Dedicated Team Quotes

The entire belief was insulting to many of us, but nonetheless, the term “top trained,” which would come to be regurgitated with great regularity by hospital administration and by Dr. Kowatch, would eventually evolve to become what I would describe as an unhealthy infatuation, one that I now understand represented the developing disconnect between the majority of the Heart Center team and hospital administration, which would ultimately have detrimental effects on the program, which would become visible to all in the near future.

Hard work without a solid plan isn’t likely to get you where you want to be. You need to be teachable; you need to be dedicated, and you need to work smart.

My story—the story of the son of Jainulabdeen, who lived for over a hundred years on Mosque Street in Rameswaram island and died there; the story of a lad who sold newspapers to help his brother; the story of a pupil reared by Sivasubramania Iyer and Iyadurai Solomon; the story of a student taught by teachers like Pandalai; the story of an engineer spotted by MGK Menon and groomed by the legendary Prof. Sarabhai; the story of a scientist tested by failures and setbacks; the story of a leader supported by a large team of brilliant and dedicated professionals. This story will end with me, for I have no belongings in the worldly sense. I have acquired nothing, built nothing, possess nothing—no family, sons, daughters.

This book is dedicated to all the women—and men—who know that the human desire for romance, love, and sexual passion has nothing to do with age.

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.

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

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

Dedicated product teams in direct dialogue with customers always find ways to specify value more accurately and often learn of ways to enhance flow and pull as well.

It’s one thing when black people aren’t discussed in world history. Fortunately, teams of dedicated historians and culture advocates have chipped away at the propaganda often functioning as history for the world’s students to eradicate that glaring error. But when, even in the imaginary future—a space where the mind can stretch beyond the Milky Way to envision routine space travel, cuddly space animals, talking apes, and time machines—people can’t fathom a person of non-Euro descent a hundred years into the future, a cosmic foot has to be put down.

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May God or whoever else spare you the arms of bereavement specialists-- grant mercy from the Team dedicated to your transition in this difficult time yet who won't tell you a thing & know far less.

I truly believe that success is determined not on Friday nights during games but rather in practice away from the lights and glimmer where coaches and players only have each other, their sweat, their discipline and their loyalty to each other. It is at practice where the boys of America become men through hard work, dedication and perseverance.

Nothing great was ever achieved without 100% dedication, discipline and determination.

No other occupation offers more ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. I drew heavily upon this learning to mold my likeness. From these parts of my life, I distilled the likeness of what I wanted to become: - A man who is dedicated to helping improve the lives of other people - A kind, honest, forgiving, and selfless husband, father, and friend - A man who just doesn’t just believe in God, but who believes God

You need to believe more deeply than anyone else. You build a cult by showing everyone that you are willing to go further than all of them to see out your vision. You can't ask everyone else to swallow the Kool-Aid if you're not going to take the first gulp.

a quote from John Doerr, the famous Silicon Valley venture capitalist: “We need teams of missionaries, not teams of mercenaries.” Mercenaries build whatever they're told to build. Missionaries are true believers in the vision and are committed to solving problems for their customers. In a dedicated product team, the team acts and feels a lot like a startup within the larger company, and that's very much the intention.

What would have made [seeing Göbekli Tepe from Harran] easier, in antiquity, would have been a tall tower annexed to the temple that once stood here--a temple dedicated to Su-En (usually contracted to Sin), the Moon God of the Sabians. After telling us that there were "powerful images in this temple," the Greek Philosopher Libanius (AD 314-394), describes the tower, noting that "from its top one could overlook the entire plain of Harran." [...] A team from the Chicago Oriental Institute was about to start a major dig around the ruins of the Grand Mosque in 1986, but it seems that the Turkish authorities insisted on such restrictive practices that the project had to be abandoned. Current excavations by Harran University and the Sanliurfa Museum Directorate show little interest in recovery of substantive remains from the city's pre-Islamic period.

The gross domestic product of the United States in 2001 was about $10.6 trillion. The budget of the federal government was about $1.8 trillion. In fiscal 2001, the government enjoyed a $128 billion operating surplus. Yet counterterrorism teams at the C.I.A. and the F.B.I. working on Al Qaeda and allied groups received an infinitesimal fraction of the country’s defense and intelligence budget of roughly $300 billion, the great majority of which went to the Pentagon, to support conventional and missile forces. Bush’s national security deputies did not hold a meeting dedicated to plans to thwart Al Qaeda until September 4, 2001, almost nine months after President Bush took the oath of office. The September 11 conspiracy succeeded in part because the democratically elected government of the United States, including the Congress, did not regard Al Qaeda as a priority.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

The downside of attending to the emotional life of groups is that it can swamp the ability to get anything done; a group can become more concerned with satisfying its members than with achieving its goals. Bion identified several ways that groups can slide into pure emotion - they can become "groups for pairing off," in which members are mainly interested in forming romantic couples or discussing those who form them; they can become dedicated to venerating something, continually praising the object of their affection (fan groups often have this characteristic, be they Harry Potter readers or followers of the Arsenal soccer team), or they can focus too much on real or perceived external threats. Bion trenchantly observed that because external enemies are such spurs to group solidarity, some groups will anoint paranoid leaders because such people are expert at identifying external threats, thus generating pleasurable group solidarity even when the threats aren't real.

The Nook is an under-appreciated genius of a lovemark. The team at Barnes & Noble got a lot right with the Nook, and from a lovemark perspective, I think they created a more intimate product than any other dedicated e-reader. The rubber back behind the Nook is soft and pliable—not hard metal like the later Kindles—making it sensual and intimate. Barnes & Noble also recreated the engraved faces of famous authors from their stores and used them as Nook screensavers. It’s brilliant, not just because it makes reading more intimate, but also because it solidifies the Barnes & Noble brand itself.

And these partisan identities, he notes, “are increasingly anchored to hatred of the out-party rather than affection for the in-party.” Freiman writes, “We hate the other team more than we like our team. Why? We need to ramp up our animosity to the out-party to rationalize our continued dedication to our own party despite its obvious shortcomings. (‘I know my party can be spineless and ineffective but I’ve got to stick with them because the other side is downright evil.’).” [*] That’s why not just every election but every political conversation is so often posed in apocalyptic terms of existential threat.

Tolya answered their questions and he puffed up those men with the notion they were doing good, embroidering their task with a lot of long words like dedication and sacrifice that reminded me of those odd telegrams from the Almighty that would burst into our silent worship at home. I don't trust those words or the people that use them. Maybe I'm simple, but they ring in my ears with the same dull thud you get when a stone bangs against an empty coffee can...where Tolya said he saw holy men preserving the lost jewels of human knowledge, all I saw was a team of burglars getting ready to shoot their accomplices.

[Charlie is dying:] After what seemed a long while, but hadn’t been, Marsh gave Paulette’s hand a warm and caring squeeze. “They’re here for him,” she said. But their heavenly visitors didn’t take him right away. They had to make room for the chaos of modern medical urgencies. To get out of the way of well-trained professionals who had dedicated their lives to holding back Heaven. Choppers are just as noisy and turbulent as we imagine them to be. One tore in over the hills and shattered every bit of peace Charlie otherwise could have lost himself into. In an instant the Med-Evac team was all over him. In the midst of that blatant orchestrated chaos Paulette fought to find her peace, and to hold him inside it. “Hang on, buddy,” techs kept telling him. “Don’t go leaving us now. You just hang in there.” But they didn’t understand, Paulette thought. It was his time. The chopper made a horrible racket carrying him off. Marsh, Paulette, and Ailana held their peace as its winds whipped their world into a froth. Harve’s face twisted with something that might conceivably have been rage. Then, all of a sudden, the birds sang, as though someone had given them a cue. “So that’s what it’s like,” Marsha said, very softly. “The afterlife. “My God, it’s so beautiful.

Like the best of the arts, pro football worked on multiple levels. For the loyalists, there was the fortune of the home team. For neutral or casual fans, there was action, skill, suspense, and violence. For gamblers, the wagering proposition. For those with a deeper interest, the game could exist on a larger canvas—as a morality play; a cultural metaphor; a crucible of values in which teamwork, sacrifice, and dedication were rewarded, while selfishness, cowardice, and sloth were harshly punished. What those who were contemptuous of sports misunderstood was not merely that a middle-class sports fan might revere football to the same degree that an inveterate theatergoer revered Shakespeare, but that he might do so for many of the same reasons.

But this isn't standard Japanese picnic fare: not a grain of rice or a pickled plum in sight. Instead, they fill the varnished wooden tables with thick slices of crusty bread, wedges of weeping cheese, batons of hard salamis, and slices of cured ham. To drink, bottles of local white wine, covered in condensation, and high-alcohol microbews rich in hops and local iconography. From the coastline we begin our slow, dramatic ascent into the mountains of Hokkaido. The colors bleed from broccoli to banana to butternut to beet as we climb, inching ever closer to the heart of autumn. My neighbors, an increasingly jovial group of thirtysomethings with a few words of English to spare, pass me a glass of wine and a plate of cheese, and I begin to feel the fog dissipate. We stop at a small train station in the foothills outside of Ginzan, and my entire car suddenly empties. A husband-and-wife team has set up a small stand on the train platform, selling warm apple hand pies made with layers of flaky pastry and apples from their orchard just outside of town. I buy one, take a bite, then immediately buy there more. Back on the train, young uniformed women flood the cars with samples of Hokkaido ice cream. The group behind me breaks out in song, a ballad, I'm later told, dedicated to the beauty of the season. Everywhere we go, from the golden fields of empty cornstalks to the dense forest thickets to the rushing rivers that carve up this land like the fat of a Wagyu steak, groups of camouflaged photographers lie in wait, tripods and shutter releases ready, hoping to capture the perfect photo of the SL Niseko steaming its way through the hills of Hokkaido.

My name is Professor Ben Fielding and I’d like to invite you to experience our ‘Game’. It remains currently in a Closed Beta stage but will remain in a continual state of ‘live development’. As a dedicated spokesman for a certain kind of Game-world my team and I feel sure that you’ll accept our invitation to try it for yourself, along with the few others in number so far invited. Possible errors and residual bugs together with any suggestions may be reported by vocal commands when you have ‘acclimatised’ to the surroundings. Please ensure that you follow the tutorials for the Interface as you may find it makes potent use of its fully immersive features. Despite anything you may have read or heard about it, we hold high hopes that you will experience it simply as yourself and without pre-conceived notions. Instructions for Fountellion access are as follows…

If you talk to these extraordinary people, you find that they all understand this at one level or another. They may be unfamiliar with the concept of cognitive adaptability, but they seldom buy into the idea that they have reached the peak of their fields because they were the lucky winners of some genetic lottery. They know what is required to develop the extraordinary skills that they possess because they have experienced it firsthand. One of my favorite testimonies on this topic came from Ray Allen, a ten-time All-Star in the National Basketball Association and the greatest three-point shooter in the history of that league. Some years back, ESPN columnist Jackie MacMullan wrote an article about Allen as he was approaching his record for most three-point shots made. In talking with Allen for that story, MacMullan mentioned that another basketball commentator had said that Allen was born with a shooting touch—in other words, an innate gift for three-pointers. Allen did not agree. “I’ve argued this with a lot of people in my life,” he told MacMullan. “When people say God blessed me with a beautiful jump shot, it really pisses me off. I tell those people, ‘Don’t undermine the work I’ve put in every day.’ Not some days. Every day. Ask anyone who has been on a team with me who shoots the most. Go back to Seattle and Milwaukee, and ask them. The answer is me.” And, indeed, as MacMullan noted, if you talk to Allen’s high school basketball coach you will find that Allen’s jump shot was not noticeably better than his teammates’ jump shots back then; in fact, it was poor. But Allen took control, and over time, with hard work and dedication, he transformed his jump shot into one so graceful and natural that people assumed he was born with it. He took advantage of his gift—his real gift.   ABOUT

For almost forty years now, I have lived on the ocean. I have dedicated myself to the sea, and wholly consecrated myself to it. I have explored depths that, until then, were unknown. I have had good days and bad days. I have dived in the waters of incredible transparency, and I have experienced the violence of waves like those at Europa, which tore the Calypso from its anchorage and battered its aging carcass with elemental fury. But, despite all the dangers, all the fatigue, all the sacrifices, I have never regretted the choice I made. The sea, in the final account, always brought me more joy than pain. And that was true in this case also; for I had the pleasure of seeing us all together again - our entire team, gathered under a blue sky, on a blue sea. Once more, the sea had refused to exact a price for our audacity and our curiosity; and once more I was grateful to her for her generosity. -P219

Staying at home during this COVID-19 lockdown period is an opportunity to go within ourselves, with less distractions to search for our true calling, to search and find as to what contribution can we make to humanity and make the world a better place. We finally have an opportunity to be with ourselves, or by ourselves  because during this lockdown period we are quieter, not out and about everyday shopping, socialising, eating, drinking, going to shows and team sports, being on the treadmill of life etc. We can during this period give ourselves an opportunity to reflect, renew and know ourselves. You have a choice to make now during this lockdow period as to what kind of a person you want to be from now on, also and what kind of future you want to build.  And that, begins in your very homes, with how you treat your family members. This will move in to the post lockdown period as to how you will treat your friends, neighbours and people in your community and general public. How you conduct yourself (with everyone around you) is influencing all of us as Ba Ga Mohlala and Banareng and also reflect as an image of Ba Ga Mohlala and Banareng to the general public. We all feel you and are impacted by your thought streams and actions. Decide to contribute your talents to society to better your community and people around you. And when your society and peole around you are better, you will be fulfilled and you would have contributed to building a better world for all. We need to stay focused and true to the vision that we hold for how we want life for Ba ga Mohlala and Banareng to look over the coming decades, even hundreds and thousands of years to come. Together, we will create a new better word for Ba Ga Mohlala and Banareng. We must be patient, dedicated to our vision and mission and never, ever give up. Together let us to create the path of an empowered future.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

One of the people in charge of props told me: “It’s not my job necessarily to make things look exactly as they were in real life. But I want [the movie] to look so authentic that when you see it, you’ll think it’s part of your own personal history. It will be your life to hold onto.” That attention to detail--and that care and dedication--moved me, and I did everything I could to help them. Still, I didn’t want to just put my memories in the mail or FedEx. To put me at ease, the studio offered to use a team of couriers so that the material would be in someone’s hands each step of the way. They sent a driver out one day. He was a big, hulking fellow who filled Chris’s office the way Chris would have. “I just have a few more things to pack up,” I told him. “If you could just wait a second.” “Sure.” Bubba came in, still wearing his jammies. “Hey,” he said to the guy. “You play darts?” “Uh--“ By now Bubba was so used to people dropping by and playing with him that he didn’t even need to ask who they were. He’d also become pretty good at darts. I wrapped up quickly, sparing the poor fellow the humiliation of losing to a kid whose voice wouldn’t change for several more years.

When we get down to potential versus reality in relationships, we often see disappointment, not successful achievement. In the Church, if someone creates nuclear fallout in a calling, they are often released or reassigned quickly. Unfortunately, we do not have that luxury when we marry. So many of us have experienced this sad realization in the first weeks of our marriages. For example, we realized that our partner was not going to live up to his/her potential and give generously to the partnership. While fighting the mounting feelings of betrayal, we watched our new spouses claim a right to behave any way they desired, often at our expense. Most of us made the "best" of a truly awful situation but felt like a rat trapped in maze. We raised a family, played our role, and hoped that someday things would change if we did our part. It didn't happen, but we were not allowed the luxury of reassigning or releasing our mates from poor stewardship as a spouse or parent. We were stuck until we lost all hope and reached for the unthinkable: divorce. Reality is simple for some. Those who stay happily married (the key word here is happily are the ones who grew and felt companionship from the first days of marriage. Both had the integrity and dedication to insure its success. For those of us who are divorced, tracing back to those same early days, potential disappeared and reality reared its ugly head. All we could feel, after a sealing for "time and all eternity," was bound in an unholy snare. Take the time to examine the reality of who your sweetheart really is. What do they accomplish by natural instinct and ability? What do you like/dislike about them? Can you live with all the collective weaknesses and create a happy, viable union? Are you both committed to making each other happy? Do you respect each other's agency, and are you both encouraging and eager to see the two of you grow as individuals and as a team? Do you both talk-the-talk and walk-the-walk? Or do you love them and hope they'll change once you're married to them? Chances are that if the answer to any of these questions are "sorta," you are embracing their potential and not their reality. You may also be embracing your own potential to endure issues that may not be appropriate sacrifices at this stage in your life. No one changes without the internal impetus and drive to do so. Not for love or money. . . . We are complex creatures, and although we are trained to see the "good" in everyone, it is to our benefit to embrace realism when it comes to finding our "soul mate." It won't get much better than what you have in your relationship right now.

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

-Write out a conversation with your inner voice. Begin the entry with a question directed to yourself, then write your mental response. It may help to label the different voices A and B. Dialogue writing is a very effective way to get to the heart of the matter. The following passage is an example of typical dialogue writing: A: Tomorrow is a big day. You have an interview at a college. How do you feel? B: I am really nervous. This is the first interview and I don’t know what it is going to be like. A: What are you afraid of? B: I’m afraid I’ll stutter and say something stupid. I’m worried the person will ask a question and I won’t know what to say. A: What do you want to discuss? B: I think it is good that I was on the basketball team for four years. That shows commitment and dedication. I also got decent grades and earned a blue ribbon at the science fair. A: What about your hobbies outside of school? B: I really like to read. I could mention that. I could talk also about the vacations my family has taken. They are pretty interesting. I enjoy my part-time retail job. A: It sounds like you do a lot. B: I guess I am good at organizing my life and accomplishing what needs to be done. Hey, that would sound good in an interview! -Try focused “freewriting.” Pick one topic, such as school, friends, or family, and write everything that comes to mind about that topic. Write for at least ten minutes or until you’re certain that you have run out of things to write. -Write your belief system. Start by writing “I believe…” at the top of a clean page. Then write whatever comes to mind. It may help to ask yourself questions when you get stuck such as “What do I believe about friendship?” “What is my personal style?” or “What are my gifts and abilities?” -Write about an event from your perspective, then write about the same event from someone else’s point of view. For example, if you had a hard time answering a question during class, write about how you felt, what you thought, and how you behaved. Next, pretend you are the teacher writing about the same event. What do you think he or she was thinking? How did he or she act? This exercise is a great way to show that there are multiple ways of seeing the same situation.

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Throughout the history of the church, Christians have tended to elevate the importance of one over the other. For the first 1,500 years of the church, singleness was considered the preferred state and the best way to serve Christ. Singles sat at the front of the church. Marrieds were sent to the back.4 Things changed after the Reformation in 1517, when single people were sent to the back and marrieds moved to the front — at least among Protestants.5 Scripture, however, refers to both statuses as weighty, meaningful vocations. We’ll spend more time on each later in the chapter, but here is a brief overview. Marrieds. This refers to a man and woman who form a one-flesh union through a covenantal vow — to God, to one another, and to the larger community — to permanently, freely, faithfully, and fruitfully love one another. Adam and Eve provide the clearest biblical model for this. As a one-flesh couple, they were called by God to take initiative to “be fruitful . . . fill the earth and subdue it” (Genesis 1:28). Singles. Scripture teaches that human beings are created for intimacy and connection with God, themselves, and one another. Marriage is one framework in which we work this out; singleness is another. While singleness may be voluntarily chosen or involuntarily imposed, temporary or long-term, a sudden event or a gradual unfolding, Christian singleness can be understood within two distinct callings: • Vowed celibates. These are individuals who make lifelong vows to remain single and maintain lifelong sexual abstinence as a means of living out their commitment to Christ. They do this freely in response to a God-given gift of grace (Matthew 19:12). Today, we are perhaps most familiar with vowed celibates as nuns and priests in the Roman Catholic or Orthodox Church. These celibates vow to forgo earthly marriage in order to participate more fully in the heavenly reality that is eternal union with Christ.6 • Dedicated celibates. These are singles who have not necessarily made a lifelong vow to remain single, but who choose to remain sexually abstinent for as long as they are single. Their commitment to celibacy is an expression of their commitment to Christ. Many desire to marry or are open to the possibility. They may have not yet met the right person or are postponing marriage to pursue a career or additional education. They may be single because of divorce or the death of a spouse. The apostle Paul acknowledges such dedicated celibates in his first letter to the church at Corinth (1 Corinthians 7). Understanding singleness and marriage as callings or vocations must inform our self-understanding and the outworking of our leadership. Our whole life as a leader is to bear witness to God’s love for the world. But we do so in different ways as marrieds or singles. Married couples bear witness to the depth of Christ’s love. Their vows focus and limit them to loving one person exclusively, permanently, and intimately. Singles — vowed or dedicated — bear witness to the breadth of Christ’s love. Because they are not limited by a vow to one person, they have more freedom and time to express the love of Christ to a broad range of people. Both marrieds and singles point to and reveal Christ’s love, but in different ways. Both need to learn from one another about these different aspects of Christ’s love. This may be a radically new concept for you, but stay with me. God intends this rich theological vision to inform our leadership in ways few of us may have considered. Before exploring the connections between leadership and marriage or singleness, it’s important to understand the way marriage and singleness are commonly understood in standard practice among leaders today.

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The same amount of time and study was dedicated to trying to find the weaknesses and Achilles heels of every opponent, no matter how poor or strong that team was perceived to be by the outside world.

Whenever I feel discouraged in my own progress, I remember what one Trappist monk said to me as he reflected on his sixty years of life dedicated to prayer, “I am only a beginner.

Each of these decisions is instead made either by a group of peers, a committee, or a dedicated, independent team. Many newly hired managers hate this! Even once they get their heads around the way hiring works, promotion time comes around and they are dumbfounded that they can’t unilaterally promote those whom they believe to be their best people. The problem is that you and I might define our “best people” differently. Or it might be possible that your worst person is better than my best person, in which case you should promote everyone and I should promote no one. If you’re solving for what is most fair across the entire organization, which in turn helps employees have greater trust in the company and makes rewards more meaningful, managers must give up this power and allow outcomes to be calibrated across groups.

Within the CIA it was widely understood that SAD was the most dangerous assignment in the Agency. Such were the nature of the Top Secret missions they were sent out on that their casualty rate was higher than for any other group of its kind in the world, even though every member of SAD was an experienced, tough-as-nails U.S. Army Delta or Navy SEAL veteran, who underwent further extensive training than even those formidable groups. Once an SAD Special Operations Group team, or SOG, was activated, they were dedicated to complete their mission or die-and more of them had than all the rest of the CIA’s other operatives combined. Scorpion’s initial assignment when he first joined the CIA had been in SAD.

Habits: People like to imagine that they will "rise to the occasion." They taught us in the Teams that people rarely do. What happens, in fact is that when things get really hard and people are really afraid, they sink to the level of their training. You train your habits. And if a critical moment does come, all can be is ready for it...By relying on habits, we free our minds to focus on what matter most...We should be, in part, beginners for our entire lives. Beginning anew refreshes the habit of learning...if every few years we dedicate a part of ourselves toa new endeavor, we find that we are mined of how we grow, we are reminded that we can grow, and we are reminded of how we profit from growth. Or, we decay...To learn resilience, children must be exposed to hardship. If they haven't built a habit of resilience and earned some self-respect by then, the adult pain they meet probably won't strengthen them. It will likely overwhelm them...There's one sure way to build self-respect: through achievement. A child who learns to tie her own shoe grows in confidence...Self-respect isn't something a teacher or a coach or a government can hand you. Self-respect grows through self-centered success: not because we been told we're good, but when we know we're good...In trying to protect too much, kind people can inflict great cruelty...Resilience - the willingness and ability to endure hardship and become better by it - is a habit that sinks its roots in the soil of security. The child who is always protected from harm will never be resilient. At the same time, the child who is never loved will rarely be resilient...you don't have to serve your habits. Your habits can serve you. They can strengthen and reinforce the kind of person you want to become. You have power over your habits. That also means you're responsible for your habits.

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If you absolutely have to work on long-term projects, try to dedicate one day a week (or every two weeks) to small victories that generate enthusiasm. Small victories let you celebrate and release good news. And you want a steady stream of good news. When there’s something new to announce every two weeks, you energize your team and give your customers something to be excited about.

Love MINECRAFT? **Over 18,000 words of kid-friendly fun!** This high-quality fan fiction fantasy diary book is for kids, teens, and nerdy grown-ups who love to read epic stories about their favorite game! Meet the Skull Kids. They're three Minecraft players who hop from world to world, hunting zombies and searching for the elusive Herobrine--the ghost in the machine. Teleporting down into a new world, the group is surprised to find that the game has changed once again, rendering almost ALL of their technology and mods useless. And when two of the Skull Kids are starving and distracted by exploring a desert village on Day 1 of their new adventure, the whole group is in danger when the sun goes down. Will the Skull Kids survive? Thank you to all of you who are buying and reading my books and helping me grow as a writer. I put many hours into writing and preparing this for you. I love Minecraft, and writing about it is almost as much fun as playing it. It’s because of you, reader, that I’m able to keep writing these books for you and others to enjoy. This book is dedicated to you. Enjoy!! After you read this book, please take a minute to leave a simple review. I really appreciate the feedback from my readers, and love to read your reactions to my stories, good or bad. If you ever want to see your name/handle featured in one of my stories, leave a review and tell me about it in there! And if you ever want to ask me any questions, or tell me your idea for a cool Minecraft story, you can email me at steve@skeletonsteve.com. Are you on my Amazing Reader List? Find out at the end of the book! June 29th, 2016 Now I’m going to try something a little different. Tell me what you guys think! This ‘Players Series’ is going to be a continuing series of books following my new characters, the players Renzor51, Molly, and quantum_steve. Make sure to let me know if you like it or not! Would you still like to see more books about mobs? More books about Cth’ka the Creeper King? I’m planning on continuing that one. ;) Don’t forget to review, and please say hi and tell me your ideas! Thanks, Ryan Gallagher, for the ideas to continue the wolf pack book! Enjoy the story. P.S. - Have you joined the Skeleton Steve Club and my Mailing List?? You found one of my diaries!! This particular book is the continuing story of some Minecraft players—a trio of friends who leap from world to world, searching for the elusive Herobrine. They’re zombie hunters and planeswalkers. They call themselves “The Skull Kids”. Every time these Skull Kids hop into a new world, they start with nothing more than the clothes they’re wearing, and they end up dominating the realm where they decide to live. What you are about to read is the first collection of diary entries from Renzor51, the player and member of the Skull Kids who documents their adventures, from the day they landed on Diamodia and carved out their own little empire, and beyond. Be warned—this is an epic book! You’re going to care about these characters. You’ll be scared for them, feel good for them, and feel bad for them! It’s my hope that you’ll be sucked up into the story, and the adventure and danger will be so intense, you’ll forget we started this journey with a video game! With that, future readers, I present to you the tale of the Skull Kids, Book 1. The Skull Kids Ka-tet Renzor51 Renzor51 is the warrior-scribe of the group, and always documents the party’s adventures and excursions into game worlds. He’s a sneaky fighter, and often takes the role of a sniper, but can go head to head with the Skull Kids’ enemies when needed. A natural artist, Renzor51 tends to design and build many of the group’s fortresses and structures, and keeps things organized. He also focuses a lot on weapon-smithing and enchanting, always seeking out ways to improve his gear. Molly

Me, my family and I. We stand above betrayal because of our strong, old roots. You can, you may all, call it 'love'. But, the members of my team are one in one belief, faith and dedication. What a Team!

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NBA 2K18 Wishlist - Good Badges To Deal Problems In 2K17 The NBA 2K18 release date has basketball fans hyped. The new game in the series will be the definitive way for fans to take control of their favorite franchises and players on the Xbox One and PS4. As of the features player wish to be added into NBA 2K18, we can compare it with NBA 2K17. Today, we'll list the best badges players would like to see in the latest NBA franchise. Flashy Dunker 2K Sports has spent a large amount of time recording flashy dunk animations that look great when they trigger. Unfortunately players do not equip any of these because they get blocked at a higher rate than the basic one and two hand dunk packages. NBA 2K17 has posterizer to help with contact dunks but Flashy Dunker would be for non-contact animations. The badge would allow you to use these flashy dunk packages in traffic while getting blocked at a lower rate in NBA 2K18. Bullet Passer Badge Even with a high passer rating and Hall of Fame dimer you can still find yourself throwing slow lob passes inexplicably. These passes are easy to intercept and give the defense too much time to recover. Bullet Passer would be an increase in the speed of passes that you throw, allowing you to create open looks for teammates in 2K18 that were not possible in NBA 2K17. A strong passing game is more important than ISO ball and this badge would help with that style of play. 3 And D Badge The 3 and D badge would be an archetype in NBA 2K18 ideally but a badge version would be an acceptable substitute. This badge would once again reward players for playing good defense. The badge would trigger after a block, steal, or good shot defense and would lead to an increase in shooting percentage on the next possession from behind the 3 point arc. Dominant Post Presence Badge It's a travesty that post scorer is one of the more under-utilized archetypes in NBA 2K17. Many players that have created a post scorer can immediately tell you why they do not play it as much as their other MyPlayers, it is incredibly easy to lose the ball in the post. Whether it is a double team or your matchup, getting the ball poked loose is a constant problem. Dominant Post Presence would trigger when you attempt to post up and would be an increase in your ability to maintain possession of the ball as long as NBA 2K18 add this badge. In addition the badge would be an increase in the shooting percentage of your teammate when you pass out of the post to an open man. The Glove NBA 2K17 has too many contested shots. The shot contest rating on most archetypes is not enough to outweigh the contested midrange or 3 point rating and consistently force misses. It's obviously that height helps you contest shots in a major way but it also slows you down. However, the Glove would solve this problem in NBA 2K18. This badge would increase your ability to contest shots effectively, forcing more misses and allowing you to play better defense. Of course, there should be more other tips and tricks for NBA 2K18. If you have better advices, tell us on the official media. The NBA 2K18 Early Tip-Off Weekend starts September 15th. That's a total of four days for dedicated fans to get in the game and try its new features before other buyers. The game is completely unlocked for Early Tip-Off Weekend. Be sure to make enough preparation for the upcoming event.

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It's barely 8:00 a.m., but my train mates waste little time in breaking out the picnic material. But this isn't standard Japanese picnic fare: not a grain of rice or a pickled plum in sight. Instead, they fill the varnished wooden tables with thick slices of crusty bread, wedges of weeping cheese, batons of hard salamis, and slices of cured ham. To drink, bottles of local white wine, covered in condensation, and high-alcohol microbews rich in hops and local iconography. From the coastline we begin our slow, dramatic ascent into the mountains of Hokkaido. The colors bleed from broccoli to banana to butternut to beet as we climb, inching ever closer to the heart of autumn. My neighbors, an increasingly jovial group of thirtysomethings with a few words of English to spare, pass me a glass of wine and a plate of cheese, and I begin to feel the fog dissipate. We stop at a small train station in the foothills outside of Ginzan, and my entire car suddenly empties. A husband-and-wife team has set up a small stand on the train platform, selling warm apple hand pies made with layers of flaky pastry and apples from their orchard just outside of town. I buy one, take a bite, then immediately buy three more. Back on the train, young uniformed women flood the cars with samples of Hokkaido ice cream. The group behind me breaks out in song, a ballad, I'm later told, dedicated to the beauty of the season. Everywhere we go, from the golden fields of empty cornstalks to the dense forest thickets to the rushing rivers that carve up this land like the fat of a Wagyu steak, groups of camouflaged photographers lie in wait, tripods and shutter releases ready, hoping to capture the perfect photo of the SL Niseko steaming its way through the hills of Hokkaido.

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NAVY SEAL CODE: 1. Loyalty to Country, Team, and Teammate, 2. Serve with Honor and Integrity on and off the Battlefield, 3. Ready to lead, ready to follow, never quit, 4. Take responsibility for your actions and the actions of your teammates, 5. Excel as warriors through discipline and innovation, 6. Train for war, fight to win, defeat our nation’s enemies, and … 7. Earn your Trident every day. Contents Title Page Copyright Notice Dedication Part One: Curse of the Infidel Epigraph 1.

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boss, but you don’t need to spend ALL your time with them. If you implement every single idea, tool, and technique in this book, the time you dedicate to managing your team will come to approximately ten hours a week, and those ten hours should save you enormous lost time and headaches later. I’ll also suggest you block out about fifteen hours a week for you to think and execute independently in your area of expertise. That leaves another fifteen hours in a forty-hour work week.

Jon Freach, director of design research at frog design, gave me three reasons why the externalization of data is critical for successful innovations: “First, the physicality of a dedicated room gives the project team a common space to work together in. Second, the room says to the organization, ‘this is important work’ and through its structure conveys an evolving narrative about what the team is learning and making. At any point in time, stakeholders can ‘read the room’ and walk away informed or inspired. The third, and possibly most useful function of a room filled with externalized data, is that it enables forced comparison of information and team dialogue to occur—two critical and often overlooked tools in a designer’s toolbox, both of which are essential to the act of sensemaking.

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Exercise, as it currently exists in most of our lives, sucks. Like most care tasks, when they function only to fulfill external standards of what we should be doing, it actually moves us further away from real care for self. But when I look back at my life and ask myself, “What memories of movement do I have that are joyful?” I well up with tears. I remember cheerleading in the eighth grade and feeling so happy as my body hit every beat on point and in sync with the rest of my team. I remember jumping higher than I think any human has as we won second place in a championship. I remember how strong I felt that I could throw a girl in the air. I remember youth soccer games and the absolute rush it gave me to feel my foot connect with power to the ball. I remember dancing stoned out of my mind at a Bob Marley festival, barefoot and uncaring that my body moved like a jellyfish, oblivious to the beat or how it should be moving. I remember, at ten years sober, when my wedding DJ dedicated “Rehab” by Amy Winehouse to all of us who had come through hell and survived and an entire dance floor of little sober assholes absolutely went nuts on the dance floor. I remember Josh splitting his pants. I remember my husband looking at me like no other woman existed. I remember being carried over the threshold of our hotel that night, not out of tradition, but because I had worn the bottoms of my feet raw dancing. When did movement lose its pleasure? When did my adult life stop including activities that made movement joyful? Can I get it back? Can you? Can we try together?

And so Andy Malloy became the first of many managers I was to have throughout my career. Up to the time I teamed up with Jack Kearns, the managers I had were mostly my friends or well-meaning acquaintances who tried to help me get fights, arranging the small details so that I could dedicate myself to my training. I never signed a contract with any of them, not even Kearns. It just didn’t seem necessary in those days; a handshake was stronger and more meaningful than any inked signature. The only ingredients necessary were respect and trust. There is no doubt in my mind that a fighter needs a manager. Ideally, a manager gets up good likely bouts, arranges suitable dates and times and living accommodations, hires and sometimes fires sparring partners, “sells” his fighter’s ability and skill to others by taking scouting trips and being a good press agent, and honestly handles all accounts as well. This gives the fighter more time to keep himself in shape, running miles, punching bags, jumping rope, sleeping. Together the fighter and the manager are a team, pulling and pushing toward the same goal. If either takes advantage of the other, underestimates or oversteps the given role, then that’s it; a loss of respect sets in and the whole relationship is shot to hell. If such a split does take place, it is usually the fighter who winds up with the short end of the stick. I learned many things from my manager Andy Malloy. I learned to make my body a complete unit, the muscles of my feet, legs, waist, back and shoulders all contributing to the power of my arm. He taught me, in short, that my entire body was at stake in the ring, not just my fists. He was a good teacher.

Sundar Pichai told me that all the teams we were trying to work with were very busy. They didn’t have extra cycles to dedicate to Nest. And no one at Google could simply dictate to them how to get things done—it was up to the teams to decide how to use their time. As I stared at him, my eyes widened. I saw stars. It was as if I were in a car accident. Time slowed down. All I could think was, Ooooooooohhhhh, shhhhiiiiiiitttttt.

Does trying consciously to make yourself happier actually work?1 If you decided—today, now—to dedicate more of your life to deliberately seeking out happiness, would you actually be happier a week from now, or a year from now? The team studied this question in four countries: the United States, Russia (at two different locations), Japan, and Taiwan. They tracked thousands of people, some of whom had decided to deliberately pursue happiness and some of whom hadn’t. When they compared the results, they found something they had not expected. If you deliberately try to become happy, you will not become happier—if you live in the United States. But if you live in Russia, Japan, or Taiwan, you will become happier. Why, they next wanted to know, would that be?

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Are you dedicated to your patient or your ego?

The reality is that an innovation initiative must be executed by a partnership that somehow bridges the hostilities—a partnership between a dedicated team and what we call the performance engine, the unit responsible for sustaining excellence in ongoing operations. Granted, such an arrangement seems, at first glance, improbable. But to give up on it is to give up on innovation itself.

A scouting craft soon entered our solar system. It detected several broadcast signals, and routed the strongest one (WABC-TV in New York) to a distant team of anthropologists—who then found themselves watching a first-run episode of the hit sitcom Welcome Back, Kotter (the one in which Arnold Horshack joins a zany youth cult). Before I get into what happened next, I should mention that music is the most cherished of the forty so-called Noble Arts that Refined beings revere and dedicate their lives to. It is indeed viewed as being many times Nobler than the other thirty-nine Arts combined. And remember—their music sucks. The first alien Kotter watchers initially doubted that we had music at all, because everything about the show screamed that we were cultural and aesthetic dunderheads. Primitive sight gags made them groan. Sloppy editing made them chuckle. Wardrobe choices practically made them wretch. And then, it happened. The show ended. The credits rolled, and the theme music began. And suddenly, the brainless brutes that they’d been pitying were beaming out the greatest creative achievement that the wider universe had ever witnessed. Welcome back, Welcome back, Welcome back.

Turning the workplace into a playing field can turn our subordinates into “athletes” dedicated to performing at the limit of their capabilities—the key to making our team consistent winners.

The best managers inspire passion and dedication among their staff, they cultivate a culture of success, and they make their team feel valued and supported. And the best managers enable their employees to perform beyond their own expectations.

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Chanel was shocked, but none of the board members spoke up and defended her. They had known her for the last five years and Chanel hadn’t been anything but a hard worker, and dedicated team member.

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To do truly meaningful work, you need to get serious, focus, and go all in. Floyd Mayweather Junior is the best pound-for-pound boxer in the world. As of this writing, he is also the highest paid athlete in the world. His motto? Hard Work, Dedication. His team chants the motto as he trains. One group yells, “Hard work!” and the other responds, “Dedication!” The chants get louder and faster as Mayweather increases the speed and intensity of his workout. Mayweather knows the value of these words, and the impact they have on success. He lives by them. He endures grueling training sessions, 2-3 times per day. He often trains late into the night. He doesn’t smoke or drink alcohol—ever. Floyd Mayweather is no joke. He’s the real deal. And that’s why he’s such a big deal. He lives to box. It’s what he loves to do. His hard work and dedication have paid off, literally. Some people question Mayweather’s morals, or ridicule him for his arrogance, but it’s hard to argue with his unparalleled achievements in boxing and the relentless dedication that backs it all up. The best in the world are the best because they work their asses off doing what they were born to do. They make sacrifices. They keep grinding—and they don’t stop.[36]