousand young adults were stopped, searched or arrested within a three-week period. SWAT police teams are now located in every major city. Police helicopter contracts are escalating. Computerized police information systems will increase. And the CIA will openly take over local police departments, no longer hide behind public relations doors. The creation of the fictitious Symbionese Liberation Army was a cruel hoax perpetrated on the American public.

FACT 3 – In 1969, the combined agencies of the CIA, Army and FBI were put into full operational use. The Sharon Tate-La Bianca murders were committed in August 1969. The Altamont violence occurred four months later. CIA The CIA prepared for defense against domestic unrest in 1965, coinciding with Camelot and Politica. The CIA joined forces with the FBI and the Army. By August 1967, a special operations group went after the youth. By July 1968, Operation Chaos, identical to the Chilean “Chaos,” clamped down on “restless youth.” This wasn’t a study. It was an attack. Mid-summer of 1969, one month before the Manson Family massacres, Operation Chaos entered a phase of tight security. From 1956-63, the Agency had produced enough LSD to incite every violent act associated with the chaos in Los Angeles or at Altamont. It was identical to handing out poison candy at Halloween. LSD was the moving force, the cause for the Sharon Tate-La Bianca slaughters. It was a steady diet at the Spahn ranch. LSD was the catalyst of the Altamont killing. Thousands of tablets were distributed to the Hell’s Angels, who then went totally berserk and started cracking skulls. FBI May 1964, after the JFK assassination, the FBI instituted COINTELPRO. July 1968, explicit orders went out to proceed, accompanied with instructions, to neutralize segments of American society, including those “restless youth.” By 1969, the Special Services Staff (SSS) of the FBI teamed up with the Justice Department and the CIA’s Operation Chaos.

But Holbrooke brought to every job he ever held a visionary quality that transcended practical considerations. He talked openly about changing the world. “If Richard calls you and asks you for something, just say yes,” Henry Kissinger said. “If you say no, you’ll eventually get to yes, but the journey will be very painful.” We all said yes. By the summer, Holbrooke had assembled his Ocean’s Eleven heist team—about thirty of us, from different disciplines and agencies, with and without government experience. In the Pakistani press, the colorful additions to the team were watched closely, and generally celebrated. Others took a dimmer view. “He got this strange band of characters around him. Don’t attribute that to me,” a senior military leader told me. “His efforts to bring into the State Department representatives from all of the agencies that had a kind of stake or contribution to our efforts, I thought was absolutely brilliant,” Hillary Clinton said, “and everybody else was fighting tooth and nail.” It was only later, when I worked in the wider State Department bureaucracy as Clinton’s director of global youth issues during the Arab Spring, that I realized how singular life was in the Office of the Special Representative for Afghanistan and Pakistan—quickly acronymed, like all things in government, to SRAP. The drab, low-ceilinged office space next to the cafeteria was about as far from the colorful open workspaces of Silicon Valley as you could imagine, but it had the feeling of a start-up.

Recipe for a Perfect Wife, the Novel INGREDIENTS 3 cups editors extraordinaire: Maya Ziv, Lara Hinchberger, Helen Smith 2 cups agent-I-couldn’t-do-this-without: Carolyn Forde (and the Transatlantic Literary Agency) 1½ cup highly skilled publishing teams: Dutton US, Penguin Random House Canada (Viking) 1 cup PR and marketing wizards: Kathleen Carter (Kathleen Carter Communications), Ruta Liormonas, Elina Vaysbeyn, Maria Whelan, Claire Zaya 1 cup women of writing coven: Marissa Stapley, Jennifer Robson, Kate Hilton, Chantel Guertin, Kerry Clare, Liz Renzetti ½ cup author-friends-who-keep-me-sane: Mary Kubica, Taylor Jenkins Reid, Amy E. Reichert, Colleen Oakley, Rachel Goodman, Hannah Mary McKinnon, Rosey Lim ½ cup friends-with-talents-I-do-not-have: Dr. Kendra Newell, Claire Tansey ¼ cup original creators of the Karma Brown Fan Club: my family and friends, including my late grandmother Miriam Christie, who inspired Miriam Claussen; my mom, who is a spectacular cook and mother; and my dad, for being the wonderful feminist he is 1 tablespoon of the inner circle: Adam and Addison, the loves of my life ½ tablespoon book bloggers, bookstagrammers, authors, and readers: including Andrea Katz, Jenny O’Regan, Pamela Klinger-Horn, Melissa Amster, Susan Peterson, Kristy Barrett, Lisa Steinke, Liz Fenton 1 teaspoon vintage cookbooks: particularly the Purity Cookbook, for the spark of inspiration 1 teaspoon loyal Labradoodle: Fred Licorice Brown, furry writing companion Dash of Google: so I could visit the 1950s without a time machine METHOD: Combine all ingredients into a Scrivener file, making sure to hit Save after each addition.

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

Jones, along with the US military attaché in Indonesia, took Subandrio’s advice. He emphasized to Washington that the United States should support the Indonesian military as a more effective, long-term anticommunist strategy. The country of Indonesia couldn’t be simply broken into pieces to slow down the advance of global socialism, so this was a way that the US could work within existing conditions. This strategic shift would begin soon, and would prove very fruitful. But behind the scenes, the CIA boys dreamed up wild schemes. On the softer side, a CIA front called the Congress for Cultural Freedom, which funded literary magazines and fine arts around the world, published and distributed books in Indonesia, such as George Orwell’s Animal Farm and the famous anticommunist collection The God That Failed.33 And the CIA discussed simply murdering Sukarno. The Agency went so far as to identify the “asset” who would kill him, according to Richard M. Bissell, Wisner’s successor as deputy director for plans.34 Instead, the CIA hired pornographic actors, including a very rough Sukarno look-alike, and produced an adult film in a bizarre attempt to destroy his reputation. The Agency boys knew that Sukarno routinely engaged in extramarital affairs. But everyone in Indonesia also knew it. Indonesian elites didn’t shy away from Sukarno’s activities the way the Washington press corps protected philanderers like JFK. Some of Sukarno’s supporters viewed his promiscuity as a sign of his power and masculinity. Others, like Sumiyati and members of the Gerwani Women’s Movement, viewed it as an embarrassing defect. But the CIA thought this was their big chance to expose him. So they got a Hollywood film crew together.35 They wanted to spread the rumor that Sukarno had slept with a beautiful blond flight attendant who worked for the KGB, and was therefore both immoral and compromised. To play the president, the filmmakers (that is, Bing Crosby and his brother Larry) hired a “Hispanic-looking” actor, and put him in heavy makeup to make him look a little more Indonesian. They also wanted him bald, since exposing Sukarno—who always wore a hat—as such might further embarrass him. The idea was to destroy the genuine affection that young Sakono, and Francisca, and millions of other Indonesians, felt for the Founding Father of their country. The thing was never released—not because this was immoral or a bad idea, but because the team couldn’t put together a convincing enough film.36

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

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Number of SWAT teams in the FBI alone in 2013: 56         Unlikely federal agencies that have used SWAT teams: US Fish and Wildlife Service, Consumer Product Safety Commission, National Aeronautics and Space Administration, Department of Education, Department of Health and Human Services, US National Park Service, Food and Drug Administration         Value of surplus military gear received by Johnston, Rhode Island, from the Pentagon in 2010–2011: $4.1 million         Population of Johnston, Rhode Island, in 2010: 28,769         Partial list of equipment given to the Johnston police department: 30 M-16 rifles, 599 M-16 magazines containing about 18,000 rounds, a “sniper targeting calculator,” 44 bayonets, 12 Humvees, and 23 snow blowers105

An example is the campaign that Goodby, Berlin & Sil- verstein produced for the Northern California Honda Deal- ers Advertising Association (NCHDAA) in 1989. Rather than conform to the stereotypical dealer group advertising ("one of a kind, never to be repeated deals, this weekend 114 Figure 4.1 UNUM: "Bear and Salmon. Figure 4.2 UNUM: "Father and Child." 115 PEELING THE ONION only, the Honda-thon, fifteen hundred dollars cash back . . ." shouted over cheesy running footage), it was decided that the campaign should reflect the tone of the national cam- paign that it ran alongside. After all, we reasoned, the only people who know that one spot is from the national cam- paign and another from a regional dealer group are industry insiders. In the real world, all people see is the name "Honda" at the end. It's dumb having one of (Los Angeles agency) Rubin Postaer's intelligent, stylish commercials for Honda in one break, and then in the next, 30 seconds of car salesman hell, also apparently from Honda. All the good work done by the first ad would be undone by the second. What if, we asked ourselves, we could in some way regionalize the national message? In other words, take the tone and quality of Rubin Postaer's campaign and make it unique to Northern California? All of the regional dealer groups signed off as the Northern California Chevy/Ford/ Toyota Dealers, yet none of the ads would have seemed out of place in Florida or Wisconsin. In fact, that's probably where they got them from. In our research, we began not by asking people about cars, or car dealers, but about living in Northern California. What's it like? What does it mean? How would you describe it to an alien? (There are times when my British accent comes in very useful.) How does it compare to Southern California? "Oh, North and South are very different," a man in a focus group told me. "How so?" "Well, let me put it this way. There's a great rivalry between the (San Francisco) Giants and the (L.A.) Dodgers," he said. "But the Dodgers' fans don't know about it." Everyone laughed. People in the "Southland" were on a different planet. All they cared about was their suntans and flashy cars. Northern Californians, by comparison, were more modest, discerning, less likely to buy things to "make state- ments," interested in how products performed as opposed to 116 Take the Wider View what they looked like, more environmentally conscious, and concerned with the quality of life. We already knew from American Honda—supplied re- search what Northern Californians thought of Honda's cars. They were perceived as stylish without being ostentatious, reliable, understated, good value for the money . . . the paral- lels were remarkable. The creative brief asked the team to consider placing Honda in the unique context of Northern California, and to imagine that "Hondas are designed with Northern Californi- ans in mind." Dave O'Hare, who always swore that he hated advertising taglines and had no talent for writing them, came back immediately with a line to which he wanted to write a campaign: "Is Honda the Perfect Car for Northern Califor- nia, or What?" The launch commercial took advantage of the rivalry between Northern and Southern California. Set in the state senate chamber in Sacramento, it opens on the Speaker try- ing to hush the house. "Please, please," he admonishes, "the gentleman from Northern California has the floor." "What my Southern Californian colleague proposes is a moral outrage," the senator splutters, waving a sheaf of papers at the other side of the floor. "Widening the Pacific Coast Highway . . . to ten lanes!" A Southern Californian senator with bouffant hair and a pink tie shrugs his shoulders. "It's too windy," he whines (note: windy as in curves, not weather), and his fellow Southern Californians high-five and murmur their assent. The Northern Californians go nuts, and the Speaker strug- gles in vain to call everyone to order. The camera goes out- side as th

The team consists of 7 investigators, 3 from the Anti- Corruption Bureau and 4 from other public agencies: 1 team leader (grade 4) and 6 investigators (1 grade 5, 1

team referred the cases to investigative agencies in order for disciplinary measures to be taken. Fact-finding of allegations of budget wastes and corruption of public service-related organization

The Corruption Investigation Monitoring Team also confirmed the other allegations, including that a public service-related agency did not impose compensation of

Police Agency. Moreover, the team also disclosed that a local athletic association embezzled the national subsidy of KRW

lesson.” Powell explained: Reagan was the president, and as head of the National Security Agency, Powell was responsible for handling the minor details. In his remaining time working for him, Powell never upwardly delegated a problem like that to the president again. Instead, he and his team solved the problems they had been hired to solve. My take on the episode was that leaders must trust that the people to whom

property at about a four-meter perimeter. Lien-hua must have seen me staring at the location of the yellow tape, because she said, “Aina told me her criminalists already processed the scene, everything inside the tape. Didn’t find anything.” Most law enforcement agencies use the terms “crime scene investigative unit,” or “forensic science technician,” but some places, and especially overseas, the term “criminalist” is more common. Either way, I’m usually amazed not by how much evidence the teams notice but by how much they miss. “Did they check outside the tape?” I asked. “Outside it?” I pointed at the yellow police tape. “Don’t you find it a little too convenient that the crime scene just happens to be exactly the same size as the area encompassed by these telephone poles?” “They were handy.” “Yes, they were. But a crime scene is defined by the evidentiary nature of the crime and the physical characteristics

In all, the American military, the C.I.A., the F.B.I. and other agencies used at least 1,000 ex-Nazis and collaborators as spies and informants after the war, according to Richard Breitman, a Holocaust scholar at American University who was on a government-appointed team that declassified war-crime records.

Both Sarah’s and Bryce’s desks were paired together, as were those of every other field and support agent team, but none of the field agents hated being stuck at their desk more than Sarah, which was a sore spot for Bryce, because he loved his desk. He loved his computer. He loved the fact that he had terabytes of processing power and that the room temperature was always a crisp seventy-one degrees. And he loved that he had the best piece of technology in the world at his fingertips. The GSF satellite that hovered in the atmosphere high above them had the capacity to see anything, or anyone, anywhere in the world. It was the epicenter for the entire agency, and it was Bryce’s pride and joy. However, not everyone was as appreciative of his accomplishments as he would have liked.

Flexible organizational structures, in which teams across functions or disciplines organize around solutions, can facilitate good connections. Media conglomerate Publicis has “holistic communication” teams, which combine people across its ad agencies (Saatchi & Saatchi, Leo Burnett, Publicis Worldwide, and so on) and technology groups to focus on customers and brands. Novartis has organized around diseases, with R&D more closely connected to markets and customers; this has helped the company introduce pathbreaking innovations faster, such as its cancer drug Gleevec. The success of Seagate’s companywide Factory of the Future team at introducing seemingly miraculous process innovations led to widespread use of its core-teams model.

As it had turned out, assembling a crowd of sign-waving supporters for a Donald Trump campaign rally in Manhattan was a tricky task. A few days before the event, the billionaire’s team was reduced to putting out a casting call through a New York–based agency offering fifty bucks to background actors who were willing to wear Trump shirts, carry Trump posters, and cheer Trump on during his big announcement. (“We

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the LGTSA was playing various miniature battle games weekly, usually on Saturday mornings, and with growing attendance. In fact, the group had drummed up enough regional notoriety that it managed to get the attention of the U.S. government who sent a pair of undercover Army intelligence agents, posing as a man-and-wife team of wargamers, to monitor the activities of the fledgling group. Because so little was known about wargaming and miniature combat groups, and it being a time of great social unrest, there was concern among various government agencies that such tabletop combat simulation was meant to train and plan for real-life insurgency. Mary

For some time now, the conventional wisdom at most agencies has been to partner with experts in specific fields—social networking, gaming, mobile, or any other discipline—in order to “get the best people for the job.” But given the success of AKQA, R/GA, and so many other innovators, perhaps it can be argued that to be truly holistic in our approach, it’s better to grow innovations from one’s own stem cells, so to speak, than to try to graft on capabilities on an ad-hoc basis. Some would no doubt argue that it makes the most economic sense to hire experts to execute as needed, rather than taking on more overhead in an increasingly competitive marketplace. But it should be pointed out that it’s hard to have the original ideas themselves if your own team doesn’t have a firm grasp of the technologies. Without a cross-disciplinary team of in-house experts, who knows what opportunities you—and by extension, your clients—may miss. “It comes down to the brains that you have working with you to make it a reality,” John Butler, cofounder of Butler, Shine, Stern & Partners, tells me. “The history of the ad agency is the Bernbach model—the writer and art director sitting in a room together coming up with an idea,” he says, referring to legendary adman Bill Bernbach, cofounder of DDB and the man who first combined copywriters and art directors as two-person teams. Now, all that’s changed. “[Today, there are] fifteen people sitting in a room. Media is as much a part of the creative department as a writer or an art director. And we have account planners—we call them ‘connection planners’—in the room throwing around ideas,” he says. “That facilitates getting to work that is about the experience, about ways to compel consumers to interact with your brand in a way that they become like free media” by actively promoting the brand for you. If his team worked on the old Bernbach model, Butler adds, they would never have created something like those cool MINI billboards that display messages to drivers by name that I described in the last chapter. The idea actually spun out of a discussion about 3-D glasses for print ads. “Someone in the interactive group said, ‘We can probably do that same thing with [radio frequency identification] technology.’” By using transmitters built into the billboards, and building RFID chips into MINI key fobs, “when a person drives by, it will recognize him and it will spit out a message just for him.” He adds with considerable understatement: “Through having those capabilities, in-house engineers, technical guys who know the technology and what’s available, we were able to create something that was really pretty cool.

Practically every consultant, or 96% of the sample, pointed to “chemistry” as the key factor for winning. But what exactly is chemistry? Generally speaking it is simpatico between the client and agency teams.

We outrank the Agency here in the homeland. If they want a dick fight, we’ll give them one.

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SWAT teams originated in the 1960s and gradually became more common in the 1970s, but until the drug war, they were used rarely, primarily for extraordinary emergency situations such as hostage takings, hijackings, or prison escapes. That changed in the 1980s, when local law enforcement agencies suddenly had access to cash and military equipment specifically for the purpose of conducting drug raids. Today, the most common use of SWAT teams is to serve narcotics warrants, usually with forced, unannounced entry into the home. In fact, in some jurisdictions drug warrants are served only by SWAT teams

The client may also raise the question of confidentiality: Who will know about what is discussed between the two of you? This issue will be discussed in a number of different contexts later in the book, but it is important for now to realize that there are some exceptions in practice to the notion that client confidentiality will be upheld at all costs. For instance, information is usually shared in agencies where there is a team approach to treatment decisions. Also, in most settings where students train, there are seminars or other learning situations in which group discussions of cases occur. More importantly, in instances involving certain risks of danger to the client or others, there are exceptions in the law to your right to keep information confidential. You should discuss these issues with your supervisor in advance. You need to find out what exceptions prevail and get some basic guidelines so that you will be prepared and comfortable in talking with your clients about how things work in your agency. Usually, after noting the exceptions, you should be able to reassure the client that no information about her will leave the agency without her written consent.

So, you and your new client have agreed to meet again next week. Perhaps, depending on how your agency works, you have told her that you will meet for 45 minutes once each week. Or perhaps you have agreed that you will discuss with the treatment team what approach would be most useful and that you will report those findings to her at the next session. It is often helpful to give the client a card noting the date and time of your next meeting. (You may not want to do this for all clients. It’s a judgment you’ll have to make at the time.) However, it is best to do this without asking the client if she needs it, since you may embarrass her. As

moved to the aura-based system. That's part of development: You throw stuff out there, and it works or it doesn't." Ultimately, however, auras passed the Blizzard North test: If a proposal's merit held up after testing, it made the cut. Auras became a defining characteristic of the Paladin. His assortment of combat skills and defensive auras enabled solo players to survive and thrive on their own, while Paladin players were sought after on Battle.net for the benefits their auras granted to parties. To fully upgrade each of any hero's thirty skills would require 600 skill points. The maximum character-level is 99, meaning players will never receive enough points to master—fully upgrade—all thirty skills. That limitation forces them to make difficult choices: maximize proficiency in a few skills, focus on a half dozen, or potentially spread themselves thin to become competent in all abilities but a master of none. Because each hero's skills are exclusive, all players wind up specializing simply by choosing a class. From there they only specialize further, investing heavily in some skills, spending a single point in others to satisfy requirements for later abilities, and ignoring most of the rest. Those limitations are not meant to restrain players, but to encourage them to think carefully about upgrades. The thought they put into skill points creates a bond between players and their avatars, and the satisfaction that comes from seeing a character evolve—as well as choosing each and every piece of a character's equipment load—feeds into Dave Brevik's peacock mentality: No two players were likely to spec out the same hero. In fact, a single player could roll several Amazons or Paladins and develop each differently. In a way, assigning exclusive skills to Diablo II's heroes was more limiting than Diablo's spell books, which could be read and cast by any of the game's three heroes as long as players dumped enough experience points into their Magic stat. Blizzard North's team saw that limitation as a good thing. It fostered agency, asking players to play an active role in evolving their characters.

At the end of the day, the age of total transparency generated by the social media is only going to make our industry “cleaner,” and our role will be reduced to conveying our clients’ messages to their own clients in the most creative way possible. Hence my notion of the PR agencies as something like editorial teams.

she co-ran Five by Five, a consulting agency she founded with open-data pioneer Chloé Bonnet that built or reinforced innovation teams within large organizations and start-ups.

investigators had identified Baxter’s heparin as the source of the contamination, and the Changzhou plant as deficient, neither the FDA nor Baxter could find any contaminant in the heparin. Urgently needing help to figure out what was wrong with its own product, Baxter reached out to Dr. Robert Linhardt, a chemist at Rensselaer Polytechnic Institute in Troy, New York, who had been studying heparin for years. He promptly sidelined his other work to dig into the mystery, and his laboratory joined several others working on the crisis. Stumped, the research teams finally turned to sophisticated nuclear magnetic resonance spectroscopy machines, which revealed evidence of a contaminant: a synthetic substance called oversulfated chondroitin sulfate (OSCS). The ingredient mimicked heparin, was almost impossible to detect, and produced life-threatening reactions. The FDA formally named OSCS as a likely contaminant in March 2008 and concluded that it had been added, somewhere along the supply chain, to increase the yield, and profitability, of the drug. The contamination exposed perilous gaps in the FDA’s oversight and intensified the long-simmering conflict between Congress and the agency.

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If you two are starting a detective agency, I want in,” said Selene, adjusting her ball cap. “Well, duh,” said Eli, beaming at her. “And we’re going to need a name,” Selene said. “Something good and catchy.” “You’re right.” Eli scratched his chin. “How about the Arkwell Detective Agency. The A.D.A.” Selene wrinkled her nose. “Sounds too much like a chemical or something.” “What about Booker and Associates?” I rolled my eyes. “It’s not all about you, you know?” Eli grinned. “Says who?” “I think we should call it Selene Investigations.” “No, Nightmare Investigations.” “Dreamer Investigations.” “The Dream Team.” “How about Magic Eyes? You know, like private eyes, only for magic.” “Corny much?

Agency turnaround plans must be developed by agency top management teams and carried out with vigor throughout their agencies, with a goal to develop the full support and engagement of client heads and their client service teams. This will not be easy, since these plans will require an executive leadership style that has little precedent in most agencies’ history. The requirement for senior executives to manage agency operations with a tougher mindset is inconsistent with the laissez-faire style associated with agency self-organization, which has been the traditional way agencies have been run to date. Leadership

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A bodyguard. Sounded possible. The guy hadn’t recognized me, I’d seen that. He was probably here just for protection and surveillance tag team. Or he could have been the triggerman. The Agency relies on contractor cutouts for its wetwork, people like me. He might have been one of them.

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

(from chapter 20, "Bezalel") "We were getting it: worship was not so much what we did, but what we let God do in and for us. These months of worship in our catacombs sanctuary had made their mark on us. We were a people of God gathered to worship God. The single word, "worship," defined what we were about. The congregational consensus emerged not so much by talking about it, but by simply doing it: worship was our signature activity, the distinctive act that set us apart from all other social structures - schools, businesses, athletic teams, political parties, government agencies. It was not achieved through a Bible study or a discussion that pooled our various expectations and came up with something we could all live with. We simply met every Sunday and worshipped God. We sang together, prayed together, listened to scripture together, received the Sacrament together, baptized our children and converts, and went back to our homes ready to enter a week of work with the blessing of God on us. ...The ordinariness of our lives and the circumstances of the catacombs cleared our minds of romantic and utopian illusions regarding church.

Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its products. So the marketing team working on the iMovie HD release scheduled for Macworld, on January 11, 2005, decided to shoot a wedding. The ceremony it filmed was gorgeous: a sophisticated, candlelit affair at the Officers’ Club of San Francisco’s Presidio. The bride was an Apple employee, and the wedding was real. There was one problem with the footage, however. Steve Jobs didn’t like it. He watched it the week before Christmas, recalled Alessandra Ghini, the marketing executive managing the launch of iLife. Jobs declared that the San Francisco wedding didn’t capture the right atmosphere to demonstrate what amateurs could do with iMovie. “He told us he wanted a wedding on the beach, in Hawaii, or some tropical location,” said Ghini. “We had a few weeks to find a wedding on a beach and to get it shot, edited, and approved by Steve. The tight time frame allowed for no margin for error.” With time short and money effectively no object, the team went into action. It contacted Los Angeles talent agencies as well as hotels in Hawaii to learn if they knew of any weddings planned—preferably featuring an attractive bride and groom—over the New Year’s holiday. They hit pay dirt in Hollywood: A gorgeous agency client and her attractive fiancé were in fact planning to wed on Maui during the holiday. Apple offered to pay for the bride’s flowers, to film the wedding, and to provide the couple with a video. In return, Apple wanted rights for up to a minute’s worth of footage of its choosing.

A net of human surveillance had been thrown over the neighborhood. He’d picked out a couple of them. Men who were too fit and too clean-cut. They were Agency muscle, ex–special operations types. They were excellent with a gun and terrific to have on your team if things went sideways, but they were too visible and Harmon had requested no babysitters. His request, though, had been ignored. He had also asked that they buy the woman a plane ticket so he could conduct the meeting in a nice, anonymous airline lounge out at Hong Kong International. It was a controlled environment. Much harder to bring weapons in. Easier to spot trouble before it happened. Tradecraft 101. That request had also been ignored. Langley felt the airport was too controlled and therefore too easy for the Chinese to tilt in their favor. The CIA wanted a public location with multiple evacuation routes. They had cars, safe houses, changes of clothes, medical equipment, fake passports, and even a high-speed boat on standby.

Frasure was one of the most experienced diplomats in the State dept. In June 1991, President Bush awarded him Presidential Medal for Exceptional Service for his role in precipitating the downfall of Mengitsu regime in Ethiopia and organizing lifting of more than 15,000 Ethiopian Jews to Israel. Frasure was ambassador to Estonia when he was asked to return to Washington and join Holbrooke"s Yugoslavia team in July 1994. Almost from the beginning, the sharp-minded Frasure found it difficult to hide his exasperation with the indecision in his own government. Coming out of US inter-agency meeting on BIH he once commented: "Boy that was like a little league locker-room rally"......Frasure knew when to be tough with the Serbs. .....Back in Washington, his delicate diplomacy was supported by his direct superior, flamboyant Assistant Secretary of State Richard Holbrooke.

Now McElroy was the U.S. secretary of defense. He took office with a clear vision. “I conceive the role of the Secretary of Defense to be that of captain of President Eisenhower’s defense team,” he said. His first job as captain was to counter the threat of any future Soviet scientific surprise.

I have much appreciation for my agent, Gordon Warnock of Fuse Literary Agency, for taking the time to listen, for his encouragement, and for not giving up. Most of all, I am thankful he found Everything We Keep a home. And for Jen Karsbaek, who plucked my manuscript from the slush pile. Thank you for loving Aimee’s story as much as I do. The entire Lake Union Publishing team has been amazing, especially Danielle Marshall and my editor, Kelli Martin. Thank you for everything you’ve done to make this story shine. I am tremendously grateful. It’s a joy working with you.

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For business purposes, we can group those you’re seeking to influence into two categories: internal (team members, employees, bosses, boards, investors, etc.) and external (customers, the media, competitors, governmental agencies, prospects, voters, potential employees, etc.).

Intelligence is a team effort: within the organization, internally with other agencies and ministries, and externally with other countries’ organizations.

partners to make progress toward clearly defined goals. The work, however, should begin with identifying challenges and understanding them on their own terms and from the perspective of “the other.” I asked our team not only to map the interests of rivals, adversaries, and enemies, but also to consider the emotions, aspirations, and ideologies that drive and constrain them. The options we developed, if approved, would become integrated strategies. I insisted that these strategies must identify not only goals, but also our assumptions—especially assumptions concerning the degree of agency and control that we and our partners could expect in order to make progress toward those goals. The strategies needed to be logical with regard to the means employed and the desired ends. We would also work hard to describe what was at stake and to explain why accomplishing those ends was worth the risks and potential cost in treasure and, especially, blood. I then laid out what I saw, from my more than three decades in the military and from studying national security as a historian, as the four categories of challenges to national and international security. These would be our priorities as we developed integrated strategies for the president.

Children and adults alike need to experience how rewarding it is to work at the edge of their abilities. Resilience is the product of agency: knowing that what you do can make a difference. Many of us remember what playing team sports, singing in the school choir, or playing in the marching band meant to us, especially if we had coaches or directors who believed in us, pushed us to excel, and taught us we could be better than we thought was possible. The children we reach need this experience.

You’re careful with your Wi-Fi network?” “I take all the usual precautions. But I am also well aware of the fact that it is virtually impossible to fully shield one’s communications from the various agencies of state surveillance, including Britain’s GCHQ. Besides, the Russians aren’t terribly discreet. They sometimes post a team outside my apartment, just to let me know they’re always watching. They also leave threatening messages on my voice mail.

Lean into the inherent flexibility of the remote format. Instead of monitoring team members obsessively, encourage their autonomy. They will gain confidence, agency, and efficiency. The result is a more productive team.

Over time, though, the team was able to arrive at a coherent set of principles to guide a shift in strategy. Under the emerging plan, U.S. officials across agencies would be expected to deliver a consistent and coordinated message on the need for reform; they would develop specific recommendations for liberalizing political and civic life in various countries and offer a range of new incentives to encourage their adoption. By

Think Casual. Do what Steve Jobs did: Shun the trappings of big business. Operating like a smaller, less hierarchical company makes everyone more productive—and makes it more likely that you’ll become a bigger business. Choreographed meetings and formalized presentations may transfer information from person to person, but they neither inspire nor bring a team closer together. Embrace the fact that you’ll get more accomplished when you converse with people rather than present to them. You’ll still have plenty of opportunities to dress up and do things the old-fashioned way. But internally, and on a day-to-day basis with your clients—deformalize. Many great creative ideas are actually born in these types of briefings, when key words or phrases emerge in conversation. Some of the agency’s most compelling words for Apple were generated this way. If you want to reap the benefits of Simplicity, think big—but don’t act that way. As Steve Jobs proved, one of the most effective ways to become a big business is to maintain the culture of a small business.

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The national team players were in camp in Orlando, Florida, preparing for a pair of friendlies against Colombia when Rich Nichols and Jeffrey Kessler scheduled a conference call with the players on the team’s CBA committee. It was then that Hope Solo, Carli Lloyd, Alex Morgan, Becky Sauerbrunn, and Megan Rapinoe were presented with the idea of filing a wage-discrimination complaint with the Equal Employment Opportunity Commission, or EEOC, against U.S. Soccer. If the players agreed to sign on, they would be asking a government agency to investigate whether U.S. Soccer was violating U.S. laws against workplace discrimination. In other words, the players were going to publicly accuse U.S. Soccer of discriminating against the women’s national team. It was a move guaranteed to ratchet up the tension between the national team and the federation. “I was nervous about that call the entire week because, in essence, what we were asking these great players to do was to sue their current employer for wage discrimination,” Nichols says. “That takes huge courage from anybody.

What “Phineas Fisher”—his or her real identity is still unknown—unleashed in July 2015 confirmed my worst suspicions. For twelve years, Hacking Team had been selling its spyware to a growing list of government agencies around the globe, some with human rights records that were not just questionable but grotesque. Its customers included the Pentagon, the FBI, and the Drug Enforcement Administration, which used it to spy on cartels from the American embassy in Bogota.

According to analysts, 666 Fifth Avenue had about a 30 percent vacancy rate and only generated about half of its annual mortgage. It was rumored that the largest tenant was planning to move out. A Canadian company named Brookfield Property Partners took a ninety-nine-year lease on 666 Fifth Avenue. Brookfield paid the rent for the entire century-long lease, upfront, which amounted to about $1.1 billion—removing Kushner’s biggest financial headache (a $1.4 billion mortgage on the office portion of the tower due in February 2019). Brookfield got its financing for this deal from a $750 million mortgage from ING Group, a Dutch multinational and financial services corporation, and a $300 million mezzanine loan from Apollo Global Management.9 However, the Qatar Investment Authority, the government-run agency that made decisions about the nations’ financial investments, bought a $1.8 billion stake in Brookfield Property Partners. As the second largest shareholder, they had a lot to say about what should be purchased; in this instance, they apparently used Brookfield to bail out 666 Fifth Ave. This investment was a godsend to Kushner, who was now out of debt just as Qatar was suddenly no longer blockaded by Mohammad bin Salman bin Abdulaziz Al Saud, crown prince of Saudi Arabia (known colloquially as MBS), and his allies.

In 2013, on the auspicious date of April 1, I received an email from Tetlock inviting me to join what he described as “a major new research program funded in part by Intelligence Advanced Research Projects Activity, an agency within the U.S. intelligence community.” The core of the program, which had been running since 2011, was a collection of quantifiable forecasts much like Tetlock’s long-running study. The forecasts would be of economic and geopolitical events, “real and pressing matters of the sort that concern the intelligence community—whether Greece will default, whether there will be a military strike on Iran, etc.” These forecasts took the form of a tournament with thousands of contestants; the tournament ran for four annual seasons. “You would simply log on to a website,” Tetlock’s email continued, “give your best judgment about matters you may be following anyway, and update that judgment if and when you feel it should be. When time passes and forecasts are judged, you could compare your results with those of others.” I did not participate. I told myself I was too busy; perhaps I was too much of a coward as well. But the truth is that I did not participate because, largely thanks to Tetlock’s work, I had concluded that the forecasting task was impossible. Still, more than 20,000 people embraced the idea. Some could reasonably be described as having some professional standing, with experience in intelligence analysis, think tanks, or academia. Others were pure amateurs. Tetlock and two other psychologists, Barbara Mellers (Mellers and Tetlock are married) and Don Moore, ran experiments with the cooperation of this army of volunteers. Some were given training in some basic statistical techniques (more on this in a moment); some were assembled into teams; some were given information about other forecasts; and others operated in isolation. The entire exercise was given the name Good Judgment Project, and the aim was to find better ways to see into the future. This vast project has produced a number of insights, but the most striking is that there was a select group of people whose forecasts, while they were by no means perfect, were vastly better than the dart-throwing-chimp standard reached by the typical prognosticator. What is more, they got better over time rather than fading away as their luck changed. Tetlock, with an uncharacteristic touch of hyperbole, called this group “superforecasters.” The cynics were too hasty: it is possible to see into the future after all. What makes a superforecaster? Not subject-matter expertise: professors were no better than well-informed amateurs. Nor was it a matter of intelligence; otherwise Irving Fisher would have been just fine. But there were a few common traits among the better forecasters.

Russia was not waiting for rapprochement with the United States. They could see that Trump’s chaotic White House was creating numerous financial opportunities worldwide, and they were going to scoop them up. On December 5, 2018, the Middle East and North Africa representative for the Russian state atomic energy company Rosatom went to Riyadh to meet with MBS. Its representative, Alexander Voronkov, said Russia would supply Generation 3+ VVER-1220 reactors for the kingdom, which he said were the most advanced ones Russia offered.26 It’s worth noting here that in 1994 Russia built the first nuclear reactor in Iran, also a VVER model. The reactors in Bushehr nuclear station were to be the same VVER-1220 as those Russia promised to Saudi Arabia.27 Even more interesting, Russian arms exporter Rosobornexport, a sanctioned arms company, sold S-300 air defense systems to Iran to protect Iran’s reactors, and one could imagine this could be part of the package to Saudi Arabia as well.28 The Russians were brilliantly offering regional parity and stability to both Iran and Saudi Arabia if the reactors were bought. It came with a tacit guarantee neither side could attack the other since they would have the same air defense system. On January 22, 2019, the International Atomic Energy Agency (IAEA) delivered a report on what Saudi Arabia needed to do to stay within international norms if it pursued a nuclear power program. Mikhail Chudakov, a former head of Russian nuclear programs and IAEA deputy director, delivered the report that gave the kingdom the green light to move forward.29 The following day, the kingdom received offers from five nations for construction of the project: the United States, Russia, France, South Korea, and China.30 The Saudis originally wanted sixteen reactors but have scaled that back to two as part of a larger effort to diversify its energy grid.31 The “tilt” seems to be toward the Russians, with the Russian IAEA official paving the way and the Rosatom folks working over the royal family. Like their arms sales, the Russians promised a fairly cheap but stable deal that comes with massive long-term costs. But it was Team Trump that started this game, trying to cheat, abuse ethics, and lie its way into potentially gaining billions of Arab sheikdom money under the guise of a major foreign policy initiative. In the end, they got played by Russia, who knew corruption at a master-class level. Trump was a piker. And Russia ate America’s lunch… again.

They were productively adversarial, like superforecasting team discussions. Managers grilled engineers and forced them to produce data to back up their assertions. The process had worked remarkably. The space shuttle was the most complex machine ever built, and all twenty-four flights had returned safely. But on the emergency conference call, that same quantitative culture led them astray. On their engineers’ advice, McDonald and two Thiokol VPs on the call initially supported a no-launch decision. The Challenger had already been cleared, so this was an eleventh-hour reversal. When NASA officials asked Thiokol engineers exactly what temperature range was safe for flight, they recommended setting a limit at 53 degrees, the lower bound of previous experience. NASA manager Larry Mulloy was flabbergasted. He thought the shuttle was supposed to be cleared to launch from 31 to 99 degrees. A last-minute 53-degree limit was setting an entirely new technical criteria for launches. It had never been discussed, was not backed by quantitative data, and meant that suddenly winter was off-limits for space exploration. Mulloy found it frustrating; he later called it “dumb.” How had the engineers arrived at that number? “They said because they had flown at 53 degrees before,” a NASA manager reflected, “which is no reason to me. That’s tradition rather than technology.” Boisjoly was asked again for data to support his claim, “and I said I have none other than what is being presented.” With the conference call at an impasse, a Thiokol VP asked for a five-minute “offline caucus,” during which Thiokol concluded that they had no more data to provide. They returned to the call a half hour later with a new decision: proceed with launch. Their official document read, “temperature data not conclusive on predicting primary O-ring blow-by.” When conference call participants from NASA and Thiokol later spoke with investigators and gave interviews, they repeatedly brought up the “weak engineering position,” as one put it. Their statements comprised a repetitive chorus: “Unable to quantify”; “supporting data was subjective”; “hadn’t done a good technical job”; “just didn’t have enough conclusive data.” NASA was, after all, the agency that hung a framed quote in the Mission Evaluation Room: “In God We Trust, All Others Bring Data.

Tired and mildly depressed, Robin’s thoughts lingered on Morris as the Tube sped her back towards Earl’s Court. Was he so used to women responding readily to his undeniable handsomeness that he took it for granted he was eliciting a positive response? Or did the fault lie in Robin herself, who, for the sake of politeness, for the cohesion of the team, because she didn’t want to make trouble when the agency was so busy, continued to smile at his stupid jokes and chose not to say, loudly and clearly, ‘I don’t like you. We’re never going to date.

Team Musk would grow to include Mike Griffin, and meet with the Russians three times over a period of four months.* The group set up a few meetings with companies like NPO Lavochkin, which had made probes intended for Mars and Venus for the Russian Federal Space Agency, and Kosmotras, a commercial rocket launcher. The appointments all seemed to go the same way, following Russian decorum. The Russians, who often skip breakfast, would ask to meet around 11 A.M. at their offices for an early lunch. Then there would be small talk for an hour or more as the meeting attendees picked over a spread of sandwiches, sausages, and, of course, vodka. At some point during this process, Griffin usually started to lose his patience. “He suffers fools very poorly,” Cantrell said.

When we step into the leading role of our own life, rather than continue to play supporting roles in others, we are energized and vitalized. Work is no longer drudgery. It becomes fun, meaningful, productive, and often profitable.

Recruitment is a team effort, where every stakeholder plays a crucial role in finding the perfect match.

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Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

The White House Situation Room is not just a room. It is a complex of multiple spaces manned 24/7 by rotating teams of duty officers and communications specialists. Team members are on loan from intelligence agencies, the State Department, and the military services.

Got you,” he heard someone murmur, looking over to see one of his team members—Nate Carson, a former Air Force pararescue jumper or “PJ”, as they were known—aim his index finger at the frozen image on the laptop screen, pantomiming getting off a shot. And so they had, or at least were as close to it as they had been in months, the big man thought as he laid down the yearbook, pushing his way past Carson as he made his way to the door of the tent. Their best intelligence on Hassan's location since their abortive raid in late March, having come through just the previous day. And now all they awaited was the all-clear from Washington. For the politicians to make up their mind, as ever. The desert heat of the Sinai struck him full in the face as he stepped through the flap. Dry, choking heat—impressive even by the standards of east Texas, where he'd spent the majority of his childhood, before leaving home at the age of 18 to join the Corps. Seemed like he'd been spending his life in the desert ever since, as the Marines—and now the Agency—sent him to one desolate waste after another. North Camp was located some twenty kilometers south of the Mediterranean and not far from the border with Israel—a six hundred plus-acre compound that served as a forward operating base for the Multinational Force & Observers, the international peacekeeping force based in the Sinai ever since the Camp David Accords of '78. And now, for their team—through some special dispensation obtained by the Agency's seventh floor. All of it so far above his pay grade as to be beyond his concern.

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Though energy fields are invisible, they shape matter. Albert Einstein said that, “The field is the sole governing agency of the particle.” Many studies show that human beings are influenced by the energy fields of others. In a series of 148 1-minute trials involving 25 people, trained volunteers going into heart coherence were able to induce coherence in test subjects at a distance. They didn’t have to touch their targets to produce the effect. Their energy fields were sufficient. When you are in a heart coherent state, your heart radiates a coherent electromagnetic signal into the environment around you. This field is detectable by a magnetometer several meters away. When other people enter that coherent energy field, their heart coherence increases too, producing a group field effect. Not only are we affected by the fields of other people; we’re affected by the energies of the planet and solar system. A remarkable series of experiments, conducted by a research team led by Rollin McCraty, director of research at the HeartMath Institute, has linked individual human energy to solar cycles. McCraty and his colleagues track solar activity using large magnetometers placed at strategic locations on the earth’s surface. Solar flares affect the electromagnetic fields of the planet. The researchers compare the ebbs and flows of solar energy with the heart coherence readings of trained volunteers. They have found that when people are in heart coherence, their electromagnetic patterns track those of the solar system. 8.15. The heart coherence rhythms of a volunteer compared to solar activity over the course of a month. A later study of 16 participants over 5 months found a similar effect. McCraty writes: “A growing body of evidence suggests that an energetic field is formed among individuals in groups through which communication among all the group members occurs simultaneously. In other words, there is an actual ‘group field’ that connects all the members” together. The results of this research confirm a hypothesis McCraty and I discussed at a conference when I was writing Mind to Matter: Not only are these heart-coherent people in sync with large-scale global cycles, they’re also in sync with each other. McCraty continues, “We’re all like little cells in the bigger Earth brain—sharing information at a subtle, unseen level that exists between all living systems, not just humans, but animals, trees, and so on.” When we use selective attention to tune ourselves to positive coherent energy, we participate in the group energy field of other human beings doing the same. We may also resonate in phase with coherent planetary and universal fields. 8.16. The brain functions as receiver of information from the field. The Brain’s Ability to Detect Fields The idea of invisible energy fields has always been difficult for many scientists to swallow. Around 1900, when Dutch physician Willem Einthoven proposed that the human heart had an energy field, he was ridiculed. He built progressively more sensitive galvanometers to detect it, and he was eventually successful.

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Ongoing Struggle Between Central Agencies and Bengal: A Recurring Pattern The recent clash in West Bengal's Sandeshkhali, where an Enforcement Directorate (ED) team investigating an alleged ration distribution scam was attacked by locals, is not an isolated incident. From Chief Minister Mamata Banerjee staging her own dharna in protest against CBI action on the Kolkata police chief to instances involving the NHRC and NCPCR, Central agencies have faced challenges in the state. Leaders of the Trinamool Congress (TMC) argue that the Central government is intentionally targeting and harassing its leaders and the state government. In this latest incident, eight members of the ED team, accompanied by Central forces personnel, were conducting raids on the residence of local TMC leader Shahjahan Sheikh in the North 24 Parganas district. As they attempted to enter the house, protesters became violent, preventing the officers from proceeding. This confrontation mirrors previous instances where Central investigative teams have encountered resistance in West Bengal. One such case involved the arrest of former minister Jyoti Priya Mallick by the ED in connection with the same scam in October of the previous year. The recurring pattern of clashes between Central agencies and the state of Bengal underscores the persisting tension between the two entities.

FIELD EFFECTS Emotional contagion is just one explanation for the growth of meditation. Another is field effects. Everything begins as energy, then works its way into matter. Though energy fields are invisible, they shape matter. Albert Einstein said that, “The field is the sole governing agency of the particle.” Many studies show that human beings are influenced by the energy fields of others. In a series of 148 1-minute trials involving 25 people, trained volunteers going into heart coherence were able to induce coherence in test subjects at a distance. They didn’t have to touch their targets to produce the effect. Their energy fields were sufficient. When you are in a heart coherent state, your heart radiates a coherent electromagnetic signal into the environment around you. This field is detectable by a magnetometer several meters away. When other people enter that coherent energy field, their heart coherence increases too, producing a group field effect. Not only are we affected by the fields of other people; we’re affected by the energies of the planet and solar system. A remarkable series of experiments, conducted by a research team led by Rollin McCraty, director of research at the HeartMath Institute, has linked individual human energy to solar cycles. McCraty and his colleagues track solar activity using large magnetometers placed at strategic locations on the earth’s surface. Solar flares affect the electromagnetic fields of the planet. The researchers compare the ebbs and flows of solar energy with the heart coherence readings of trained volunteers. They have found that when people are in heart coherence, their electromagnetic patterns track those of the solar system. 8.15. The heart coherence rhythms of a volunteer compared to solar activity over the course of a month. A later study of 16 participants over 5 months found a similar effect. McCraty writes: “A growing body of evidence suggests that an energetic field is formed among individuals in groups through which communication among all the group members occurs simultaneously. In other words, there is an actual ‘group field’ that connects all the members” together. The results of this research confirm a hypothesis McCraty and I discussed at a conference when I was writing Mind to Matter: Not only are these heart-coherent people in sync with large-scale global cycles, they’re also in sync with each other. McCraty continues, “We’re all like little cells in the bigger Earth brain—sharing information at a subtle, unseen level that exists between all living systems, not just humans, but animals, trees, and so on.” When we use selective attention to tune ourselves to positive coherent energy, we participate in the group energy field of other human beings doing the same. We may also resonate in phase with coherent planetary and universal fields. 8.16. The brain functions as receiver of information from the field. The Brain’s Ability to Detect Fields The idea of invisible energy fields has always been difficult for many scientists to swallow. Around 1900, when Dutch physician Willem Einthoven proposed that the human heart had an energy field, he was ridiculed. He built progressively more sensitive galvanometers to detect it, and he was eventually successful.

Children and adults alike need to experience how rewarding it is to work at the edge of their abilities. Resilience is the product of agency: knowing that what you do can make a difference. Many of us remember what playing team sports, singing in the school choir, or playing in the marching band meant to us, especially if we had coaches or directors who believed in us, pushed us to excel, and taught us we could be better than we thought was possible. The children we reach need this experience. Athletics, playing music, dancing, and theatrical performances all promote agency and community.

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You can make do without a cofounder. You can survive for a while without a team. But you can’t make it without a mentor. Find at least one person who you deeply trust and who believes in you. Not a life coach or an executive leadership consultant, not an agency, not someone who’s read a lot of case studies and is ready to charge you by the hour. And not your parents—they love you too much to be impartial. Find an operational, smart, useful mentor who has done it before, who likes you and wants to help. You will need to lean on them when you start a company. Or even when you launch a project within a big company.