Confidential Team Quotes

Join me for a moment in trying to imagine a life so rich and varied that you cannot remember shooting an actress at a sci-fi convention while wearing a tribble costume and then being wrestled to the ground by a security team.

you'd never never never again work for that manipulative, Machiavellian psychopath. And he'd get you back on the team, often with a gesture as simple and inexpensive as a baseball cap or a T-shirt. The timing was what did it, that he knew. He knew just when to apply that well-timed pat on the back, the strangled and difficult-for-him 'Thank you for your good work' appreciation of your labors.

Our team of Korean animators hand-draws twenty-four thousand cels to make one episode of The Simpsons; these days, color is added by computer, but for the first decade of the show, each cel had to be hand-painted.

He could tell when the bullying, the relentless sarcasm, the constant, all-encompassing vigilance had become too exhausting. When one of his people was fed up with staying awake at night anticipating his likes and dislikes, was sick of charting his mood swings, was tired of feeling demeaned and beaten down after being asked, for instance, to clean out the grease trap, was ready to burst into tears and quit, then suddenly Bigfoot would appear with court side seats for a play-off game, a restaurant warm-up jacket (given out only to Most Honored Veterans), or a present for the wife or girlfriend — something thoughtful like a Movado watch. He always waited until the last possible second, when you were ready to shave your head, climb a tower and start gunning down strangers, when you were ready to strip off your clothes and run barking into the street, to scream to the world that you'd never never never again work for that manipulative, Machiavellian psychopath. And he'd get you back on the team, often with a gesture as simple and inexpensive as a baseball cap or a T-shirt. The timing was what did it, that he knew. He knew just when to apply that well-timed pat on the back, the strangled and difficult-for-him 'Thank you for your good work' appreciation of your labors.

Unlike my predecessor, I intended to use email. To avoid being deluged, I needed a pseudonym. Andy Jester, an IT specialist for the Board, suggested Edward Quince. He had noticed the word “Quince” on a software box and thought “Edward” had a nice ring. It seemed fine to me, so Edward Quince it was. The Board phone book listed him as a member of the security team. The pseudonym remained confidential while I was chairman. Whenever we released my emails—at congressional request or under the Freedom of Information Act, for example—we blacked out the name.

I’d just like to point out that I have a serious issue with the fact that we’ve sat here all night watching Eric hack into a hundred different secure and confidential websites and databases—including some really scary federal places—yet he refuses to get us free cable TV.” “That’d be illegal.

First, I assessed their combat skills. Aeneas performed surprisingly well for a son of Aphrodite; I expected him to be a lover, not a fighter, and yet he actually knew how to use his sword as a sword rather than as a fashion accessory. The other demigods had some work to do. Atalanta seemed to think all training matches had to be fought to the death. She also referred to her classmates as dirty, stupid men, which made team-building difficult. Achilles spent his entire time in combat defending his right heel, an unusual manoeuvre that baffled me until I found out about his childhood dip in the River Styx. I tried to tell the boy to wear iron-shod boots rather than sandals, but he simply wouldn’t listen. As for Asclepius, in one-on-one melees he had an off-putting habit of darting in and feeling his opponent’s forehead for signs of fever.

In January 2016, KPMG issued a public statement after the ‘considerable exposure’ its report had received, which, according to KPMG, should not have happened ‘as the work was being conducted under strict rules of confidentiality which were clearly articulated in our letter of engagement as well as in our findings’.23 According to the statement, KPMG submitted a number of drafts to SARS on which they received feedback and their last report was submitted to SARS on 4 December 2015.24 ‘Our mandate was to undertake a documentary review and did not include interviewing individuals named in the report, nor were they given sight of our findings by us.’25 The KPMG report, which had cost the state R23 million, was therefore not a comprehensive forensic investigation but merely a ‘documentary review’. I also wonder how they could claim they didn’t interview anyone named in the report, when I met with the KPMG team on two occasions, at their request. The report contains sweeping statements, is factually incorrect and there is little or no substantiating evidence in too many instances to mention here. The following examples should give the reader an idea, though, of how taxpayers’ money was spent on a KPMG ‘investigation’. Take, for instance, the following finding: ‘We found no evidence indicating that the Minister of Finance, at the time, new about the existence of the Unit in SARS.’26 Firstly, the word ‘new’ means something entirely different from the word ‘knew’. Secondly, since that ‘unit’ was established there have been three ministers of finance and three deputy ministers and two SARS commissioners and deputy commissioners. Which particular minister was being referred to here, and why leave out the deputy ministers and commissioners?

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

As Parcells developed as a head coach, he came to understand that creative tension produced better results. He preyed upon the insecurity of players. If his team was cruising along winning week after week, he manufactured a crisis to keep the players on edge. If they were losing, he had plenty of material at his disposal. Parcells knew Simms could take it, so he often used him for target practice. By picking on Simms, one of the faces of the franchise, the other players knew they would be held accountable.

Educators’ lives are filled with opportunities to develop their own social awareness during student and adult interactions. They participate in work groups, such as co-teaching, professional learning programs, faculty meetings, team meetings, data analysis teams, developing common assessments, lesson-study groups, and curriculum development committees. The checklist in the figure below can be modified to fit any type of group activity. It can be reviewed by the supervisor or coach and the educator prior to the activity. After the activity, the educator can be asked to confidentially self-assess his or skills, thereby increasing self-awareness of his/her relationship skills and self-management skills.

These should not be seen as predetermined or inevitable. Most often groups start by dealing with their own boundaries, membership and group rules and expectations. Schutz (1973) calls this ‘inclusion’; Tuckman (1965) ‘the stages of forming and norming’. This is often addressed in the ‘contracting’ stage in team development, where issues of confidentiality, commitment

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At Google, a newly hired software engineer gets access to almost all of our code on the first day. Our intranet includes product roadmaps, launch plans, and employee snippets (weekly status reports) alongside employee and team quarterly goals (called OKRs, for “Objectives and Key Results”… I’ll talk more about them in chapter 7), so that everyone can see what everyone else is working on. A few weeks into every quarter, our executive chairman, Eric Schmidt, walks the company through the same presentation that the board of directors saw just days before. We share everything, and trust Googlers to keep the information confidential.

But feeling confident—or pretending that you feel confident—is necessary to reach for opportunities. It’s a cliché, but opportunities are rarely offered; they’re seized. During the six and a half years I worked at Google, I hired a team of four thousand employees. I did not know all of them personally, but I knew the top hundred or so. What I noticed over the years was that for the most part, the men reached for opportunities much more quickly than the women. When we announced the opening of a new office or the launch of a new project, the men were banging down my door to explain why they should lead the charge. Men were also more likely to chase a growth opportunity even before a new opening was announced.

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

Pep was taken aback because he was so unused to getting this level of support from his bosses. During his time at Barça he had had to deal with numerous unwarranted and serious attacks on the team and the whole institution, and his was often the sole voice raised in their defence.

Gentlemen, this is tiquitaca and it is shit. We’re not interested in this type of possession. It’s totally meaningless. It’s about passing for the sake of it. We need our central midfielder and our defenders to move out with an offensive mentality and break the opposition lines in order to push the whole team high up. The U needs to go.’ The

He always waited until the last possible second, when you were ready to shave your head, climb a tower and start gunning down strangers, when you were ready to strip off your clothes and run barking into the street, to scream to the world that you'd never never never again work for that manipulative, Machiavellian psychopath. And he'd get you back on the team, often with a gesture as simple and inexpensive as a baseball cap or a T-shirt.

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My company provides personal guarding services to foreign dignitaries, billionaires, politicians, sports teams, movie and Broadway stars---" "Movie and Broadway stars?" Zara grabbed his tie and yanked him forward until they were almost nose to nose. "Names. Give me names. Who have you guarded? A-list? B-list? Anyone from Hamilton?" Her full attention was on him now and it was hard not to get pulled into the depths of her liquid brown eyes. "Our client list is confidential." "Did you work for Lin-Manuel Miranda?" She tipped her head back and gave the kind of groan he'd only ever heard from a woman between the sheets. "What was he like? Tell me. No. Don't tell me. We're in public and I can't be responsible for what might happen if you do." His mouth opened but no words came out. He'd convinced himself there was no chemistry between them. But now, with her face only inches away, he was almost overwhelmed with the desire to taste the curve of her lips. "C'mon, Jay." She leaned close, the gold flecks in her eyes sparkling, her voice a husky purr that he felt as a throb in his groin. Had he ever met a woman with eyelashes so long? He could swear that every time she blinked, they swept over her cheeks. "Just one name," she pleaded. "One itty-bitty little name for me to fantasize about when I'm alone in bed tonight." She ran her tongue over her bottom lip, slow and sensual. "Or even better, an introduction. I'll make it worth your while." Jay swallowed hard, loosened his collar. Need, tightly controlled, began to unravel. He knew he shouldn't ask, but the words came out just the same. "What do you mean worth my while?" "What do you want, Jay?" Her breath whispered against his cheek. "What is your greatest desire? World domination? Ten glamor models in a limo? Your own island? An endless supply of samosas? Six blue silk ties? A perfectly balanced set of accounts? A night of hot sex, no strings attached...?

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

I have offered solutions to leaders who feel they are not getting any buy-in from their team. Many times, it is because the leaders have the strategy in their heads but have failed to effectively communicate it to their team. In other words, they were sitting in the front of the canoe paddling, while their family or team sat behind them—with no paddles, clear vision, or even an idea of their destination. It’s essential to have a confidential inner circle of mentors and friends that you can confide in. And, it is equally as important that you are open and prepared to listen to them when they offer you feedback. They will offer you sound advice without expecting anything but your success in return. Your willingness to listen and embrace their ideas during these opportunities is crucial to your progress.

We’re not on a broadcast show. I actually want you to be honest. If I had to cut one member of Team Two today, who would it be?

Later that week, on the plane home, Ross wrote me a scathing eleven-page confidential report. He called my "$2 billion by 2020" vision "statistically impossible" and "ridiculous," and listed my blind spots as a leader. "Charity: water is a shop of 15 people, but a team of exactly one. You," Ross wrote. "You control everything, You even run everything. You are the product design guy. The merchandising guy. The fundraising guy. The message guy. Probably even the check-signing guy ... Metaphorically, if you're still in the club biz, you can either be the bartender or running the show ... You can't mix the drinks and run the whole club." Ross said I needed to start thinking like a CEO, which meant grow up, stop worrying about day-to-day details, and start focusing on big-picture, multi-year goals. "Whether history records you as a success or failure," Ross warned, "will depend on whether you can shift from living in today to living in tomorrow." It was some of the best advice I'd ever gotten. p221

A consultant I once worked for was renowned for his warmth and kindness. (..) A colleague told me, confidentially, that this same consultant was also in charge of a ward located in another hospital where patients were bound in restraints, force-fed and abused by a team of sadistic nurses. (..) Was the kindly consultant for whom I had so much respect an authentic Jekyll and Hyde? I doubt I would have remembered this story—it still sounds to me like an urban legend—were it not for the fact that I had had first-hand experience of equally odd characters and situations in other hospital settings.

Here are some examples of behaviors that show integrity: -Follow all rules that are set for you and the ones you are expecting your team to follow -Follow through on promises -If you can't follow through on a commitment, let the person know why -Own and admit mistakes -Address sub-par performance in a timely manner (in yourself and others) -Recognize outstanding behavior in a timely manner -Hold all employees to the same standards -Treat everyone fairly, with a high level of respect -Communicate in a clear and respectful manner -Do not gossip or spread rumors--stop them if you hear them -Never place blame on others for something you did -Keep confidential information confidential--do not betray someone's trust -Deal with problems head-on--avoid trying to circumvent or using back channels -Be an advocate for respectful communication and treatment and address unacceptable behavior immediately -Provide facts--do not speculate without all of the information -Be a team player -Avoid getting dragged into company politics -Speak well about your co-workers and company and if you have concrete concerns, address through proper channels

This second search of the Death Eater’s residence does not seem to have yielded any results. Arthur Weasley of the Office for the Detection and Confiscation of Counterfeit Defensive Spells and Protective Objects said that his team had been acting upon a confidential tip-off.

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