Collections Team Quotes

Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can.

When you can accept the worst aspects of your teammates because you love the collective, that’s when you’re a team player.

Work for the good of the collective, root for the team, get over yourself.

If small groups are included in the decision-making process, then they should be allowed to make decisions. If an organization sets up teams and then uses them for purely advisory purposes, it loses the true advantage that a team has: namely, collective wisdom.

Collaboration allows teachers to capture each other's fund of collective intelligence.

most of a leadership team’s objectives should be collective ones.

Luc scored forty and slapped the darts in her palm. “The light sucks in here.” “No.” She smiles and took great pleasure in announcing, “You suck.” His gaze narrowed. Weeks of anger and hurt poured out of her and she said, louder than she’d intended, “And worse – you’re a whiner.” A collective intake of breath caught their attention and she and Luc turned and looked at the guys watching a few feet away. “Lucky’s gonna kill Sharky,” Sutter predicted from the sidelines. By taut agreement they both went to their respective corners. Jane shot and scored sixty-five. Luc scored thirty-four. “Now remind me. Why do they call you Lucky?” she asked as she reached for the darts. He pulled them back out of her reach as a slow, purely licentious smile curved his mouth. A smile that told her he was remembering her on her knees kissing his tattoo. “I’m sure if you think long and hard, you’ll remember the answer to that.” “No.” She shook her head. “Some things just aren’t that memorable.

(Lincoln reflecting on) George Washington's words: “It is of infinite moment that you should properly estimate the immense value of your national union to your collective and individual happiness; that you should cherish a cordial, habitual, and immovable attachment to it; accustoming yourselves to think and speak of it as of the palladium of your political safety and prospertiy. Washington advised vigilance against “the first dawning of every attempt to alienate any portion of our country from the rest or to enfeeble the sacred ties which now link together the various parts.

This was the first time since I’d started working there that I hadn’t received a look of all-out disgust or, at the very least, a snarky comment, and all it had taken was a SWAT team of New York fashion editors, a collection of Parisian hair and makeup stylists, and a hefty selection of the world’s finest and most expensive clothing.

No one is bigger than the team and individual brilliance does not automatically lead to outstanding results. One selfish mindset will infect a collective culture.

Elephants of the Gun-Team

Encouragement. Include it. Perseverance. Continue it. Inspiration. Become it.

Spanish pilgrims travel on Camino de Santiago from monastery to monastery, collecting small medals to attach to their rosary as proof of their steps. I have stacks of Polaroids, each marking my own, that I sometimes spread out like tarots or baseball cards of an imagined celestial team.

When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team.

WHATs are products, services and job functions we perform. HOWs are values, guiding principles and actions that make us stand out. The WHY defines what the organization stands for—it is the collective purpose, cause or belief.

STAGE 1—shared by most street gangs and characterized by despair, hostility, and the collective belief that “life sucks.” STAGE 2—filled primarily with apathetic people who perceive themselves as victims and who are passively antagonistic, with the mind-set that “my life sucks.” Think The Office on TV or the Dilbert comic strip. STAGE 3—focused primarily on individual achievement and driven by the motto “I’m great (and you’re not).” According to the authors, people in organizations at this stage “have to win, and for them winning is personal. They’ll outwork and outthink their competitors on an individual basis. The mood that results is a collection of ‘lone warriors.’” STAGE 4—dedicated to tribal pride and the overriding conviction that “we’re great (and they’re not).” This kind of team requires a strong adversary, and the bigger the foe, the more powerful the tribe. STAGE 5—a rare stage characterized by a sense of innocent wonder and the strong belief that “life is great.” (See Bulls, Chicago, 1995–98.)

At the heart of vulnerability lies the willingness of people to abandon their pride and their fear, to sacrifice their egos for the collective good of the team. While this can be a little threatening and uncomfortable at first, ultimately it becomes liberating for people who are tired of spending time and energy overthinking their actions and managing interpersonal politics at work.

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player.

As long as you don’t criticise individual players in public, admonishing the team is fine, not a problem. We can all share in the blame: the manager, his staff, the players. Expressed properly, criticism can be an acceptance of collective responsibility. Under

Behind every text footnote is a file folder with all the hardcopy documentation needed to document every sentence in this book at a moment’s notice. Moreover, I assembled a team of hair-splitting, nitpicking, adversarial researchers and archivists to review each and every sentence, collectively ensuring that each fact and fragment of a fact was backed up with the necessary black and white documents.

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

I want a real life partner. One who makes me feel like a valuable part of his team. A treasured piece of his life.

She was in charge of the 'red team,' the group taking blood samples. (The group collecting urine to check pesticide exposure levels called themselves the 'gold team' in response.)

Besides,” Sicarius said, “I would create a team of assassins, because that is what I know how to do. That would not impress Sespian. You, however, will create a team of heroes.

A leadership team is a small group of people who are collectively responsible for achieving a common objective for their organization.

Our rogues engaged the enemy rogues and thieves. Our guards got some breathing room as Team

Key moods for a powerful team are ambition, acceptance, serenity, respect, membership, pride, camaraderie, and celebration.

Maybe Team Scorpion won’t see them. Maybe they’ll make it to us safely.

We are Team Scorpion!” Red yelled. “And we are OUT!

Whoa…” said Arceus as he chuckled. “I guess the double-teaming thing worked.

the most rewarding part of growing my team has been watching our collective capabilities extend far beyond what any one of us could have achieved.

Collaboration begins with focusing on the collective good rather than personal gain.

We are someone who won't quit. We are someone who will keep fighting. We are someone who will believe that we are worth fighting for. We. Are. Someone.

Jason’s team was a collection of individuals who learned to dynamically reconfigure their approaches to build varying synergies that maximised their potential in any given circumstance.

But what that media coverage could not capture was the collective energy that radiated in the air of the crowd. It was palpable and pulsing; the only word to describe it? Jung—that deep, shared sentiment coursing through the entirety of the stadium and bursting into the streets. Jung for our national team. Jung among the fellow fans. I witnessed that overflowing jung for myself.

Omg… we’re going to die while you cook your chicken!” “Huh? Don’t worry, it’ll be done cooking in five hours,” I said in confusion. “Wow, you guys beat Steve senseless… good job, team,” said Arthur.

It was easy to assume that an intelligent person would always beat an idiot, but if the idiot had no idea of the rules and just made up his own, then it became a somewhat more difficult game to win.

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

Kim Jong Il: Hans Brix? Oh no! Oh, herro. Great to see you again, Hans! Hans Blix: Mr. Il, I was supposed to be allowed to inspect your palace today, but your guards won't let me enter certain areas. Kim Jong Il: Hans, Hans, Hans! We've been frew this a dozen times. I don't have any weapons of mass destwuction, OK Hans? Hans Blix: Then let me look around, so I can ease the UN's collective mind. I'm sorry, but the UN must be firm with you. Let me in, or else. Kim Jong Il: Or else what? Hans Blix: Or else we will be very angry with you... and we will write you a letter, telling you how angry we are.

At the door to the locker room Dime asks [Ennis] to autograph his ball. Ennis rears back. He's chuckling but his eyes are wary. 'Why you want that? I'm just an old equipment hand, nobody cares about my autograph.' 'As far as I'm concerned you run the team,' Dime answers, so Ennis laughs and takes the Sharpie and signs his name to Dime's ball, and this will be the only autograph that Dime collects today.

Being responsible sometimes means pissing people off. You have to accept that sometimes people on your team will be mad at you. In fact, if nobody is ever mad at you, you probably aren't challenging your team enough.

Malfoy certainly did talk about flying a lot. He complained loudly about first years never getting on the House Quidditch teams and told long, boastful stories that always seemed to end with him narrowly escaping Muggles in helicopters.

20 minutes later, town hall was packed with our town’s strongest residents.   I got up in front of everyone. “The reason why I asked you all to meet me here today is because we have found Team Scorpion’s location.”   The group murmured.  

Forest is the backbone of the O-fers. He pitches, bats cleanup, collects the fees, makes all the pre game reminder calls, fills out the lineup card, and is the undisputed (though unspoken) team captain. Few things inspire like watching Forest round third in the late innings with a head full of steam and two bad knees, his spare tire heaving violently beneath his snug jersey, just as the second basemen is fielding the relay. "Run, Forest, run!" We yell, from the dugout. It never gets old.

Some team! The Chief was doing so many jobs alone. I’d fix on the Chief’s raw, rope-burned palms or all the gray hairs collected in his sink, and I’d suffer this terrible side pain that Kiwi said was probably an ulcer and Ossie diagnosed as lovesickness. Or rather a nausea produced by the “black fruit” of love—a terror that sprouted out of your love for someone like rotting oranges on a tree branch. Osceola knew all about this black fruit, she said, because she’d grown it for our mother, our father, Grandpa Sawtooth, even me and Kiwi. Loving a ghost was different, she explained—that kind of love was a bare branch. I pictured this branch curving inside my sister: something leafless and complete, elephantine, like a white tusk. No rot, she was saying, no fruit. You couldn’t lose a ghost to death.

Leadership involves moving a system from where it is now to some other, better place. It means that one often is at the margins of what people presently like and want, working close to the edge of what is acceptable rather than at the center of the collective consensus.

Being a college or pro football fan is in the same intellectual category of Funko Pop collecting. It's using a mass-crafted product to self-identify yourself because without people associating you with a certain team you have nothing to do with, you have no personality.

Just in case we get into trouble, he can do that battle armor thing again,” he explained. Splurt began to shift around, but Cal stopped him. “Not yet. Just if I give the signal. So we’re clear, the signal will be me getting badly beaten or shot at. That’s when you do your thing, OK?” Splurt

People are scared and they’re hurting, yeah? And some big man comes along, and he seems confident. He looks sure of himself. All the things that are eating at your heart, they aren’t eating at his. And yeah, he gets a team. Everyone falls in line behind him, and bad things happen. The worst things.

sturdy lad from New Hampshire or Vermont, who in turn tries all the professions, who teams it, farms it, peddles, keeps a school, preaches, edits a newspaper, goes to Congress, buys a township, and so forth, in successive years, and always like a cat falls on his feet, is worth a hundred of these city dolls.

Take it all, all of it!" Greg cried out. "These things here...I've been making them better, fixing them. It doesn't matter...they don't matter. I've been here before." He paused to try to collect himself. "It's my past, my present...these things--" He lifted a hand out to the objects around him. "These things are me." Now whispering, "Can't you see me?

When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty.

As individuals, we must begin to pay attention to our attention (self-awareness); as teams, we must begin to converse about our conversations (dialogue); as enterprises, we must begin to organize our organizing (networks of networks: eco-systems); and as eco-systems, we must begin to coordinate our coordinating (systems of awareness-based collective action, or ABC).

Cal Carver’s last day on Earth started badly, improved momentarily, then rapidly went downhill. It began with him being sentenced to two years in prison, and ended with the annihilation of two thirds of the human race. Somewhere in between, there was a somewhat enjoyable moment when he ate a lemon drop, but otherwise it was a pretty grim twenty-four hours all round. The

It is entirely proper for senior leaders to say, in effect, “This is the mountain we will climb. Not that one, this one. Although many aspects of our collective endeavor are open for discussion, choice of mountain is not among them.” And those who lead teams within an organization have a responsibility that extends far beyond merely accepting the direction set by more senior organizational leaders.

At a depth of 2,400 metres, about a mile and a half straight down, the team found the vents they had predicted, but also something they had not – life, in extreme abundance. . . The team were so unprepared to find life that there wasn’t a single biologist among them – they were all geologists. When they collected specimens and brought them back to the surface, the only preservative they had was vodka.

Italy still has a provincial sophistication that comes from its long history as a collection of city states. That, combined with a hot climate, means that the Italians occupy their streets and squares with much greater ease than the English. The resultant street life is very rich, even in small towns like Arezzo and Gaiole, fertile ground for the peeping Tom aspect of an actor’s preparation. I took many trips to Siena, and was struck by its beauty, but also by the beauty of the Siennese themselves. They are dark, fierce, and aristocratic, very different to the much paler Venetians or Florentines. They have always looked like this, as the paintings of their ancestors testify. I observed the groups of young people, the lounging grace with which they wore their clothes, their sense of always being on show. I walked the streets, they paraded them. It did not matter that I do not speak a word of Italian; I made up stories about them, and took surreptitious photographs. I was in Siena on the final day of the Palio, a lengthy festival ending in a horse race around the main square. Each district is represented by a horse and jockey and a pair of flag-bearers. The day is spent by teams of supporters with drums, banners, and ceremonial horse and rider processing round the town singing a strange chanting song. Outside the Cathedral, watched from a high window by a smiling Cardinal and a group of nuns, with a huge crowd in the Cathedral Square itself, the supporters passed, and to drum rolls the two flag-bearers hurled their flags high into the air and caught them, the crowd roaring in approval. The winner of the extremely dangerous horse race is presented with a palio, a standard bearing the effigy of the Virgin. In the last few years the jockeys have had to be professional by law, as when they were amateurs, corruption and bribery were rife. The teams wear a curious fancy dress encompassing styles from the twelfth to the eighteenth centuries. They are followed by gangs of young men, supporters, who create an atmosphere or intense rivalry and barely suppressed violence as they run through the narrow streets in the heat of the day. It was perfect. I took many more photographs. At the farmhouse that evening, after far too much Chianti, I and my friends played a bizarre game. In the dark, some of us moved lighted candles from one room to another, whilst others watched the effect of the light on faces and on the rooms from outside. It was like a strange living film of the paintings we had seen. Maybe Derek Jarman was spying on us.

The team is greater than the individual” is just a cliché for people who don’t understand sports; for those who do, it’s a painful truth because it hurts to live in accordance with it. Submitting to a role you don’t want, doing a crap job in silence, playing on defense instead of getting to score goals and be the star. When you can accept the worst aspects of your teammates because you love the collective, that’s when you’re a team player.

Individual creators started out with lower innovativeness than teams—they were less likely to produce a smash hit—but as their experience broadened they actually surpassed teams: an individual creator who had worked in four or more genres was more innovative than a team whose members had collective experience across the same number of genres. Taylor and Greve suggested that “individuals are capable of more creative integration of diverse experiences than teams are.

I didn't know, nor have I ever discovered, who let go first. I'm not prepared to accept that it was me. But everyone claims not to have been first. What is certain is that if we had not broken ranks, our collective weight would have brought the balloon to earth a quarter of the way down the slope a few seconds later as the gust subsided. But as I've said, there was no team, there was no plan, no agreement to be broken. No failure. So can we accept that it was right, every man for himself? Were we all happy afterwards that this was a reasonable course? We never had that comfort, for there was a deeper covenant, ancient and automatic, written in our nature. Co-operation - the basis of our earliest hunting successes, the force behind our evolving capacity for language, the glue of our social cohesion. Our misery in the aftermath was proof that we knew we had failed ourselves. But letting go was in our nature too. Selfishness is also written in our hearts.

To say that feminism is good for boys, that diversity makes a stronger team, or that collective liberation promises a greater, deeper freedom than the individual freedoms we know is comforting and true enough. But just as true, and significantly less consoling, is the guarantee that some will find the world less comfortable in the process of making it habitable for others. It would be easier to give up some privileges if it weren’t so traumatic to lose, as it is in our ruthlessly competitive and frequently undemocratic country.

Today the intellectual leaders of the Republican Party are the paranoids, kooks, know-nothings, and bigots who once could be heard only on late-night talk shows, the stations you listened to on long drives because it was hard to fall asleep while laughing. When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty. It’s not just that no one knows anything about the subject; they don’t remotely care. All Republicans want to do is beat the team playing the Giants. They aren’t voters using active intelligence or participants in a civil democracy; they are fans. Their role is to cheer and fund their team and trash-talk whatever team is on the other side. This removes any of the seeming contradiction of having spent years supporting principles like free trade and personal responsibility to suddenly stop and support the opposite. Think of those principles like players on a team. You cheered for them when they were on your team, but then management fired them or traded them to another team, so of course you aren’t for them anymore. If your team suddenly decides to focus on running instead of passing, no fan cares—as long as the team wins. Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

The Paradox of Being Human HUMAN BEINGS EXIST as individuals and as members of groups at all times. I am one and I am one of many . . . always. This also creates some inherent conflicts of interest. When we make decisions, we must weigh the benefits to us personally against the benefits to our tribe or collective. Quite often, what’s good for one is not necessarily good for the other. Working exclusively to advance ourselves may hurt the group, while working exclusively to advance the group may come at a cost to us as individuals.

A climate's changes are tough to quantify. Butterflies can help. Entomologists prefer "junk species--" the kind of butterflies too common for most collections-- to keep up with what's going on in the insect's world. They're easy to find and observe. When do something unusual, something's changed in the area. Art Shapiro's team at UC Davis monitors ten local study sites, some since the 1970s. The ubiquitous species are the study's go-tos, helping distinguish between lasting changes (climate warming, habitat loss) and ones that will right themselves (one cold winter, droughts like last year's). Consistency is key; they collect details year after year, no empty data sets between. A few species have disappeared from parts of the study area altogether, probably a lasting change. On the other hand, seemingly big news in 2012 might be just a year's aberration. Two butterflies came back to the city of Davis last year, the umber skipper after 30 years, the woodland skipper after 20-- both likely a result of a dry winter with near-perfect breeding conditions of sunny afternoons and cool nights.

Music written by teams makes the authorship of a piece indistinct. Could it be that when hearing a song written by a team, a listener can sense that they aren't hearing an expression of a solitary individual's pain or joy, but that of a virtual conjoined person? Can we tell that an individual singer might actually represent a collective, that he might have multiple identities? Does that make the sentiments expressed more poetically universal? Dan eliminating some portion of the authorial voice make a piece of music more accessible and the singer more empathetic?

Scavenger Hunt Day. We pair up in teams pulled out of a hat and disperse around Park City to collect photo evidence of a long list of random things Ricky and Lisa dream up for us—a silver ornament, a giant candy cane, a dog wearing a sweater, things like that. Occasionally video evidence is needed, like last year when we had to get video of a group of people doing the cancan. Permission is required, and asking strangers to do weird things can be mortifying, but mostly it’s a blast. The hunt also gives us the chance to do any last-minute Christmas shopping we might need

rock Moore Brock has enough on his hands as alpha bear shifter and Lieutenant of his firefighter rescue team, handling a serious case of dangerous fires around the Reno-Sparks , Nevada area. Family has always come first, and when his mother phones him with a cryptic message, he knows something's up. It's another reason he's hesitant to take the next step with Sky, the shapely, captivating and feisty bombshell he wishes he could one day call his one true mate ... if only there weren't so many barriers and secrets standing in their way. Somehow, all those hurdles start to seem small when

The Ware Collection of Blaschka Glass Models of Plants consists of around four thousand painstakingly accurate fire-blown glass and hand-painted specimens. A German father-and-son team had made them, around the turn of the nineteenth century, as a commission from the university. They were the answer to a problem: How do you preserve the impossible to preserve? Or, in other words, how do you stop time and death? Could there have been a more propitious place to begin the company that would become Unfair Games? What, after all, is a video game’s subtextual preoccupation if not the erasure of mortality?

The Ware Collection of Blaschka Glass Models of Plants consists of around four thousand painstakingly accurate fire-blown glass and hand-painted specimens. A German father-and-son team had made them, around the turn of the nineteenth century, as a commission from the university. They were the answer to a problem: How do you preserve the impossible to preserve? Or, in other words, how do you stop time and death? Could there have been a more propitious place to begin the company that would become Unfair Games? What, after all, is a video game's subtextual preoccupation if not the erasure of mortality?

American Indians share a magnificent history — rich in its astounding diversity, its integrity, its spirituality, its ongoing unique culture and dynamic tradition. It's also rich, I'm saddened to say, in tragedy, deceit, and genocide. Our sovereignty, our nationhood, our very identity — along with our sacred lands — have been stolen from us in one of the great thefts of human history. And I am referring not just to the thefts of previous centuries but to the great thefts that are still being perpetrated upon us today, at this very moment. Our human rights as indigenous peoples are being violated every day of our lives — and by the very same people who loudly and sanctimoniously proclaim to other nations the moral necessity of such rights. Over the centuries our sacred lands have been repeatedly and routinely stolen from us by the governments and peoples of the United States and Canada. They callously pushed us onto remote reservations on what they thought was worthless wasteland, trying to sweep us under the rug of history. But today, that so-called wasteland has surprisingly become enormously valuable as the relentless technology of white society continues its determined assault on Mother Earth. White society would now like to terminate us as peoples and push us off our reservations so they can steal our remaining mineral and oil resources. It's nothing new for them to steal from nonwhite peoples. When the oppressors succeed with their illegal thefts and depredations, it's called colonialism. When their efforts to colonize indigenous peoples are met with resistance or anything but abject surrender, it's called war. When the colonized peoples attempt to resist their oppression and defend themselves, we're called criminals. I write this book to bring about a greater understanding of what being an Indian means, of who we are as human beings. We're not quaint curiosities or stereotypical figures in a movie, but ordinary — and, yes, at times, extraordinary — human beings. Just like you. We feel. We bleed. We are born. We die. We aren't stuffed dummies in front of a souvenir shop; we aren't sports mascots for teams like the Redskins or the Indians or the Braves or a thousand others who steal and distort and ridicule our likeness. Imagine if they called their teams the Washington Whiteskins or the Washington Blackskins! Then you'd see a protest! With all else that's been taken from us, we ask that you leave us our name, our self-respect, our sense of belonging to the great human family of which we are all part. Our voice, our collective voice, our eagle's cry, is just beginning to be heard. We call out to all of humanity. Hear us!

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

THE SIX-HOUR SEMINAR that Jack was forced to attend at the beginning of each new semester had been called Orientation until a few years ago, when the university changed the seminar’s name to Onboarding. The name change coincided with a revamp of the orientation curriculum, which had bloated into this all-day human resources horror during which members of the HR team attempted, at unmerciful length, to “socialize the mission statement’s DNA,” is how they put it. They were referring to the many-planked mission statement the university had spent two years and countless consultant dollars developing in a campus-wide effort to express everything the university did in just one sentence. This was the brainchild of the university’s new CFO, who told the faculty in all seriousness that developing a mission statement that captured everything the university did in just one sentence was akin to their “moonshot,” and he asked for their help in this endeavor “not because it is easy, but because it is hard.” Why the university needed to corral its collective intelligence and creativity and energy for the task of expressing everything it did in just one sentence was a mystery to most faculty, but this did not stop their administrator bosses from enthusiastically assigning them to “mission statement working groups” so that they could have a voice (unpaid) in developing this one magical sentence, this one statement that would distill everything everyone did into a phrase ideally small enough for letterhead.

Algiers was on the brink. Before being recruited by the CIA, she had been a member of the ISA, known as “the Activity,” one of the last truly dark units within the DOD. Her job was to collect actionable intelligence for Special Operations units like Delta and SEAL Team 6. Her decision to leave the Army was the only time Meg hadn’t listened to her father, General “Black Jack” Harden. Not only did he want her to stay in, but he was willing to call in some favors after she got passed over for major. “I appreciate it, Dad, but I don’t take charity,” she had told him. “All you have to do is keep your mouth shut and play the game. How hard is that?” he’d demanded. The Army was his life and to this day he still didn’t understand why she’d left

Of the Poet’s Youth" When the man behind the counter said, “You pay by the orifice,” what could we do but purchase them all? Ah, Sandy, vou were clearly the deluxe doll, modish and pert in your plastic nurse whites, official hostess to our halcyon days, where you bobbed in the doorway of our dishabille apartment, a block downwind from the stockyards. Holding court on the corroded balcony, K. and I passed hash brownies, collecting change for the building’s monthly pool to predict which balcony would fall off next. That’s when K. was fucking M. and M. was fucking J., and even B. and I threw down once on the glass-speckled lawn, adrift in the headlights of his El Camino. Those were immortal times, Sandy! Coke wasn’t addictive yet, condoms prevented herpes and men were only a form of practice for the Russian novel we foolishly hoped our lives would become. Now it’s a Friday night, sixteen years from there. Don’t the best characters know better than to live too long? My estranged husband house-sits for a spoiled cockatoo while saving to buy his own place. My lover’s gone back to his gin and the farm-team fiancée he keeps in New York. What else to do but read Frank O’Hara to my tired three-year-old? When I put him to bed, he mutters “more sorry” as he turns into sleep. Tonight, I find you in a box I once marked “The Past.” Well, therapy’s good for some things, Sandy, but who’d want to forgive a girl like that? Frank says Destroy yourself if you don’t know! Deflated, you’re simply the smile that surrounds a hole. I don’t know anything.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

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

CLEANSING CONFLICT What is a saint? One whose wine has turned to vinegar. If you're still wine-drunkenly brave, don't step forward. When your sheep becomes a lion, then come. It is said of hypocrites, "They have considerable valor among themselves!" But they scatter when a real enemy appears. Muhammad told his young soldiers, "There is no courage before an engagement." A drunk foams at the mouth talking about what he will do when he gets his sword drawn, but the chance arrives, and he remains sheathed as an onion. Premeditating, he's eager for wounds. Then his bag gets touched by a needle, and he deflates. What sort of person says that he or she wants to be polished and pure, then complains about being handled roughly? Love is a lawsuit where harsh evidence must be brought in. To settle the case, the judge must see evidence. You've heard that every buried treasure has a snake guarding it. Kiss the snake to discover the treasure! The severe treatment is not toward you, but the qualities that block your growth. A rug beater doesn't beat the rug, but rather the dirt. A horse trainer switches not the horse, but the going wrong. Imprison your mash in a dark vat, so it can become wine. Someone asks, "Don't you worry about God's wrath when you spank a child?" "I'm not spanking my child, but the demon in him." When a mother screams, "Get out of here!" she means the mean part of the child. Don't run from those who scold, and don't turn away from cleansing conflict, or you will remain weak. Also, don't listen to bragging. If you go along with self-importance, the work collapses. Better a small modest team. Sift almonds. Discard the bitter. Sour and sweet sound alike when you pour them out on the rattling tray, but inside they're very different.

BILL MURRAY, Cast Member: Gilda got married and went away. None of us saw her anymore. There was one good thing: Laraine had a party one night, a great party at her house. And I ended up being the disk jockey. She just had forty-fives, and not that many, so you really had to work the music end of it. There was a collection of like the funniest people in the world at this party. Somehow Sam Kinison sticks in my brain. The whole Monty Python group was there, most of us from the show, a lot of other funny people, and Gilda. Gilda showed up and she’d already had cancer and gone into remission and then had it again, I guess. Anyway she was slim. We hadn’t seen her in a long time. And she started doing, “I’ve got to go,” and she was just going to leave, and I was like, “Going to leave?” It felt like she was going to really leave forever. So we started carrying her around, in a way that we could only do with her. We carried her up and down the stairs, around the house, repeatedly, for a long time, until I was exhausted. Then Danny did it for a while. Then I did it again. We just kept carrying her; we did it in teams. We kept carrying her around, but like upside down, every which way—over your shoulder and under your arm, carrying her like luggage. And that went on for more than an hour—maybe an hour and a half—just carrying her around and saying, “She’s leaving! This could be it! Now come on, this could be the last time we see her. Gilda’s leaving, and remember that she was very sick—hello?” We worked all aspects of it, but it started with just, “She’s leaving, I don’t know if you’ve said good-bye to her.” And we said good-bye to the same people ten, twenty times, you know. And because these people were really funny, every person we’d drag her up to would just do like five minutes on her, with Gilda upside down in this sort of tortured position, which she absolutely loved. She was laughing so hard we could have lost her right then and there. It was just one of the best parties I’ve ever been to in my life. I’ll always remember it. It was the last time I saw her.

But it was only a dog." Of course no one actually says that, but it feels to Sune as if all his neighbors are thinking it. Everyday life just carries on out in the street while he sits in a million pieces in his kitchen. When he collects the mail someone goes past and says "sorry for your loss," but that isn't what he wants them to feel sorry about. He wants them to feel sorry about his life, and the fact that he's going to have to see it out now without that ill-disciplined, unruly little monster. Without paws on the edge of the bed and bite marks on his wrists. How's that going to work? Who's going to eat all the liver pate in the fridge? He receives a few text messages and phone calls from the committee of the hockey club and a couple of coaches of the youth teams, all very sorry, but not as if it had been a person. They're sad that Sune is sad, of course, but they don't really understand his loss. Because of course it was only a dog. It's so hard to explain that it's more than an animal when you're that animal's human. Perhaps it takes more empathy than most people are capable of. Or more imagination.

Pat Riley, the famous coach and manager who led the Los Angeles Lakers and Miami Heat to multiple championships, says that great teams tend to follow a trajectory. When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity. It’s Shaq and Kobe, unable to play together. It’s Jordan punching Steve Kerr, Horace Grant, and Will Perdue—his own team members. He punched people on his own team! It’s Enron employees plunging California into darkness for personal profit. It’s leaks to the media from a disgruntled executive hoping to scuttle a project he dislikes. It’s negging and every other intimidation tactic.

ninja shook his head. “You think you’ve defeated Team Scorpion? You fool…” I stood there quietly. “My rescue team is coming for me.” “Oh? Well, I’ll let the mayor know that we’ll be needing more jail cells soon for the rest of your friends.”  “Heh…” Red looked around the room, then he said, “You guards better be nice to me… because when I get rescued, I just might spare your lives.” “Save your threats, Red. They’re nothing but empty words in here,” I said. “Oh, you’ll see… soon.” I was getting annoyed with talking to the ninja, so I left. “I’ll be seeing you soon!” he yelled as I exited. I left the prison with an icky feeling. All of Red’s big talk got to me. I didn’t know if he was serious or if he was just bluffing. After all, ninjas are masters of deception. Still, I wanted to be safe, so I went to go look for Devlin. I found my friend talking to Bob. They were just chilling and eating. “Hey, can I talk to you?” I asked. “Yeah, what’s up?” asked Devlin. “I just returned from a visit to the prison.” “Oh, no… what happened?” I explained to Devlin the situation. “See! That’s exactly why you shouldn’t go talking to the prisoners. Now he has you all paranoid.

In 1994 very, very few people had heard of the internet. It was used at that time mostly by scientists and physicists. We used it a little bit at D. E. Shaw for some things but not much, and I came across the fact that the web—the World Wide Web—was growing at something like 2,300 percent a year. Anything growing that fast, even if it’s baseline usage today is tiny, is going to be big. I concluded that I should come up with a business idea based on the internet and then let the internet grow around it and keep working to improve it. So I made a list of products I might sell online. I started ranking them, and I picked books because books are super unusual in one respect: there are more items in the book category than in any other category. There are three million different books in print around the world at any given time. The biggest bookstores had only 150,000 titles. So the founding idea of Amazon was to build a universal selection of books in print. That’s what I did: I hired a small team, and we built the software. I moved to Seattle because the largest book warehouse in the world at that time was nearby in a town called Roseberg, Oregon, and also because of the recruiting pool available from Microsoft.

The ethic of autonomy is based on the idea that people are, first and foremost, autonomous individuals with wants, needs, and preferences. People should be free to satisfy these wants, needs, and preferences as they see fit, and so societies develop moral concepts such as rights, liberty, and justice, which allow people to coexist peacefully without interfering too much in each other’s projects. This is the dominant ethic in individualistic societies. You find it in the writings of utilitarians such as John Stuart Mill and Peter Singer11 (who value justice and rights only to the extent that they increase human welfare), and you find it in the writings of deontologists such as Kant and Kohlberg (who prize justice and rights even in cases where doing so may reduce overall welfare). But as soon as you step outside of Western secular society, you hear people talking in two additional moral languages. The ethic of community is based on the idea that people are, first and foremost, members of larger entities such as families, teams, armies, companies, tribes, and nations. These larger entities are more than the sum of the people who compose them; they are real, they matter, and they must be protected. People have an obligation to play their assigned roles in these entities. Many societies therefore develop moral concepts such as duty, hierarchy, respect, reputation, and patriotism. In such societies, the Western insistence that people should design their own lives and pursue their own goals seems selfish and dangerous—a sure way to weaken the social fabric and destroy the institutions and collective entities upon which everyone depends. The ethic of divinity is based on the idea that people are, first and foremost, temporary vessels within which a divine soul has been implanted.12 People are not just animals with an extra serving of consciousness; they are children of God and should behave accordingly. The body is a temple, not a playground. Even if it does no harm and violates nobody’s rights when a man has sex with a chicken carcass, he still shouldn’t do it because it degrades him, dishonors his creator, and violates the sacred order of the universe. Many societies therefore develop moral concepts such as sanctity and sin, purity and pollution, elevation and degradation. In such societies, the personal liberty of secular Western nations looks like libertinism, hedonism, and a celebration of humanity’s baser instincts.13

Thomas Jefferson presciently warned against such immoral collective behavior: “We believe—or we act as if we believed—that although an individual father cannot alienate the labor of his son, the aggregate body of fathers may alienate the labor of all their sons, of their posterity, in the aggregate, and oblige them to pay for all the enterprises, just or unjust, profitable or ruinous, into which our vices, our passions or our personal interests may lead us. But I trust that this proposition needs only to be looked at by an American to be seen in its true point of view, and that we shall all consider ourselves unauthorized to saddle posterity with our debts, and morally bound to pay them ourselves; and consequently within what may be deemed the period of a generation, or the life of the majority.”23 A few years later, Jefferson expressed even more trepidation: “[With the decline of society] begins, indeed, the bellum omnium in omnia [the war of all against all], which some philosophers observing to be so general in this world, have mistaken it for the natural, instead of the abusive state of man. And the fore horse of this frightful team is public debt. Taxation follows that, and in its train wretchedness and oppression.

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.

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 game within the game is the game that only the players see. They experience it in relation to one another on the floor at a particular time and in the middle of the action. It is one of the nuances of the game of basketball. As Knick teammates during those years, we knew what a teammate was going to do almost before he did it. We helped one another on defense and shared the ball on offense. We made room for each of us to be his best within the context of the team. For example, I often would see Clyde come down the floor with the ball. I'd catch his eye. I knew he wanted to go down my side of the floor. In order to give him a little more room to move, I would clear out. That way I didn't clog up his space. Or, when I had the ball on the side and he was at the top of the key, waiting to go backdoor, our center knew he had to move to the other side of the floor to create the room for the backdoor bounce pass from me to Clyde who was moving down the lane toward the basket. That was the game within the game. On one level, the game within the game was a matter of mechanics but is also operated on a psychological level in that we truly were all for one and one for all. We challenged one another in practice to become better. We helped one another come back from defeat. We inspired one another to reach our peak team performance. None of us felt we could be as good alone as all of us could be together. Our unity came sometimes with laughs, sometimes with conflicts, sometimes with moments of collective insight, but it was that spirit of camaraderie which brought us together in a way that allowed the fans to see something very special.

them.” “Okay, Arceus and Calvin,” I said. “Yes?” they answered. “I need you guys to get horses and track down Team Scorpion. Once you have their location, we will assemble a team and attack their hideout.” Arceus nodded. “It sounds like a good plan.” “But what if they just keep running and they never stop?” asked Calvin. “They have to stop sometime,” said Shadow. “Plus, they have to stash their loot somewhere.” Calvin nodded. “Okay, we’ll head to Thane’s stable. I’ll pick up Rose too, she can help us track them.” “Good idea,” I said. Before leaving, Arceus turned to Cindy and said, “Alas, our time reunited was so short, and now we must part again, my love.” “Uh, why are you calling me that? I’m not your love,” Cindy replied. “Oh, but you are, darling. I love you, so therefore, you are my love.” “You love me…?” Cindy had a shocked expression on her face. “Yes, of course. If not for you, I would have left this town a long time ago.” “Really?” "To be honest, I hate this town. There's always some troubling event going on here. But this is your hometown, and I know you love it so. Therefore, I will gladly fight to my dying breath to defend it if I must.” Cindy blushed. “Um… that’s… very sweet of you…” “Well, we should head out now. Until we meet again, my love.” Arceus hugged Cindy and then he left with Calvin to go to the stable. “What should we do in the meantime?” asked Devlin. “We’ll go home and check up on everyone. We gotta make sure they’re okay.” “And then?” “We’ll prepare for the assault on Team Scorpion’s hideout.” Knight-Captain Devlin nodded. We made our way back to town. When we arrived, we saw a bunch of villagers by town hall. They were drowning the mayor with questions. “Who were those jerks?!” a villager asked. “What did they want?!” asked another. “I thought this place was safe!” yelled a new villager. “How are you going to protect us from them?!” The questions went on and on. The mayor lost the crowd, he had no control over them whatsoever. They were becoming restless.

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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

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

In 1950, a thirty-year-old scientist named Rosalind Franklin arrived at King’s College London to study the shape of DNA. She and a graduate student named Raymond Gosling created crystals of DNA, which they bombarded with X-rays. The beams bounced off the crystals and struck photographic film, creating telltale lines, spots, and curves. Other scientists had tried to take pictures of DNA, but no one had created pictures as good as Franklin had. Looking at the pictures, she suspected that DNA was a spiral-shaped molecule—a helix. But Franklin was relentlessly methodical, refusing to indulge in flights of fancy before the hard work of collecting data was done. She kept taking pictures. Two other scientists, Francis Crick and James Watson, did not want to wait. Up in Cambridge, they were toying with metal rods and clamps, searching for plausible arrangements of DNA. Based on hasty notes Watson had written during a talk by Franklin, he and Crick put together a new model. Franklin and her colleagues from King’s paid a visit to Cambridge to inspect it, and she bluntly told Crick and Watson they had gotten the chemistry all wrong. Franklin went on working on her X-ray photographs and growing increasingly unhappy with King’s. The assistant lab chief, Maurice Wilkins, was under the impression that Franklin was hired to work directly for him. She would have none of it, bruising Wilkins’s ego and leaving him to grumble to Crick about “our dark lady.” Eventually a truce was struck, with Wilkins and Franklin working separately on DNA. But Wilkins was still Franklin’s boss, which meant that he got copies of her photographs. In January 1953, he showed one particularly telling image to Watson. Now Watson could immediately see in those images how DNA was shaped. He and Crick also got hold of a summary of Franklin’s unpublished research she wrote up for the Medical Research Council, which guided them further to their solution. Neither bothered to consult Franklin about using her hard-earned pictures. The Cambridge and King’s teams then negotiated a plan to publish a set of papers in Nature on April 25, 1953. Crick and Watson unveiled their model in a paper that grabbed most of the attention. Franklin and Gosling published their X-ray data in another paper, which seemed to readers to be a “me-too” effort. Franklin died of cancer five years later, while Crick, Watson, and Wilkins went on to share the Nobel prize in 1962. In his 1968 book, The Double Helix, Watson would cruelly caricature Franklin as a belligerent, badly dressed woman who couldn’t appreciate what was in her pictures. That bitter fallout is a shame, because these scientists had together discovered something of exceptional beauty. They had found a molecular structure that could make heredity possible.

THE ORIGIN OF INTELLIGENCE Many theories have been proposed as to why humans developed greater intelligence, going all the way back to Charles Darwin. According to one theory, the evolution of the human brain probably took place in stages, with the earliest phase initiated by climate change in Africa. As the weather cooled, the forests began to recede, forcing our ancestors onto the open plains and savannahs, where they were exposed to predators and the elements. To survive in this new, hostile environment, they were forced to hunt and walk upright, which freed up their hands and opposable thumbs to use tools. This in turn put a premium on a larger brain to coordinate tool making. According to this theory, ancient man did not simply make tools—“tools made man.” Our ancestors did not suddenly pick up tools and become intelligent. It was the other way around. Those humans who picked up tools could survive in the grasslands, while those who did not gradually died off. The humans who then survived and thrived in the grasslands were those who, through mutations, became increasingly adept at tool making, which required an increasingly larger brain. Another theory places a premium on our social, collective nature. Humans can easily coordinate the behavior of over a hundred other individuals involved in hunting, farming, warring, and building, groups that are much larger than those found in other primates, which gave humans an advantage over other animals. It takes a larger brain, according to this theory, to be able to assess and control the behavior of so many individuals. (The flip side of this theory is that it took a larger brain to scheme, plot, deceive, and manipulate other intelligent beings in your tribe. Individuals who could understand the motives of others and then exploit them would have an advantage over those who could not. This is the Machiavellian theory of intelligence.) Another theory maintains that the development of language, which came later, helped accelerate the rise of intelligence. With language comes abstract thought and the ability to plan, organize society, create maps, etc. Humans have an extensive vocabulary unmatched by any other animal, with words numbering in the tens of thousands for an average person. With language, humans could coordinate and focus the activities of scores of individuals, as well as manipulate abstract concepts and ideas. Language meant you could manage teams of people on a hunt, which is a great advantage when pursuing the woolly mammoth. It meant you could tell others where game was plentiful or where danger lurked. Yet another theory is “sexual selection,” the idea that females prefer to mate with intelligent males. In the animal kingdom, such as in a wolf pack, the alpha male holds the pack together by brute force. Any challenger to the alpha male has to be soundly beaten back by tooth and claw. But millions of years ago, as humans became gradually more intelligent, strength alone could not keep the tribe together.

It’s my turn next, and I realize then that I never turned in the name of my escort--because I hadn’t planned on being here. I glance around wildly for Ryder, but he’s nowhere to be seen, swallowed up by the sea of people in cocktail dresses and suits. Crap. I thought he realized that escorting me on court was part of the deal, once I’d agreed to go. I guess he’d figured it’d be easier on me, what with the whole Patrick thing, if I was alone onstage. But I don’t want to be alone. I want Ryder with me. By my side, supporting me. Always. I finally spot him in the crowd--it’s not too hard, since he’s a head taller than pretty much everyone else--and our eyes meet. My stomach drops to my feet--you know, that feeling you get on a roller coaster right after you crest that first hill and start plummeting toward the ground. Oh my God, this can’t be happening. I’ve fallen in love with Ryder Marsden, the boy I’m supposed to hate. And it has nothing to do with his confession, his declaration that he loves me. Sure, it might have forced me to examine my feelings faster than I would have on my own, but it was there all along, taking root, growing, blossoming. Heck, it’s a full-blown garden at this point. “Our senior maid is Miss Jemma Cafferty!” comes the principal’s voice. “Jemma is a varsity cheerleader, a member of the Wheelettes social sorority, the French Honor Club, the National Honor Society, and the Peer Mentors. She’s escorted tonight by…ahem, sorry. I’m afraid there’s no escort, so we’ll just--” “Ryder Marsden,” I call out as I make my way across the stage. “I’m escorted by Ryder Marsden.” The collective gasp that follows my announcement is like something out of the movies. I swear, it’s just like that scene in Gone with the Wind where Rhett offers one hundred and fifty dollars in gold to dance with Scarlett, and she walks through the scandalized bystanders to take her place beside Rhett for the Virginia reel. Only it’s the reverse. I’m standing here doing the scandalizing, and Ryder’s doing the walking. “Apparently, Jemma’s escort is Ryder Marsden,” the principal ad-libs into the microphone, looking a little frazzled. “Ryder is…um…the starting quarterback for the varsity football team, and, um…in the National Honor Society and…” She trails off helplessly. “A Peer Mentor,” he adds helpfully as he steps up beside me and takes my hand. The smile he flashes in my direction as Mrs. Crawford places the tiara on my head is dazzling--way more so than the tiara itself. My knees go a little weak, and I clutch him tightly as I wobble on my four-inch heels. But here’s the thing: If the crowd is whispering about me, I don’t hear it. I’m aware only of Ryder beside me, my hand resting in the crook of his arm as he leads me to our spot on the stage beside the junior maid and her escort, where we wait for Morgan to be crowned queen. Oh, there’ll be hell to pay tomorrow. I have no idea what we’re going to tell our parents. Right now I don’t even care. Just like Scarlett O’Hara, I’m going to enjoy myself tonight and worry about the rest later. After all, tomorrow is another…Well, you know how the saying goes.

Working Group Strong, clearly focused leader Individual accountability The group’s purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates Team Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem-solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together

Struggling for survival and relevance, we as a profession of political journalists and commentators have collectively debased our craft to the lowest common denominator—writing articles confected out of barrel-scrapings and hectoring. In such stories, the public interest doesn’t figure.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

The future belongs to the companies who figure out how to collect and use data successfully. Google, Amazon, Facebook, and LinkedIn have all tapped into their datastreams and made that the core of their success.

Giving people feedback is an act of trust and confidence. It shows that you believe in their ability to change. That you believe they will use the information to become better. And that you have faith in their potential. It’s also a sign of commitment to the team and to the larger purpose and goals of the organization. Because, ultimately, we’re all responsible for our collective success.

Pop is about the self in isolation, is non-collective. Even in a crowd screaming at the Beatles, Bay City Rollers or Boyzone, the focus is the externalisation of individual obsession, hormonally induced or otherwise. Pop is not a team sport. Pop is not soccer.