Drill Team Quotes

I will love you with no regard to the actions of our enemies or the jealousies of actors. I will love you with no regard to the outrage of certain parents or the boredom of certain friends. I will love you no matter what is served in the world’s cafeterias or what game is played at each and every recess. I will love you no matter how many fire drills we are all forced to endure, and no matter what is drawn upon the blackboard in blurry, boring chalk. I will love you no matter how many mistakes I make when trying to reduce fractions, and no matter how difficult it is to memorize the periodic table. I will love you no matter what your locker combination was, or how you decided to spend your time during study hall. I will love you no matter how your soccer team performed in the tournament or how many stains I received on my cheerleading uniform. I will love you if I never see you again, and I will love you if I see you every Tuesday. I will love you if you cut your hair and I will love you if you cut the hair of others. I will love you if you abandon your baticeering, and I will love you if you if you retire from the theater to take up some other, less dangerous occupation. I will love you if you drop your raincoat on the floor instead of hanging it up and I will love you if you betray your father. I will love you even if you announce that the poetry of Edgar Guest is the best in the world and even if you announce that the work of Zilpha Keatley Snyder is unbearably tedious. I will love you if you abandon the theremin and take up the harmonica and I will love you if you donate your marmosets to the zoo and your tree frogs to M. I will love you as a starfish loves a coral reef and as a kudzu loves trees, even if the oceans turn to sawdust and the trees fall in the forest without anyone around to hear them. I will love you as the pesto loves the fettuccini and as the horseradish loves the miyagi, as the tempura loves the ikura and the pepperoni loves the pizza. I will love you as the manatee loves the head of lettuce and as the dark spot loves the leopard, as the leech loves the ankle of a wader and as a corpse loves the beak of the vulture. I will love you as the doctor loves his sickest patient and a lake loves its thirstiest swimmer. I will love you as the beard loves the chin, and the crumbs love the beard, and the damp napkin loves the crumbs, and the precious document loves the dampness in the napkin, and the squinting eye of the reader loves the smudged print of the document, and the tears of sadness love the squinting eye as it misreads what is written. I will love you as the iceberg loves the ship, and the passengers love the lifeboat, and the lifeboat loves the teeth of the sperm whale, and the sperm whale loves the flavor of naval uniforms. i will love you as a child loves to overhear the conversations of its parents, and the parents love the sound of their own arguing voices, and as the pen loves to write down the words these voices utter in a notebook for safekeeping. I will love you as a shingle loves falling off a house on a windy day and striking a grumpy person across the chin, and as an oven loves malfunctioning in the middle of roasting a turkey. I will love you as an airplane loves to fall from a clear blue sky and as an escalator loves to entangle expensive scarves in its mechanisms. I will love you as a wet paper towel loves to be crumpled into a ball and thrown at a bathroom ceiling and as an eraser loves to leave dust in the hairdos of people who talk too much. I will love you as a cufflink loves to drop from its shirt and explore the party for itself and as a pair of white gloves loves to slip delicately into the punchbowl. I will love you as the taxi loves the muddy splash of a puddle and as a library loves the patient tick of a clock.

I will love you with no regard to the outrage of certain parents or the boredom of certain friends. I will love you no matter what is served in the world's cafeterias or what game is played at each and every recess. I will love you no matter how many fire drills we are all forced to endure, and no matter what is drawn upon the blackboard in blurry, boring chalk. I will love you no matter how many mistakes I make when trying to reduce fractions, and no matter how difficult it is to memorize the periodic table. I will love you no matter what your locker combination was, or how you decided to spend your time during study hall. I will love you no matter how your soccer team performed in the tournament or how many stains I received on my cheerleading uniform. I will love you if I never see you again, and I will love you if I see you every Tuesday.

They were ushered in quickly, snappy salutes all around, and a full bird colonel escorted them down the path to the perfectly manicured lawn where the Silent Drill Team put on their world-renowned performances.

Other studies indicate that compared to Western parents, Chinese parents spend approximately ten times as long every day drilling academic activities with their children. By contrast, Western kids are more likely to participate in sports teams. This

I will love you with no regard to the actions of our enemies or the jealousies of actors. I will love you with no regard to the outrage of certain parents or the boredom of certain friends. I will love you no matter what is served in the world’s cafeterias or what game is played at each and every recess. I will love you no matter how many fire drills we are all forced to endure, and no matter what is drawn upon the blackboard in a blurring, boring chalk. I will love you no matter how many mistakes I make when trying to reduce fractions, and no matter how difficult it is to memorize the periodic table. I will love you no matter what your locker combination was, or how you decided to spend your time during study hall. I will love you no matter how your soccer team performed in the tournament or how many stains I received on my cheerleading uniform. I will love you if I never see you again, and I will love you if I see you every Tuesday. I will love you if you cut your hair and I will love you if you cut the hair of others. I will love you if you abandon your baticeering, and I will love you if you retire from the theater to take up some other, less dangerous occupation. I will love you if you drop your raincoat on the floor instead of hanging it up and I will love you if you betray your father. I will love you even if you announce that the poetry of Edgar Guest is the best in the world and even if you announce that the work of Zilpha Keatley Snyder is unbearably tedious. I will love you if you abandon the theremin and take up the harmonica and I will love you if you donate your marmosets to the zoo and your tree frogs to M. I will love you as the starfish loves a coral reef and as kudzu loves trees, even if the oceans turn to sawdust and the trees fall in the forest without anyone around to hear them. I will love you as the pesto loves the fetuccini and as the horseradish loves the miyagi, as the tempura loves the ikura and the pepperoni loves the pizza. I will love you as the manatee loves the head of lettuce and as the dark spot loves the leopard, as the leech loves the ankle of a wader and as a corpse loves the beak of the vulture. I will love you as the doctor loves his sickest patient and a lake loves its thirstiest swimmer. I will love you as the beard loves the chin, and the crumbs love the beard, and the damp napkin loves the crumbs, and the precious document loves the dampness in the napkin, and the squinting eye of the reader loves the smudged print of the document, and the tears of sadness love the squinting eye as it misreads what is written. I will love you as the iceberg loves the ship, and the passengers love the lifeboat, and the lifeboat loves the teeth of the sperm whale, and the sperm whale loves the flavor of naval uniforms. I will love you as a child loves to overhear the conversations of its parents, and the parents love the sound of their own arguing voices, and as the pen loves to write down the words these voices utter in a notebook for safekeeping. I will love you as a shingle loves falling off a house on a windy day and striking a grumpy person across the chin, and as an oven loves malfunctioning in the middle of roasting a turkey. I will love you as an airplane loves to fall from a clear blue sky and as an escalator loves to entangle expensive scarves in its mechanisms. I will love you as a wet paper towel loves to be crumpled into a ball and thrown at a bathroom ceiling and an eraser loves to leave dust in the hairdos of the people who talk too much. I will love you as a taxi loves the muddy splash of a puddle and as a library loves the patient tick of a clock. I will love you as a thief loves a gallery and as a crow loves a murder, as a cloud loves bats and as a range loves braes. I will love you as misfortune loves orphans, as fire loves innocence and as justice loves to sit and watch while everything goes wrong.

Except Caitlyn. High school dating, drill team, school spirit—it all seemed silly to her. Why did it feel like high school was crushing her soul? She had nothing concrete she could point to. All she knew was that she didn’t belong here. She preferred old, used clothes to new ones; her iPod was full of classical music; and photos of castles and reproductions of old European art covered her bedroom walls, including a Renaissance painting of a young girl in white, named Bia. It should have been pop singers on her wall, or movie stars

The team next needed a closer look at the reactor itself, so they brought in oil industry engineers to drill through the reactor’s reinforced-concrete containment structure. They finally broke through in the summer of 1988 after 18 months of drilling in harsh conditions.

The six-game schedule would begin in two weeks, one game against each of the other seven teams in their league.

After four years of playing [the school fight song] for every pep rally, at the start of every half of every football game, after every score, at the end of the game, and at random times when the team needed a boost, it was forever drilled into my psyche.

The team were in for a surprise; the reactor was empty, its smooth metal interior wall clearly visible. They were shocked. After drilling another hole through the bottom of the reactor, they discovered a few graphite blocks, but the fact remained that the reactor was essentially bare.

Your left! Your left! Your left-right-left! Your left! Your left! Your left-right-left! Yeah, yeah, yeah. I left. I left. I left-left-left that wack school and that even more wack ROTC drill team because it was Friday, which to me, and basically every other person on Earth, meant it was time to party. Okay, maybe not everybody on Earth. I’m sure there was a monk somewhere on a mountain who might’ve been thinking of something else. But I wasn’t no monk. Thank God. So for me and my friends, Friday was just another word for party. Monday, Tuesday, Hump Day (because who can resist the word “hump”?), Thursday, and Party.

Roque, darling,” Victra calls up to the cameras in the ceiling as Holiday and her team set up the drill on the door. “How I have pined for you since the garden. Are you there?” She sighs. “I’ll just assume you are. Listen, I understand. You think we must be wroth with you, what with the murder of my mother, the execution of our friends, the bullets in the spine, the poison, and a year of torture for dear Reaper and I, but that’s not so. We just want to put you in a box. Maybe several. Would you like that? It’s very poetic.” Holiday

am an American Soldier. I am a warrior and a member of a team. I serve the people of the United States, and live the Army Values. I will always place the mission first. I will never accept defeat. (This had been underlined.) I will never quit. I will never leave a fallen comrade. I am disciplined, physically and mentally tough, trained and proficient in my warrior task and drills. I always maintain my arms, my equipment and myself. I am an expert and I am a professional. I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat. I am a guardian of freedom and the American way of life. I am an American Soldier.

He got thrashed in every one-on-one situation, lost every drill, but he kept coming back. At the end of the summer David drove over to see Filip's mom, sat in her kitchen, and told her about a study that showed how many elite players were never among the five best in their youth team, and how it's often the sixth- to twelfth-best juniors who break through at senior level. They've had to fight harder. They don't buckle when the setbacks come. "If Filip ever doubts his chances, you don't have to promise him that he'll be the best in the team one day. You just have to convince him that he can battle his way to twelfth place," David said. There's no way he can know how much that meant for the family, because they have no words to express it. It only changed everything.

Since the volume of the Elephant’s Foot alone could not account for all the missing fuel, the team turned their attention to the room directly beneath the reactor, where they had already detected enormous levels of heat and radioactivity. Without access to a robot small enough to squeeze down the narrow tunnel they drilled into a wall, the team was forced to improvise. A plastic toy Army tank was bought from a Moscow toy store for 15 Roubles and strapped together with a torch and camera. The makeshift robot’s images were abysmal, but a vague, gigantic mass could be seen within the room. Lacking proper protective equipment and unable to venture into many areas of the basement, the expedition scientists toiled for a further year to get a better view of the room. When at last they did, they found it devastated by the reactor explosion, but still there was no fuel.

WAY OF THE SEAL DRILL Making Variety a Habit Make a list of all the routines in your daily and weekly life. What time do you wake? Do you brush your teeth before or after taking a shower? Do you check your e-mail before brushing your teeth? What ritual patterns of thought can you detect? We are good self-deceivers, so why don’t you ask your best friend or spouse what your routine habits and thoughts are? Armed with the list, make a parallel list of ways you will break these routines. Get up at a different time every day. Take a different route to work. Do not check e-mail first thing, but only twice a day. Fast for a day or do a juice cleanse. Make a new routine out of shaking things up. This will forge new pathways in your brain, help you to avoid blind spots and rutted thinking, and spice up your life in general. You can easily apply this drill at a team level, also.

After initial annoyance about the surprise drills, the Pentagon quickly saw value in the president’s interest. “It is the first time in years that they have a president who takes his role as Commander-in-Chief seriously,” a White House aide bragged. “They’re ecstatic.” Amid Vietnam, Watergate, and a relatively calm period of the Cold War in general, Johnson, Nixon, and Ford had shown little interest in the emergency procedures, which for the most part had continued to chug along far off the White House’s radar. Carter’s administration, on the other hand, ran the only full-scale activation of the Greenbrier congressional relocation facility—on cue, the Forsythe Associates team hauled hundreds of desks out of their warehouse on the resort grounds and—while the conference facilities were closed to the public—set up the exhibit hall as if Congress had successfully relocated there. Outside the small Forsythe Associates crew, none of the resort guests or staffers noticed. •

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Before Chris passed away, I’d volunteered to coach Angel’s soccer team in our local recreational league. It was a commitment I vowed to keep. I was determined to show those little girls how to succeed on the soccer “pitch,” as the field is sometimes called. I may have gone a little overboard. I mean, how many six-year-old girls have the misfortune of being coached by the wife of a SEAL? Day One: “We start by running!” I shouted enthusiastically. “Everyone run around the park. Let’s go.” “The soccer field, Mrs. Kyle?” asked a player. “No! The entire complex. Come on!” I’m guessing it was maybe five or six times as far as they’d ever run before--or maybe ten or twenty--and a good deal farther than many teams with considerably older players ran. But the girls were good sports about it. We built endurance and worked on drills, and we had fun--you never knew when the coach might grab one the of the players and twirl her around enthusiastically for doing a good job. “I’m taking goal,” I’d say when shooting practice wasn’t going well. “Anyone who can hurt me gets an extra piece of candy!” I gave out a lot of candy that afternoon. We were a young team and a little rough at first, but we got better as we went. It was fun to watch the transition many of the girls made over the length of the season--they not only got in better shape and learned to play soccer better, but they seemed more confident as well. I will guarantee one thing: they slept pretty well the nights after practice.

Dear Mother, . . . We have been putting in our time here at very hard drilling, and are supposed to have learned in six weeks what the ordinary recruit, in times of peace, takes all his two years at. We rise at 5, and work stops in the afternoon at 5. A twelve hours day at one sou a day. I hope to earn higher wages than this in time to come, but I never expect to work harder. The early rising hour is splendid for it gives one the chance to see the most beautiful part of these beautiful autumn days in the South. We march up to a lovely open field on the end of the ridge behind the barracks, walking right into the rising sun. From this panorama, spread about on three sides is incomparably fine—yellow cornfields, vineyards, harvest-fields where the workers and their teams can be seen moving about in tiny figures—poplars, little hamlets and church-towers, and far away to the south the blue line of the Pyrenees, the high peaks capped with snow. It makes one in love with life, it is all so peaceful and beautiful. But Nature to me is not only hills and blue skies and flowers, but the Universe, the totality of things, reality as it most obviously presents itself to us; and in this universe strife and sternness play as big a part as love and tenderness, and cannot be shirked by one whose will it is to rule his life in accordance with the cosmic forces he sees in play about him. I hope you see the thing as I do, and think that I have done well, being without responsibilities and with no one to suffer materially by my decision, in taking upon my shoulders, too, the burden that so much of humanity is suffering under, and, rather than stand ingloriously aside when the opportunity was given me, doing my share for the side that I think right. . . .

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

Sucking cock was something that had always turned me on. Something about having that much control and being able to reduce a strong, sexy man to a babbling mess with just my lips and my tongue never failed to get me rock hard. But the knowledge that the cock in my mouth belonged to Connor? I could drill concrete with my erection.

Since you’re obviously in need of something to do, instead of shouting at me through this whole drill, isn’t there some tree you could fell with your bare hands, or a boulder somewhere that needs tossing?

FATHER OF THE COMPUTER Alan Turing was sneered at for not being a tough guy, a he-man with hair on his chest. He whined, croaked, stuttered. He used an old necktie for a belt. He rarely slept and went without shaving for days. And he raced from one end of the city to the other all the while concocting complicated mathematical formulas in his mind. Working for British intelligence, he helped shorten the Second World War by inventing a machine that cracked the impenetrable military codes used by Germany’s high command. At that point he had already dreamed up a prototype for an electronic computer and had laid out the theoretical foundations of today’s information systems. Later on, he led the team that built the first computer to operate with integrated programs. He played interminable chess games with it and asked it questions that drove it nuts. He insisted that it write him love letters. The machine responded by emitting messages that were rather incoherent. But it was flesh-and-blood Manchester police who arrested him in 1952 for gross indecency. At the trial, Turing pled guilty to being a homosexual. To stay out of jail, he agreed to undergo medical treatment to cure him of the affliction. The bombardment of drugs left him impotent. He grew breasts. He stayed indoors, no longer went to the university. He heard whispers, felt stares drilling into his back. He had the habit of eating an apple before going to bed. One night, he injected the apple with cyanide.

Well,” he was clearly thinking out loud, “probably someone who wants to be at practice. I love gym rats, but not just the kind who want to play one-on-one all day. I like the kids who come early and do extra drills. And watch film even when they don't have to.” He paused before adding, “And who kind of hate to lose.” “Sore losers?” Ben shook his head. “No, not at all. I mean, the kind who come to practice wanting to work as hard as they can to avoid losing. Coaching them is easy.

Riley had Ron Carter—the former Laker now back in camp with the team—playing point against Johnson during drills. In the midst of a particularly physical exchange, Johnson slapped Carter across the face. Carter, a graduate of the Virginia Military Academy, screamed, “What the hell are you doing?” and pushed back. Johnson threw a punch, and Carter pinned him to the ground—“It took me five seconds,” Carter said. The players were separated, and as he rose, Johnson waved toward Carter, smiled and said, “Bye-bye.

thirty-five-woman team made up the first known all-female catapult crew in US military history.

Perhaps the most widely used technique at Amazon for these situations is the Correction of Errors (COE) process, based upon the “Five Whys” method developed at Toyota and used by many companies worldwide. When you see an anomaly, ask why it happened and iterate with another “Why?” until you get to the underlying factor that was the real culprit. This COE process requires the team who had a significant error or problem to write a document describing the problem or error, and to drill down on what caused it by asking and answering “Why?” five times in order to get to the true root cause.

Leadership is a team sport — don’t strive to be the best player on a good team, strive to be a good player on the best team.

is July 2009. We step off our respective planes and lug our gear into the sweltering Vegas sun. Our taxis creep through downtown tourist traffic, swing around the airport, and unceremoniously drop us off in a giant, industrial-looking parking lot. The Las Vegas Sports Center sulks unimpressively in the heat, but under the sounds of arriving planes, there’s also a low hum and periodic whistles. Inside, the air is cooler and smells vaguely of . . . what is that smell? Sweat? Feet? Happiness? And when our eyes adjust to the light, we see skaters from every corner of the world—their helmets whiz by in every direction looking as if they are floating on air. On their feet are skates—black skates, white skates, blue skates, camouflage skates—propelled by a rainbow of wheels. On the sport floor, coaches with names like Carmen Getsome and Miss Fortune are drilling a centipede line of skaters in the fine art of knocking each other’s asses to the ground. Refs and skaters gear up for the mixed league, multination, battle du jour: Team Australia vs. Team Canada. Someone hobbles by with an ice pack strapped to her knee, still smiling. We smile too. Across town, nearly one thousand other skaters throng the casino and head to seminars in the meeting halls of the Imperial Palace Hotel, with nothing but roller derby on their minds. This is the fifth annual derby convention known as RollerCon.

For the very first time in my life, I can’t concentrate. I’ve never had a problem with it before, always able to put singular focus on any task I attempted. Even though I have an amazingly high IQ, I would never have accomplished what I have so far in life without the ability to funnel my thoughts with the precision of a drill team.

Isn’t Gresham on the route to get to Colton and the Association’s farm is just down the road from there?” Lt. Vincent rubbed his hand over his face. “Yes, figured you would think of that. But it’s not enough.” “Not for a warrant, but it’s an indicator.” They stared at each other. “My captain just assigned two three-man detective teams to the murder.” “You must have more. What about descriptions of the men? Didn’t the people in the bank give you anything on them?” “Not much. One army sergeant said that four of them were young, moved quickly. The fifth one seemed older, a little heavier, maybe overweight. Only one man spoke, the old guy. The rest of them just waved guns and pointed to put the tellers and the customers down on the floor. “Oh, the first robbery was just before opening. They grabbed an employee who had just unlocked the front door, pushed her inside, all five rushed in and they locked the door behind them. So no customers to deal with. “The second robbery was just before closing time. Again they locked the front door then put everyone on the floor. Two of the men vaulted over the counter so quickly that the workers didn’t have time to press the alarm buttons. So there was no rush to finish the job.” “With military precision?” Matt asked. “Sounds like it. They left both banks by rear doors that are always locked so nobody saw them make their getaway except one guy in the alley who was painting the rear of his store. He was the one who got the plate on the Lincoln.” “You knew the dead guard?” “Yes. He had retired from the PD before I came, but that was my bank and I always talked to him when I went in there. A nice guy. Good cop. Damned sorry that he’s gone.” “What about this lady cop?” “She’s off at four. I’ll ask her if she can have a cup of coffee with us here about four fifteen. Her name is Tracy Landower. She’s barely big enough to be a cop. She stretches to make five-four, and must weigh about a hundred and ten. She’s strong as an anvil tester. Strong hands and arms, good shoulders and legs like a Marine drill sergeant. She runs marathons for fun.” “I won’t try to out run her.” “Good. She has short dark hair, a cute little pixie face, and eyes that can stare you right into the pavement.” “Sounds like a good cop. I’m anxious to meet her.”   CHAPTER FOUR   Anthony J. Carlton was an only child of parents who were comfortably fixed for money and lived in a modest sized town near Portland called Hillsboro. His father was a lawyer who had several clients on retainer, who took on some of the toughest defense cases in the county, and some in Portland. He was a no nonsense type of dad who had little time for his son who had a good school and a car of his own when he turned sixteen.

We waited what seemed like forever in the emergency room, but I was eventually admitted. The news was not good. X-rays showed a break; plus, I’d torn all three ligaments. It couldn’t have been any worse. The doctor said I would be in a cast for at least three months, and after that I would need physical therapy to get my strength back. He wanted to do surgery, but Dad always says, “The last thing you ever want ‘em to do is cut on you,” so we turned down the surgery. The doctor warned me that I might not be able to walk right again, but I decided to take my chances and try to heal on my own. I was discharged with painkillers, crutches, and a cast and hobbled to the car. As I rested over the next few days, reality began to set in. If I couldn’t jump or run or maybe not even walk, I wouldn’t be able to practice basketball. If I couldn’t practice, I wasn’t going to be able to play on the team my junior or senior years. If I couldn’t play basketball, I wasn’t going to get scouted by colleges, and I wasn’t going to earn a scholarship. My basketball career was over. Maybe it had all been a pipe dream, but it had been on my heart for so many years. In a split second, my life changed completely. My basketball dreams were crushed. I no longer had anything to work for. No more practices, scrimmages, or games. No more drills at home or three-point-shot marathons until dark. My freak accident not only destroyed my ankle, it destroyed my identity and everything for which I lived and breathed. I was going to have to reinvent myself. And that’s when everything started to go bad.

The first murder in Odessa occurred late in the nineteenth century when a cowboy rode into a water-drilling camp one afternoon and demanded something to eat from the cook. The cook, described as a “chinaman,” refused, so the cowboy promptly shot him. He was taken to San Angelo and put on trial, but the judge freed him on the grounds that there were no laws on the books making it illegal to kill a Chinaman.

After his transfer, Trump was put in charge of a special drill team for New York City’s Columbus Day parade. In white gloves and dressed in full uniform, Trump led the procession south along Fifth Avenue toward St. Patrick’s Cathedral, where he shook hands with Francis Cardinal Spellman. Turning to Major Anthony “Ace” Castellano, one of NYMA’s commanders, Trump said, “You know what, Ace? I’d really like to own some of this real estate someday.” When

The first murder in Odessa occurred late in the nineteenth century when a cowboy rode into a water-drilling camp one afternoon and demanded something to eat from the cook. The cook, described as a “chinaman,” refused, so the cowboy promptly shot him. He was taken to San Angelo and put on trial, but the judge freed him on the grounds that there were no laws on the books making it illegal to kill a Chinaman. For

But Jackson also used less conventional teaching methods. In one drill he would lead the team in breathing exercises, getting all the players to synchronize their respiratory rhythm. “It helped align them on a nonverbal level far more effectively than words,” Jackson wrote. “One breath equals one mind.

Kenn came to his side, the sharp tone of a drill instructor replacing the calm demeanor the camp always saw. The Slavers’ rampage had moved up Interstate 25 faster than they had estimated, and Cheyenne had called. “Locked and Loaded. Kyle’s team is stowing the beans, bags, and bullets.” “They’re good to go, eager to prove themselves. What about you, grunt? How do you feel?” Kenn took in Adrian’s dusty jeans and wrinkled camouflage shirt. He’d been up all night, again. “Good, ready.” “In and out, Marine, just like with the old lady, but if not, if something goes wrong and you have to fight?

On the field of play, in the heat of the action, it enabled Guardiola’s Barcelona to switch formations or positions as many as five or six times in the same game. When players understand why, it is easy to react to what is being shouted from the touchline in the heat of battle. However, Guardiola also drilled patience into his sides, because, despite that ability to get his team to react, he and his players also had enough faith in their strategy to know when to avoid a knee-jerk reaction to a tough passage of play or an opposition goal.

President Obama drilled this point home when I was getting ready to run. He reminded me that when we faced off in 2008, we would often end up staying at the same hotel in Iowa or New Hampshire. He said his team would be finished with dinner and getting ready to call it a night when we finally got there, completely spent. By the time he woke up the next morning, we’d be long gone. In short, he thought we overdid

Growing up, there were two small letters that sent chills down my spine: PE. Physical Education class was the bane of my awkward, prepubescent existence. The moment I walked into the musky locker room to change, my heart would start to pound. As I surreptitiously tried to change without flashing an inch of skin (sometimes even wearing a second bra as insurance) I would desperately search for any excuse to escape the daily drills and dodgeball games. Paper cut? Haircut? Apocalypse? I tried them all. Looking back, I realize I liked playing outside. What I really dreaded was the moment my coach said, “Line up, let’s pick teams!” Inevitably, the two jockiest kids were assigned as team captains, and then I spent an agonizing few minutes watching them go through my entire class before picking me or my fellow nonathletically inclined buddy, Smelly Matthew. Then one day, my elementary school social life changed. Our coach decided to allow the new girl to be team captain. She had just transferred from a nearby school and didn’t know anyone. In one of the greatest moments in PE history, she picked me first! I was so excited that I ran over to her and then held her hand while she picked the rest of our team. I think we lost in soccer that day, but I was on top of the world. After the game I asked her why she picked me. And then she said one of the greatest things anyone has ever said to me, “I wanted to get to know you.

The Zombie Firetruck by Stewart Stafford Sirens moan, grave duty's flash of red, A mortuary whiff of something dead, Hoses trained with brains they suck, Your friendly neighbourhood zombie firetruck! All that remained of the human fire team, From the zombie pandemic of 2017, Still in their uniforms, their only treasures, Apocalyptic times call for end-time measures. When they reached the fire, people did scoff, They lurched, staggered, body parts fell off, As they wandered around, fire hoses forlorn, These knightly living dead faced a blazing dawn. The chief, hat off to his skeleton crew, In a voice once alive, now croaky like flu: 'To the hydrant, my ghouls, let's save Gothik Town, Or they'll call Ghostbusters, we'll be the clowns!' A glowering inferno, a cremation scene, Zombie firefighters, brave and light green. Through smoke and ash, they gravely stand, Composed decomposition with skeletal hand. Axeman Bony Ed led their clattering charge, Into the smoke, his cadavers did barge, The townsfolk looked on in dead of night, And disbelief, tiredness and mild fright. There soon followed medic Cemetery Phil, Decaying Murphy, Old Salty, and Dead Drill, Slab Stevens, Madly Hyde and Molly Voodoo, Determined to shake their initial hoodoo. A mother and baby backed by burning drapes, Team Macabre charged up the fire escape, Saving both and getting everyone out, Drank Brainer Ade as they leaked like a spout. Somehow, undead teamwork saved the day, No lives were lost as the water sprayed, Doused the flames, cool flatlined heroes, Much zombie kudos, no longer scary zeroes. The crowd cheered, did they ever doubt it? High fives lost hands but new ones sprouted, Frankenstein proud in their flapping flesh, Sure to get medals at the HalloweenFest. With a final groan and a clatter of bones, The zombie firetruck headed back home. Rotten yet proud, in their reanimated way, The risen would fight fires another day. © 2024, Stewart Stafford. All rights reserved.

As my team and I examined the data from the intrusions into Google and other large companies, I felt like I was watching the world change before my eyes. Deep in the malware, I spotted the word “Aurora,” a word that instantly resonated with me from the Soviet history drilled into me during my school years in Moscow in the 1980s, and so I decided to name the hack Operation Aurora. Aurora, after all, was the Crimean War–era cruiser stationed in St. Petersburg that in 1917 fired the shot to signal Lenin’s Bolsheviks to launch the October Revolution. That shot changed the course of the twentieth century, and indeed of world history—leading to the establishment of the Soviet Union, the spread of communism around the world, and the launch of the Cold War—and I instantly felt that this hack marked another momentous and historic turning point.

BV Fencing Solutions is a locally owned fencing company based in Perth, Western Australia. Our expert team of fencing contractors service the metropolitan area of Perth, including parts of regional Western Australia. We specialise in Colorbond ® and Aluminium Slat fencing, Lattice and Colorbond® Fence extensions, Core Drilling, Pool Fences and Customised Gates. Our technicians take pride in every project that we undertake, and are always ready to listen to your specifications before installing any fence, so that the end product can be something you really want. We’re committed to delivering the highest quality and most cost effective fencing solutions to meet our customer’s needs, so entrust your fencing project to us.

In the late 1880s, he deployed it to argue for the profound reform of French education, and not just for the elites, but for the masses too. He certainly thought that the English model and its focus on team sports and ball games was preferable to the regimented gymnastics of the German Turnen tradition. Many in France had looked to Prussia, its traditions of nationalist gymnastics, drill and military success, and called for the transformation of French physical education and the armed forces on German lines. Coubertin, by contrast, argued, ‘It is citizens more than soldiers that France needs. It is not militarism that our education needs, but freedom.

Luo Ji spent the night in a fevered torpor, haunted endlessly by restless dreams in which the stars in the night sky swirled and danced like grains of sand on the skin of a drum. He was even aware of the gravitational interaction between these stars: It wasn’t three-body motion, but the 200-billion-body motion of all of the stars in the galaxy! Then the swirling stars clustered into an enormous vortex, and in that mad spiral the vortex transformed again into a giant serpent formed from the congealed silver of every star, which drilled into his brain with a roar.… At around four in the morning, Zhang Xiang was awakened by his phone. It was a call from the Planetary Defense Council Security Department leadership who, in severe tones, demanded that he report immediately on Luo Ji’s condition, and ordered the base to be put under a state of emergency. A team of experts was on its way over. As soon as he hung up the phone, it rang again, this time with a call from the doctor in the tenth basement, who reported that the patient’s condition had sharply deteriorated and he was now in a state of shock. Zhang Xiang descended the elevator at once, and the panicked doctor and nurse informed him that Luo Ji had begun spitting up blood in the middle of the

US merchant ships had already been told a month ago not to operate with their lights on at night, but back in New York City lights still made them perfect, dark silhouettes for U-boat captains who observed them through their periscopes. In April 1942, New York City finally decided to turn out the lights. However, the “blackout” that was desired by Admiral Andrews never materialized, as Mayor La Guardia argued for a compromise—New York City would institute a “dimout.” The Statue of Liberty’s torch was extinguished. The Wrigley’s fish and neon bubbles in Times Square were taken down. However, at night, the Camel man kept smoking, and blowing smoke rings over a dark street. Street lamps and traffic lights were dimmed, and cars either ran with just their parking lights on or had their lights painted over so light could only escape through a slit. Gasoline and rubber shortages saw fewer and fewer cars were on the road, and most cars running were yellow taxicabs that were exempt from rationing. Floodlights that illuminated the facades of New York City’s most recognizable structures—the Empire State Building, the Chrysler Building, and Rockefeller Center—were turned off, making them look like “giant mausoleums.” In late April, sporadic blackout drills made the city even darker.

To recap, here’s what we all can do to stop the mass shooting epidemic: As Individuals: Trauma: Build relationships and mentor young people Crisis: Develop strong skills in crisis intervention and suicide prevention Social proof: Monitor our own media consumption Opportunity: Safe storage of firearms; if you see or hear something, say something. As Institutions: Trauma: Create warm environments; trauma-informed practices; universal trauma screening Crisis: Build care teams and referral processes; train staff Social proof: Teach media literacy; limit active shooter drills for children Opportunity: Situational crime prevention; anonymous reporting systems As a Society: Trauma: Teach social emotional learning in schools. Build a strong social safety net with adequate jobs, childcare, maternity leave, health insurance, and access to higher education Crisis: Reduce stigma and increase knowledge of mental health; open access to high quality mental health treatment; fund counselors in schools Social proof: No Notoriety protocol; hold media and social media companies accountable for their content Opportunity: Universal background checks, red flag laws, permit-to-purchase, magazine limits, wait periods, assault rifle ban

The method that Amazon interviewers use for drilling down goes by the acronym STAR (Situation, Task, Action, Result): “What was the situation?” “What were you tasked with?” “What actions did you take?” “What was the result?” A good interviewer continues to ask questions until they feel they have a good understanding of what the interviewee personally accomplished versus what the team did.

Nick Saban and his University of Alabama football teams have won five national championships. Attending an Alabama practice, I was intrigued by the repetitiveness of the team’s drills. “Everybody thinks you practice something until you get it right,” said Saban in a press conference. “You really practice until you can’t get it wrong. There’s a difference.” He pushes his players to practice until they won’t make errors in execution, even when facing a variety of teams and circumstances. This logic applies to prepping for presentations. Rather than just running through a presentation in your head, practice until you can’t get it wrong, even when facing changing conditions, tough questions and multiple objections. No presentation will ever be 100 percent perfect. But repetitive, deliberate practice will polish delivery and keep you from heading in wrong directions, regardless of circumstances.

It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

Once Marcelino reached the river, he wheeled around and drilled the ball to a little six-year-old who’d lost one sandal and was struggling with his belt. For a few glorious moments, Little One-Shoe was leading his team and loving it, hopping on one bare foot while grappling to keep his skirt from falling off. That’s when I began to glimpse the real genius of the rarájipari. Because of gnarly trails and back-and-forth laps, the game is endlessly and instantly self-handicapping; the ball ricocheted around as if it were coming off a pinball paddle, allowing the slower kids to catch up whenever Marcelino had to root it out of a crevice. The playing field levels the playing field, so everyone is challenged and no one is left out.

Guar, mostly imported from India, is derived from the guar bean. It is used extensively in the food industry to assure consistency in cakes, pies, ice cream, breakfast cereals, and yogurt. But it has another major use—in fracking, in a Jell-O-like slosh that carries sand into the fractures to expand them. But guar and the related additives were expensive. At a baseball game in Dallas, Steinsberger ran into some other geologists who had successfully replaced much of the guar with water, but in another part of Texas and not in shale. In 1997, he experimented with their water recipe on a couple of shale wells, without success. Steinsberger got approval for one final try. This was the SH Griffin #4 in Dish. The team was still using water to replace most of the guar, but this time they fed in the sand more slowly. By the spring of 1998, they had the answer. “The well,” said Steinsberger, “was vastly superior to any other well that Mitchell had ever drilled.” The code for shale had been broken.

We finished seventh from the bottom after that first season, an almost stratospheric placing for a team over-staffed with deadbeats and renegades whom we dared not leave alone for a moment; I’m not thinking of capers off the field but of their incapacity to absorb instructions on it. The poorer the footballer, the more attention he needs. Basic drills at throw-ins, corners and free kicks must be hammered into their thick heads and, even then, are often forgotten in the stress of a match.

For me, writing any piece of advertising is unnerving. You sit down with your partner and put your feet up. You read the strategist's brief, draw a square on a pad of paper, and you both stare at the damned thing. You stare at each other's shoes. You look at the square. You give up and go to lunch. You come back. The empty square is still there. Is the square gonna be a poster? Will it be a branded sitcom, a radio spot, a website? You don't know. All you know is the square's still empty. So you both go through the brand stories you find online, on the client's website, what people are saying in the Amazon reviews. You go through the reams of material the account team left in your office. You discover the bourbon you're working on is manufactured in a little town with a funny name. You point this out to your partner. Your partner keeps staring out the window at some speck in the distance. (Or is that a speck on the glass? Can't be sure.) He says, “Oh.” Down the hallway, a phone rings. Paging through an industry magazine, your partner points out that every few months the distillers rotate the aging barrels a quarter turn. You go, “Hmm.” On some blog, you read how moss on trees happens to grow faster on the sides that face a distillery's aging house. Now that's interesting. You feel the shapeless form of an idea begin to bubble up from the depths. You poise your pencil over the page…and it all comes out in a flash of creativity. (Whoa. Someone call 911. Report a fire on my drawing pad 'cause I am SMOKIN' hot.) You put your pencil down, smile, and read what you've written. It's complete rubbish. You call it a day and slink out to see a movie. This process continues for several days, even weeks, and then one day, completely without warning, an idea just shows up at your door, all nattied up like a Jehovah's Witness. You don't know where it comes from. It just shows up. That's how you come up with ideas. Sorry, there's no big secret. That's basically the drill.

It’s counterintuitive,” I said. “It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.

Brooks punished them in drills on the ice and gave them a 300-question test to assess their psychological makeup off it. He was relentless. If they couldn’t take this small sampling of life under Brooks, they wouldn’t last through one Olympic practice shift.

Sir Alex Ferguson explained to me the importance of coaching: We take coaching very seriously at this club. Players do not choose what to do in training. At other clubs, left to their own choice, the players would choose to have a kick around. They can play six-a-side at Liverpool. Not at our place. We coach them, drill them and they practise … We start skills coaching as early as six years old. Character coaching becomes critical between sixteen and eighteen. Players have to learn about failure. We cannot guarantee every Academy player makes the first team. Ninety-two current players in the league came out of our Academy. But remember, they can get injured; they can hit a run of bad form; they may never make it. For those who don’t, at least we trained them in character.

There's something in Coach's tone that freezes me in place before her sparsely decorated desk. Beside her laptop, she always keeps a current team picture and a framed, signed Julie Chu puck. And they aren't there now. In fact, the desk calendar has been torn off to a blank sheet and the whiteboard on the wall, usually crowded with lines and drills has been scrubbed clean.

They participated in buddy drills – pulling a Jeep out of a hole and carrying each other – that were designed to build a team chemistry that had been lacking so often in the previous season.

SpaceX and Tesla were successful because Musk relentlessly pushed his teams to be scrappier, more nimble, and to launch fire-drill surges that extruded all obstacles.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.