Core Team Quotes

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I'm not Team Gale or Team Peeta. I'm Team Katniss...the core story in the Hunger Games trilogy has less to do with who Katniss ends up with and more to do with who she is - because sometimes, in books and in life, it's not about the romance. Sometimes, it's about the girl.
Jennifer Lynn Barnes (The Girl Who Was on Fire: Your Favorite Authors on Suzanne Collins' Hunger Games Trilogy)
Starting over can be the scariest thing in the entire world, whether it’s leaving a lover, a school, a team, a friend or anything else that feels like a core part of our identity but when your gut is telling you that something here isn’t right or feels unsafe, I really want you to listen and trust in that voice.
Jennifer Elisabeth (Born Ready: Unleash Your Inner Dream Girl)
Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?
Stan Slap
If we expect people to live the core values of an organization, we have to be able to tell them what those values look like in action.
Simon Sinek (Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team)
Protect and preserve your core customers," he [Jim Sinegal, cofounder and CEO of Costco] told our marketing team when I invited him to speak to us. "The cost of losing your core customers and trying to get them back during a down economy will be much greater than the cost of investing in them and trying to keep them.
Howard Schultz (Onward: How Starbucks Fought for Its Life without Losing Its Soul)
He shakes his head. “I’m sorry, but the official Home Office superhero team is going to have to conform to public expectations of what a superhero team should look like, or it’s not really going to work terribly well. There’s room for one person of color, one female or LGBT, and one disability in a core team of four – if you push it beyond that ratio it’ll lose credibility with the crucial sixteen to twenty-four male target demographic, by deviating too far from their expectations. Remember, reasonable people who acquire superpowers are not our target. This is a propaganda operation aimed at the unreasonable ones: disturbed hero-worshiping nerd-bigots who, if they accidentally acquire superpowers, will go on a Macht Recht spree unless they’re held in check by firm guidance and a role model to channel them in less destructive directions.
Charles Stross (The Annihilation Score (Laundry Files, #6))
To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.
Stan Slap
Focus: Challenges, the Big 3, Clustering Relationships: Circles, Head-to-Heads, Core Team Energy: Whole-Life Plannin, Pruning Stimuli: Study Plan, Notation, Purposeful Experience Hours: Idea Time, Unnecessary Creating
Todd Henry (The Accidental Creative: How to Be Brilliant at a Moment's Notice)
For an agile project, the ensemble includes core team members, customers, suppliers, executives, and other participants who interact with each other in various ways. It is these interactions, and the tacit and explicit information exchanges that occur within them, that project management practices need to facilitate.
Jim Highsmith (Agile Project Management: Creating Innovative Products (Agile Software Development Series))
Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.
Andy Stanley (Next Generation Leader: 5 Essentials for Those Who Will Shape the Future)
Far too often, we also find that a core reason for a loss is that is wasn’t the right client and/or the right opportunity for the sales team to pursue.
Peter Bourke (UnSelling: Sell Less ... To Win More)
At the core of healthy team relationships is trust and respect.
Jim Highsmith (Agile Project Management: Creating Innovative Products (Agile Software Development Series))
Two people have to love and respect each other to make a good team, at least in marriage. They have to be committed down to their cores in order to survive the ups and downs of life.
Linda Francis Lee (The Ex-Debutante)
I believe you have inside you a core genius… some one thing that you love to do, and do so well, that you hardly feel like doing anything else. It’s effortless for you and a whole lot of fun. And if you could make money doing it, you’d make it your lifetime’s work. Successful people believe this, too. That’s why they put their core genius first. They focus on it—and delegate everything else to other people on their team.
Steve Scott (Internet Lifestyle Productivity)
Your mission statement, vision statement, core values, and service standards provide a clear focus for all while keeping your team humble and hungry. It creates that family environment in which your employees enjoy coming to work and dealing with the challenges they face each day.
Amber Hurdle (The Bombshell Business Woman: How to Become a Bold, Brave, and Successful Female Entrepreneur)
This woman controls my heartbeats. Every love lyric I sing each night is made for her. Every melody chases her heartbeat, and every chorus begs for her love. It has been brought to my attention that a few people on my management team have chosen to approach the love of my life and tell her that she wasn't good for my image. Due to her looks and the past she had no say in creating, they said she wasn't good enough. It's true, we grew up in the same town, but that didn't mean our home lives were built on the same steady foundation. I was blessed enough to never know struggle. This girl had to fight tooth and nail for everything she was given. She sacrificed her own youth, because she didn't want her little sister to go into the foster system. She gave up love, in order for me to go chase my dreams. She gives and gives in order to make others happy, because that's the person she is. She's the most beautiful human being alive, and for anyone--especially people who are supposed to be in my corner--to say differently disgusts me to my core. I am not a robot. I hurt, I ache, I love, and I cry. And it breaks me to live in a world where I have to be afraid of showing who I really am in order to gain followers. So if you don't like this fact--that I am not single and that I am hopelessly in love--then that's fine. If I lose fans over this, I'm okay with that. I will make every sacrifice in the world from this point on in order to give my love fully to the woman who has given more than she ever should've had to give. I love you, Haze. From the new moon to the fullest. From now until forever.
Brittainy C. Cherry (The Wreckage of Us)
Techniques for making decision: - Fill in the gaps (Discuss with domain experts) - Have a Go-To Team (Team that understands you and are aligned with your core values) - Pull in the stake holders - Visualize what your world would look like with that decision - Take emotions out of the decision (Take time if needed) - Think in advance about the worst case scenario - Mitigate the risk of worst case scenario
Fran Hauser (The Myth of the Nice Girl: Achieving a Career You Love Without Becoming a Person You Hate)
First and most important, our culture was a reflection of the man we served. Obama is at his core a really chill guy and I mean that in the most presidential way. He is a nice guy who expects his team to be nice to one another. This trait comes from how he was brought up. Obama may have been born in Hawaii, but he is “Midwestern Nice,” which comes from his grandparents and their Kansas roots. He engendered loyalty to him and our cause by being loyal to his team. There were many times in the campaign where people, including some of our top donors, wanted the lot of us fired and replaced by people with more “DC experience,” and every time, Obama stood by his team. We didn’t know if we were going to win or lose, but we were going to do it together. If the person at the top of any organization does not reflect the values you want in the culture of that organization, it won’t work.
Dan Pfeiffer (Yes We (Still) Can: Politics in the Age of Obama, Twitter, and Trump)
What I know now is that I would be a different person, or at the least a better version of myself, more rounded, more fulfilled, more in touch with myself and everyone around me. In so many ways, theater teaches the opposite of what I learned in sports, in which the model is that there is no self, no emotional landscape or core. Team sport is all about grit and team, about submerging self. To look within, to feel or imagine, is not encouraged. At the time, I couldn’t conceive of myself being up onstage.
Michael Sokolove (Drama High: The Incredible True Story of a Brilliant Teacher, a Struggling Town, and the Magic of Theater)
The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.
Harvard Business School Press (HBR's 10 Must Reads on Innovation (with featured article "The Discipline of Innovation," by Peter F. Drucker))
People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.” To explain this peculiar phenomenon, Jost’s team developed a theory of system justification. Its core idea is that people are motivated to rationalize the status quo as legitimate—even if it goes directly against their interests. In one study, they tracked Democratic and Republican voters before the 2000 U.S. presidential election. When George W. Bush gained in the polls, Republicans rated him as more desirable, but so did Democrats, who were already preparing justifications for the anticipated status quo. The same happened when Al Gore’s likelihood of success increased: Both Republicans and Democrats judged him more favorably. Regardless of political ideologies, when a candidate seemed destined to win, people liked him more. When his odds dropped, they liked him less. Justifying the default system serves a soothing function. It’s an emotional painkiller: If the world is supposed to be this way, we don’t need to be dissatisfied with it. But acquiescence also robs us of the moral outrage to stand against injustice and the creative will to consider alternative ways that the world could work.
Adam M. Grant (Originals: How Nonconformists Move the World)
The greatest teams I have worked with over the years were all structured with a few remarkable exceptions to the rules. During my years serving on the board of sweetgreen, a chain of locally sourced seasonal-food kitchens, I was struck by how well the company’s three cofounders, Jonathan, Nic, and Nate, functioned as tri-CEOs. When I first joined the board, many of my peers told me “Good luck—that is nuts!” But the three of them had transformed the traditional CEO role to uniquely serve the company. They divided and conquered most functions in the business but shared the same core values and intuitively knew which decisions could be made by any of them, only one of them, or required all of them. “I feel like we’re pretty lucky because we can share the responsibility of taking action. It’s not just one person’s job to figure something out. It’s not just one person that has all of the weight on their shoulders,” Jonathan told me when I asked him about the arrangement. Nic added,
Scott Belsky (The Messy Middle: Finding Your Way Through the Hardest and Most Crucial Part of Any Bold Venture)
SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-
Chris Voss (Never Split the Difference: Negotiating As If Your Life Depended On It)
Professor Napier and his colleague Victor Clube, formerly dean of the Astrophysics Department at Oxford University, go so far as to describe the 'unique complex of debris' within the Taurid stream as 'the greatest collision hazard facing the earth at the present time.' Coordination of their findings with those of Allen West, Jim Kennett, and Richard Firestone, as led both teams--the geophysicists and the astronomers--to conclude that it was very likely objects from the then much younger Taurid meteor stream that hit the earth around 12,800 years ago and caused the onset of the Younger Dryas. These objects, orders of magnitude larger than the one that exploded over Tunguska, contained extraterrestrial platinum, and what the evidence from the Greenland ice cores seems to indicate is an epoch of 21 years in which the earth was hit every year, with the bombardments increasing annually in intensity until the fourteenth year, when they peaked and then began to decline before ceasing in the twenty-first year.
Graham Hancock (America Before: The Key to Earth's Lost Civilization)
Eric Harris wanted a prom date. Eric was a senior, about to leave Columbine High School forever. He was not about to be left out of the prime social event of his life. He really wanted a date. Dates were not generally a problem. Eric was a brain, but an uncommon subcategory: cool brain. He smoked, he drank, he dated. He got invited to parties. He got high. He worked his look hard: military chic hair— short and spiked with plenty of product—plus black T-shirts and baggy cargo pants. He blasted hard-core German industrial rock from his Honda. He enjoyed firing off bottle rockets and road-tripping to Wyoming to replenish the stash. He broke the rules, tagged himself with the nickname Reb, but did his homework and earned himself a slew of A’s. He shot cool videos and got them airplay on the closed-circuit system at school. And he got chicks. Lots and lots of chicks. On the ultimate high school scorecard, Eric outscored much of the football team. He was a little charmer. He walked right up to hotties at the mall. He won them over with quick wit, dazzling dimples, and a disarming smile. His Blackjack Pizza job offered a
Dave Cullen (Columbine)
1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.
Josh Kaufman (The Personal MBA: Master the Art of Business)
Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.
Will Larson (An Elegant Puzzle: Systems of Engineering Management)
WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.
Marc Lewis (The Biology of Desire: Why Addiction Is Not a Disease)
Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.
Nelson Searcy (Launch: Starting a New Church from Scratch)
The ending of war, the resolution of poverty, the creation of a material abundance unseen in history to meet human needs, the removal of most crime as we know it, the empowerment of true personal freedom through the removal of pointless and/or monotonous labor, and the resolution of many environmental threats, are but a few of the calculated possibilities we have when we take our technical reality into account. However, again, these possibilities are not only largely unrecognized, they are also literally restricted by the current social order for the implementation of such problem solving efficiency and prosperity stands in direct opposition to the very mechanics of how our current social system is operating at the core level.
Tzm Team (The Zeitgeist Movement Defined: Realizing a New Train of Thought)
Owen Owens Field embodies the name of the team that calls it home. It's Spartan to the core.
Neil Hayes (When the Game Stands Tall, Special Movie Edition: The Story of the De La Salle Spartans and Football's Longest Winning Streak)
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.
O'Reilly Radar Team (Big Data Now: Current Perspectives from O'Reilly Radar)
But at its core, Instagram is an example of an enterprising team — conversant in psychology as much as technology — that unleashed a habit-forming product on users who subsequently made it a part of their daily routines.
Nir Eyal (Hooked: How to Build Habit-Forming Products)
there was one “meta” ability that emerged: self-awareness. Chief executives need this ability to assess their own strengths and weaknesses, and so surround themselves with a team of people whose strengths in those core abilities complement their own.
Daniel Goleman (Focus: The Hidden Driver of Excellence)
Hillary had secretly tapped Lissa Muscatine months earlier to develop a memo that would serve as the blueprint for the convention speech and her general-election messaging. First and foremost, the goal of the speech was to illustrate Hillary’s deep contrasts with Donald Trump. Given her own poor approval ratings, her top priority was to disqualify Trump in the minds of voters. She and her team presumed that if Americans believed Trump was unqualified for the presidency, she would win by default. Her team thought of the core of her argument as three hinges: unity versus division; an economy for everyone versus Trump being in it for himself; and her steadiness versus the risk of Trump.
Jonathan Allen (Shattered: Inside Hillary Clinton's Doomed Campaign)
Whether we are Republicans or Democrats, the ultimate goal should be holding our leaders to the positions and objectives that best fit our aims for a better society. People are dug into their own corners. Right and left. Blue and red. We’re more separated now than ever before, and the gap only continues to widen as technology allows us to create more and more ponds where only like-minded fish can swim: the cable news we watch, the websites we gravitate to, the people and groups we follow (and block!) on social media. The idea of a Democrat and a Republican sitting across from each other for a balanced, or even civil, discussion almost sounds impossible anymore. Perhaps the first step in that direction is to start holding our own party accountable. We may demonize the other side a little less once we start looking at our own team with a more honest eye and realize we’re not perfect either. Before I could admit (shudder) that the other side had any good ideas that might advance my core values, I first had to accept the fact that my side sometimes has some bad ones. That alone could be a big step toward both sides truly working together and unraveling some of the issues that both want resolved. Issues that are at the core of who we truly are beyond classifications and political tags.
Gianno Caldwell (Taken for Granted: How Conservatism Can Win Back the Americans That Liberalism Failed)
IT needs to be freed from its silo and become an integral part of the organization, typically as a multidisciplinary team focused on delivering benefits to the business - one of the core principles of Devops.
Andrew Phillips (The IT Manager's Guide to Continuous Delivery: Delivering Software in Days)
What a company builds (SVP, Product), how it builds it (SVP, Engineering), how that eventual product is operationally run (COO), and what other companies it buys (Corp Dev): those are the core functions of any large tech company, and the people from the Ads team we met during forty-eight busy hours in 2011 would, by 2015, be that core leadership of Twitter.
Antonio García Martínez (Chaos Monkeys: Obscene Fortune and Random Failure in Silicon Valley)
In the classic book How Will You Measure Your Life?, co-authors Clayton M. Christensen, James Allworth, and Karen Dillon frame the issue in starker terms, pointing out that it is easier to stay true to your principles 100 percent of the time than it is to hold steady 98 percent of the time. According to the authors, your personal moral line is powerful because you do not cross it. But once you do, no matter your justifications, you are more likely to do it again.7 In other words, do the right thing because it’s the right thing. That’s especially challenging in emerging organizations where people are under pressure to rapidly grow the business. But when delivering a CPE is your focus, it is easy to see why doing the right thing is so important. Operating with integrity depends on the entire team, so the actions of each person matter. Every person faces situations where they need to put customers’ or colleagues’ interests ahead of their own, and their decisions reflect the organization’s core values. What do your choices — and your team’s choices — say about your values?
Brian de Haaff (Lovability: How to Build a Business That People Love and Be Happy Doing It)
In the lean enterprise, Sales and Production Scheduling are core members of the product team, in a position to plan the sales campaign as the product design is being developed and to sell with a clear eye to the capabilities of the production system so that both orders and the product can flow smoothly from sale to delivery.
James P. Womack (Lean Thinking: Banish Waste And Create Wealth In Your Corporation)
Think back to the Apollo 13 story. The astronauts and engineers had spent years planning for the launch. They had built a core team inspired by the vision of another flight to the moon. Despite all of that planning, they hit that gut-wrenching moment and said the famous words "Houston we have a problem.
John Spencer and A.J. Juliani
If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.
Will Dean (It Takes a Tribe: Building the Tough Mudder Movement)
Chris discovered malware on Raider, the most important server in the whole system. Raider was the server that all the other servers backed up their data through. Any malicious entity that gained access to Raider essentially had the keys to our whole digital kingdom. When Chris discovered malware still running on it, the team was shocked. They thought Raider had been taken off the network when the DNC remediated the hacking, but there it was still trying to make connections to servers in a foreign country. With the discovery of malware on Raider, the team realized the scope of this attack might be much larger than predicted, placing the core of the DNC’s systems at risk. Heather flew to DC and worked alongside the Hacker House crew for the first time.
Donna Brazile (Hacks: The Inside Story of the Break-ins and Breakdowns That Put Donald Trump in the White House)
The best product teams I know have already moved past how most teams practice these methods—leveraging the core principles of Lean and Agile, but raising the bar on what they're trying to achieve and how they work.
Marty Cagan (INSPIRED: How to Create Tech Products Customers Love)
As she screams her words, she slaps me like the worldchampion surf lifesaver she is, with full hip rotation and follow-through. Magnificent core strength. Textbook technique. Open hand to cheekbone, cheek, and jaw. Nope, she couldn’t have hit me better. Ten out of ten, say the judges. The crowd cheers. Deuce, no make that game to Chelsea. The nose—that’s where I feel it. It’s just like at the beach when a dumping wave strikes with the power of Aquaman, causing salt water to dance, prance, and gurgle in and out of the nostrils. I feel the pressure of that slap like that wave is holding me down for seconds and seconds. I see this weird combination of circling stars. Under pressure such as this, my core values are wobbling. I could whack her right across the chops. I’m livid. That’s how I feel. In my eyes, she’s a piece of shit right at this point. A fake. A liar. A fucking pretender. I always knew she was hiding something. She was always too damn good to be true. That’s why she does so much for the community: because she’s rotten to the core. No. I fucking love her way more than I can cope with. Jerome Kremers, book 2, TEAM PURSUIT.
Sally Carbon (Team Pursuit)
On May 10th, the temperature and radioactive emissions from inside the reactor started to fall. By the 11th, days after the water finished draining, a team of technicians ventured into the sub-levels of the plant, bored a hole through a wall below the core and poked a radiometer through. It confirmed their worst fears: the molten core had cracked the reactor’s concrete foundations and at least partially poured into the basement. There was now next to nothing stopping it from breaking through the foundations of the building itself and reaching the water table below. A better and more permanent solution than injecting liquid nitrogen from the surface was required.
Andrew Leatherbarrow (Chernobyl 01:23:40: The Incredible True Story of the World's Worst Nuclear Disaster)
the inherently risky nature of innovation means that companies can’t reward innovation efforts the way they reward core activities: an innovation team can do the exact right things and still fail, or succeed in spite of doing the exact wrong things. Worse, remember that when it comes to innovation, perceived failure is often an important step toward ultimate success. A seminal study in the mid-1980s found that that many new product “failures” were critical milestones that often presaged future successes. Typically, valuable insights came in the form of direct feedback about the viability of technology, consumer acceptance of features and pricing, and how to target new consumer segments and geographic markets.
Scott D. Anthony (The Little Black Book of Innovation: How It Works, How to Do It)
THE BEST PLACES TO WORK HAVE IT. THE HIGHEST-PERFORMING teams benefit from it. Because of it, individuals thrive professionally and personally—and teams and organizations flourish in our new economy. The “it” I’m referring to? The climate of your workplace. The feeling. The mood. “It” is the chemistry of how you, your team, and your organization work together. The way your workplace “feels” has a tremendous influence on people’s experience, morale, and performance. People thrive in a climate where they feel valued, where they know their contributions are meaningful, and where their core values are closely aligned with the values and character of their employer. Where they don’t feel valued, meaningful, and aligned . . . they just do their jobs. And today, in a world where opportunities to stand out are everywhere and the next killer idea can come from anywhere, “just doing our jobs” isn’t good enough.
Shawn Murphy (The Optimistic Workplace: Creating an Environment That Energizes Everyone)
Flexible organizational structures, in which teams across functions or disciplines organize around solutions, can facilitate good connections. Media conglomerate Publicis has “holistic communication” teams, which combine people across its ad agencies (Saatchi & Saatchi, Leo Burnett, Publicis Worldwide, and so on) and technology groups to focus on customers and brands. Novartis has organized around diseases, with R&D more closely connected to markets and customers; this has helped the company introduce pathbreaking innovations faster, such as its cancer drug Gleevec. The success of Seagate’s companywide Factory of the Future team at introducing seemingly miraculous process innovations led to widespread use of its core-teams model.
Harvard Business School Press (HBR's 10 Must Reads on Innovation (with featured article "The Discipline of Innovation," by Peter F. Drucker))
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True leaders don't look at just the outward appearances in the selection of team members, they look at one's core values and heart.
Farshad Asl
As I build new teams in the future, I will not pursue uniformity in thought process, giftedness, race, or specific religious denomination. In fact, I will pursue diversity in these areas with a vengeance. But I will make sure that each person walking in the door of any organization I lead is a huge fan of our core goals and values. It will make all the difference in the world.
Phil Vischer (Me, Myself, and Bob: A True Story About Dreams, God, and Talking Vegetables)
Diversity, Equal Opportunity, and Success are Core Principals Driving the Mission of the Green Card Organization of the United States of America The Green Card Organization is a reputable institution that provides a service for individuals who have a desire to immigrate by implementing a wide variety of services from basic to the most complex. The Green Card Organization can ensure error-free applications by assisting any individual who requires additional aid to simplify the process and guarantee a complete and accurate submission. Plenty of legal procedures are made easier, and by working with the Green Card Organization, their specialized services can fit the need of any client. The Green Card Organization provides expertise on the Diversity Visa (DV) lottery program. This program can be difficult to complete without error, as over 40% of applicants that are self-handled are disqualified due to inaccurate information. This lottery allows only one submission per year, and the Green Card Organization believes their assistance will guarantee qualification and the possibility of obtaining a Green card. “For everyone the process of receiving a Green card is different, however when that amazing moment comes that you will receive confirmation, we will be here to help. Time is of the essence when it comes to the process of a successful Green card applicant, it is important to go through the immigration process according to the timeline and correctly. Delays in the process can result in termination. Here at our organization, we will make sure that everything happens quickly and correctly for you. Our team of immigration experts will keep everything on track and assist you with all the necessary procedures. We provide personalized services and will make sure that no opportunity is missed to help each and every one of our clients achieve their goal. Your success is our success!” The Green Card Organization website provides important immigration information, such as different ways to obtain a Green card. The Green Card Organization explains that one of the most common ways to receive a Green card is through the sponsorship of a family member. The family member must be a U.S. citizen, or a Green card holder themselves. Additional details describe instances on who is permitted to apply for a Green card so the client is able to make certain they are eligible. Another way the Green Card Organization explains how to obtain a Green card is through a job, meaning their professional background and/or business dealings. An employer can petition for an employee to get a Green card, but they first must obtain a labor certification and file Form I-140, known as the Immigrant Petition for Alien Worker. Other individuals who deal in American Investments may apply for the Green card if they have sizeable assets in the United States. Any individual can self-petition and apply for a Green card without a labor certification as long as they are able to prove that they considerably contribute to the American workforce. The Green Card Organization provides a list of special jobs regarding professionals who are permitted to apply for a Green card with Form I-360, known as the Petition of Amerasian, Widow(er), or Special Immigrant.
Green Card Organization
31. Humility Is Everything This chapter is about remembering your manners when things start rolling your way - as they surely will now that you are learning so many of these life secrets! It’s very tempting, when we experience a little bit of success, to think that our good fortune is down to our skill, our brilliance or our good nature. That might be a part of it, of course, but the truth is that every successful person has had great help and support from others. And the really successful person also has the humility to acknowledge that. When you clam too much credit for yourself, or you shout too loudly of your success, you give people a really good reason to talk against you. No one likes a boaster. And real success has humility at its core. I’ve been super lucky to have met some of the most successful sports stars on the planet. And you know what’s interesting about the most successful sportsmen and women? The more successful they are, so often the more humble they are. Listen to how Roger Federer or Rafael Nadal talk about their success. Even as the number-one tennis players in the world, they continually acknowledge their family, their coach, their team, even their opponents, as incredible people. And it makes us like them even more! I guess it’s because big-heads don’t get our admiration, even if they are incredibly successful. Why is that? Maybe it is because we know, deep down, that none of us gets very far on our own, and if someone says they have done it all alone, we don’t really believe them. Take a look at one of the greatest inventors to have ever lived, Sir Isaac Newton. In a letter to his great rival Robert Hooke, he wrote that his work on the theory of gravity had only been possible because of the scholarship of those who had gone before him. ‘If I have seen a little further,’ he wrote, ‘it is by standing on the shoulders of giants.’ I instantly admire him even more for saying that. You see, all great men and women stand on mighty shoulders. And that means you, too. Never forget that.
Bear Grylls (A Survival Guide for Life: How to Achieve Your Goals, Thrive in Adversity, and Grow in Character)
Nevertheless, these relationships are core to your job. They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively.
Kim Malone Scott (Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity)
Looking back, a big reason we hit our goal early was that we decided to invest our time, money, and resources into three key areas: customer service (which would build our brand and drive word of mouth), culture (which would lead to the formation of our core values), and employee training and development (which would eventually lead to the creation of our Pipeline Team).
Tony Hsieh (Delivering Happiness: A Path to Profits, Passion, and Purpose)
Do not be tempted to think, like many leaders, that you can keep piling on the initiatives and still maintain your team’s focus. You may find yourself in the middle of the “Ship is Adrift” syndrome (Adherence Enemy #1). Instead, consider automating, streamlining or outsourcing areas that are not core to your team’s operation.
Lee Colan (Sticking to It: The Art of Adherence)
I was extremely impressed with how MS approached the Test captaincy. His maturity, balanced approach, game awareness and understanding of the psyche of his teammates helped get the best out of everyone. What stood out was the way he handled the senior players under him—Sachin, Rahul, Viru, Bhajji, Zak and I. We were all leaders within the group. We were self-motivated and took a lot of pride in our performance, and he enabled us. His man-management was outstanding, his self-belief refreshingly reassuring. I never got the impression that he was insecure or that he looked over his shoulder because there were so many seniors in the team. MS was non-interfering when it came to the established core group, but he invited suggestions from all of us. Whether he took those suggestions on board or not was not important. But he did hear everyone out before making his decision. The buck stopped with him, but by involving us in the process, he sent out a strong message of inclusiveness. If MS had been insecure and had not sought us out, there was every possibility that we might have gone about our business, not knowing if the skipper even wanted our inputs.
V.V.S. Laxman (281 and Beyond)
Nissan Dealer Chicago Continental Nissan is one of the most respected and trustworthy Nissan dealers in Countryside and the surrounding area. We proudly serve the western suburbs and the entire Chicagoland area, including our closest neighbors in Orland Park, Berwyn, and Cicero. In over three decades of service to our friends and your families, we have worked hard to bring an approach to the automotive business that reflects our core values of hard work and honesty. All of the members of the Continental Nissan team are taught from the first day they join us to make every experience a customer has with us the best part of their day. It doesn’t matter if you are looking for genuine Nissan OEM parts or buying a new fleet of cars. We strive to bring the best customer service to every transaction.
Continental Nissan
Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
In order to set your team up for success as it scales, it’s important to consider what the core product and design principles for your organization are — and articulate them clearly so everyone in the team understands them and can apply them in their work.
Richard Banfield (Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams)
symbols onto the surface of the stainless steel table. Her eyes are half-closed, deep shadows bruising the skin beneath, and her black hair is dull and unwashed, scraped back into a messy knot. She’s exhausted, clearly. But he wouldn’t call her traumatized. Sipping his coffee, FBI Special Agent Victor Hanoverian studies the girl and waits for his team members to arrive. At least his partner, anyway. The third core member of their team is at the hospital
Dot Hutchison (The Butterfly Garden (The Collector, #1))
Your job as a leadership team is to establish your organization’s core focus and not to let anything distract you from that.
Gino Wickman (Traction: Get a Grip on Your Business)
There are really only a handful of core processes that make any organization function. Systemizing involves clearly identifying what those core processes are and integrating them into a fully functioning machine. You will have a human resource process, a marketing process, a sales process, an operating process, a customer-retention process, an accounting process, and so on. These must all work together in harmony, and the methods you use should be crystal clear to everyone at all levels of the organization. The first step is to agree as a leadership team on what these processes are and then to give them a name. This is your company’s Way of doing business. Once you all agree on your Way, you will simplify, apply technology to, document, and fine-tune these core processes. In doing so, you will realize tremendous efficiencies, eliminate mistakes, and make it easier for managers to manage and for you to increase your profitability.
Gino Wickman (Traction: Get a Grip on Your Business)
One of the early tasks facing founders at the formation stage of the startup is deciding the equity ownership split between multiple co-founders. Many teams are tempted to divide the company ownership into equal parts—that is, two founders equals a 50/ 50 ownership split or three founders results in a 33.3% share for each founder. Other situations demand a more thoughtful approach. For example, one founder might be bringing the core technology and associated expertise to the startup and would therefore request a larger equity stake. Regardless of your equity split decision, once all the co-founders reach an agreement, log the equity split in the cap table. The “Founders’ Round” section below walks through this beginning entry.
Stephen R. Poland (Founder’s Pocket Guide: Cap Tables)
Ad – Add               Ail – Ale               Air – Heir               Are - R               Ate - Eight               Aye - Eye - I                 B                            B – Be - Bee               Base - Bass               Bi – Buy - By – Bye               Bite - Byte               Boar - Bore               Board - Bored                 C               C – Sea - See               Capital – Capitol               Chord – Cord               Coarse - Course               Core - Corps               Creak – Creek               Cue – Q - Queue                 D               Dam - Damn               Dawg – Dog               Days – Daze               Dew – Do – Due               Die – Dye               Dual - Duel                 E               Earn – Urn               Elicit – Illicit               Elude - Illude               Ex – X                 F               Fat – Phat               Faze - Phase               Feat - Feet               Find – Fined               Flea – Flee               Forth - Fourth                 G               Gait – Gate               Genes – Jeans               Gnawed - Nod               Grate – Great                 H               Hair - Hare               Heal - Heel               Hear - Here               Heard - Herd               Hi - High               Higher – Hire               Hoarse - Horse               Hour - Our                 I               Idle - Idol               Ill – Ill               In – Inn               Inc – Ink               IV – Ivy                 J               Juggler - Jugular                 K               Knead - Need               Knew - New               Knight - Night               Knot – Naught - Not               Know - No               Knows - Nose                 L               Lead – Led               Lie - Lie               Light – Lite               Loan - Lone                 M               Mach – Mock               Made - Maid               Mane – Main               Meat - Meet               Might - Mite               Mouse - Mouth                 N               Naval - Navel               None - Nun                 O               Oar - Or – Ore               One - Won                 P               Paced – Paste               Pail – Pale                            Pair - Pear               Peace - Piece               Peak - Peek               Peer - Pier               Pray - Prey                 Q               Quarts - Quartz                 R               Rain - Reign               Rap - Wrap               Read - Red               Real - Reel               Right - Write               Ring - Wring                 S               Scene - Seen               Seas – Sees - Seize               Sole – Soul               Some - Sum               Son - Sun               Steal – Steel               Suite - Sweet                 T               T - Tee               Tail – Tale               Team – Teem               Their – There - They’re               Thyme - Time               To – Too - Two                 U               U - You                 V               Vale - Veil               Vain – Vane - Vein               Vary – Very               Verses - Versus                 W               Waive - Wave               Ware – Wear - Where               Wait - Weight               Waist - Waste               Which - Witch               Why – Y               Wood - Would                 X                 Y               Yoke - Yolk               Yore - Your – You’re                 Z
Gio Willimas (Hip Hop Rhyming Dictionary: The Extensive Hip Hop & Rap Rhyming Dictionary for Rappers, Mcs,Poets,Slam Artist and lyricists: Hip Hop & Rap Rhyming Dictionary And General Rhyming Dictionary)
Collaborative teacher teams should take the lead in determining interventions for students who have not learned essential core standards and English language.
Austin Buffum (Simplifying Response to Intervention: Four Essential Guiding Principles)
but with complementary skills and know-how for the core team (absolutely the founders) make certain to climb the ladder on the appropriate wall as you’re starting out—that is, identifying and targeting the right growing market add lots of value to your clients/customers through your product and services differentiate clearly what you do in comparison to your competitors, all the while remembering whom you and your team serve keep innovating Furthermore, if you are entrepreneurial, you need to craft and implement a strong marketing and distribution strategy, be a
Jason L. Ma (Young Leaders 3.0: Stories, Insights, and Tips for Next-Generation Achievers)
The responsibilities of each teacher team in the RTI process are as follows: • Clearly define essential student learning outcomes • Provide effective Tier 1 core instruction • Assess student learning and the effectiveness of instruction • Identify students in need of additional time and support • Take primary responsibility for Tier 2 supplemental interventions for students who have failed to master the team’s identified essential standards
Austin Buffum (Simplifying Response to Intervention: Four Essential Guiding Principles)
the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning
Austin Buffum (Simplifying Response to Intervention: Four Essential Guiding Principles)
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One of the most vexing dilemmas that stable corporations face when they seek to rekindle growth by launching new businesses is that their internal schools of experience have offered precious few courses in which managers could have learned how to launch new disruptive businesses. In many ways, the managers that corporate executives have come to trust the most because they have consistently delivered the needed results in the core businesses cannot be trusted to shepherd the creation of new growth. Human resources executives in this situation need to shoulder a major burden. They need to monitor where in the corporation’s schools of experience the needed courses might be created, and ensure that promising managers have the opportunity to be appropriately schooled before they are asked to take the helm of a new-growth business. When managers with the requisite education cannot be found internally, they need to ensure that the management team, as a balanced composite, has within it the requisite perspectives from the right schools of experience.
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth)
To me, a 51 percenter has five core emotional skills. I’ve learned that we need to hire employees with these skills if we’re to be champions at the team sport of hospitality. They are: Optimistic warmth (genuine kindness, thoughtfulness, and a sense that the glass is always at least half full) Intelligence (not just “smarts” but rather an insatiable curiosity to learn for the sake of learning) Work ethic (a natural tendency to do something as well as it can possibly be done) Empathy (an awareness of, care for, and connection to how others feel and how your actions make others feel) Self-awareness and integrity (an understanding of what makes you tick and a natural inclination to be accountable for doing the right thing with honesty and superb judgment)
Danny Meyer (Setting the Table: The Transforming Power of Hospitality in Business)
13 core principles of managing: 1. Make a personal connection first; everything else follows. 2. There is only one team rule. (Respect 90) 3. Freedom is empowering. 4. Never hold a team meeting in your home clubhouse. 5. Do not have a fine system. 6. Wear whatever you think makes you look hot. 7. Empower your coaches. 8. But don’t allow your coaches—or veterans—to be harsh on young players. 9. Question data with feel. 10. Pregame work is excessive. 11. Keep signs simple and to a minimum. 12. A lineup card is all a manager needs in the dugout. 13. Forget “The Book.” Making the first or third out at third base is okay.
Joe Maddon
A team of less than half a dozen people can change the culture of the whole organization and drive the business strategy. What's important is that the core team is retained and aligned to make sure that shareholder value is created,' says
Tamal Bandopadhyaya (A Bank for the Buck)
Self-organizing teams form the core of APM. They blend freedom and responsibility, flexibility and structure. In the face of inconsistency and ambiguity, the teams strive to consistently deliver on the product vision within the project constraints. Accomplishing this requires teams with a self-organizing structure and self-disciplined individual team members. Building this kind of team is the core of an agile project leader's job.
Jim Highsmith (Agile Project Management: Creating Innovative Products (Agile Software Development Series))
So our CORE PROPOSITION was: ‘This was an opportunity to acquire currently cutthroat competing businesses at distressed values where an immediate uplift in value would be derived from (a) the reduction in competition and (b) the synergies from joint purchasing, IT warehousing, and management.’ Seven warehouses would be reduced to three, two merchandising teams to one and two finance teams to one.
Bill Ferris (Inside Private Equity:Thrills, spills and lessons by the author of 'Nothing Ventured, Nothing Gained')
The modern general partnership (GP) needs a team of executives who can execute on the following seven core requirements: 1. RAINMAKING: A nose for new deals, and how to find them. 2. DEAL ANALYSIS AND EXECUTION: Ability to value a company and buy it for a sensible price on sensible terms, including arrangement of a sensible level of debt to support the acquisition structure. 3. IMPROVING THE PORTFOLIO COMPANY: Knowing how to help management make their companies great, not just good. 4. SELLING THE PORTFOLIO COMPANY: Recognising when it is time to sell and knowing how to achieve a fair price. 5. MANAGEMENT OF THE GP: Managing project teams, coaching junior staff and leading by example. 6. SERVICING THE INVESTORS: Not only with profits but also timely and accurate information and building strong relationships. 7. FUNDRAISING: Being able to present the case for why investors should entrust you to do a great job with their savings. Building this trust over many years is essential.
Bill Ferris (Inside Private Equity:Thrills, spills and lessons by the author of 'Nothing Ventured, Nothing Gained')
Principles and Practices The discovery of planful behavior in animals, robots, people, and organizations reveals that planning is a big, messy subject. As we shift from introductory definitions into the book’s core practical chapters, we’ll focus on planning for people. The aim is to help individuals and teams get better at the design of paths and goals. The plan is to build understanding, skills, and literacy by studying four principles and six practices.
Peter Morville (Planning for Everything: The Design of Paths and Goals)
So often, organizations get comfortable providing their core offerings and don’t consider what other products, services or partnerships could help them live their WHY.
Simon Sinek (Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team)
The task of wealth generation for the nation has to be woven around national competencies. The Technology Information, Forecasting and Assessment Council (TIFAC) task team has identified core areas that will spearhead our march towards becoming a knowledge society. The areas are: information technology, biotechnology, space technology, weather forecasting, disaster management, tele-medicine and tele-education, technologies utilizing traditional knowledge, service sector and infotainment which is the emerging area resulting from the convergence of information and entertainment.
A.P.J. Abdul Kalam (The Righteous Life: The Very Best of A.P.J. Abdul Kalam)
Find ways for people to shape their work and the company In addition to stripping leaders of the traditional tools of power and relying on facts to make decisions, we give Googlers uncommon freedom in shaping their own work and the company. Google isn’t the first to do so. For over sixty-five years, 3M has offered its employees 15 percent of their time to explore: “A core belief of 3M is that creativity needs freedom. That’s why, since about 1948, we’ve encouraged our employees to spend 15% of their working time on their own projects. To take our resources, to build up a unique team, and to follow their own insights in pursuit of problem-solving.”103 Post-it Notes famously came out of this program, as did a clever abrasive material, Trizact, which somehow sharpens itself as it’s used.
As a professional, a leader or an entrepreneur, there will be times in your career when you’ll be an outsider, either because you have changed sectors or jobs, or started a new business where full domain knowledge is not your core strength. Embrace this status, be a quick learner and an even sharper listener. ♦ Build a team that complements yet challenges you, and hones your skill sets, and get them aligned with the big picture sooner rather than later. ♦ I’m often asked about the keys to success as an outsider. The irony, I say, is that the raw material for any entrepreneur or leader to make an impact as an outsider comes from within. It’s a lesson I have learnt and relearnt every day in the two decades I spent in the media and entertainment business.
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As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.
Barry M. Katz (Make It New: A History of Silicon Valley Design (The MIT Press))
the best way to do that is to ask the smart creatives who form your core team, the ones who know the gospel and believe in it as much as you do. Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then
Eric Schmidt (How Google Works)
RIGHT PERSON, WRONG SEAT In this case, you have the right person (i.e., one who shares your core values), but he or she is truly not operating in his or her Unique Ability®. This person has been promoted to a seat that is too big, has outgrown a seat that is too small, or has been put in a position that does not utilize his or her Unique Ability®. Generally, this person is where he or she is because he or she has been around a long time, you like him or her, and he or she is a great addition to the team. Until now, you probably
Gino Wickman (Traction: Get a Grip on Your Business)
Personal Kanban (and by extension this book) is based on the principles and techniques of a management concept known as “Lean.” Lean is both a philosophy and a discipline which, at its core, increases access to information to ensure responsible decision making in the service of creating value. With increased access to information people feel more respected, teams are more motivated, and waste is reduced.
Jim Benson (Personal Kanban: Mapping Work | Navigating Life)
We could cite many cases of companies’ similar attempts to create new-growth platforms after the core business had matured. They follow an all-too-similar pattern. When the core business approaches maturity and investors demand new growth, executives develop seemingly sensible strategies to generate it. Although they invest aggressively, their plans fail to create the needed growth fast enough; investors hammer the stock; management is sacked; and Wall Street rewards the new executive team for simply restoring the status quo ante: a profitable but low-growth core business.4
Clayton M. Christensen (The Innovator's Solution: Creating and Sustaining Successful Growth)
The brilliant psychologist Larry Crabb wrote, “The core battle in everyone’s life is to relate well to God, to worship him, enjoy him, experience his presence, hear his voice, trust him in everything, always call him good, obey every command (even the hard ones), and hope in him when he seems to disappear.”8 Crabb concluded, “That’s the battle the community of God is called to enter in each other’s lives.”9 That’s a battle I cannot win alone. I need a community that is waging the same war to include me in the fight. None of us can win the battle alone, and God didn’t design us to win alone. We win the lifelong battle to stay encouraged and hold on to hope only as we join others who need our help to win their battles as well. A local Christian hero and statesman, Bryce Jessup, said the key to his whole life and his stellar twenty-five-year run as a college president boils down to one line: “Dream a dream and build a team.”10 I’d add only that a dream without a team is merely a wish. Who is on your team?
Ray Johnston (The Hope Quotient: Measure It. Raise It. You'll Never Be the Same.)
This book is divided into three parts. The first section focuses on how habits emerge within individual lives. It explores the neurology of habit formation, how to build new habits and change old ones, and the methods, for instance, that one ad man used to push toothbrushing from an obscure practice into a national obsession. It shows how Procter & Gamble turned a spray named Febreze into a billion-dollar business by taking advantage of consumers’ habitual urges, how Alcoholics Anonymous reforms lives by attacking habits at the core of addiction, and how coach Tony Dungy reversed the fortunes of the worst team in the National Football League by focusing on his players’ automatic reactions to subtle on-field cues.
Charles Duhigg (The Power Of Habit: Why We Do What We Do In Life And Business)
Meetings run best when there are clear rules or norms to follow. These are sometimes difficult to set at the start of the meeting. People may feel reluctant to speak up and suggest rules or there may be pressure to start discussing the agenda items.
Ingrid Bens (Facilitating with Ease! Core Skills for Facilitators, Team Leaders and Members, Managers, Consultants, and Trainers)
The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.
S. Ramadorai (The TCS Story ...and Beyond)
It should be remembered that the core assumptions of our current socioeconomic system developed during periods with substantially less scientific awareness of both our habitat and ourselves.
Tzm Team (The Zeitgeist Movement Defined: Realizing a New Train of Thought)
The CEO’s greatest influence on the company isn’t her contributions to the product, the strategy, or even getting the company funded. The CEO’s greatest contribution to the company is the wizardry required to hire a team that is going to be amazingly effective at executing the company’s strategy. Great CEOs hire teams that are far better than they have any right to expect. Put succinctly, a core competency for a CEO is to “date up.” This
Dan Shapiro (Hot Seat: The Startup CEO Guidebook)
We believe in four key things; quality of design, integrity of build, outstanding service and a passion for the products we produce. These are the core characteristics of our company that was started by a professional team with over 60 year’s experience in the industry.
Louis Mark
ADAPTAGILITY is the core responsibility of a leader, to ensure connection, collaboration, capacity, competence, and commitment, in High-Performance Teams
Tony Dovale - LifeMasters
1 Minute Wisdom for Thriving: In a world of uncertainty and constant change, the personal ability to adjust and change is becoming the constant. Personal #ADAPTAGILITY is the new vital mindset quality and core skill, required for ensuring greatest success in these tough and ever-changing times
Tony Dovale - LifeMasters
Her daughter Nicole had often joked with her, “If Daddy dies, and you would be nothing.” But during the past three years, sitting in the stands week after week had become a nightmare for her as she listened to the fans tear apart her husband and the teenagers who played for him with unrelenting venom, not caring one whit that she, the wife of the coach, was sitting within easy earshot. Sometimes she couldn’t stand it and had to move to one of the portals to get away from it all. “I don’t think they realize these are sixteen, seventeen, eighteen-year-old kids,” she once said. “I don’t think they realize these are coaches. They are men, they are not gods. They don’t realize it’s a game and they look at them like they’re professional football players. They are kids, high school kids, the sons of somebody, and they expect them to be perfect.” Yes, they did, and they had too much invested in it emotionally to ever change. Permian football had become too much a part of the town and too much a part of their own lives, as intrinsic and sacred a value as religion, as politics, as making money, as raising children. That was the nature of sports in a town like this. Football stood at the very core of what the town was about, not on the outskirts, not on the periphery. It had nothing to do with entertainment and everything to do with how people felt about themselves.
H.G. Bissinger (Friday Night Lights: A Town, a Team, and a Dream)
It was in this crucible that Murdock and his team reshaped the culture of O.C. Tanner. “We tweaked it,” he said. “We didn’t want to touch the core values—the integrity, the commitment to continuous improvement, the customer intimacy. Obert believed in truth, goodness, and beauty, and so did the rest of us. But we had to add some new values, like humility and learning. Those came from me because I didn’t know what to do.” Murdock also encouraged a level of debate that hadn’t gone on previously. “We got into a Hegelian dialectic. I wanted forces to clash so that synergy could emerge. Before, bad news would stay down, out of sight. I wanted a war of ideas, and no silos. Anyone could speak to anyone else.
Bo Burlingham (Small Giants: Companies That Choose to Be Great Instead of Big)
At its core, the concept of JTBD is straightforward: focus on people’s objectives independent of the means used to accomplish them. Through this lens, JTBD offers a structured way of understanding customer needs, helping to predict better how customers might act in the future. The framework provides a common unit of analysis for teams to focus on—the job to be done—and then offers a shared language for the whole team to understand value as perceived from the customer perspective.
Jim Kalbach (The Jobs To Be Done Playbook: Align Your Markets, Organization, and Strategy Around Customer Needs)
When I was at business school, I was taught that my job as a manager was to “maximize shareholder value.” In life, I learned that too much emphasis on shareholder value actually destroys value, as well as morale. Instead, I learned to focus first on staying centered myself, so that I could build real relationships with each of the people who worked for me. Only when I was centered and my relationships were strong could I fulfill my responsibilities as a manager to guide my team to achieve the best results. Shareholder value is the result. It’s not at the core, though.
Kim Malone Scott (Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity)
The core attribute of a productive team is so simple and obvious that we forget it — it’s like breathing, an act so essential that we forget we do it, though we can’t exist without it. A productive team knows itself. The team members know each other’s names, and they understand and appreciate each other’s respective strengths, weaknesses, and motivations. They are not strangers. With this essential understanding in place, and with practice, the humans in a healthy team effortlessly and without ego call on each other when they need help. They do not care who gets the credit for the work because they want the work to get done well by the most qualified humans with the best judgment.
Michael Lopp (The Art of Leadership: Small Things, Done Well)
I’ve already mentioned how the LeT raiders at Mumbai nested within the urban metabolism of the two megacities—Karachi and Mumbai—that formed the launching pad and target for their raid. They slipped out of Karachi under cover of the harbor’s dense maritime traffic, blended into the flow of local cargo and fishing fleets, then slipped into Mumbai by nesting within the illicit networks of smuggling, trade flow, and movement of people, exploiting the presence of informal settlements with little government presence (in effect, feral subdistricts) close to the urban core of the giant coastal city. Once ashore, the teams dispersed and blended into the flow of the city’s densest area as they moved toward diversionary targets (taxis, the railway station, a café, a hospital) that had been carefully selected precisely to disrupt the city’s flow, draw off Indian counterterrorism forces, and hamper an effective response, before they hit main targets that had been chosen for sustained local and international media effect.
David Kilcullen (Out of the Mountains: The Coming Age of the Urban Guerrilla)
Why is thinking so important? Because at its core, product teams are all about problem solving.
Marty Cagan (EMPOWERED: Ordinary People, Extraordinary Products (Silicon Valley Product Group))
the protocols themselves are not companies. They don’t have income statements, cash flows, or shareholders they report to. The creation of these foundations is intended to help the protocol by providing some level of structure and organization, but the protocol’s value does not depend on the foundation. Furthermore, as open-source software projects, anyone with the proper merits can join the protocol development team. These protocols have no need for the capital markets because they create self-reinforcing economic ecosystems. The more people use the protocol, the more valuable the native assets within it become, drawing more people to use the protocol, creating a self-reinforcing positive feedback loop. Often, core protocol developers will also work for a company that provides application(s) that use the protocol, and that is a way for the protocol developers to get paid over the long term. They can also benefit from holding the native asset since inception.
Chris Burniske (Cryptoassets: The Innovative Investor's Guide to Bitcoin and Beyond)
if you want to get the most out of your 168 hours, you need a work team and a home team, all focused on their core competencies, so you can focus on yours.
Laura Vanderkam (168 Hours: You Have More Time than You Think)
High standards are contagious. Bring a new person onto a high standards team, and they’ll quickly adapt. The opposite is also true. If low standards prevail, those too will quickly spread. And though exposure works well to teach high standards, I believe you can accelerate that rate of learning by articulating a few core principles of high standards, which I hope to share in this letter.
Jeff Bezos (Invent and Wander: The Collected Writings of Jeff Bezos)
What language and words are being spoken in your organizations? Are you and your team having the conversations that eventually lead to the results you are looking for?
Darius Mirshahzadeh (The Core Value Equation: A Framework to Drive Results, Create Limitless Scale and Win the War for Talent)
When you come down to it, alignment is about helping people understand what you want them to do. Most contributors will be motivated to ladder up to the top-line OKRs—assuming they know where to set the ladder. As our team got larger and more layered, we confronted new issues. One product manager was working on Premium, the enhanced subscription version of our app. Another focused on our API platform, to enable third parties like Fitbit to connect to MyFitnessPal and write data to it or applications on top of it. The third addressed our core login experience. All three had individual OKRs for what they hoped to accomplish—so far, so good. The problem was our shared engineering team, which got caught in the middle. The engineers weren’t aligned with the product managers’ objectives. They had their own infrastructure OKRs, to keep the plumbing going and the lights on. We assumed they could do it all—a big mistake. They got confused about what they should be working on, which could change without notice. (Sometimes it boiled down to which product manager yelled loudest.) As the engineers switched between projects from week to week, their efficiency dragged.
John E. Doerr (Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs)
First off, be sure that you understand the purpose for taking these notes. For example, the goal of taking notes in a midsemester lecture might be very different from the notes you take in the review class before a big final. Similarly, what you’re trying to accomplish with the notes you take in a weekly meeting with your team is likely to be different from the notes you take in the week leading up to a major client presentation.
Jim Kwik (Limitless: Core Techniques to Improve Performance, Productivity, and Focus)
Ethereum’s network with its underlying blockchain went live on July 30, 2015. While much development energy had gone into creating the Ethereum software, this was the first time that miners could get involved because there was finally a blockchain for them to support. Prior to this launch, Ethereum was quite literally suspended in the ether. Now, Ethereum’s decentralization platform was open for business, serving as the hardware and software base for decentralized applications (dApps). These dApps can be thought of as complex smart contracts, and could be created by developers independent of the core Ethereum team, providing leverage to the reach of the technology.
Chris Burniske (Cryptoassets: The Innovative Investor's Guide to Bitcoin and Beyond)
CHECK YOURSELF: TWELVE CORE MANAGEMENT COMPETENCIES Maintaining and raising quality_________________ Developing and improving systems______________ Coaching employee performance_________________ Communicating across the organization____________________________________________ Collaborating across the organization_________________________________________________ Resolving conflicts______________________ Building employee motivation_________________ Leading with emotional intelligence_________________ Building teams and team performance____________________________________________________ Managing change_____________________________ Managing your time and priorities________________ Working with ethics and integrity_________________
Jill Geisler (Work Happy: What Great Bosses Know)
Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.
We paid our canvassers a living wage, and we trained them on scripts that spoke about jobs, health care, justice, education, the environment, and housing. The campaign scaled up our already large and diverse in-house filmmaking and digital team, again using core, consistent messaging with the widest array of communication tools.
Stacey Abrams (Our Time Is Now: Power, Purpose, and the Fight for a Fair America)
In contrast, a growth team’s engineers can move far faster because building scalable and extensible testing infrastructure is a core part of their jobs.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.
Erica, Murray, and Nefarious were a good distance ahead of us, although I could still hear Murray. “How could they even think of me as a loose end? I’m not a loose end! I’m a core part of the team!” “Maybe they got tired of hearing you whine all the time,” Erica told him. “I’ve only been with you a few minutes and I’m ready to blow you up.
Stuart Gibbs (Evil Spy School)
One barrier could entail time restraint. It does require some time to identify the tasks completed and determine who would be best suited for the task. Also, you must factor in training the individual. Consider this as mentoring or developing the team member. Start thinking of delegation as growth of the individual team member and less of a burden on you.
Cara Bramlett (Servant Leadership Roadmap: Master the 12 Core Competencies of Management Success with Leadership Qualities and Interpersonal Skills (Clinical Minds Leadership ... (Clinical Mind Leadership Development))
When considering tasks to delegate, you should also consider tasks that aren’t appropriate to delegate. Tasks that have unclear objectives, high stakes, rely on your unique skills, or a personal growth opportunity should be completed by you. Once you identify the tasks, it is easier to identify the person. Now, we recognize delegation as growth opportunities for our team. We must also consider the skill sets for the tasks. Take a moment to identify the skills and competencies needed. Consider the individual and assess based on the following: skills, strengths, reliability, workload, and development potential. As the tasks are delegated, keep the individuals’ skills in mind. This will be a new endeavor for them and require you to build their self-confidence.  This is why strength-and-skills matching is important. Set clear goals and routine check-ins. Also provide good feedback to the individuals on the progress
Cara Bramlett (Servant Leadership Roadmap: Master the 12 Core Competencies of Management Success with Leadership Qualities and Interpersonal Skills (Clinical Minds Leadership ... (Clinical Mind Leadership Development))
The do-as-I-say-and-not-as-I-do mentality is damaging to the morale of the team and damages your credibility as the leader. This
Cara Bramlett (Servant Leadership Roadmap: Master the 12 Core Competencies of Management Success with Leadership Qualities and Interpersonal Skills (Clinical Minds Leadership ... (Clinical Mind Leadership Development))
Leading the field in environmental expertise. Adeptus provides environmental consultancy, reporting and project management services. Our multidisciplinary team of environmental consultants and engineers is equipped to advise on projects of any type. Many of our clients operate within the sectors shown below, where we strive to find the most cost effective way to meet their objectives. Our core business is the assessment of land condition and the management of contaminated soil and waters.
Adeptus Environmental Consultants
#ADAPTAGILITY is the CORE quality, skill, and mindset required of leaders today, in these tough, uncertain, ever-changing mega waves of change, challenge, and OPPORTUNITY.
Tony Dovale -
Rather, this is a core purpose that the team themselves can agree upon and align around.
Jeff Lawson (Ask Your Developer: How to Harness the Power of Software Developers and Win in the 21st Century)
That’s why many Agile products start as feature poor. Chances are, features aren’t as important as getting an idea in front of customers quickly. So deadlines trump features, with quality as an underlying assumption. Build less, but with confidence, is the path of many early product teams. If you’re right about the core, you can always iterate and build more features later.
Jeff Lawson (Ask Your Developer: How to Harness the Power of Software Developers and Win in the 21st Century)