Appropriate Team Quotes

Vague. Since when are you vague with me?” I exhale and recap the whole situation. Chase scoffs and laughs appropriately. By the time I’m finished, I’ve successfully converted him to team Seth.

Discipline and keen insight had once again served Lincoln most effectively. By regulating his emotions and resisting the impulse to strike back at Chase when the circular first became known, he gained time for his friends to mobilize the massive latent support for his candidacy. Chase’s aspirations were crushed without Lincoln’s direct intrusion. He had known all along that his treasury secretary was no innocent, but by seeming to accept Chase’s word, he allowed the secretary to retain some measure of his dignity while the country retained his services in the cabinet. Lincoln himself would determine the appropriate time for Chase’s departure.

Like the project manager, a coach needs the ability to implement plays that are appropriate to the fluidity of the situation, and to change those plays at a moment’s notice. This is what will help him and his team win the game.

It's important for executives to be mindful of the risk of reduced sales. The appropriate leadership team needs to consider - how much of a drop in sales could the company withstand before expenses overtake income? The company needs to be resilient to a shock in reduced sales.

Kevin's expression was indecipherable. Whatever it was, it didn't look particularly happy. "This is going to be a very long season." "I told you I wasn't ready." "You also said you wouldn't play with me, but here you are. [...] If you won't play with me, you'll play for me," Kevin said. "You're never going to get there on your own, so give your game to me." "Where is there?" Neil asked. [...] Kevin reached up and covered Neil's eyes with his free hand. "Forget the stadium," Kevin said. "Forget the Foxes and your useless high school team and your family. See it the only way it really matters, where Exy is the only road to take. What do you see?" [...] That thought was sombering, as it put him right back to square one and the fact that Neil Josten was a fleeting existence. It was cruel to even dream he could stay like this, but Kevin had escaped, hadn't he? Somehow he'd left that bloody room behind at Edgar Allan and become this, and Neil wanted the same so bad he could taste it. "You," Neil said at last. [...] "Tell me I can have your game." [...] "Take it." "Neil understands," Kevin said, dropping his hand and sending Andrew a pointed look. "Congratulations are in order, I suppose! Since I have non to give, I will tell the others to respond appropriately." Andrew pushed himself to his feet and swallowed more whiskey on the way up. "[...] As it is, I might puke from all the fanaticism going around.

As a result of the Clinton team’s tenacious pushback, the Times appended two separate corrections to its original article—first claiming that Mrs. Clinton herself was not the focus of any investigation and then, a day later, changing the description of the inspector general’s transmission to the FBI from “criminal referral” to “security referral.” Though the Times may have thought those clarifications were necessary, their original story was much closer to the mark. It was true that the transmission to the FBI from the inspector general did not use the word “criminal,” but by the time of the news story we had a full criminal investigation open, focused on the secretary’s conduct. We didn’t correct the Times and contradict the Clinton campaign because—consistent with our practice—we were not yet to a point where it was appropriate to confirm an investigation.

Therefore, it is key that leaders demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be. This can be a challenge because many leaders feel that they are somehow failing in their jobs by losing control of their teams during conflict. Finally, as trite as it may sound, a leader’s ability to personally model appropriate conflict behavior is essential. By avoiding conflict when it is necessary and productive—something many executives do—a team leader will encourage this dysfunction to thrive.

adopted a practice I called “thinking out loud,” in which I would summarize what I’d heard, describe how I processed the information, and outline my first thoughts on what we should consider doing about it. It allowed the entire command to follow (and correct where appropriate) my logic trail, and to understand how I was thinking.

He and Edith were a team the way couples were meant to be a team—not by sharing hobbies like rowing for fuck’s sake—but in the way their sexes deemed socially and physically appropriate. He brought home the bacon; she pumped out the babies. It was a normal, productive, God-approved marriage. Did he sleep with other women? What a question. Didn’t everyone?

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

Meekness is not weakness. It’s power under control. It’s ambition grounded with humility and lived out in confidence, not arrogance. Quiet and appropriate confidence is way more attractive than loud and outspoken arrogance. Those who know the most many times are the ones who say the least. Humble leaders are willing to pass on the credit but absorb the criticism, push others higher while making themselves lower, and put the team’s desires ahead of their own. A leader’s job is to shepherd, not necessarily to always shine. It’s about the mission, the team, and the tribe, not about you and your ego. Leaders today should be more conductors than solo artists.

There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ... How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

I knew the kind of culture we needed to create and I defined it for the team. The seven responsibilities everyone had were to: Have fun, work hard, and enjoy the journey. Show respect for every person you have contact with in the organization. Put the team first. Successful teams have teammates that are unselfish and willing to put their individual goals behind the team's goals. Do your job. It is defined, but you must always be prepared for it to change (especially if you're a player). Appropriately handle victory and defeat, adulation and humiliation. Do not get too high in victory or too low in defeat. Be the same person every day. Understand that all organizational decisions aim to make the team better, stronger, and more efficient. Have a positive attitude. Use positive language (both verbal and body language).

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.

What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our copywriters? What content types do we already have? What contexts are appropriate for the delivery of our content, and how will we translate our information into multiple content types appropriate for different screens, resolutions, locations, and contexts? Is existing content still good? Is it still current, relevant, and brand-appropriate for our needs, our users’ needs, and the context in which we want to deliver it? How will we get more content to bridge the gaps between what we have and what we need? What is the workflow that already supports that, and do we need to refine it? How will we make the case for these new content types to other team members who help shape the user experience? Who will do this for launch? Who will maintain content on an ongoing basis? Who will train them? How will we help people find the answers, definitions, and other information they need? What are the relationships within our content?

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.

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Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

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The phone rang. It was a familiar voice. It was Alan Greenspan. Paul O'Neill had tried to stay in touch with people who had served under Gerald Ford, and he'd been reasonably conscientious about it. Alan Greenspan was the exception. In his case, the effort was constant and purposeful. When Greenspan was the chairman of Ford's Council of Economic Advisers, and O'Neill was number two at OMB, they had become a kind of team. Never social so much. They never talked about families or outside interests. It was all about ideas: Medicare financing or block grants - a concept that O'Neill basically invented to balance federal power and local autonomy - or what was really happening in the economy. It became clear that they thought well together. President Ford used to have them talk about various issues while he listened. After a while, each knew how the other's mind worked, the way married couples do. In the past fifteen years, they'd made a point of meeting every few months. It could be in New York, or Washington, or Pittsburgh. They talked about everything, just as always. Greenspan, O'Neill told a friend, "doesn't have many people who don't want something from him, who will talk straight to him. So that's what we do together - straight talk." O'Neill felt some straight talk coming in. "Paul, I'll be blunt. We really need you down here," Greenspan said. "There is a real chance to make lasting changes. We could be a team at the key moment, to do the things we've always talked about." The jocular tone was gone. This was a serious discussion. They digressed into some things they'd "always talked about," especially reforming Medicare and Social Security. For Paul and Alan, the possibility of such bold reinventions bordered on fantasy, but fantasy made real. "We have an extraordinary opportunity," Alan said. Paul noticed that he seemed oddly anxious. "Paul, your presence will be an enormous asset in the creation of sensible policy." Sensible policy. This was akin to prayer from Greenspan. O'Neill, not expecting such conviction from his old friend, said little. After a while, he just thanked Alan. He said he always respected his counsel. He said he was thinking hard about it, and he'd call as soon as he decided what to do. The receiver returned to its cradle. He thought about Greenspan. They were young men together in the capital. Alan stayed, became the most noteworthy Federal Reserve Bank chairman in modern history and, arguably the most powerful public official of the past two decades. O'Neill left, led a corporate army, made a fortune, and learned lessons - about how to think and act, about the importance of outcomes - that you can't ever learn in a government. But, he supposed, he'd missed some things. There were always trade-offs. Talking to Alan reminded him of that. Alan and his wife, Andrea Mitchell, White House correspondent for NBC news, lived a fine life. They weren't wealthy like Paul and Nancy. But Alan led a life of highest purpose, a life guided by inquiry. Paul O'Neill picked up the telephone receiver, punched the keypad. "It's me," he said, always his opening. He started going into the details of his trip to New York from Washington, but he's not much of a phone talker - Nancy knew that - and the small talk trailed off. "I think I'm going to have to do this." She was quiet. "You know what I think," she said. She knew him too well, maybe. How bullheaded he can be, once he decides what's right. How he had loved these last few years as a sovereign, his own man. How badly he was suited to politics, as it was being played. And then there was that other problem: she'd almost always been right about what was best for him. "Whatever, Paul. I'm behind you. If you don't do this, I guess you'll always regret it." But it was clearly about what he wanted, what he needed. Paul thanked her. Though somehow a thank-you didn't seem appropriate. And then he realized she was crying.

Mueller kicked off the meeting by pulling out a piece of paper with some notes. The attorney general and his aides believed they noticed something worrisome. Mueller’s hands shook as he held the paper. His voice was shaky, too. This was not the Bob Mueller everyone knew. As he made some perfunctory introductory remarks, Barr, Rosenstein, O’Callaghan, and Rabbitt couldn’t help but worry about Mueller’s health. They were taken aback. As Barr would later ask his colleagues, “Did he seem off to you?” Later, close friends would say they noticed Mueller had changed dramatically, but a member of Mueller’s team would insist he had no medical problems. Mueller quickly turned the meeting over to his deputies, a notable handoff. Zebley went first, summing up the Russian interference portion of the investigation. He explained that the team had already shared most of its findings in two major indictments in February and July 2018. Though they had virtually no chance of bringing the accused to trial in the United States, Mueller’s team had indicted thirteen Russian nationals who led a troll farm to flood U.S. social media with phony stories to sow division and help Trump. They also indicted twelve Russian military intelligence officers who hacked internal Democratic Party emails and leaked them to hurt Hillary Clinton’s campaign. The Trump campaign had no known role in either operation. Zebley explained they had found insufficient evidence to suggest a conspiracy, “no campaign finance [violations], no issues found. . . . We have questions about [Paul] Manafort, but we’re very comfortable saying there was no collusion, no conspiracy.” Then Quarles talked about the obstruction of justice portion. “We’re going to follow the OLC opinion and conclude it wasn’t appropriate for us to make a final determination as to whether or not there was a crime,” he said. “We’re going to report the facts, the analysis, and leave it there. We are not going to say we would indict but for the OLC opinion.

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Demonstrating managerial courage is to tell the right things, at the right time, to the right person and appropriately.

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When considering tasks to delegate, you should also consider tasks that aren’t appropriate to delegate. Tasks that have unclear objectives, high stakes, rely on your unique skills, or a personal growth opportunity should be completed by you. Once you identify the tasks, it is easier to identify the person. Now, we recognize delegation as growth opportunities for our team. We must also consider the skill sets for the tasks. Take a moment to identify the skills and competencies needed. Consider the individual and assess based on the following: skills, strengths, reliability, workload, and development potential. As the tasks are delegated, keep the individuals’ skills in mind. This will be a new endeavor for them and require you to build their self-confidence.  This is why strength-and-skills matching is important. Set clear goals and routine check-ins. Also provide good feedback to the individuals on the progress

The four common archetypes of Staff-plus roles I encountered are: The Tech Lead guides the approach and execution of a particular team. They partner closely with a single manager, but sometimes they partner with two or three managers within a focused area. Some companies also have a Tech Lead Manager role, which is similar to the Tech Lead archetype but exists on the engineering manager ladder and includes people management responsibilities. The Architect is responsible for the direction, quality, and approach within a critical area. They combine in-depth knowledge of technical constraints, user needs, and organization level leadership. The Solver digs deep into arbitrarily complex problems and finds an appropriate path forward. Some focus on a given area for long periods. Others bounce from hotspot to hotspot as guided by organizational leadership. The Right Hand extends an executive’s attention, borrowing their scope and authority to operate particularly complex organizations. They provide additional leadership bandwidth to leaders of large-scale organizations. This taxonomy is more focused on being useful than complete, but so far, I’ve been able to fit every Staff-plus engineer I’ve spoken to into one of these categories. Admittedly, some folks are easier to classify than others.

The final straw for the players was a game scheduled in Hawaii at Aloha Stadium during the victory tour. No one from U.S. Soccer had gone to inspect the facilities before scheduling the national team to play there. The practice field was grass, but it was patchy, bumpy, and lined with sewer plates that had plastic coverings. It was on that sub-par practice field that Megan Rapinoe tore her ACL, which meant she might have to miss the 2016 Olympics the next year. Then, the next day, the players got to the stadium where they were supposed to play the game. Not only was it artificial turf, but the players were concerned by the seams on the field where parts of the turf were pulling up off the ground. Sharp rocks were embedded all over the field. If someone from U.S. Soccer had been there beforehand to inspect it, there’s no way they could’ve believed it was an appropriate venue for a national team soccer match. The players unanimously agreed to boycott the match and stand up to the federation together. The federation officially cancelled the match, and Sunil Gulati, the president of U.S. Soccer, publicly apologized, calling it “a black eye for this organization.” The players seemed more determined than they had been in a long time to fight for themselves.

The USOC told U.S. Soccer officials they had to cooperate with the team, and after some back-and-forth, the federation agreed to send the team to the 2005 Algarve Cup. “They were incredibly reluctant to cooperate until the USOC told them they had to cooperate,” Langel says. Tiffeny Milbrett, who returned to the team after April Heinrichs left, says the ordeal reinforced a second-class status for the women’s national team with the federation. “U.S. Soccer had to be threatened by the Olympic Committee that they weren’t managing their governing status toward the women appropriately,” she says. “It was like, Why do we have to deal with this discrimination and these attitudes? It was the Olympic Committee that changed things, not these men at the federation saying, Yes, the women deserve it.

The development team knows how to read assembly language and debug applications to determine where the compatibility problem lies and determine the appropriate course of action to get the application back on its feet. Your typical end users do not have this skill and have no interest in learning it. They just want to get their work done.

One thing I have found immensely helpful is building your emotional intelligence and navigating through the vision by setting achievable goals with a growth mindset. Being resilient is one of the keys used for effective leadership. It is all about learning, being adaptable, adjusting and never forgetting the vision and that will help you to lead the team appropriately.

When you lead by process, you’re teaching your team to be proactive and resourceful, how to solve issues and challenges for themselves, and when and how to come to you (or the appropriate leaders) with solutions, not more problems.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.

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One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.

The object is for the defense team to convince the jury of two things: that the shooter did what he or she was trained to do, and that what they were trained to do was in fact the appropriate thing to do.

Wearing Nametags- On Yourself The purpose of wearing nametags in the first place is for people to see your name. Otherwise, why bother? We have all seen nametag placements that range from proper to downright raunchy. People can get pretty creative about where they place them and it is not always appropriate. For this book, we will focus on the best practices.

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The investors needed to see that the younger team had sufficient hands-on experience and appropriate incentives,

If the parents felt they had a healthy line of communication with the children's ministry team and the church was following up in a timely manner, they tended to reflect on the setbacks less negatively. Parents were more likely to continue their involvement with the church if they perceived the children's ministry leadership was working proactively to appropriately accommodate their child.

Thinking Critically The notion that knowing how to think critically is a prerequisite for effective red teaming might seem obvious. But it also poses a challenge at a time when almost 40 percent of college seniors are “unable to distinguish the quality of evidence in building an argument or express the appropriate level of conviction in their conclusion,” according to the results of a nationwide survey released in 2015 by the Council for Aid to Education. Companies already know this. That same year, the American Association of Colleges and Universities released the results of a survey that found nine out of ten employers “judge recent college graduates as poorly prepared for the workforce in such areas as critical thinking, communication and problem solving.

Aviation Security-AVSEC, is National Security, and a key component at that too. Parliamentary Committees on National Security are therefore duty bound to ensure, the stepmotherly treatment meted on AVSEC is done away with. It becomes an agenda item in their sittings and follow ups especially after a country is audited by ICAO USAP CMA teams are conducted without fail. In short, they must regulate the regulators by ensuring the CAA's as Appropriate Authorities have what it takes to safeguard National interests against Acts of Unlawful Interferences.

This strategy goes against the established management practice of “holding people accountable,” and thus deserves some additional discussion. If people aren’t even asked to commit on a given task, won’t they relax too much, slow down, and lose focus? It turns out that the answer is no— people, as a rule, enjoy being highly productive— and tend to have even higher motivation when they can manage their own pace of work. Especially in high-risk environments like projects, it actually helps build unity of purpose and trust when staff see that managers above them are assuming responsibility for project risk, and buffering the task-level risk as needed. The aggregated risk approach frees everyone from the need to have the “how aggressively can you commit?” conversation, and allows all team members to focus instead on how to be a high-performing team. And if certain team members decide to take advantage of the “no-commitment” approach by slowing things down, it won’t take long for managers and other team members to notice it and take appropriate action.

There are three types of teams, each of which requires different types of management and organization. The first type of team is like a pair of doubles tennis partners. It is a small team, in which each person adapts to the abilities of the other. Players have a primary responsibility, but can play many different roles. The second type of team is like a soccer or football team, in which each person has a given position, but the whole team moves together. The third team type is like a baseball team, in which all players have an assigned position and play on the team, rather than as a team. This model is akin to the traditional Detroit automaker, where each person has his or her assigned task. Organizations have to decide which type of team fits best, a decision that affects the entire organizational culture. Mixed teams don’t work; they just confuse everyone involved. Increasingly, organizations are becoming more like soccer or tennis teams, in which each member has to take more personal responsibility in making decisions. In such organizations, managers must inspire, rather command. You must fit the appropriate management style for your team type.

First a small team writes a small system. Then they find the natural fracture lines and divide the system into relatively independent parts for expansion. The architects help choose the most appropriate fracture lines and then follow the system as a whole, keeping the big picture in mind as the groups focus on their smaller section.

transactive memory is used by teams to benefit from a collective awareness of who knows what and therefore to both direct incoming knowledge to the appropriate group members and to retrieve vital information from within the group.7

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Learned Optimism: Expecting a Positive Outcome In Learned Optimism, Martin Seligman provides information that has tremendous implications for teams that want to develop the persistence to achieve their business goals. Optimistic team members believe they will be successful and believe they are responsible for their success. Pessimistic team members do not believe they will be successful and believe that nothing they do will improve their results. For these reasons, optimistic team members are resilient and will persist when things get tough, while pessimistic team members give up. Seligman led a research team that demonstrated that optimism and helplessness are learned. His work suggests that when team members decide that nothing they do matters, they feel helpless and will do little to improve their situation. The good news that came from discovering that helplessness can be learned is the revelation that optimism can also be learned. Of particular importance is how team members explain setbacks to themselves. Optimistic team members explain setbacks as temporary, specific, and, where appropriate, externally caused. They do not view the event as long-lasting or permanent. They believe that the event is a temporary setback that can be corrected and refuse to consider it a catastrophe. For them, it is a single event with a specific negative impact. Finally, they only own the result if they should. Optimistic team members don't own the negative returns if the market goes down. Pessimistic team members are on the other end of the continuum. They explain setbacks as permanent, pervasive, and personal. They believe the negative setback is long-lasting. They globalize the setback and believe “all hell is breaking loose.” Pessimistic team members also believe that they are responsible for the setback even when they are not. To make matters worse, pessimistic team members tend to play the setback over and over again in their minds. Because we tend to move toward those things we think about, this ruminating can lead to a self-fulfilling prophecy. Teams reflect the attitudes of the individual team members. If team members explain setbacks as temporary, specific, and (where appropriate) externally caused, the team will be optimistic about their future success and will continue to persist. However, if as a group a team tends to explain setbacks as permanent, pervasive, and caused by the team members, the team will develop a pessimistic explanatory style and will quit, giving up on their goals. What seems to be of lesser importance in developing team persistence is how teams and their members explain successes to themselves. It is interesting that explanatory styles are completely turned around when they experience success. Optimistic teams explain the success as permanent, pervasive, and personally caused. Pessimistic teams explain successes as temporary, specific, and externally caused.

The insight comes as a removal of blockage, often stumbled upon, either as an overall principle with a workable combination of subprinciples, or as a subprinciple that clears the way for the main principle to be used. It comes as a moment of connection, always a connection, because it connects a problem with a principle that can handle it. Strangely, for people who report such breakthroughs, the insight arrives whole, as if the subconscious had already put the parts together. And it arrives with a "knowing" that the solution is right-a feeling of appropriateness, its elegance, its extraordinary simplicity. The insight comes to an individual person, not to a team, for it wells always from an individual subconscious. And it arrives not in the midst of activities or in frenzied thought, but in moments of stillness. This arrival is not the end of the process, it is merely a marker along the way. The concept must still be translated into a working prototype of a technology before the process is finished. Just as a composer has in mind a main theme but must orchestrate the parts that will express it, so must the originator orchestrate the working parts that will express the main concept.

An integral part of a public offering is a “road show,” during which company leaders pitch their prospects to bankers and investment gurus. Brin and Page refused to see themselves as supplicants. According to Lise Buyer, the founders routinely spurned any advice from the experienced financial team they’d hired to guide them through the process. “If you told them you couldn’t do something a certain way, they would think you were an idiot,” she says. The tone of the road-show presentations was set early, as Brin and Page introduced themselves by first names, an opening more appropriate for bistro waiters than potential captains of industry. And of course they weren’t attired like executives—the day of their presentation of Google’s case to investors was one more in a lifetime of casual dress days for them. Google had prepared a video to promote the company, but viewers considered it amateurish. It was poorly lit and wasn’t even enlivened by the customary upbeat musical sound track. Though anyone who read the prospectus should have been prepared for that, some investors had difficulty with the heresy that Google was willing to forgo some profits for its founders’ idealistic views of what made the world a better place. On the video Brin cautioned that Google might apply its resources “to ameliorate a number of the world’s problems.” Probably the low point of the road show was a massive session involving 1,500 potential investors at the Waldorf-Astoria hotel in New York. Brin and Page caused a firestorm by refusing to answer many questions, cracking jokes instead. According to The Wall Street Journal, “Some investors sitting in the ballroom began speculating with each other whether the executives had spent any time practicing the presentation, or if they were winging it.” The latter was in fact the case—despite the desperate urging of Google’s IPO team, Page and Brin had refused to perform even a cursory run-through.

In 1982, the thirty-seven murders that took place inside Ector County gave Odessa the distinction of having the highest murder rate in the country. Most agreed that was a pretty high number, but mention of gun control was as popular as a suggestion to change the Ten Commandments. A year later, Odessa made national news again when someone made the fateful mistake of accusing an escaped convict from Alabama named Leamon Ray Price of cheating in a high-stakes poker game. Price, apparently insulted by such a charge, went to the bathroom and then came out shooting with his thirty-eight. He barricaded himself behind a bookcase while the players he was trying to kill hid under the poker table. By the time Odessa police detective Jerry Smith got there the place looked like something out of the Wild West, an old-fashioned shoot-out at the La Casita apartment complex with poker chips and cards and bullet holes all over the dining room. Two men were dead and two wounded when Price made his escape. His fatal error came when he tried to break into a house across the street. The startled owner, hearing the commotion, did what he thought was only appropriate: he took out his gun and shot Price dead. It was incidents such as these that gave Odessa its legacy.

The study of wildlife was a household passion. Bob loved all reptiles, even venomous snakes. Lyn took in the injured and orphaned. They made a great team, and Steve was born directly from their example and teaching. “Whenever we were driving,” Steve told me, “if we saw a kangaroo on the side of the roadway that had been killed by a car, we always stopped.” Mother and son would investigate the dead roo and, if it was female, check its pouch. They rescued dozens, maybe hundreds, of live kangaroo joeys this way, brought them home, and raised them. “We had snakes and goannas mostly, but also orphaned roo joeys, sugar gliders, and possums,” Steve said about these humble beginnings. “We didn’t have enclosures for crocodiles. That came later, after my parents became sick to death of the hatred they saw directed toward crocs.” I soon became aware that as much as Steve loved his parents equally, he got different things from each of them. Bob was his hero, his mentor, the man he wanted to become. Bob’s knowledge of reptile--and especially snake--behavior made him an invaluable resource for academics all over the country. The Queensland Museum wanted to investigate the ways of the secretive fierce snake, and Bob shared their passion. When the administrators of the Queensland Parks and Wildlife Service wanted to relocate problem crocodilians, they called Bob. Meanwhile, Lyn became, in Steve’s words, “the Mother Teresa of animal rescue.” Lyn designed a substitute pouch for orphaned roo and wallaby joeys. She came up with appropriate formulas to feed them too. Lyn created the warm, nurturing environment that made Steve’s dreams, goals, and aspirations real and reachable. Steve was always a boy who loved his mum, and Lyn was the matriarch of the family. While Bob and Steve were fearless around taipans and saltwater crocs, they had the utmost respect for Lyn. She was a pioneering wildlife rehabilitator who set the mark for both Steve and myself. From the very first, I was welcomed into the Irwin family. The greatest thing was that I felt Lyn and Bob loved me not just because I was married to Steve, but for myself, for who I was. That gave me confidence to feel at home as a new arrival to Australia.

When the fight starts you do not have time to stop and think about the fundamentals.” ~Chet Richards, Certain to Win 1   Chet Richards wrote an interesting piece “Developing the Touch”, in which he asks the question, if Fingerspitzengefühl (fingertip feel) can be taught, why do so few people have it? He goes on to make two key points: First, Fingerspitzengefühl is a skill, so although most people can get better at it, some are going to get a lot better. Second, it’s a strange kind of skill, not for performing complicated or even dangerous tasks mystically well, but for sensing what is going on among groups of people in conflict and then influencing what happens.2 Chet’s points got me to thinking about, why is it we in law enforcement often times have difficulty applying what we know to a given situation? How do we get better at it? The answer lies in creating and nurturing our abilities in “Operational Art” taking what you know and being able to apply it to a given set of circumstances to affect your strategy and to bring an end to a potentially violent occurrence using appropriate tactics. To do this takes awareness, discipline, adaptability, skill development and strength of character to focus our efforts on the task at hand to meet our overall intent. You cannot learn this by sitting in some training class listening to an instructor give you a checklist formula on how to solve a particular set of problems. As Chet states: The first problem in learning Fingerspitzengefühl is that you can’t learn it by yourself. You have to have at least two groups of people to practice with — your team and some opponents.2 Our training must involve interaction with an adversary, red teaming comes to mind. Red Teaming is an approach to understanding our adversary and the methods they use. To develop a fingertip feel and maneuver we must possess numerous skills and be able to apply those skills individually and collectively if we are to be as effective as we need to be, to win

exposed outlets, cords, fans, etc. Safe cribs Written emergency plan Disposable towels available Eating area away from diaper area Toys washed each day Teacher knows about infant illnesses Fun Toys can be reached by kids Floor space available for crawlers to play 3 different types of “large-muscle materials” available (balls, rocking horse) 3 types of music materials available “Special activities” (i.e., water play, sponge painting) 3 materials for outdoor infant play Individualization Kid has own crib Each infant is assigned to one of the teachers Child development is assessed formally at least every 6 months Infants offered toys appropriate for their development level Teachers have at least 1 hour a week for team planning

Metrics are a common adjunct to the deployment pipeline in incremental change environments. If teams use this effort as a proof-of-concept, developers should gather appropriate metrics for both before and after scenarios. Gathering concrete data is the best way to for developers to vet the approach; remember the adage that demonstration defeats discussion.

Criticizing privately might be appropriate in certain, sensitive cases, but in general both criticism and praise should be public. Your people have to understand that certain behaviors or performance are unacceptable. Otherwise they’ll wonder why the organization allows it. When leaders share both criticism and praise publicly, team members learn about the high performance culture you’re striving to create.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

I am a team player at heart. I believe I can play any role, from evangelist to leader and everything between, given the appropriate knowledge and support.” The woman who had escorted her in replied, “Isn’t that arrogant?” Sabrina shook her head. “I don’t believe so. I have the potential, and I’m willing to put in the work, as you’ve seen. I don’t see any limits to what I can accomplish in the right environment.” The trio looked at each other, and the one in the center nodded. “Your responses are adequate.

Innovation accounting works in three steps: first, use a minimum viable product to establish real data on where the company is right now. Without a clear-eyed picture of your current status—no matter how far from the goal you may be—you cannot begin to track your progress. Second, startups must attempt to tune the engine from the baseline toward the ideal. This may take many attempts. After the startup has made all the micro changes and product optimizations it can to move its baseline toward the ideal, the company reaches a decision point. That is the third step: pivot or persevere. If the company is making good progress toward the ideal, that means it’s learning appropriately and using that learning effectively, in which case it makes sense to continue. If not, the management team eventually must conclude that its current product strategy is flawed and needs a serious change. When a company pivots, it starts the process all over again, reestablishing a new baseline and then tuning the engine from there. The sign of a successful pivot is that these engine-tuning activities are more productive after the pivot than before.

much rides on the people responsible for managing the environment: • The team must have a healthy attitude toward change. They should embrace change as natural and expectable and have the willingness to respond by altering the environment accordingly. • The team must have awareness of what is happening within and without the environment. They can only respond appropriately to change if they can perceive it. • It may be that the team sees what needs changing, but lacks the resources or political support to respond. Thus, the team must be empowered to respond to changes. • The team must have a clear vision of the purpose and essential character of the whole and how people use it. Understanding the whole is important if the team is to respond without compromising the environment. • The design of the environment must accommodate change gracefully. Some do this better than others; much depends on the environment’s structural configuration.

But more was needed if patient safety was to be recognized as a true discipline. Accordingly, in 2011, NPSF established the Certification Board for Professionals in Patient Safety . The Board set appropriate educational and training requirements and developed a qualifying examination for its credential, Certified Professional in Patient Safety (CPPS). In recognition that patient safety must be a team effort with broad responsibility, certification is open to interested parties across multiple disciplines. Within 4 years 1100 individuals were certified. To meet the educational needs of students and professionals, NPSF created a comprehensive online Patient Safety Curriculum. By 2018, over 5000 had taken this online course, and 3000 individuals held the CPPS credential. In

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In addition to preparing for a mass shooting, teachers, staff, and students are well placed to start preventing them. They do this by building warm and trusting environments that encourage reporting and by instituting crisis teams that can respond quickly and appropriately to a student at risk with care and compassion rather than punishment. This takes a shift in our thinking about what school violence prevention and public safety look like. It’s not metal detectors and bulletproof doors. It’s noticing when children and young people are struggling and then giving them what they need to thrive.

In the absence of written policy, every manager must spend time speaking to the team about what behaviors fall within the realm of the acceptable and appropriate

Do encourage movement: “Let’s swing our arms to the beat of this music. I always feel better when I stretch, don’t you?” Movement always improves sensory processing. Do encourage the child to try a new movement experience: “If you’re interested in that swing, I’ll help you get on.” Children with dyspraxia may enjoy new movement experiences but need help figuring out how to initiate them. Do offer your physical and emotional support: “I’m interested in that swing. Want to try it with me? You can sit on my lap, and we’ll swing together.” The child who is fearful of movement may agree to swing at the playground if he has the security of a loving lap. (Stop if he resists.) Do allow your child to experience unhappiness, frustration, or anger: “Wow, it really hurts when you don’t get picked for the team.” Acknowledging his feelings allows him to deal with them, whereas rushing in to make it better every time he’s hurt prevents him from learning to cope with negative emotions. Do provide appropriate outlets for negative emotions: Make it possible to vent pent-up feelings. Give her a ball or a bucketful of wet sponges to hurl against the fence. Designate a “screaming space” (her room, the basement, or garage) where she can go to pound her chest and shout. Do reinforce what is good about your child’s feelings and actions, even when something goes wrong: “You didn’t mean for the egg to miss the bowl. Cracking eggs takes practice. I’m glad you want to learn. Try again.” Help her assess her experience positively by talking over what she did right and what she may do better the next time. How wonderful to hear that an adult is sympathetic, rather than judgmental! Do praise: “I noticed that you fed and walked the dog. Thanks for being so responsible.” Reward the child for goodness, empathy, and being mindful of the needs of others. “You are a wonderful friend,” or “You make animals feel safe.” Do give the child a sense of control: “If you choose bed now, we’ll have time for a long story. If you choose to play longer, we won’t have time for a story. You decide.” Or, “I’m ready to go to the shoe store whenever you are. Tell me when you’re ready to leave.” Impress on the child that others don’t have to make every decision that affects him. Do set reasonable limits: To become civilized, every child needs limits. “It’s okay to be angry but not okay to hurt someone. We do not pinch.

Exhibit a ferocious and intelligently applied work ethic directed at continual improvement. Demonstrate respect for each person in the organization. Be deeply committed to learning and teaching. Be fair. Demonstrate character. Honor the direct connection between details and improvement; relentlessly seek the latter. Show self-control, especially under pressure. Demonstrate and prize loyalty. Use positive language and have a positive attitude. Take pride in my effort as an entity separate from the result of that effort. Be willing to go the extra distance for the organization. Deal appropriately with victory and defeat, adulation and humiliation. Promote internal communication that is both open and substantive. Seek poise in myself and those I lead. Put the team’s welfare and priorities ahead of my own. Maintain an ongoing level of concentration and focus that is abnormally high. Make sacrifice and commitment the organization’s trademark.

Over the course of time, we settled on the following seven keys:    Demonstrate competence. You possess the necessary and critical skills required to lead in your organizational context.    Exhibit conviction. You display assurance that the chosen course of action will lead to positive results.    Set high standards. You aim high, both for yourself and your team.    Listen to your team. You listen to feedback and you incorporate that feedback appropriately.    Work hard. You put in the time and effort necessary to get the job done.    Do the difficult. You do the hard things, like holding people accountable, confronting bad behavior, and staying true to your values even when it hurts.    Be consistent. Your words, actions, decisions, and investments are in alignment.

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