Core Team Quotes

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.

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.

Team Topologies provides four fundamental team types—stream-aligned, platform, enabling, and complicated-subsystem—and three core team interaction modes—collaboration, X-as-a-Service, and facilitating.

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.

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.

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.

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

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.

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.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

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.

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.

At the core of healthy team relationships is trust and respect.

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.

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.

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.

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.

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.

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.

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.

In her childhood, the grass was green. There were cleats and freshly laundered jerseys with silly team names and sliced oranges on the sideline. And to see the differences, to find these beautiful boys worthy of curiosity, of examination—it’s the core of her chosen profession but it feels like human sightseeing. A tour of others. Look at these poor boys, happy despite everything.

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

Achild acquires stuffed animals throughout their life, but the core team is usually in place by the time they’re five. Louise got Red Rabbit, a hard, heavy bunny made of maroon burlap, for her first Easter as a gift from Aunt Honey. Buffalo Jones, an enormous white bison with a collar of soft wispy fur, came back with her dad from a monetary policy conference in Oklahoma. Dumbo, a pale blue hard rubber piggy bank with a detachable head shaped like the star of the Disney movie, had been spotted at Goodwill and Louise claimed him as “mine” when she was three. Hedgie Hoggie, a plush hedgehog Christmas ornament, had been a special present from the checkout girl after Louise fell in love with him in the supermarket checkout line and would strike up a conversation with him every time they visited. But Pupkin was their leader.

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.

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.

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.

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.

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.

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-

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,

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.

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.

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.

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.

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.

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.

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.

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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.

Owen Owens Field embodies the name of the team that calls it home. It's Spartan to the core.

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.

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.

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

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

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

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

Collaborative teacher teams should take the lead in determining interventions for students who have not learned essential core standards and English language.

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.

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.

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.

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.

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.

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.

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

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.

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

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.

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

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.

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.

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?

of stimulating reward pathways in the brain, such as drugs, sex, aggression, and intimidating others, could become relatively more attractive and less constrained by concern about violating trusting relationships. The ability to modify behavior based on negative experiences may be impaired.30 Hard-core drug addicts, whose lives invariably began under conditions of severe stress, are all too readily triggered into a stress reaction. Not only does the stress response easily overwhelm the addict’s already-challenged capacity for rational thought when emotionally aroused, but the hormones of stress also “cross-sensitize” with addictive substances. The more one is present, the more the other is craved. Addiction is a deeply ingrained response to stress, an attempt to cope with it through self-soothing. Maladaptive in the long term, it is highly effective in the short term. Predictably, stress is a major cause of continued drug dependence. It increases opiate craving and use, enhances the reward efficacy of drugs, and provokes relapse to drug seeking and drug taking.31 “Exposure to stress is the most powerful and reliable experimental manipulation used to induce reinstatement of alcohol or drug use,” one team of researchers reports.32 “Stressful experiences,” another research group points out, “increase the vulnerability of the individual to either develop drug self-administration or relapse.”33

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.

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.

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.

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

ADAPTAGILITY is the core responsibility of a leader, to ensure connection, collaboration, capacity, competence, and commitment, in High-Performance Teams

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.

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.

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.

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.

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.

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.

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.

Why is thinking so important? Because at its core, product teams are all about problem solving.

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.

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.

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.

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.

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_________________

#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.

● 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.

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.

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

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.

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

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.

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

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.

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.

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.

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?

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.

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.

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.

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.

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)

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.

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

The 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.