Departing Team Quotes

Returning my voice to a conversational level, I called back, “Nora, I’m not attempting to embarrass you or single you out. I know you’re capable. But stay behind Chas, okay? You die, you d i e permanently, and for various reasons that we’ve already gotten angsty about together, I don’t want that to happen.” “Okay, okay,” she sighed. “Angsty?” Chas asked. “Ooh! Later, details!” “Yes, later.” With that, I waved the team forward.

You need to plan the way a fire department plans: It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

executives must put the needs of the higher team ahead of the needs of their departments.

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.

We must recognize that no amount of formal planning can anticipate changes such as globalization and the information revolution we’ve referred to above. Does that mean that you shouldn’t plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

The two major determinants of idea flow, Pentland has found, are “engagement” within a small group like a team, a department, or a neighborhood, and “exploration”—frequent contact with other units. In other words: a team of teams.

...as of this moment there's the police department way, the federal law enforcement way, the military way... and my way. If you want me to function at my best then you're going to have to accept that I'm going to have to make up some of my own rules. I don't know enough about your playbook and, quite frankly, I don't like the way you operate. If I'm not a cop anymore then I'm something else, something new. Okay, then from here on out I'll decide what that is; and that includes building, shaping, and leading my team. My team, my rules.

Jake accompanied us as well, having arrived in Akhia shortly before the excavation team departed. I did not tell him our destination until we were safely away from civilization, and found my caution abundantly justified: he whooped and danced about so much, he fell off his camel and broke his left arm.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

Few people make sound or sustainable decisions in an atmosphere of chaos. The more serious the situation, usually accompanied by a deadline, the more likely everyone will get excited and bounce around like water on a hot skillet. At those times I try to establish a calm zone but retain a sense of urgency. Calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other. You are in a storm. The captain must steady the ship, watch all the gauges, listen to all the department heads, and steer through it. If the leader loses his head, confidence in him will be lost and the glue that holds the team together will start to give way. So assess the situation, move fast, be decisive, but remain calm and never let them see you sweat.

For the first eight months of the war, as incredible as it sounds, William and Elizebeth, and their team at Riverbank, did all of the codebreaking for every part of the U.S. government: for the State Department, the War Department (army), the navy, and the Department of Justice.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

Departments and groups within the team must break down silos, depend on each other and understand who depends on them. If

Every word of the statement was reviewed by the FBI legal team to ensure it was consistent with the law and Department of Justice policy.

Moreover, it appears that Mueller did not uncover new evidence during the course of his investigation, but resurrected an old Justice Department investigation of Manafort in which no charges were ever brought. In federal court, lawyers for the special counsel admitted it. Judge T.S. Ellis III then accused Mueller’s team of exerting “unfettered power” to bring down the president:22

I was one of only two native English speakers in the company, so other departments would send me English texts for correction. That lasted two weeks, until they noticed I had no idea how the English language worked. I sent their creations back with more mistakes than they’d had when I received them. They began sending the texts to the Scandinavian team instead. They spoke such lovely English, after all.

On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they’ll readily offer up their departments’ resources when it serves the greater good of the team, and they’ll take an active interest in the thematic goal regardless of how closely related it is to their functional area.

Stevens worried about his staff and himself. In early June, he sent an e-mail to a State Department official in Washington asking that two six-man Mobile Security Detachments, known as MSD teams, of specially trained DS agents be allowed to remain in Libya through the national elections being held in July and August. Stevens wrote that State Department personnel “would feel much safer if we could keep two MSD teams with us through this period [to support] our staff and [provide a personal detail] for me and the [Deputy Chief of Mission] and any VIP visitors.” The request was denied, Stevens was told, because of staffing limitations and other commitments.

The majority of the employees here are civilians," explained my Alderman guide/protector/companion/would-be-executioner as we strode without a word to the security guards through the foyer towards the lifts. "They conduct themselves within perfectly standard financial services and regulations. There is one specialist suboperational department catering to the financing of more...unusual extra-capital ventures, and the executive assets who operate it have to undergo a rigorous level of training, psyche evaluation, personality assessment, and team operational analyses." We stared at him, and said, "We barely understood the little words." "No," he replied, "I didn't think you would.

any leader who did not or could not understand the fundamentals of what their teams did should not be leading those teams in the first place. He insisted it made for better decision making and created a more efficiently run department

America has potholed roads and decrepit airports, but it builds state-of-the-art offices for regulatory bureaucrats—and their enforcers. The federal Department of Education doesn’t employ a single teacher, but it does have a SWAT team.

I write them to improve my productivity as a programmer. Making the quality assurance department happy is just a side effect. Unit tests are highly localized. Each test class works within a single package. It tests the interfaces to other packages, but beyond that it assumes the rest just works. Functional tests are a different animal. They are written to ensure the software as a whole works. They provide quality assurance to the customer and don't care about programmer productivity. They should be developed by a different team, one who delights in finding bugs.

However, when those inside the bureaucracy work primarily to protect themselves, progress slows and the entire organization becomes more susceptible to external threats and pressures. Only when the Circle of Safety surrounds everyone in the organization, and not just a few people or a department or two, are the benefits fully realized. Weak leaders are the ones who only extend the benefits of the Circle of Safety to their fellow senior executives and a chosen few others. They look out for each other, but they do not offer the same considerations to those outside their “inner circle.” Without the protection of our leaders, everyone outside the inner circle is forced to work alone or in small tribes to protect and advance their own interests. And in so doing, silos form, politics entrench, mistakes are covered up instead of exposed, the spread of information slows and unease soon replaces any sense of cooperation and security.

In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

The team had the hardest time hacking into the server of the J-2, the Joint Staff’s intelligence directorate. Finally, one of the team members simply called the J-2’s office and said that he was with the Pentagon’s IT department, that there were some technical problems, and that he needed to reset all the passwords. The person answering the phone gave him the existing password without hesitating. The Red Team broke in.

Or there, in the clay-baked piedmont of the South, that lean and tan-faced boy who sprawls there in the creaking chair among admiring cronies before the open doorways of the fire department, and tells them how he pitched the team to shut-out victory to-day. What visions burn, what dreams possess him, seeker of the night? The packed stands of the stadium, the bleachers sweltering with their unshaded hordes, the faultless velvet of the diamond, unlike the clay-balked outfields down in Georgia. The mounting roar of eighty thousand voices and Gehrig coming up to bat, the boy himself upon the pitching mound, the lean face steady as a hound’s; then the nod, the signal, and the wind-up, the rawhide arm that snaps and crackles like a whip, the small white bullet of the blazing ball, its loud report in the oiled pocket of the catcher’s mitt, the umpire’s thumb jerked upwards, the clean strike.

month later, on July 9, 2012, Stevens and the embassy’s security staff, led by DS agent Eric Nordstrom, asked the State Department to extend the presence of a Site Security Team, or SST, that consisted of sixteen active-duty military special operators. The Defense Department’s Africa Command, which oversaw the unit, was willing to extend the team’s stay in Tripoli. But State Department officials decided that DS agents and locally hired guards could do the job, and that the SST operators weren’t needed. In the weeks that followed, General Carter Ham, head of Africa Command, twice asked Stevens if he wanted the SST to remain in Libya. Despite his earlier request to extend the team’s stay, Stevens wouldn’t buck the decision of State Department officials in Washington. He declined Ham’s offers and the SST left Libya, even as Stevens moved forward with plans to visit the restive city of Benghazi.

I’ve seen many managers who shy away from leadership moments (e.g., any moment where the team/project needs someone to take decisive action) and retreat to tracking the efforts of others instead of facilitating or even participating in them. If all someone does is keep score and watch from the sidelines, he might be better suited for the accounting department. When someone in a leadership role consistently responds to pressure by getting out of the fray, he’s not leading — he’s hiding. Ineffective

In general, software engineering teams and IT departments seemed to be at the mercy of other groups who would negotiate, cajole, intimidate, and overrule even the most defensible and objectively derived plans. Even plans based on thorough analysis and backed by years of historical data were vulnerable. Most teams, which had neither a thorough analysis method nor any historical data, were powerless at the hands of others who would push them to commit to unknown (and often completely unreasonable) deliverables.

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

Twenty minutes later, I was sitting in the federal building that housed the Department of Homeland Security, about fifteen stories up, locked in a standard federal issue interrogation room. Metal chair, metal table, big one-way mirror window, just like the movies. My arms were bound behind me with at least three flex-cuffs. The only addition to the room were the four tactical team members standing in each corner of the room, M4 rifles slung across their chests. Books, Splitter, Data and old Rattler himself, Agent Simmons.

PATRICK HENRY HIGH SCHOOL  Department of Social Studies   SPECIAL NOTICE to all students Course 410    (elective senior seminar) Advanced Survival, instr. Dr. Matson, 1712-A MWF   1. There will be no class Friday the 14th. 2. Twenty-Four Hour Notice is hereby given of final examination in Solo Survival. Students will present themselves for physical check at 0900 Saturday in the dispensary of Templeton Gate and will start passing through the gate at 1000, using three-minute intervals by lot. 3. TEST CONDITIONS: a) ANY planet, ANY climate, ANY terrain; b) NO rules, ALL weapons, ANY equipment; c) TEAMING IS PERMITTED but teams will not be allowed to pass through the gate in company; d) TEST DURATION is not less than forty-eight hours, not more than ten days. 4. Dr. Matson will be available for advice and consultation until 1700 Friday. 5. Test may be postponed only on recommendation of examining physician, but any student may withdraw from the course without administrative penalty up until 1000 Saturday. 6. Good luck and long life to you all!   (s) B. P. Matson, Sc.D.    Approved: J. R. Roerich, for the Board

It takes an army to make a movie. Camera crews, lighting crews, wardrobe crews, makeup crews, hair crews, painters, builders (called grips), a crew to provide the props, a crew to provide the furnishings (the art department), electricians, special-effects people, stunt performers, stand-ins, the accountant, scheduling and finance (called the unit production manager), catering and someone to provide snacks and drinks (called craft service), and the team of walkie-talkie-armed Gestapo that police the second-by-second momentum of shooting: the assistant director staff.

Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.

Our development team of 100 engineers drinks a lot of coffee… Equipping each floor with new coffee stations would cost $15,000, plus additional ongoing fees for supplies and maintenance. At 10 minutes a day per person traveling down to the break room for coffee and back, our engineering department spends 80 hours a week getting caffeine. New coffee makers would pay for themselves within weeks; afterward, they’d make money for the company. Our current system acts as if we’ve hired 2 full-time engineers just to walk back and forth from their offices to the break room, and their hall banter isn’t even close to West Wing quality.

Here are the commons symptoms that result from micromanagement: 1. The team shows a lack of initiative. Members will not take action unless directed. 2. The team does not seek solutions to problems; instead, its members sit and wait to be told about a solution. 3. Even in an emergency, a team that is being micromanaged will not mobilize and take action. 4. Bold and aggressive action becomes rare. 5. Creativity grinds to a halt. 6. The team tends to stay inside their own silo; not stepping out to coordinate efforts with other departments or divisions for fear of overstepping their bounds. 7. An overall sense of passivity and failure to react.

Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent. In a separate similar study, callers showed an average increase of 142 percent in the amount of time they spent on the phone and a 171 percent increase in the amount of funds they raised.

There has been so much misinformation spread about the nature of this interview that the actual events that took place merit discussion. After being discreetly delivered by the Secret Service to the FBI’s basement garage, Hillary Clinton was interviewed by a five-member joint FBI and Department of Justice team. She was accompanied by five members of her legal team. None of Clinton’s lawyers who were there remained investigative subjects in the case at that point. The interview, which went on for more than three hours, was conducted in a secure conference room deep inside FBI headquarters and led by the two senior special agents on the case. With the exception of the secret entry to the FBI building, they treated her like any other interview subject. I was not there, which only surprises those who don’t know the FBI and its work. The director does not attend these kinds of interviews. My job was to make final decisions on the case, not to conduct the investigation. We had professional investigators, schooled on all of the intricacies of the case, assigned to do that. We also as a matter of procedure don’t tape interviews of people not under arrest. We instead have professionals who take detailed notes. Secretary Clinton was not placed under oath during the interview, but this too was standard procedure. The FBI doesn’t administer oaths during voluntary interviews. Regardless, under federal law, it would still have been a felony if Clinton was found to have lied to the FBI during her interview, whether she was under oath or not. In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

Whereas Lincoln’s loyal young secretary was disturbed by “Chase’s mad hunt after the Presidency,” Lincoln was amused. Chase’s incessant presidential ambitions reminded him of the time when he was “plowing corn on a Kentucky farm” with a lazy horse that suddenly sped forward energetically to “the end of the furrow.” Upon reaching the horse, he discovered “an enormous chin-fly fastened upon him, and knocked him off,” not wanting “the old horse bitten in that way.” His companion said that it was a mistake to knock it off, for “that’s all that made him go.” “Now,” Lincoln concluded, “if Mr. [Chase] has a presidential chin-fly biting him, I’m not going to knock him off, if it will only make his department go.” Lincoln agreed that his secretary’s tactics were in “very bad taste,” and “was sorry the thing had begun, for though the matter did not annoy him his friends insisted that it ought to.

Professor Napier and his colleague Victor Clube, formerly dean of the Astrophysics Department at Oxford University, go so far as to describe the 'unique complex of debris' within the Taurid stream as 'the greatest collision hazard facing the earth at the present time.' Coordination of their findings with those of Allen West, Jim Kennett, and Richard Firestone, as led both teams--the geophysicists and the astronomers--to conclude that it was very likely objects from the then much younger Taurid meteor stream that hit the earth around 12,800 years ago and caused the onset of the Younger Dryas. These objects, orders of magnitude larger than the one that exploded over Tunguska, contained extraterrestrial platinum, and what the evidence from the Greenland ice cores seems to indicate is an epoch of 21 years in which the earth was hit every year, with the bombardments increasing annually in intensity until the fourteenth year, when they peaked and then began to decline before ceasing in the twenty-first year.

A Department of Defense program known as “1033”, begun in the 1990s and authorized by the National Defense Authorization Act, and federal homeland security grants to the states have provided a total of $4.3 billion in military equipment to local police forces, either for free or on permanent loan, the magazine Mother Jones reported. The militarization of the police, which includes outfitting police departments with heavy machine guns, magazines, night vision equipment, aircraft, and armored vehicles, has effectively turned urban police, and increasingly rural police as well, into quasi-military forces of occupation. “Police conduct up to 80,00 SWAT raids a year in the US, up from 3,000 a year in the early ‘80s”, writes Hanqing Chen, the magazine’s reporter. The American Civil Liberties Union, cited in the article, found that “almost 80 percent of SWAT team raids are linked to search warrants to investigate potential criminal suspects, not for high-stakes ‘hostage, barricade, or active shooter scenarios’. The ACLU also noted that SWAT tactics are used disproportionately against people of color”.

Fox was the most junior member of a group assigned to the Team Disney Building in Burbank. Her first job was typical grunt work, laying out bathrooms in the executive wing. MICHAEL GRAVES: Bernadette was driving everyone insane. She wanted to know how much time the executives spent in their offices, how often they’d be in meetings, at what time of day, how many people would be in attendance, the ratio of men to women. I picked up the phone and asked her what the hell she was doing. She explained, “I need to know what problems I’m solving with my design.” I told her, “Michael Eisner needs to take a piss, and he doesn’t want everyone watching.” I’d like to say I kept her around because I recognized the talent that would emerge. But really, I liked the sweaters. She knitted me four, and I still have them. My kids keep trying to steal them. My wife wants to give them to Goodwill. But I won’t part with them. The Team Disney Building was repeatedly delayed because of the permitting process. During an all-firm meeting, Fox presented a flowchart on how to game the building department. Graves sent her to Los Angeles to work on-site. MICHAEL GRAVES: I was the only one sad to see her go.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

One of the biggest benefits I have found in this process, which I didn’t recognize on the front end, is by doing the spousal interview you will discover if your hire is married to crazy. Have you ever hired a great person whose crazy spouse completely took away their ability to win because they were doing maintenance on crazy? I was interviewing a very sharp young man for our broadcast department and explained to him that our final interview would be an informal dinner with his spouse. A few hours later I got a screaming and cussing phone call from his wife. She blew a gasket at the very thought that she had to be involved in her husband’s hiring. After she yelled and cussed for a minute or two she finally asked me, laced with profanity that I’ll leave out, “Why do you do this spouse interview anyway!” To which I responded, “To find people like you.” That poor guy gets his backbone ripped out every morning and maybe she gives it back to him at night if she hears a noise outside. Either he is a complete jellyfish, their marriage will end up in counseling, or they will get divorced. None of those options sounds like a productive team member. So the spousal interview might help you discover if the person is married to crazy; if they are, stay away.

How do I get a human at Expedia? Getting in touch with an Expedia representative is easy. You can speak with an agent directly by calling + (1) - (877) - (254) - (9014) (OTA) or + (1) - (877) - (254) - (9014). For quicker assistance online, use the live chat option available on their website. Their social media pages also provide timely responses. If your concern requires additional attention, you can escalate it through their formal customer support channels. You can also access help quickly by using the Expedia mobile app, where support is just a few taps away. How do I get a human at Expedia?​To connect with a live representative at Expedia, call their 24/7 customer service at+ (1) - (877) - (254) - (9014) or ++ (1) - (877) - (254) - (9014). After dialing, follow the automated prompts to navigate to the appropriate department. For quicker assistance, have your itinerary number and booking details ready. If you encounter long wait times, consider reaching out via Expedia's online chat support or through their Help Center for alternative contact methods.​ How do I lodge a complaint against Expedia? To lodge a complaint against Expedia, reach out to their Customer Care team by calling + (1) - (877) - (254) - (9014). You can also contact them via chat or email. If the issue is not resolved, consider escalating through social media or filing a complaint with the Better Business Bureau (BBB).

The same mass media that told us Lee Harvey Oswald killed John F. Kennedy—and that James Earl Ray killed Martin Luther King, Sirhan Sirhan killed Robert F. Kennedy, Arthur Bremer was the lone gunman when George Wallace was shot, and Ted Kennedy was responsible for the death of Mary Jo Kopechne—brainwash this society every single day. The creation of the SLA is only one more propaganda lie. We can’t discuss Patty’s brainwashing without looking at our own. Our sensitivities and emotions were tested over the same period of time as Patty Hearst’s and Donald DeFreeze’s. Patty was taken to a building near the death trap on 54th Street to witness six of her close associates and intimates for the last four months shot and burned to death. We watched the event in living color over Friday’s TV Dinner. All of us took part. The only ones to gain from the maneuvers of the SLA were the military and police agencies. They have already spent between $5 and $10 million “pursuing” the SLA. Ten thousand young adults were stopped, searched or arrested within a three-week period. SWAT police teams are now located in every major city. Police helicopter contracts are escalating. Computerized police information systems will increase. And the CIA will openly take over local police departments, no longer hide behind public relations doors. The creation of the fictitious Symbionese Liberation Army was a cruel hoax perpetrated on the American public.

But Holbrooke brought to every job he ever held a visionary quality that transcended practical considerations. He talked openly about changing the world. “If Richard calls you and asks you for something, just say yes,” Henry Kissinger said. “If you say no, you’ll eventually get to yes, but the journey will be very painful.” We all said yes. By the summer, Holbrooke had assembled his Ocean’s Eleven heist team—about thirty of us, from different disciplines and agencies, with and without government experience. In the Pakistani press, the colorful additions to the team were watched closely, and generally celebrated. Others took a dimmer view. “He got this strange band of characters around him. Don’t attribute that to me,” a senior military leader told me. “His efforts to bring into the State Department representatives from all of the agencies that had a kind of stake or contribution to our efforts, I thought was absolutely brilliant,” Hillary Clinton said, “and everybody else was fighting tooth and nail.” It was only later, when I worked in the wider State Department bureaucracy as Clinton’s director of global youth issues during the Arab Spring, that I realized how singular life was in the Office of the Special Representative for Afghanistan and Pakistan—quickly acronymed, like all things in government, to SRAP. The drab, low-ceilinged office space next to the cafeteria was about as far from the colorful open workspaces of Silicon Valley as you could imagine, but it had the feeling of a start-up.

FACT 3 – In 1969, the combined agencies of the CIA, Army and FBI were put into full operational use. The Sharon Tate-La Bianca murders were committed in August 1969. The Altamont violence occurred four months later. CIA The CIA prepared for defense against domestic unrest in 1965, coinciding with Camelot and Politica. The CIA joined forces with the FBI and the Army. By August 1967, a special operations group went after the youth. By July 1968, Operation Chaos, identical to the Chilean “Chaos,” clamped down on “restless youth.” This wasn’t a study. It was an attack. Mid-summer of 1969, one month before the Manson Family massacres, Operation Chaos entered a phase of tight security. From 1956-63, the Agency had produced enough LSD to incite every violent act associated with the chaos in Los Angeles or at Altamont. It was identical to handing out poison candy at Halloween. LSD was the moving force, the cause for the Sharon Tate-La Bianca slaughters. It was a steady diet at the Spahn ranch. LSD was the catalyst of the Altamont killing. Thousands of tablets were distributed to the Hell’s Angels, who then went totally berserk and started cracking skulls. FBI May 1964, after the JFK assassination, the FBI instituted COINTELPRO. July 1968, explicit orders went out to proceed, accompanied with instructions, to neutralize segments of American society, including those “restless youth.” By 1969, the Special Services Staff (SSS) of the FBI teamed up with the Justice Department and the CIA’s Operation Chaos.

How to Contact an Actual Person at Robinhood Support To contact an actual person at Robinhood Support, simply dial 1-888-(636)-8199. You will be connected to a knowledgeable support representative who can assist you with any questions or concerns regarding your Robinhood. Whether you're dealing with technical issues, troubleshooting, or need help understanding how to use your device, their team is there to provide expert guidance and solutions. Be ready to provide relevant details about your issue to ensure a quick and efficient resolution. Robinhood Contact Options Robinhood offers several ways to get in touch, whether you prefer calling, chatting, or reaching out via email. Calling Robinhood Hotline 1-888-(636)-8199 The most direct way to talk to a live person is by calling their customer service hotline. The Robinhood Toll-Free Number is 1-888-(636)-8199. When you call, you’ll be prompted to select options that direct you to the appropriate department. If you’re unsure which option to choose, pressing “0” or saying “agent” can often connect you to a live representative. Using Robinhood Live Chat Feature If waiting on hold isn’t your style, you can use the live chat feature on the Robinhood website. Navigate to the Help section and select the chat option to connect with a real person who can assist you. Reaching Out via Email For less urgent issues, emailing Robinhood is another option. While response times may vary, this method ensures you have written documentation of your issue and its resolution.

One day Spinner, the woman who runs PR tells me, “I like that idea, but I’m not sure that it’s one-plus-one-equals-three enough.” What does any of this nutty horseshit actually mean? I have no idea. I’m just amazed that hundreds of people can gobble up this malarkey and repeat it, with straight faces. I’m equally amazed by the high regard in which HubSpot people hold themselves. They use the word awesome incessantly, usually to describe themselves or each other. That’s awesome! You’re awesome! No, you’re awesome for saying that I’m awesome! They pepper their communication with exclamation points, often in clusters, like this!!! They are constantly sending around emails praising someone who is totally crushing it and doing something awesome and being a total team player!!! These emails are cc’d to everyone in the department. The protocol seems to be for every recipient to issue his or her own reply-to-all email joining in on the cheer, writing things like “You go, girl!!” and “Go, HubSpot, go!!!!” and “Ashley for president!!!” Every day my inbox fills up with these little orgasmic spasms of praise. At first I ignore them, but then I feel like a grump and decide I should join in the fun. I start writing things like, “Jan is the best!!! Her can-do attitude and big smile cheer me up every morning!!!!!!!” (Jan is the grumpy woman who runs the blog; she scowls a lot.) Sometimes I just write something with lots of exclamation points, like, “Woo-hoo!!!!!!! Congratulations!!!!!!! You totally rock!!!!!!!!!!!!” Eventually someone suspects that I am taking the piss, and I am told to cut that shit out.

Can I Change the Name on My Reservation After Check-In? Expert Help Line Once you’ve checked in for your Delta Airlines flight, it becomes much more difficult to change the name on your reservation. Generally, airlines, including Delta Airlines, do not allow name changes after check-in has been completed. This is because the boarding pass and flight details are already processed, and altering the name at this stage could lead to security and boarding issues. However, if you notice an error in the name or need a minor correction, you should immediately get in touch with Delta Airlines customer service at +1(844)634-0511. Depending on the situation, the airline may still be able to make small adjustments, such as fixing spelling mistakes or correcting a middle name. But be aware that this is only possible if the changes are made before your flight departs. If a more significant name change is required, Delta Airlines may not be able to accommodate it after check-in. In such cases, you will need to explore alternative options, such as canceling your reservation and rebooking under the correct name, though this may involve fees depending on your ticket type. It’s always a good idea to contact Delta Airlines as soon as possible to discuss your options. For any name-related issues that arise after check-in, contact customer service at +1(844)634-0511. Their team can provide guidance and let you know if there are any exceptions or special circumstances in your case. In conclusion, changing the name on your reservation after check-in is generally not allowed, but minor corrections might still be possible. Contact Delta Airlines customer service at +1(844)634-0511 immediately to discuss your options.

Ce se întîmplă cu tine, băiete? mă întrebă. Vorbea destul de aspru pentru felul lui de a fi. Cîte materii ai urmat în trimestrul ăsta? ― Cinci, domnule profesor. ― Cinci? Şi la cîte ai căzut? ― La patru. Îmi amorţise fundul stînd pe pat. În viaţa mea nu stătusem pe un pat atît de tare. ― La engleză am trecut, i-am spus, fiindcă poveştile cu Beowulf şi cu Lord Randal, fiul meu le-am învăţat încă de pe vremea cînd eram la Whooton. Şi, de fapt, la engleză nu trebuia să fac mai nimic, decît să scriu din cînd în cînd cîte o compunere. Bătrînul nici nu mă asculta. N-asculta niciodată cînd îi vorbeai. ― Eu unul te-am trîntit la istorie fiindcă n-ai ştiut absolut nimic. ― Ştiu, domnule profesor, vă înţeleg. Ce era să faceţi? ― Absolut nimic, repetă el. Tare mă înfurie cînd oamenii repetă de două ori un lucru pe care tu l-ai recunoscut de prima dată. Şi pe urmă a mai spus-o şi a treia oară. ― Dar absolut nimic. Ai deschis cartea măcar o dată, în trimestrul ăsta? Eu mă îndoiesc. Spune drept! ― Păi, ştiţi, am răsfoit-o... de vreo două ori, am spus. Nu voiam să-l jignesc. Îi plăcea istoria la nebunie! ― A, ai răsfoit-o! spuse el foarte ironic. Uite, hm, teza ta e acolo sus pe raft, deasupra teancului de caiete. Ad-o, te rog, încoace. Era o figură urîtă din partea lui. Dar n-am avut încotro, m-am dus şi i-am adus-o. Pe urmă, m-am aşezat din nou pe patul lui de ciment. Mamă, nici nu ştiţi ce rău începuse să-mi pară că venisem să-mi iau rămas bun. Ţinea lucrarea mea de parc-ar fi fost o bucată de rahat sau mai ştiu eu ce. ― Am studiat cu voi egiptenii de la 4 noiembrie la 2 de¬cembrie, îmi zise. Singur ai ales să scrii despre ei la lucrarea facultativă de control. Vrei să auzi ce-ai scris? ― Nu, domnule profesor, nu face, i-am răspuns. Cu toate astea, începu să citească. Nu poţi opri niciodată un profesor să facă un anumit lucru, dacă s-a hotărît să-l facă. Oricum, face tot ce vrea el! Egiptenii sînt o rasă veche de caucazieni care locuiesc într-una din regiunile din nordul Africii. Africa, după cum ştim cu toţii, e cel mai mare continent în emisfera răsăriteană. Şi eu eram obligat să stau şi s-ascult toate tîmpeniile astea! Zău că era urît din partea lui. Pe noi, astăzi, egiptenii ne interesează din mai multe motive. Ştiinţa modernă n-a descoperit nici pînă azi ce substanţe misterioase întrebuinţau cînd îmbălsămau morţii, pentru ca feţele lor să nu putrezească secole la rînd. Această enigmă interesantă continuă să constituie o sfidare pentru ştiinţa modernă a secolului XX. Se opri şi puse jos lucrarea. Începusem să-l urăsc! ― Eseul tău, ca să-i zicem aşa, se opreşte aici, spuse cît se poate de ironic. N-ai crede că un tip atît de bătrîn poate fi atît de ironic şi aşa mai departe. Apoi adăugă: Şi în josul paginii mi-ai scris şi mie cîteva cuvinte. ― Ştiu, ştiu, i-am răspuns precipitat, ca să-l opresc înainte de a-ncepe să citească. Dar parcă mai putea cineva să-l oprească?! Ardea ca un fitil de dinamită. Dragă domnule Spencer (citi el cu glas tare), asta e tot ce ştiu eu despre egipteni. Nu reuşesc să mă intereseze, cu toate că dumneavoastră predaţi foarte frumos. Să ştiţi totuşi că nu mă supăr dacă mă trîntiţi ― că în afară de engleză tot am picat la toate materiile. Cu stimă, al dumnea¬voastră, Holden Caulfield. În sfîrşit, a pus jos lucrarea mea nenorocită şi mi-a arun¬cat o privire de parcă m-ar fi bătut măr la ping-pong sau mai ştiu eu ce. Cît oi trăi nu cred c-am să-l iert c-a citit cu glas tare toate rahaturile alea. Dacă le-ar fi scris el, eu unul nu i le-aş fi citit niciodată. Zău că nu. Şi, de fapt, nu-i scrisesem notiţa aia nenorocită decît ca să nu-i pară prea rău că mă trînteşte. ― Mă condamni că te-am trîntit, băiete? m-a întrebat el. ― Nu, domnule profesor, zău că nu! i-am răspuns eu. Numai de-ar fi încetat naibii să-mi mai zică "băiete"!

Dr. Lydia Ciarallo in the Department of Pediatrics, Brown University School of Medicine, treated thirty-one asthma patients ages six to eighteen who were deteriorating on conventional treatments. One group was given magnesium sulfate and another group was given saline solution, both intravenously. At fifty minutes the magnesium group had a significantly greater percentage of improvement in lung function, and more magnesium patients than placebo patients were discharged from the emergency department and did not need hospitalization.4 Another study showed a correlation between intracellular magnesium levels and airway spasm. The investigators found that patients who had low cellular magnesium levels had increased bronchial spasm. This finding confirmed not only that magnesium was useful in the treatment of asthma by dilating the bronchial tubes but that lack of magnesium was probably a cause of this condition.5 A team of researchers identified magnesium deficiency as surprisingly common, finding it in 65 percent of an intensive-care population of asthmatics and in 11 percent of an outpatient asthma population. They supported the use of magnesium to help prevent asthma attacks. Magnesium has several antiasthmatic actions. As a calcium antagonist, it relaxes airways and smooth muscles and dilates the lungs. It also reduces airway inflammation, inhibits chemicals that cause spasm, and increases anti-inflammatory substances such as nitric oxide.6 The same study established that a lower dietary magnesium intake was associated with impaired lung function, bronchial hyperreactivity, and an increased risk of wheezing. The study included 2,633 randomly selected adults ages eighteen to seventy. Dietary magnesium intake was calculated by a food frequency questionnaire, and lung function and allergic tendency were evaluated. The investigators concluded that low magnesium intake may be involved in the development of both asthma and chronic obstructive airway disease.

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

In fact, the same basic ingredients can easily be found in numerous start-up clusters in the United States and around the world: Austin, Boston, New York, Seattle, Shanghai, Bangalore, Istanbul, Stockholm, Tel Aviv, and Dubai. To discover the secret to Silicon Valley’s success, you need to look beyond the standard origin story. When people think of Silicon Valley, the first things that spring to mind—after the HBO television show, of course—are the names of famous start-ups and their equally glamorized founders: Apple, Google, Facebook; Jobs/ Wozniak, Page/ Brin, Zuckerberg. The success narrative of these hallowed names has become so universally familiar that people from countries around the world can tell it just as well as Sand Hill Road venture capitalists. It goes something like this: A brilliant entrepreneur discovers an incredible opportunity. After dropping out of college, he or she gathers a small team who are happy to work for equity, sets up shop in a humble garage, plays foosball, raises money from sage venture capitalists, and proceeds to change the world—after which, of course, the founders and early employees live happily ever after, using the wealth they’ve amassed to fund both a new generation of entrepreneurs and a set of eponymous buildings for Stanford University’s Computer Science Department. It’s an exciting and inspiring story. We get the appeal. There’s only one problem. It’s incomplete and deceptive in several important ways. First, while “Silicon Valley” and “start-ups” are used almost synonymously these days, only a tiny fraction of the world’s start-ups actually originate in Silicon Valley, and this fraction has been getting smaller as start-up knowledge spreads around the globe. Thanks to the Internet, entrepreneurs everywhere have access to the same information. Moreover, as other markets have matured, smart founders from around the globe are electing to build companies in start-up hubs in their home countries rather than immigrating to Silicon Valley.

Name Correction on Delta Flight Ticket -Call the Expert If you need to make a name correction on your Delta +1(844)634-0511 Airlines flight ticket, you should contact their customer service right away by dialing +1(844)634-0511. Correcting minor name details like a spelling mistake or a change due to marriage is essential for your flight's security and travel documents. +1(844)634-0511 Delta Airlines makes it relatively simple to make minor corrections, but it's important to act immediately to avoid issues with your boarding pass. When you call +1(844)634-0511, a live agent will guide you through the steps to ensure your name is correctly reflected on your ticket. They’ll ask for details such as your booking number and flight details to verify your reservation +1(844)634-0511 before making any changes. Keep in mind that the airline is strict about name changes and will only allow corrections that fall within specific guidelines, like fixing misspellings or replacing names due to legal changes like marriage. It's important to note that name corrections are +1(844)634-0511 different from full name changes. If you need to change the passenger’s name on the ticket entirely, Delta Airlines might require you to cancel your current booking and rebook a new flight, +1(844)634-0511 depending on the circumstances. For any major modifications or cancellations, the customer service team at +1(844)634-0511 can assist you in making the best decision for your situation. Additionally, if you realize the name correction is +1(844)634-0511 necessary before your flight departs, contacting Delta Airlines as soon as possible can help avoid unnecessary complications at the airport. +1(844)634-0511 This way, you can ensure your boarding pass matches your identification without issue. For a faster resolution, you can also ask if the change +1(844)634-0511 requires any fees or if it’s covered under their policy. Always make sure to confirm the updated information once the correction has been made to avoid delays at the airport.

How Do I Get Delta Airlines to Answer? Swift Support When you need to get Delta Airlines to answer quickly, +1(844)634-0511 the most direct method is to call their customer service number at +1(844)634-0511. By dialing this number, you can immediately speak to a live agent who can help you with a variety of inquiries, including ticket changes, cancellations, +1(844)634-0511 and issues related to your flight. Delta Airlines’ customer service team is available around the clock, ensuring that you can get assistance no matter the time of day or night. The key to getting Delta Airlines to answer +1(844)634-0511 promptly is to ensure you’re prepared with your booking details, including your ticket number, reservation code, and any other relevant information. This allows the representative to locate your account quickly and resolve your issue efficiently. One of the benefits of using the +1(844)634-0511 number is that you are guaranteed to speak with a live person who can help with urgent matters such as rebooking a missed flight, modifying your reservation, or addressing a problem +1(844)634-0511 with your boarding pass. If you need immediate assistance with changes to your ticket, cancellation, or refunds, don’t hesitate to call the number. Additionally, Delta Airlines offers the +1(844)634-0511 option of contacting them via email or their online chat feature. However, these methods can sometimes lead to slower response times, which is why using the phone line at +1(844)634-0511 is the best option for more urgent concerns. In case your query requires specific expertise, +1(844)634-0511 you may also be directed to the appropriate department. Whether you're looking to switch flights or need help with a refundable ticket, +1(844)634-0511 Delta Airlines will connect you to the right person through their customer service phone line. Remember, the sooner you call +1(844)634-0511, the quicker you can resolve your issue. Customer service representatives are trained to handle a wide range of questions, so you’ll be in good hands!

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.

How Do I Actually Talk to Someone at Delta Airlines? Customer Service Solutions To actually talk to someone at Delta Airlines, you need to dial +1(844)634-0511. This will connect you directly with a customer service representative who can assist you with a variety of issues related to your booking, including name corrections, reservation changes, cancellations, and ticket modifications. If you're experiencing difficulties, such as needing to replace a passenger’s name or update your boarding pass, speaking to a live person ensures that you receive the help you need. When you call, listen carefully to the automated system’s menu options. If you're calling about a specific issue like name changes or a refund request, be sure to select the correct menu option to ensure you’re directed to the right department. Once connected, the representative will assist you in modifying your booking, answering any questions you may have, and helping you resolve issues in real-time. It’s important to be clear about the nature of your request when you talk to someone at Delta Airlines. Whether it’s correcting the spelling of your name, discussing a modification to your ticket, or canceling your reservation, the representative will provide guidance on how to proceed. If you're calling about urgent matters, such as last-minute travel modifications or issues with your boarding pass, a live representative will be able to help immediately. For passengers traveling with special needs or those needing to discuss specific arrangements, customer service can assist with everything from seat selection to providing extra accommodations during the flight. Be sure to provide all relevant information when you talk to someone at Delta Airlines, including your reservation number, flight details, and any specific needs you may have. In conclusion, to talk to someone at Delta Airlines, simply call +1(844)634-0511. The customer service team will assist you with a wide range of inquiries, from making changes to your reservation to resolving ticket-related issues, ensuring that your travel experience is smooth and stress-free.

Breeding has made the creation of new species illegal. DISILLUSIONMENT CHARMS The wizard on the street also plays a part in the concealment of magical beasts. Those who own a Hippogriff, for example, are bound by law to enchant the beast with a Disillusionment Charm to distort the vision of any Muggle who may see it. Disillusionment Charms should be performed daily, as their effects are apt to wear off. MEMORY CHARMS When the worst happens and a Muggle sees what he or she is not supposed to see, the Memory Charm is perhaps the most useful repair tool. The Memory Charm may be performed by the owner of the beast in question, but in severe cases of Muggle notice, a team of trained Obliviators may be sent in by the Ministry of Magic. THE OFFICE OF MISINFORMATION The Office of Misinformation will become involved in only the very worst magical–Muggle collisions. Some magical catastrophes or accidents are simply too glaringly obvious to be explained away by Muggles without the help of an outside authority. The Office of Misinformation will in such a case liaise directly with the Muggle prime minister to seek a plausible non-magical explanation for the event. The unstinting efforts of this office in persuading Muggles that all photographic evidence of the Loch Ness kelpie is fake have gone some way to salvaging a situation that at one time looked exceedingly dangerous. 7. In his 1972 book Muggles Who Notice, Blenheim Stalk asserts that some residents of Ilfracombe escaped the Mass Memory Charm. ‘To this day, a Muggle bearing the nickname “Dodgy Dirk” holds forth in bars along the south coast on the subject of a “dirty great flying lizard” that punctured his lilo.’ 8. For a fascinating examination of this fortunate tendency of Muggles, the reader might like to consult The Philosophy of the Mundane: Why the Muggles Prefer Not to Know, Professor Mordicus Egg (Dust & Mildewe, 1963). 9. The largest department at the Ministry of Magic is the Department of Magical Law Enforcement, to which the remaining six departments are all, in some respect, answerable – with the possible exception of the Department of Mysteries.

He found that when the Montreal Canadiens ice hockey team—once described as the national team of French Canada—got knocked out of the playoffs early between 1951 and 1992, Quebecois males aged fifteen to thirty-four became more likely to kill themselves. Robert Fernquist, a sociologist at the University of Central Missouri, went further. He studied thirty American metropolitan areas with professional sports teams from 1971 to 1990 and showed that fewer suicides occurred in cities whose teams made the playoffs more often. Routinely reaching the playoffs could reduce suicides by about twenty each year in a metropolitan area the size of Boston or Atlanta, said Fernquist. These saved lives were the converse of the mythical Brazilians throwing themselves off apartment blocks. Later, Fernquist investigated another link between sports and suicide: he looked at the suicide rate in American cities after a local sports team moved to another town. It turned out that some of the fans abandoned by their team killed themselves. This happened in New York in 1957 when the Brooklyn Dodgers and New York Giants baseball teams left, in Cleveland in 1995–1996 when the Browns football team moved to Baltimore, and in Houston in 1997–1998 when the Oilers football team departed. In each case the suicide rate was 10 percent to 14 percent higher in the two months around the team’s departure than in the same months of the previous year. Each move probably helped prompt a handful of suicides. Fernquist wrote, “The sudden change brought about due to the geographic relocations of pro sports teams does appear to, at least for a short time, make highly identified fans drastically change the way they view the normative order in society.” Clearly none of these people killed themselves just because they lost their team. Rather, they were very troubled individuals for whom this sporting disappointment was too much to bear. Perhaps the most famous recent case of a man who found he could not live without sports was the Gonzo author Hunter S. Thompson. He shot himself in February 2005, four days after writing a note in black marker with the title, “Football Season Is Over”:

Can I Talk to a Real Person at Delta Airlines? -Talk to a Representative +1(844)634-0511 – Yes, you can talk to a real person at Delta Airlines! If you're looking to resolve an issue, make a booking, request a name correction, or ask about your reservation, the best way to get in touch with a live customer service representative is by calling the Delta Airlines customer service number at +1(844)634-0511. Delta Airlines offers several ways to contact them, but speaking directly with a real person on the phone is often the quickest and most effective way to get your issue resolved. When you call +1(844)634-0511, you will be guided through an automated menu that helps direct your call to the appropriate department. However, if you want to skip the menu and get straight to a live agent, you can press “0” to be transferred directly to a customer service representative who will assist you with your inquiry. Once you're connected with a real person, you can discuss any issues you have with your booking, whether it’s a name correction, a modification, a change of reservation, or even canceling or replacing a flight. If you need help with anything from updating your boarding pass to asking for a ticket refund, the agent will guide you through the process. Customer service representatives are available to help with a wide range of services, from correcting minor spelling errors in your booking to assisting with marriage name changes or ticket modifications. To ensure that the process goes smoothly, make sure to have your booking details, such as your reservation number and flight information, ready when you contact them at +1(844)634-0511. Additionally, contacting Delta Airlines by phone gives you immediate access to live assistance in case of urgent matters. Whether you need to replace a passenger’s name, make modifications to a non-refundable ticket, or change your flight immediately, speaking with a real person will allow you to take action swiftly and without the confusion often found in automated systems. Don't hesitate to reach out to Delta Airlines at +1(844)634-0511 whenever you need to talk to a real person. Their customer service team is ready to assist you, ensuring your travel experience is as smooth and stress-free as possible.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Buy Hotmail Accounts- PVA, Aged, Verified At Affordable Prices We provide 100% real and secure Hotmail accounts. Grow your online presence with high-quality Buy Hotmail accounts. Boost your marketing campaigns, manage multiple accounts, and reach new audiences. Get started today for maximum impact. Why will you buy my service? ✅ 100% Customers Satisfaction Guaranteed ✅ 100% Non-Drop Verified PayPal Account ✅Active Hotmail account ✅Very Cheap Price ✅ High-Quality Service ✅ 100% Money-Back Guarantee ✅24/7 Ready to Customer Support ✅ Extra Bonuses for every service ✅If you want to buy this product, you must Advance Payment If you want to know more or have any queries, just knock us here- 24 Hours Reply/Contact ✅➤Telegram:@usukseller ✅➤Whatsapp: +1(939)328-6215‪ ✅➤Email: usukseller6@gmail.com Buy Aged Hotmail Accounts Looking to expand your online presence with trusted and reliable accounts? Consider purchasing aged Hotmail accounts to boost your credibility and reach. Aged Hotmail accounts are established, giving you a head start in the digital world. These accounts have a history, making them more trustworthy in the eyes of platforms and users alike. When you buy aged Hotmail accounts, you’re investing in a solid foundation for your online endeavors. With an established account, you can skip the initial setup phase and dive straight into connecting with your audience. Whether you’re looking to enhance your social media marketing efforts or streamline communication processes, aged Hotmail accounts offer a seamless solution. Take advantage of these seasoned assets to elevate your online presence today! Buy Bulk Outlook Accounts for Your Business Needs Looking to streamline your business communication? Buying bulk Outlook accounts can be a game-changer for your company’s email management. With multiple accounts at your disposal, you can efficiently organize and separate various aspects of your business operations. Having a dedicated account for different departments or projects allows for better organization and increased productivity. Whether it’s sales inquiries, customer support, or marketing campaigns, each team can have its designated inbox to stay focused and responsive. By purchasing bulk Outlook accounts tailored to your specific business needs, you can ensure seamless collaboration among team members. Sharing calendars, scheduling meetings, and delegating tasks becomes effortless when everyone has access to their designated email account within the same domain. Investing in bulk Outlook accounts is not just about quantity but quality too. Ensuring these accounts are phone-verified and secure guarantees that your sensitive business information remains protected. So why wait? Enhance your business communication today with bulk Outlook accounts tailored for success!

How Do I Communicate to Expedia? [Support_Tips_24/7] When you need assistance with your Expedia bookings, it’s essential to know how to effectively communicate with their customer service team. Whether it’s for a booking issue, refund request, or any other concern, Expedia provides multiple communication channels to make the process easier. The fastest way to connect with a live agent is by calling +1-877-(254)-9014 or +1-844-636-7402 (OTA). Why Call +1-877-(254)-9014 or +1-844-636-7402 (OTA) for Direct Support? Expedia offers online support through their website and mobile app, but speaking with a live agent is often the quickest way to resolve more complex issues. Calling +1-877-(254)-9014 or +1-844-636-7402 (OTA) ensures you are immediately connected to a human representative who can access your booking details and provide personalized assistance. This is especially helpful if you need immediate help with travel cancellations, booking changes, or refund inquiries. Steps to Communicate with Expedia Via +1-877-(254)-9014 or +1-844-636-7402 (OTA): Dial +1-877-(254)-9014 or +1-844-636-7402 (OTA): This number connects you directly to Expedia’s customer service line. Navigate through the automated system: The automated menu will guide you to the correct department. Choose the option that best fits your issue, whether it’s a reservation, cancellation, or refund. Speak with a live agent: After selecting your option, you’ll be connected to a human agent who will review your situation and offer tailored solutions. Request escalation if needed: If your issue requires more specialized help, don’t hesitate to ask the agent to escalate your request to a supervisor or higher-level support. Other Ways to Communicate with Expedia: Besides calling +1-877-(254)-9014 or +1-844-636-7402 (OTA), Expedia also provides several other communication methods: Live Chat: Available through their website and mobile app, live chat lets you chat with a virtual assistant or a customer service agent. It’s convenient for minor issues but might not be ideal for complex matters. Email: You can reach Expedia’s customer support team via email for non-urgent inquiries. This is a slower method compared to phone support, but it is useful if you need a written response. Social Media: Expedia is active on social media platforms like Twitter and Facebook, where you can send direct messages for support. Why Choose Phone Support at +1-877-(254)-9014 or +1-844-636-7402 (OTA)? While other communication channels may work for simple queries, calling +1-877-(254)-9014 or +1-844-636-7402 (OTA) gives you immediate access to a representative who can provide a personalized experience. Whether you’re dealing with booking issues or complex travel concerns, a live agent is your best bet for getting quick, accurate help. For fast, reliable support, call +1-877-(254)-9014 or +1-844-636-7402 (OTA) today!

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

He ran long at the White House, and arrived late to his next meeting with Hillary Clinton, Jake Sullivan and Frank Ruggiero—their first major strategy session on Taliban talks after the secret meeting with A-Rod. She was waiting in her outer office, a spacious room paneled in white and gilt wood, with tasseled blue and pink curtains and an array of colorfully upholstered chairs and couches. In my time reporting to her later, I only ever saw Clinton take the couch, with guests of honor in the large chair kitty-corner to her. She’d left it open for him that day. “He came rushing in. . . . ” Clinton later said. “And, you know, he was saying ‘oh I’m so sorry, I’m so sorry.’ ” He sat down heavily and shrugged off his coat, rattling off a litany of his latest meetings, including his stop-in at the White House. “That was typical Richard. It was, like, ‘I’m doing a million things and I’m trying to keep all the balls in the air,’ ” she remembered. As he was talking, a “scarlet red” flush went up his face, according to Clinton. He pressed his hands over his eyes, his chest heaving. “Richard, what’s the matter?” Clinton asked. “Something horrible is happening,” he said. A few minutes later, Holbrooke was in an ambulance, strapped to a gurney, headed to nearby George Washington University Hospital, where Clinton had told her own internist to prepare the emergency room. In his typically brash style, he’d demanded that the ambulance take him to the more distant Sibley Memorial Hospital. Clinton overruled him. One of our deputies on the SRAP team, Dan Feldman, rode with him and held his hand. Feldman didn’t have his BlackBerry, so he scrawled notes on a State Department expense form for a dinner at Meiwah Restaurant as Holbrooke dictated messages and a doctor assessed him. The notes are a nonlinear stream of Holbrooke’s indomitable personality, slashed through with medical realities. “Call Eric in Axelrod’s office,” the first read. Nearby: “aortic dissection—type A . . . operation risk @ > 50 percent”—that would be chance of death. A series of messages for people in his life, again interrupted by his deteriorating condition: “S”—Secretary Clinton—“why always together for medical crises?” (The year before, he’d been with Clinton when she fell to the concrete floor of the State Department garage, fracturing her elbow.) “Kids—how much love them + stepkids” . . . “best staff ever” . . . “don’t let him die here” . . . “vascular surgery” . . . “no flow, no feeling legs” . . . “clot” . . . and then, again: “don’t let him die here want to die at home w/ his fam.” The seriousness of the situation fully dawning on him, Holbrooke turned to job succession: “Tell Frank”—Ruggiero—“he’s acting.” And finally: “I love so many people . . . I have a lot left to do . . . my career in public service is over.” Holbrooke cracked wise until they put him under for surgery. “Get me anything you need,” he demanded. “A pig’s heart. Dan’s heart.

DANCING ANGELS During October 2001, the Lord began to speak to me about traveling to Newfoundland, Canada. I had no desire to go there, especially in the middle of the winter! At this time I was still concerned about my inability to “feel the Lord” and began to press into God all the more. At times I locked myself into the little house and fasted and prayed for up to seven days, or until the presence of God fell. After many confirmations in the spirit, I pooled all of my earthly wealth and made the trip to the great white North. The night before I was to depart, the Lord instructed me to “pray in tongues all the way to Newfoundland.” Somehow through the grace of God I succeeded in praying in the Spirit for about 18 hours until I touched down in Canada. In Springdale, Newfoundland, Canada, the Lord began instructing me to complete a series of prophetic actions. I attended an intercessory prayer meeting on Wednesday, November 21. We were interceding for an upcoming series of healing meetings. During this meeting, I began to “see” into the spirit. As the Lord opened my spiritual eyes, I incrementally saw the heavens open over Living Waters Ministries Church. In addition to this, I also began to hear angelic voices singing along with the worship team. At one point during the meeting, I saw a stream of golden oil pour out from Heaven and land on a certain spot in the sanctuary. At the leading of the Lord, I knelt upon that spot. The glory and anointing began to flow into and over my body. The sensation and anointing was very similar to what I experienced when the angel put his hands upon me the night of August 22, 2001. As I knelt under the spot where the golden oil was beginning to pour onto the altar, I was praying earnestly. I could feel the liquid oil raining down on my body. I could sense and smell this heavenly oil as it rolled off my head. The Holy Spirit began to talk to me in a very clear and direct way that I had never experienced before. I collapsed onto the carpet in a pool of golden oil and laid there in the anointing of the Holy Spirit. Then I sensed angels dancing all around the pool and me. I felt an angel as it brushed its wings across my face. I had a “knowing” that the angel was asking me to raise my hands into the air. When I raised my hands up to about two feet, the angel would push my hands back down with its strong, warm hands. I tried again, and when my hands were almost totally up, the angel tickled my nose with the feathers of its wings. I laughed, and my hands fell. The angel and I continued to interact in this fashion for nearly an hour. I did not actually see this angel, but the force and reality of its touch was very tangible. There was no doubt that I was interacting with a heavenly being. This experience was both refreshing and real. SEEING IS BELIEVING On Thursday, November 22, the healing meetings started; they would last through Sunday, the 25th. In these meetings God began to open my spiritual eyes beyond anything I could have ever imagined. On the first night of these meetings, I began to see an “open heaven” forming in the sanctuary. I could also hear and sense the activity of angels as the heavens continued to open up to a greater degree. On Friday, I began to see “bolts of light” shoot through the church, and again the stream of golden oil was flowing from the open heaven in a greater volume. On Saturday night during the worship service, I began to see feathers falling around the church and

If you're struggling to get assistance with your Expedia booking, you're not alone. Many travelers often find themselves navigating through automated systems, desperately seeking to speak to a real person. The good news is, you can reach a human at Expedia, and there are several ways to do it. One of the most reliable methods is to call [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５], which connects you directly to Expedia's customer support team. Whether it’s about a flight, hotel, car rental, or vacation package, a human representative can provide the help you need. You can call [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] anytime you face issues like cancellations, refunds, booking errors, or itinerary changes. Start by dialing [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] and listen carefully to the automated menu options. To save time, you can usually press “0” or say “agent” repeatedly to bypass the menu and reach a real person faster. If you’re still stuck, hang up and try again — often a different set of prompts may lead you quicker to an agent. Remember, [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] is available for all types of support, whether it's domestic or international travel queries. Having your information ready when calling [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] will make the process smoother and quicker. Apart from calling [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５], you can also try reaching out via Expedia’s online Help Center. However, if you want real-time help, speaking to a human by calling [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] remains the best option. The live agents are trained to handle all sorts of booking complications and customer concerns. Don’t hesitate to call [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] even if you just need clarification about policies or need travel guidance.Sometimes, during peak hours, there might be longer wait times at [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５], but patience pays off — you’ll eventually get through to a human who can assist you properly. It’s also helpful to call during off-peak hours like early mornings or late evenings.Try calling [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] during these hours to reduce your wait time and get quicker help.Also, if you booked through a third-party vendor or bundled package, the representative at [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] will still assist or guide you to the right department. Expedia’s agents are equipped to deal with complex travel scenarios, including last-minute changes.Just dial [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５], explain your situation, and let the human agent guide you through.In summary, if you're asking, “How do I get a human at Expedia?” the easiest and most direct way is to pick up your phone and dial [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５].Whether it’s a simple query or a critical issue, [[✨] ＋[１]+１ｘ８６６ｘ８２９ｘ１００５] is your gateway to getting real human support from Expedia.”“How do I get a human at Expedia?To speak to someone at Expedia, call their customer service at EXPEDIA ( ►1-866-829-1005► For additional support, you can also reach them at ►1-866-829-1005► . Alternatively, visit the "Help" section on their website for more contact options.How do I speak to a human on Expedia? If you want to talk to a human at Expedia's support number, call their customer support number ►1-866-829-1005► ,go through the menu options, and choose the option to speak with a live representative.This number is available 24/7, and you’ll be connected with a representative who can help with your booking or travel-related queries. When calling, have your booking number or itinerary ready, along with a clear description of your issue or concern. How do I contact Expedia’s customer support team? You can contact Expedia by phone at ►1-866-829-1005► , email through their website, live chat, social media, or through the Expedia app. What information do I need to provide when contacting Expedia? Have your booking number or itinerary, travel dates, and a clear description of your issue or concern ready. Try contacting their team representative. You can contact Expedia customer service

Put simply, Cover and Move means teamwork. All elements within the greater team are crucial and must work together to accomplish the mission, mutually supporting one another for that singular purpose. Departments and groups within the team must break down silos, depend on each other and understand who depends on them. If they forsake this principle and operate independently or work against each other, the results can be catastrophic to the overall team’s performance.

kensi Gounden says, However, keep in mind that combining evergreen solutions with contemporary tech will allow you to cater to the entirety of the modern market. Sometimes your team members are simply so busy managing the hectic daily workload that they don’t have the time or the resources to be creative or innovative. Instead of putting innovation on the backburner until an opportunity presents itself (which it never will), you can allocate some of your resources to create departments and divisions intended for this purpose.

I had been asked to fly to Washington to be part of the larger announcement, a major press conference and celebration that would take place at the Department of Justice and the White House. But I wanted to be at home with my team. It was our victory to share together. And we needed to gear up for the next battle ahead.

Laszlo Bock, the head of the People Operations department at Google, walked onto the stage and thanked everyone for coming. “The biggest thing you should take away from this work is that how teams work matters, in a lot of ways, more than who is on them,” he said.

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

I’m going to tell you a really important lesson I learned after Emily died. I thought I knew what it was to be part of a team. I was in the army, joined Delta, I trusted my team with everything, and knew they had my back no matter what. Then I lost my wife and was the sole parent to a newborn. Lolly was my responsibility, and I took that seriously. I tried to juggle everything myself. Funeral arrangements, caring for Lolly, taking care of the house, laundry, cleaning, grocery shopping, midnight feeds, and a colicky baby. I thought I had to do it all and didn’t want to accept help from anyone. You know what eventually happened?” “What?” “I crashed. Two months after Lolly was born, I was cooking dinner, lay down for just a moment, and woke up an hour later to someone hammering on my apartment door. Dinner burned which set off the smoke detectors, the fire department came, and I realized that raising my daughter wasn’t a mission I could undertake without my team. I needed my parents, needed Bear and the rest of Alpha team, needed Prey and the Oswalds. So, I reached out for help.

suggested to the city planning department that we instead identify segments of the city population as heroes. Many team members seemed surprised by the use of the word hero. Why wouldn’t they balk? After all, if you’ve ever attended a city council or local planning board meeting, it’s hard to imagine the people yelling at city representatives as “heroes.” But this framing would be private among the department, designed to help us gain a new appreciation for the concerns, frustrations, and challenges that even these more privileged populations face. This way we would be in a much healthier position for the department to listen to and engage their participation.

Management becomes more complex, too, because the staff has to reach across the organization at a level and consistency you never had to before: different departments, groups, and business units. For example, analytics and business intelligence teams never had to have the sheer levels of interaction with IT or engineering. The IT organization never had to explain the data format to the operations team. From both the technical and the management perspectives, teams didn’t have to work together before with as high of a bandwidth connection. There may have been some level of coordination before, but not this high. Other organizations face the complexity of data as a product instead of software or APIs as the product. They’ve never had to promote or evangelize the data available in the organization. With data pipelines, the data teams may not even know or control who has access to the data products. Some teams are very siloed. With small data, they’ve been able to get by. There wasn’t ever the need to reach out, coordinate, or cooperate. Trying to work with these maverick teams can be a challenge unto itself. This is really where management is more complicated.

I just watched Bull Durham with my kids. On a pro baseball team, the players have great relationships. These players are really close. They support one another. They celebrate together, console one another, and know each other’s plays so well that they can move as one without speaking. But they are not a family. The coach swaps and trades players in and out throughout the year in order to make sure they always have the best player in every position. Patty was right. At Netflix, I want each manager to run her department like the best professional teams, working to create strong feelings of commitment, cohesion, and camaraderie, while continually making tough decisions to ensure the best player is manning each post.

A scientific discovery in our time is likely to be not the work of a solitary researcher or a small team working with improvised equipment, but the product of a big team in an expensive lab operating with government funds. In such conditions the scientist is less and less likely to speak out against government policies. Today, for example, there is scarcely a physicist who thinks the Strategic Defense Initiative or its successor, National Missile Defense, can be made to work in anything like the way the Defense Department claims. Some disbelievers, however, accept government funds for the project in hopes of making an ancillary contribution to science, and cover their doubts with silence. The public has been lied to as a result, and billions of dollars have been wasted on an illusion.

Nearly every organized group on Oahu staked out something to do. Boy Scouts fought fires, served coffee, ran messages. The American Legion turned out for patrol and sentry duty. One Legionnaire struggled into his 1917 uniform, had a dreadful time remembering how to wind his puttees and put on his insignia. He took it out on his wife, and she told him to leave her alone —go out and fight his old enemy, the Germans. The San Jose College football team, in town from California for a benefit game the following weekend, signed up with the Police Department for guard duty. Seven of them joined the force, and Quarterback Paul Tognetti stayed on for good, ultimately going into the dairy business. A

Nearly every organized group on Oahu staked out something to do. Boy Scouts fought fires, served coffee, ran messages. The American Legion turned out for patrol and sentry duty. One Legionnaire struggled into his 1917 uniform, had a dreadful time remembering how to wind his puttees and put on his insignia. He took it out on his wife, and she told him to leave her alone —go out and fight his old enemy, the Germans. The San Jose College football team, in town from California for a benefit game the following weekend, signed up with the Police Department for guard duty. Seven of them joined the force, and Quarterback Paul Tognetti stayed on for good, ultimately going into the dairy business. A local committee, called the Major Disaster Council, had spent months preparing for this kind of day; now their foresight was paying off. Forty-five trucks belonging to American Sanitary Laundry, New Fair Dairy, and other local companies sped off to Hickam as converted ambulances. Dr. Forrest Pinkerton dashed to the Hawaii Electric Company’s refrigerator, collected the plasma stored there by the Chamber of Commerce’s Blood Bank. He piled it in the back of his car, distributed it to various hospitals, then rushed on the air, appealing for more donors. Over 500 appeared within an hour, swamping Dr. John Devereux and his three assistants. They took the blood as fast as they could, ran out of containers, used sterilized Coca-Cola bottles.

Over the years, my brain trust of more than twenty-five people has included a guy who was number one in his class at Caltech, a department chair of economics at a major U.S. university, mathematical savants, computer wizards, PhDs, and quantitative and database handicappers who live and breathe algorithms and theoretical angles not found in your average textbook. Our team members act like hedge fund analysts, assigning a numerical value to every conceivable factor or variable capable of affecting sporting events to within a tenth of a point. In the NFL alone, I have several teams of experts working independently. They have never met each other, even though most have worked with me for more than thirty years, funneling their information to one common denominator: me.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

Bartlett ordered that they make their way toward Wrangel Island in the same teams that had originally departed Shipwreck Camp.

This is Amos Diggory, everyone,” said Mr. Weasley. “He works for the Department for the Regulation and Control of Magical Creatures. And I think you know his son, Cedric?” Cedric Diggory was an extremely handsome boy of around seventeen. He was Captain and Seeker of the Hufflepuff House Quidditch team at Hogwarts.

To recap, the five dysfunctions of a team are as follows: Absence of Trust: Your co-workers are going to screw you over. Fear of Conflict: You’d call them on it, but you’re a pussy. Lack of Commitment: You stopped caring because you didn’t call them on it. Avoidance of Accountability: You blame your problems on your shit corporate culture that you helped create. Inattention to Results: You’ve got to screw them over first to fix this!  So, you sabotage their department at the expense of the entire company.

Learning, self-imbibing and disseminating the fact that every person & department is inter- dependent towards achieving the goals set by the organisation would go a long way to avoid conflicts in any organisation. People management is more of an art than a science. Inculcating a sense of belonging to the organisation and setting goals would be the best motivational tool apart from other motivational factors that generally revolve around such as training sessions, work recognition, bonuses etc. That apart whether one's work is recognised or not, a star invariably shine's through the darkness. Thereby good leaders need to self introspect and pave a way for unity within the team towards achieving the goals of the organisation.

When Well Done leaders lead their teams to do more than expected, it empowers employees to better understand their power to make decisions. The second step is one of the most empowering steps any person can take to better their life and to enhance their work.This act of teaching the second step will help employees and every team member to think more like an owner of their area and department.

Incumbents are admittedly iterating on the friction, but have to butt up against compliance, legal and risk departments constantly trying to retain as much of the friction as possible. It takes a really strong CEO and executive team to reform that systemic thinking.

The loan department of Wells Fargo Bank had a similar experience. When they invited a customer to come into the bank and describe how a loan had changed their life—how it allowed them to buy a house or pay off a debt—it had a dramatic effect on the motivation of bank employees to help more people do the same. They could see for themselves the impact their work was having in someone’s life. This is a significant shift in how the employees perceived their jobs and it is foundational to having a sense of purpose in the work we do. Without necessarily being aware of it, many of the employees stopped coming to work to sell loans and started coming to work to help people. Further proof of how much the quality of our work improves when we can attach a human being to the results was seen in a study that found that simply showing radiologists a photograph of a patient led to a dramatic improvement in the accuracy of their diagnostic findings. Adam Grant conducted another study on lifeguards at a community recreation center.

Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent.

Our captain, Nick Mackie, for some reason didn’t trust that Roger and I could interview anybody, so Mackie decided that the first round of interviews with witnesses at Lake Sam would be done by a team of local mental health professionals led by Dr. John Liebert and Dr. John Berberich, since deceased. Liebert is a forensic psychiatrist, and Berberich was a clinical psychologist, who advised police departments on internal issues. Both men taught at the University of Washington. Liebert advised King County Superior Court Judges on murder defendants’ potential for violence. For 20 years or more, he had interviewed every convicted murderer in the county and prepared a post-sentence report for the court.

Ruben teamed up with other Mexican-American burglars who hung out at the bus terminal. They were the black sheep who’d come to L.A. looking to rip off the system and get high. Every day, dozens of houses all over Los Angeles were robbed by them and the loot quickly sold to fences who lined the front of the terminal seven days a week, including Christmas and New Year’s. To a professional burglar, L.A. was like a beacon in the night, summoning those who would steal from far and wide. The thieves knew L.A. was made up of ninety-six different communities, many of which had their own police forces, and if they moved around, they were a lot less likely to come to the attention of any given police department and thus elude capture.

We can all learn a lesson from Harry. The “I’m doing my job and that’s enough” attitude is small, negative thinking. Big thinkers see themselves as members of a team effort, as winning or losing with the team, not by themselves. They help in every way they can, even when there is no direct and immediate compensation or other reward. The fellow who shrugs off a problem outside his own department with the comment “Well, that’s no concern of mine, let them worry with it” hasn’t got the attitude it takes for top leadership.

Group Database. This category is more complex because it’s meant to serve groups of people, such as teams of developers or a company’s department.