Create Team Quotes

THE FIRST TEN LIES THEY TELL YOU IN HIGH SCHOOL 1. We are here to help you. 2. You will have time to get to your class before the bell rings. 3. The dress code will be enforced. 4. No smoking is allowed on school grounds. 5. Our football team will win the championship this year. 6. We expect more of you here. 7. Guidance counselors are always available to listen. 8. Your schedule was created with you in mind. 9. Your locker combination is private. 10. These will be the years you look back on fondly. TEN MORE LIES THEY TELL YOU IN HIGH SCHOOL 1. You will use algebra in your adult lives. 2. Driving to school is a privilege that can be taken away. 3. Students must stay on campus during lunch. 4. The new text books will arrive any day now. 5. Colleges care more about you than your SAT scores. 6. We are enforcing the dress code. 7. We will figure out how to turn off the heat soon. 8. Our bus drivers are highly trained professionals. 9. There is nothing wrong with summer school. 10. We want to hear what you have to say.

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

We trained hard—but it seemed that every time we were beginning to form up into teams we were reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing, and what a wonderful method it can be for creating the illusion of progress while actually producing confusion, inefficiency, and demoralization.

Goals want to be realized as soon as they're created.

Good leaders are above all that. They think of their team first before they think of themselves.

When bosses are too invested in everyone getting along they also fail to encourage the people on their team to criticize one another other for fear of sowing discord. They create the kind of work environment where being "nice" is prioritized at the expense of critiquing and therefore improving actual performance.

We need teams of missionaries, not teams of mercenaries.

It’s just as easy to be exclusive as it is to be inclusive, just as easy to create an Us as a Them. Benji has never been worried about being beaten up or hated if anyone finds out the truth about him; he’s been hated by every opposing team since he was a child. The only thing he’s scared of is that one day there will be jokes that his teammates and coach won’t tell when he’s in the room. The exclusivity of laughter.

The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.

The self-esteem of western women is founded on physical being (body mass index, youth, beauty). This creates a tricky emphasis on image, but the internalized locus of self-worth saves lives. Western men are very different. In externalizing the source of their self-esteem, they surrender all emotional independence. (Conquest requires two parties, after all.) A man cannot feel like a man without a partner, corporation, team. Manhood is a game played on the terrain of opposites. It thus follows that male sense of self disintegrates when the Other is absent.

It doesn’t matter how good your engineering team is if they are not given something worthwhile to build.

As a leader your job is to do everything in your power to create the perfect conditions for success by benching your ego and inspiring your team to play the game the right way. But at some point, you need to let go and turn yourself over to the basketball gods. The soul of success is surrendering to what is.

The first step to solving any problem is to accept one’s own accountability for creating it.

Leaders can change the tenor of the workplace and create harmony in motion toward a favorable result. So every time you say to your team, "Let's rock and roll," make sure you have already set up the stage to where they can actually perform like rock stars.

A true leader is one who creates a favourable environment to bring out the energy and ability of his team. A great leader creates more great leaders, and does not reduce the institution to a single person.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

Positive energy and positive people create positive results. There is certainly a lot of negativity in the world and choosing positive energy helps us deal with the negative people and negative situations that can knock us off course.

In many ways, a race is analogous to life itself. Once it is over, it can not be re-created. All that is left are inpressions in the heart, and in the mind.

When you shift conversations and explore the greatness of your team members, you're likely to be a person who creates opportunities for their strength to show up on the job.

We weren't born to create excuses, we were born to create excellence.

The best thing you can do to come up with a lot of new ideas is to learn a lot of old ideas. Because new ideas are just connections between old ideas, the more ideas you have in your head, the more connections you’ll be able to create between them.

In high-performing organizations, everyone within the team shares a common goal—quality, availability, and security aren’t the responsibility of individual departments, but are a part of everyone’s job, every day.

If you are complaining you can't be thinking about or creating what you do want.

It is the culture you create that is going to determine whether your players perform and execute.

Culture drives expectations and beliefs. Expectations and beliefs drive behaviors. Behaviors drive habits and habits create the future.

The only way for the leader of a team to create a safe environment for his team members to be vulnerable is by stepping up and doing something that feels unsafe and uncomfortable first. By getting naked before anyone else, by taking the risk of making himself vulnerable with no guarantee that other members of the team will respond in kind, a leader demonstrates an extraordinary level of selflessness and dedication to the team. And that gives him the right, and the confidence, to ask others to do the same.

I’ve heard from teams who have created email-free afternoons or entire days: no email, no phone calls, no interruptions. The developers involved said these were the most productive, happiest times of the week.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams at his employees or belittles them will not attract and retain great talent over the long term.

Athletics lasts for such a short period of time. It ends for people. But while it lasts, it creates this make-believe world where normal rules don’t apply. We build this false atmosphere. When it’s over and the harsh reality sets in, that’s the real joke we play on people. . . . Everybody wants to experience that superlative moment, and being an athlete can give you that. It’s Camelot for them. But there’s even life after it.

all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.

Customer service has everything to do with consistency, systems, training, and the habits you and your team create.

May we unite in our diverse pursuits to create a peaceful world.

I built success in business when I stopped focusing on me and started focusing on helping others.

I am not the kind of person who becomes so invested in a book or movie or television show that my interest becomes a hobby or intense obsession, one where I start to declare allegiances or otherwise demonstrate a serious level of commitment to something fictional I had no hand in creating. Or, I didn't used to be that kind of person. Let me be clear: Team Peeta. I cannot fathom how one could be on any other team. Gale? I can barely acknowledge him. Peeta, on the other hand, is everything. He frosts things and bakes bread and is unconditional and unwavering in his love, and also he is very, very strong. He can throw a sack of four, is what I'm saying. Peeta is a place of solace and hope, and he is a good kisser.

You must decide whether you want a DO-CONFIRM checklist or a READ-DO checklist. With a DO-CONFIRM checklist, he said, team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done. With a READ-DO checklist, on the other hand, people carry out the tasks as they check them off—it’s more like a recipe. So for any new checklist created from scratch, you have to pick the type that makes the most sense for the situation.

Studies indicate that happy employees are more productive, more creative, and provide better client service. They’re less likely to quit or call in sick. What’s more, they act as brand ambassadors outside the office, spreading positive impressions of their company and attracting star performers to their team.

The act of reading together secures people to one another, creating order and connection, as if we were quilt squares tacked together with threads made of stories. That's not just another metaphor, as a team of neuroscientists at Princeton has discovered. Even as reader and listener are enjoying their bouquet of neurochemicals ... their brain activity is synchronizing, creating literal order and connection in a process known as neural coupling.

Great teams are not created with incentives, procedures, and perks. They are created by hiring talented people who are adults and want nothing more than to tackle a challenge, and then communicating to them, clearly and continuously, about what the challenge is.

I thought treating everyone the same was being fair and impartial. Gradually I began to suspect that it was neither fair nor impartial. In fact, it was just the opposite. That’s when I began announcing that team members wouldn’t be treated the same or alike; rather, each one would receive the treatment they earned and deserved.

Voltaire wrote, “The perfect is the enemy of the good.”188 Steve Jobs told the Macintosh team that “real artists ship.”189 New ideas are never perfect right out of the chute, and you don’t have time to wait until they get there. Create a product, ship it, see how it does, design and implement improvements, and push it back out. Ship and iterate. The companies that are the fastest at this process will win.

The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see?

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Creating an essential intent is hard. It takes courage, insight, and foresight to see which activities and efforts will add up to your single highest point of contribution. It takes asking tough questions, making real trade-offs, and exercising serious discipline to cut out the competing priorities that distract us from our true intention. Yet it is worth the effort because only with real clarity of purpose can people, teams, and organisations fully mobilise and achieve something truly excellent.

Every crisis offers an opportunity to grow stronger and wiser; to reach deep within and discover a better you that will create a better outcome.

The biggest differentiator between a studio that creates a really high-quality game and a studio that doesn’t isn’t the quality of the team,” said one person who worked on Destiny. “It’s their dev tools. If you can take fifty shots on goal, and you’re a pretty shitty hockey player, and I can only take three shots on goal and I’m Wayne fucking Gretzky, you’re probably going to do better. That’s what tools are. It’s how fast can you iterate, how stable are they, how robust are they, how easy is it as a nontechnical artist to move a thing.

Create psychological safety by encouraging open discussion, answering questions without condescension, and making it okay to take risks and admit mistakes. Don’t shy away from task conflict. Instead, create structures that prevent creative clashes from becoming personal. For relationship conflict, listen to the other person and calmly share your perspective. Get rid of (or if you can’t, contain) bad apples to preserve psychological safety on your team.

First and foremost is that creativity is a collaborative process. Innovation comes from teams more often than from the lightbulb moments of lone geniuses. This was true of every era of creative ferment. The Scientific Revolution, the Enlightenment, and the Industrial Revolution all had their institutions for collaborative work and their networks for sharing ideas.

Most people are interested in success, but are too busy and distracted by their habituated day to day activities, to be COMMITTED to creating real success in every area of their lives.

Over the last decades, the travel industry and media have unwittingly teamed up to create the gap this book aspires to fill. I read a lot of travel sections, travel sites, and travel magazines, and I realized one day I was getting punch-drunk on how fantastic everything was. There s just so much Escape, Undiscovered, Quaint, Top 10 Most Amazing . . . , Secret Beaches, Incredible Islands, Savvy, Frugal, Best Ever. These adjectives just don t connect with most of my experiences on the road life, misadventure, and a dose of Murphy s Law often get in the way.

A leaders job is to ELEVATE the team, not delegate the team. Elevate your team to take initiative because real leadership is when you can create a culture of self-leadership within your team

When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

I hate shopping for clothes," Kate said. "I liked when I was in the military and all I needed was camouflage gear." "Shopping can be fun. Especially when it's for a con. It's the first step in creating a character. Isn't there anything you enjoy buying? Lingerie? Shoes? Jewelry?" "Shoes are okay. I don't have to take my clothes off to try them on." "You don't like to take your clothes off?" "It's the lighting in the dressing rooms. It makes you look fat and anemic. And pulling clothes on and off wrecks my hair." Nick put his hand on her head and ruffled her hair. "Like this?" Kate jumped away. "Stop it! I have enough hair problems without you making it worse." "Maybe if you ran a brush through it once in a while." "Maybe if you'd keep your hands off it!" Nick grinned and hugged her into him. "Are we a team, or what? Stick with me and I'll get you to enjoy taking your clothes off." "You're flirting with me." "Stating a fact," Nick said.

One of the reasons the team on NCIS works so well-is that they live by their leader's rules-which are not a secret . What are your rules/standards? Do the people in your life know what they are? Do you hold grudges/resentments when they don't measure up? Do you pretend that everything is fine-when it's not-and close up a little every day? And most importantly- When was the last time YOU reviewed/upgraded your standards/expectations rules-and took a look at the impact around you/checked in? (Hint-most people live from rules/standards/expectations created from reactions/perceptions formed around the age of six) Might be time for a review/upgrade........

Mauchly and Eckert should be at the top of the list of people who deserve credit for inventing the computer, not because the ideas were all their own but because they had the ability to draw ideas from multiple sources, add their own innovations, execute their vision by building a competent team, and have the most influence on the course of subsequent developments. The machine they built was the first general-purpose electronic computer.

Your people give their days (and sometimes their nights) to you. They give their hands, brains, and hearts. Sure, the company pays them. It fills their wallets. But as a leader, you need to fill their souls. You can do that by getting in their skin, by giving the work meaning, by clearing obstacles, and by demonstrating the generosity gene. And you can do it, perhaps most powerfully, by creating an environment that’s exciting and enjoyable.

In decades from now, I’m sure they’ll say we Joes were all noble, every one of us grimy but patriotic cherubs. Because we won a war. Back home they already do think it, thanks to the publicity teams, the ads, correspondents, censors. I’m not buying it. If we have to come here and fight to do away with your Hitler and the sorry mess he created, then people ought to know just how much the effort sucks all our souls. That way, maybe no one will try a war again.

Fulfillment is a right and not a privilege. Every single one of us is entitled to feel fulfilled by the work we do, to wake up feeling inspired to go to work, to feel safe when we’re there and to return home with a sense that we contributed to something larger than ourselves. Fulfillment is not a lottery. It is not a feeling reserved for a lucky few who get to say, “I love what I do.” For those who hold a leadership position, creating an environment in which the people in your charge feel like they are a part of something bigger than themselves is your responsibility as a leader.

Your Sage’s five great powers are (1) to Explore with great curiosity and an open mind; (2) to Empathize with yourself and others and bring compassion and understanding to any situation; (3) to Innovate and create new perspectives and outside-the-box solutions; (4) to Navigate and choose a path that best aligns with your deeper underlying values and mission; and (5) to Activate and take decisive action without the distress, interference, or distractions of the Saboteurs.

So how do you stand up to a dictator? By embracing values, defined early—they’re the subtitles of the chapters you’ve read: honesty, vulnerability, empathy, moving away from emotions, embracing your fear, believing in the good. You can’t do it alone. You have to create a team, strengthen your area of influence. Then connect the bright spots and weave a mesh together. Avoid thinking in terms of 'us against them.' Stand in someone else’s shoes. And do unto others as you would have them do unto you.

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

THE FIRST TEN LIES THEY TELL YOU IN HIGH SCHOOL 1. We are here to help you. 2. You will have enough time to get to your class before the bell rings. 3. The dress code will be enforced. 4. No smoking is allowed on school grounds. 5. Our football team will win the championship this year. 6. We expect more of you here. 7. Guidance counselors are always available to listen. 8. Your schedule was created with your needs in mind. 9. Your locker combination is private. 10. These will be the years you will look back on fondly.

Adopting a remote, managerial point of view, you could say that the Eagle project was a case where a local system of management worked as it should: competition for resources creating within a team inside a company an entrepreneurial spirit, which was channeled in the right direction by constraints sent down from the top. But it seems more accurate to say that a group of engineers got excited about building a computer.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

One reason she had been as successful an assassin had always been her attention to detail, but the weeks of using the cream to maintain her disguise as the hapless dock technician, were taking their toll. Details slipped her mind occasionally, and concentrating was sometimes hard. She’d used the time she had available to study her target, learn his mannerisms and speech pattern, food and clothing preferences. Most of this possible with the right programs and access to the dock AI system. Those hours ‘at work’ in the Fabrication Unit had been well spent, and supplemented by frequenting places where she could observe him. The lack of her usual team of ‘daemons’ had created a number of difficulties, and though she wondered how Security had managed to take them down so quickly, she didn’t waste time worrying over it. Now she knew who he associated with, and his sexuality—all of it vital if she was to escape detection in such a high profile role.

The English team’s revisions showed that the Cambrian had been a time of unparalleled innovation and experimentation in body designs. For almost four billion years life had dawdled along without any detectable ambitions in the direction of complexity, and then suddenly, in the space of just five or ten million years, it had created all the basic body designs still in use today. Name a creature, from a nematode worm to Cameron Diaz, and they all use architecture first created in the Cambrian party.

Laughter paves the way for many things. It's one way to build intimacy between people, something every healthy team needs. Humor has always been a primary part of how I lead. If I can get someone to laugh, they're at ease. If they see me laugh at things, they're at ease. It creates emotional space, a kind of trust, to use in a relationship. Sharing laughter also creates a bank account of positive energy you can withdraw from, or borrow against, when dealing with tough issues at work. It's a relationship cushion.

learned, could be very demanding; I still had limited direct contact with them, which suited me just fine. From what I could gather, they would routinely be completely unable to articulate their requirements, at which point, in desperation, the designers would create some artwork for them based on the few vague hints they had managed to elicit. After many hours of work, involving a full team of staff, the work would be submitted to the client for approval. At that point, the client would say, “No. That’s exactly what I don’t want.” There

In the model I'm describing, it is management's responsibility to provide each product team with the specific business objectives they need to tackle. The difference is that they are now prioritizing business results, rather than product ideas. And, yes, it is more than a little ironic that we sometimes need to convince management to focus on business results.

On a recent trip to Southern California, Jim had been given a tour of the fifty-square-block section of Los Angeles known as Skid Row, where about two thousand people were living on pavement in terrible squalor. Tens of thousands more were living under freeways and beside riverbeds in the greater Los Angeles area. When he returned, Jim told the Street Team: “L.A. makes me feel like we’re playing in a bathtub here in Boston. The dimension of the problem is beyond all imagination. Tents and encampments all over the place. L.A. would have to create housing for at least sixty-six thousand.

But Team Policing and the Basic Car Plan had created lots and lots of new jobs for officers of staff rank. Therefore lieutenants made captain, captains made commander and commanders made deputy chief, and everyone had all the time they needed to think up new things for the working cops to do aside from catching crooks, which most of the new captains, commanders and deputy chiefs knew nothing about.

Kevin's mother Kayleigh Day and Riko's uncle Tetsuji Moriyama created the sport roughly thirty years ago while Kayleigh was studying abroad in Fukui, Japan. What started as an experiment spread from their campus to local street teams, then across the ocean to the rest of the world. Kayleigh brought it home with her to Ireland after completing her degree and the United States picked it up soon after.

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.

There are many ways to generate numerical falsehoods from data, many ways to create proofiness from even valid meaurements. Causuistry distorts the relationships between two sets of numbers. Randumbness creates patterns where none are to be found. Regression to the moon disguises nonsense in mathematical-looking lines or equations or formulae, making even the silliest ideas seem respectable. Such as the one described by this formula: Callipygianness=(S+C)x(B+F)/T-V) Where S is shape, C is circularity, B is bounciness, F ir firmness, T is texture, and V is waist-to-hip ratio. This formula was devised by a team of academic psychologists after many hours of serious research into the female derriere. Yes, indeed. This is supposed to be the formula for the perfect butt. It fact, it's merely a formula for a perfect ass

I can create a new business within three months: raise the money, assemble a team, and launch it. It’s fun for me. It’s really cool to see what can I put together. It makes money almost as a side effect. Creating businesses is the game I became good at. It’s just my motivation has shifted from being goal-oriented to being artistic. Ironically, I think I’m much better at it now. [74] Even when I invest, it’s because I like the people involved, I like hanging out with them, I learn from them, I think the product is really cool. These days, I will pass on great investments because I don’t find the products interesting.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

She huddled next to Daniel in the Meadow, basking in the warmth of a burgeoning love that was pure and sustaining, as Daniel’s name rang out across the Meadow. He had been called. He rose above the riot of angelic light and said with calm self-possession, “With respect, I will not do this. I will not choose Lucifer’s side, nor will I choose the side of Heaven.” A roar went up from the vast camps of angels, from those who stood beside the Throne, from Lucifer most of all. Lucinda had been stunned. “Instead, I choose love,” Daniel went on. “I choose love and leave you to your war. You’re wrong to bring this upon us,” Daniel said to Lucifer. Then, to the Throne: “All that is good in Heaven and on Earth is made of love. Maybe that wasn’t your plan when you created the universe-maybe love was just one aspect of a complicated and brutal world. But love was the best thing you made, and it has become the only thing worth saving. This war is not just. This war is not good. Love is the only thing worth fighting for.” The Meadow fell silent after Daniel’s words. Most of the angels looked dumbfounded, as if they did not understand what Daniel meant. It had not been Lucinda’s turn. The angels’ names were called by the celestial secretaries according to their rank, and Lucinda was one of a handful of angels higher than Daniel. It didn’t matter. They were a team. She rose to his side in the Meadow. “There should never have to be a choice between love and You,” Lucinda declared to the Throne. “Maybe one day You will find a way to reconcile adoration and the true love You have made us capable of. But if forced to choose, I must stand beside my love. I choose Daniel and will choose him forevermore.

Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words. In the T-shirt-folding study, the team members reported perceiving the introverted leaders as more open and receptive to their ideas, which motivated them to work harder and to fold more shirts.

we as authors have been writing about people we aren't for forever. We find a way to empathise, we find a way in. Female characters are no different. All they are are characters. They are people too. Instead of asking yourself, "How do I write this female soldier?" ask yourself, "How do I write this soldier? Where is she from, how was she raised, does she have a sense of humour? Is she big and tall, is she short and petite? How does her size affect her ability to fight? What is her favourite weapon, her least favourite? Why? Is she more logical than emotional? The other way around? Was she an only child and spoiled, was she the eldest of six siblings and a surrogate mother? How does that upbringing affect how she interacts with her team? etc etc and so forth." Notice how the first question gets you some kind of broad, generalised answer, likely resulting in a stereotype, and how the second version asks lots and lots of smaller questions with the goal of creating someone well rounded. One would hope, really, that we as authors ask such detailed questions of all our characters, regardless of gender. So let me, at long last, actually answer the original question: "How do I write a female character?" Write her the way you would write any other character. Give her dimension, give her strength but please also don't forget to give her weaknesses (for a totally strong nothing can beat her kind of girl is not a person, she's again a type - the polar opposite yet exactly the same as the damsel in distress). Create a person.

On its surface, the booming market in side bets on subprime mortgage bonds seemed to be the financial equivalent of fantasy football: a benign, if silly, facsimile of investing. Alas, there was a difference between fantasy football and fantasy finance: When a fantasy football player drafts Peyton Manning to be on his team, he doesn’t create a second Peyton Manning. When Mike Burry bought a credit default swap based on a Long Beach Savings subprime–backed bond, he enabled Goldman Sachs to create another bond identical to the original in every respect but one: There were no actual home loans or home buyers. Only the gains and losses from the side bet on the bonds were real.

Our progress in degeneracy appears to me to be pretty rapid. As a nation, we began by declaring that ‘all men are created equal.’ We now practically read it ‘all men are created equal, except negroes.’ When the Know-Nothings get control, it will read ‘all men are created equal, except negroes, and foreigners, and catholics.’ When it comes to this I should prefer emigrating to some country where they make no pretence of loving liberty—to Russia, for instance.” But

Obsess to find ways to win. Work ethic separates the great from the good." "Be so focused on your own ambitions that no one can distract you from achieving them." "Have a maniacal work ethic. You want to overprepare so that luck becomes a product of design." "Stay hungry. Dominate each day with ambition unknown to humankind." "Goals motivate you. Bad habits corrode you." "Operate with love. It fuels the desire to become great." "Be comfortable with being uncomfortable. Growth comes at the end of discomfort." "Don't wait for opportunity. Create it. Seize it. Shape it." "Learn every aspect of your craft and substance will follow." "Find your killer instinct. Impose your will. But also realize you are part of a team.

The kind of trust that is necessary to build a great team is what I call vulnerability-based trust. This is what happens when members get to a point where they are completely comfortable being transparent, honest, and naked with one another, where they say and genuinely mean things like “I screwed up,” “I need help,” “Your idea is better than mine,” “I wish I could learn to do that as well as you do,” and even, “I’m sorry.” When everyone on a team knows that everyone else is vulnerable enough to say and mean those things, and that no one is going to hide his or her weaknesses or mistakes, they develop a deep and uncommon sense of trust. They speak more freely and fearlessly with one another and don’t waste time and energy putting on airs or pretending to be someone they’re not. Over time, this creates a bond that exceeds what many people ever experience in their lives and,

Working with a small team of researchers, educators, and scientists, we are creating a curriculum on what we are calling “worldview literacy.”31 We define this as the capacity to comprehend and communicate not only our own worldview but also to recognize that our beliefs come from our particular frame of reference and to understand that others hold different and potentially equally valid worldviews out of which their assumptions, and therefore their actions, arise. This capacity also includes being able to adapt to changes that come through a meeting of different perspectives, customs, practices, and belief systems.

The key to innovation—at Bell Labs and in the digital age in general—was realizing that there was no conflict between nurturing individual geniuses and promoting collaborative teamwork. It was not either-or. Indeed, throughout the digital age, the two approaches went together. Creative geniuses (John Mauchly, William Shockley, Steve Jobs) generated innovative ideas. Practical engineers (Presper Eckert, Walter Brattain, Steve Wozniak) partnered closely with them to turn concepts into contraptions. And collaborative teams of technicians and entrepreneurs worked to turn the invention into a practical product. When part of this ecosystem was lacking, such as for John Atanasoff at Iowa State or Charles Babbage in the shed behind his London home, great concepts ended up being consigned to history’s basement. And when great teams lacked passionate visionaries, such as Penn after Mauchly and Eckert left, Princeton after von Neumann, or Bell Labs after Shockley, innovation slowly withered.

Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.

The jersey also blinds us to the humanity of the other side. This team-sport mentality has created a toxic mix of competition and confirmation bias. Our team is never wrong, and the other team is always wrong. Somewhere along the way we stopped disagreeing with each other and started hating each other. We are enemies, and our side is engaged in an existential battle for the very soul of the country. We are no longer working toward common goals. We are no longer building something together. Our sole objective is tearing the other side down. Nothing short of total victory is acceptable. Again, it’s much like how we view college basketball in Kentucky: We can’t just beat the other side. We have to annihilate them.

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

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

The difference between bush and ladder also allows us to put a lid on a fruitless and boring debate. That debate is over what qualifies as True Language. One side lists some qualities that human language has but that no animal has yet demonstrated: reference, use of symbols displaced of in time and space from their referents, creativity, categorical speech perception, consistent ordering, hierarchical structure, infinity, recursion, and so on. The other side finds some counter-example in the animal kingdom (perhaps budgies can discriminate speech sounds, or dolphins or parrots can attend to word order when carrying out commands, or some songbird can improvise indefinitely without repeating itself), and gloats that the citadel of human uniqueness has been breached. The Human Uniqueness team relinquishes that criterion but emphasizes others or adds new ones to the list, provoking angry objections that they are moving the goalposts. To see how silly this all is, imagine a debate over whether flatworms have True Vision or houseflies have True Hands. Is an iris critical? Eyelashes? Fingernails? Who cares? This is a debate for dictionary-writers, not scientists. Plato and Diogenes were not doing biology when Plato defined man as a "featherless biped" and Diogenes refuted him with a plucked chicken.

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

It wasn’t until I got to the law firm that things started hitting me. First, the people around me seemed pretty unhappy. You can go to any corporate law firm and see dozens of people whose satisfaction with their jobs is below average. The work was entirely uninspiring. We were for the most part grease on a wheel, helping shepherd transactions along; it was detail-intensive and often quite dull. Only years later did I realize what our economic purpose was: if a transaction was large enough, you had to pay a team of people to pore over documents into the wee hours to make sure nothing went wrong. I had zero attachment to my clients—not unusual, given that I was the last rung down on the ladder, and most of the time I only had a faint idea of who my clients were. Someone above me at the firm would give me a task, and I’d do it. I also kind of thought that being a corporate lawyer would help me with the ladies. Not so much, just so you know. It was true that I was getting paid a lot for a twenty-four-year-old with almost no experience. I made more than my father, who has a PhD in physics and had generated dozens of patents for IBM over the years. It seemed kind of ridiculous to me; what the heck had I done to deserve that kind of money? As you can tell, not a whole lot. That didn’t keep my colleagues from pitching a fit if the lawyers across the street were making one dollar more than we were. Most worrisome of all, my brain started to rewire itself after only the first few months. I was adapting. I started spotting issues in offering memoranda. My ten-thousand-yard unblinking document review stare got better and better. Holy cow, I thought—if I don’t leave soon, I’m going to become good at this and wind up doing it for a long time. My experience is a tiny data point in a much bigger problem.

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.

Jobs spent part of every day for six months helping to refine the display. “It was the most complex fun I’ve ever had,” he recalled. “It was like being the one evolving the variations on ‘Sgt. Pepper.’ ” A lot of features that seem simple now were the result of creative brainstorms. For example, the team worried about how to prevent the device from playing music or making a call accidentally when it was jangling in your pocket. Jobs was congenitally averse to having on-off switches, which he deemed “inelegant.” The solution was “Swipe to Open,” the simple and fun on-screen slider that activated the device when it had gone dormant. Another breakthrough was the sensor that figured out when you put the phone to your ear, so that your lobes didn’t accidentally activate some function. And of course the icons came in his favorite shape, the primitive he made Bill Atkinson design into the software of the first Macintosh: rounded rectangles. In session after session, with Jobs immersed in every detail, the team members figured out ways to simplify what other phones made complicated. They added a big bar to guide you in putting calls on hold or making conference calls, found easy ways to navigate through email, and created icons you could scroll through horizontally to get to different apps—all of which were easier because they could be used visually on the screen rather than by using a keyboard built into the hardware.

The Mongols loved competitions of all sorts, and they organized debates among rival religions the same way they organized wrestling matches. It began on a specific date with a panel of judges to oversee it. In this case Mongke Khan ordered them to debate before three judges: a Christian, a Muslim, and a Buddhist. A large audience assembled to watch the affair, which began with great seriousness and formality. An official lay down the strict rules by which Mongke wanted the debate to proceed: on pain of death “no one shall dare to speak words of contention.” Rubruck and the other Christians joined together in one team with the Muslims in an effort to refute the Buddhist doctrines. As these men gathered together in all their robes and regalia in the tents on the dusty plains of Mongolia, they were doing something that no other set of scholars or theologians had ever done in history. It is doubtful that representatives of so many types of Christianity had come to a single meeting, and certainly they had not debated, as equals, with representatives of the various Muslim and Buddhist faiths. The religious scholars had to compete on the basis of their beliefs and ideas, using no weapons or the authority of any ruler or army behind them. They could use only words and logic to test the ability of their ideas to persuade. In the initial round, Rubruck faced a Buddhist from North China who began by asking how the world was made and what happened to the soul after death. Rubruck countered that the Buddhist monk was asking the wrong questions; the first issue should be about God from whom all things flow. The umpires awarded the first points to Rubruck. Their debate ranged back and forth over the topics of evil versus good, God’s nature, what happens to the souls of animals, the existence of reincarnation, and whether God had created evil. As they debated, the clerics formed shifting coalitions among the various religions according to the topic. Between each round of wrestling, Mongol athletes would drink fermented mare’s milk; in keeping with that tradition, after each round of the debate, the learned men paused to drink deeply in preparation for the next match. No side seemed to convince the other of anything. Finally, as the effects of the alcohol became stronger, the Christians gave up trying to persuade anyone with logical arguments, and resorted to singing. The Muslims, who did not sing, responded by loudly reciting the Koran in an effort to drown out the Christians, and the Buddhists retreated into silent meditation. At the end of the debate, unable to convert or kill one another, they concluded the way most Mongol celebrations concluded, with everyone simply too drunk to continue.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

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

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

Knowledgeable observers report that dating has nearly disappeared from college campuses and among young adults generally. It has been replaced by something called “hanging out.” You young people apparently know what this is, but I will describe it for the benefit of those of us who are middle-aged or older and otherwise uninformed. Hanging out consists of numbers of young men and young women joining together in some group activity. It is very different from dating. For the benefit of some of you who are not middle-aged or older, I also may need to describe what dating is. Unlike hanging out, dating is not a team sport. Dating is pairing off to experience the kind of one-on-one association and temporary commitment that can lead to marriage in some rare and treasured cases. . . . All of this made dating more difficult. And the more elaborate and expensive the date, the fewer the dates. As dates become fewer and more elaborate, this seems to create an expectation that a date implies seriousness or continuing commitment. That expectation discourages dating even more. . . . Simple and more frequent dates allow both men and women to “shop around” in a way that allows extensive evaluation of the prospects. The old-fashioned date was a wonderful way to get acquainted with a member of the opposite sex. It encouraged conversation. It allowed you to see how you treat others and how you are treated in a one-on-one situation. It gave opportunities to learn how to initiate and sustain a mature relationship. None of that happens in hanging out. My single brothers and sisters, follow the simple dating pattern and you don’t need to do your looking through Internet chat rooms or dating services—two alternatives that can be very dangerous or at least unnecessary or ineffective. . . . Men, if you have returned from your mission and you are still following the boy-girl patterns you were counseled to follow when you were 15, it is time for you to grow up. Gather your courage and look for someone to pair off with. Start with a variety of dates with a variety of young women, and when that phase yields a good prospect, proceed to courtship. It’s marriage time. That is what the Lord intends for His young adult sons and daughters. Men have the initiative, and you men should get on with it. If you don’t know what a date is, perhaps this definition will help. I heard it from my 18-year-old granddaughter. A “date” must pass the test of three p’s: (1) planned ahead, (2) paid for, and (3) paired off. Young women, resist too much hanging out, and encourage dates that are simple, inexpensive, and frequent. Don’t make it easy for young men to hang out in a setting where you women provide the food. Don’t subsidize freeloaders. An occasional group activity is OK, but when you see men who make hanging out their primary interaction with the opposite sex, I think you should lock the pantry and bolt the front door. If you do this, you should also hang up a sign, “Will open for individual dates,” or something like that. And, young women, please make it easier for these shy males to ask for a simple, inexpensive date. Part of making it easier is to avoid implying that a date is something very serious. If we are to persuade young men to ask for dates more frequently, we must establish a mutual expectation that to go on a date is not to imply a continuing commitment. Finally, young women, if you turn down a date, be kind. Otherwise you may crush a nervous and shy questioner and destroy him as a potential dater, and that could hurt some other sister. My single young friends, we counsel you to channel your associations with the opposite sex into dating patterns that have the potential to mature into marriage, not hanging-out patterns that only have the prospect to mature into team sports like touch football. Marriage is not a group activity—at least, not until the children come along in goodly numbers.