Enforcement Team Quotes

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

This is what I love to see--different branches of law enforcement at each other's throats. It gives the bad guys the head start they need, which in turn gives us all job security.

Gabe leaned down, whispered in her ear. "The U.S. Marshal Service is at the top of the law-enforcement pecking order, outranking everyone, even the FBI. They have jurisdiction no matter where they are." Marc's gaze followed Zach. "I wish Darcangelo were here. He'd fucking hate this.

...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.

Just imagine if police enforced their zero-tolerance strategy in finance. They would arrest people for even the slightest infraction, whether it was chiseling investors on 401ks, providing misleading guidance, or committing petty frauds. Perhaps SWAT teams would descend on Greenwich, Connecticut. They’d go undercover in the taverns around Chicago’s Mercantile Exchange.

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

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

A ScrumMaster’s role on the team is compared to a sheepdog. They guide the team toward the goal by enforcing boundaries, chasing off predators, and giving the occasional bark.

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.

leaders must enforce standards. Consequences for failing need not be immediately severe, but leaders must ensure that tasks are repeated until the higher expected standard is achieved. Leaders must push the standards in a way that encourages and enables the team to utilize Extreme Ownership.

I’m supposed to hire two more team members out of whatever law enforcement branch I can entice them from, but I haven’t really bothered. Seeing as how every case I have is like a bad episode of The X-Files, but without the actual monsters, aliens and government conspiracies, I just don’t see the need to deal with more personalities.

Compromises based on the idea that the preservation of the Union is more important than the liberty of nearly 4,000,000 human beings cannot be right. The alteration of the Constitution to perpetuate slavery—the enforcement of a law to recapture a poor, suffering fugitive . . . these compromises cannot be approved by God or supported by good men.

In 2002, a team of researchers at the University of Washington decided to take the defenses of the drug war seriously, by subjecting the arguments to empirical testing in a major study of drug-law enforcement in a racially mixed city—Seattle.88 The study found that, contrary to the prevailing “common sense,” the high arrest rates of African Americans in drug-law enforcement could not be explained by rates of offending; nor could they be explained by other standard excuses, such as the ease and efficiency of policing open-air drug markets, citizen complaints, crime rates, or drug-related violence. The study also debunked the assumption that white drug dealers deal indoors, making their criminal activity more difficult to detect.

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

Oh sure, and you know who listens to them? Pansy, overeducated know-it-alls, and you know who listens to them? Nobody! Who’s going to care about some PBS-NPR fringe minority that’s out of touch with the mainstream? The more those elitist eggheads shouted “The Dead Are Walking,” the more most real Americans tuned them out. So, let me see if I understand your position. The administration’s position. The administration’s position, which is that you gave this problem the amount of attention that you thought it deserved. Right. Given that at any time, government always has a lot on its plate, and especially at this time because another public scare was the last thing the American people wanted. Yep. So you figured that the threat was small enough to be “managed” by both the Alpha teams abroad and some additional law enforcement training at home. You got it. Even though you’d received warnings to the contrary, that it could never just be woven into the fabric of public life and that it actually was a global catastrophe in the making. [Mister Carlson pauses, shoots me an angry look, then heaves a shovelful of “fuel” into his cart.] Grow up.

One of the patterns from domain-driven design is called bounded context. Bounded contexts are used to set the logical boundaries of a domain’s solution space for better managing complexity. It’s important that teams understand which aspects, including data, they can change on their own and which are shared dependencies for which they need to coordinate with other teams to avoid breaking things. Setting boundaries helps teams and developers manage the dependencies more efficiently. The logical boundaries are typically explicit and enforced on areas with clear and higher cohesion. These domain dependencies can sit on different levels, such as specific parts of the application, processes, associated database designs, etc. The bounded context, we can conclude, is polymorphic and can be applied to many different viewpoints. Polymorphic means that the bounded context size and shape can vary based on viewpoint and surroundings. This also means you need to be explicit when using a bounded context; otherwise it remains pretty vague.

I’m the Captain, which means I can sanction a team,” he starts. “This team will be off the books, so to speak.” “The four of us make up this team?” I ask. “Correct, kind of,” he says. “I realize you and Macy aren’t law enforcement, but no one needs to know that. The four of you will be a team that takes the cases we haven’t had the means to close. The cases no one will miss.” “You mean, the cases no one wants,” says Rafe. “Yes,” says the Cap. “But the law, as Venessa well knows, in many cases doesn’t help, but hinders. I’m giving you four the authority to use the law when needed, and bend it when necessary.” “By any means necessary?” asks Macy. “The women will have more ‘liberties’, we’ll call them, because they aren’t in law enforcement,” he says. “You two, of course, know the law and I expect you to use it when it’s called for.” “And when it isn’t?” asks Rogue. “That’s your call,” he says. “You’ll have my support and report only to me, other than that…” “You’re giving us permission to be lawless?” I ask, getting extremely excited. Granted, I’ll still do it anyway but it’s like I just got the green light to be naughty. “I suppose I am,” he says. Brutal-K.S. Adkins

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

Taking control of the situation There are a great many parents—as I’ve learned by attending endless parent support group meetings— who had the same high hopes for their families as I. If you’re such a parent, then you probably know that it isn’t just the child who can be out of control, but also the parent. Possibly you are also aware that continuous reacting on your part is useless as well as extremely hazardous to your health and well-being. The most ruinous thing you can do is to allow the situation to continue on its present destructive course. Here are some simple steps you can take to deactivate the negativity so rampant in your family dynamics. Please note that it takes courage and determination to carry this off successfully. Cut off all funds to the addict. Holding onto the purse strings with an iron fist will have immediate results, as well as repercussions. (Keep an eye on family valuables. In fact, lock them away.) Cut off all privileges accorded to your addicts— such as use of the family car or having their friends in your house. Carry out all threats you make. The fastest way to lose credibility with addicted children is to become a “softie” at the last minute. Refuse to rescue your addicts when they get into legal jams. Don’t pay their fines or their bail. Get yourself into a support group such as Al-Anon, Nar-Anon, Parents Anonymous, or Tough Love as fast as you can. Attempt to get your addicted kids into rehabs. If they’re underage you can sign them in. Adult admission is done on a voluntary basis, so you may be out of luck. Drugs erase any trace of conscience. Be aware that many of today’s drugged youths will think nothing of injuring or even murdering their parents for money. If you suspect that your child could resort to this level of violence, get in touch with the police. If you’re a single parent there will be one voice, but if you’re married there’ll be two. It’s important to merge those two voices so that a single, clear message reaches the addict. If you can work with your partner as a team to institute these simple steps when dealing with the addict, you’ll have done yourself and your family a great service. If, however, you entertain the notion that you were responsible for your child’s addictions in the first place, chances are you won’t be effective in enforcing these guidelines. That’s what the next chapter is all about. Note 1. Drug abuse and alcoholism are officially listed in The International Classification of Diseases, 4th edition, 9th revision, the World Health Organization’s directory on diseases.

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.

property at about a four-meter perimeter. Lien-hua must have seen me staring at the location of the yellow tape, because she said, “Aina told me her criminalists already processed the scene, everything inside the tape. Didn’t find anything.” Most law enforcement agencies use the terms “crime scene investigative unit,” or “forensic science technician,” but some places, and especially overseas, the term “criminalist” is more common. Either way, I’m usually amazed not by how much evidence the teams notice but by how much they miss. “Did they check outside the tape?” I asked. “Outside it?” I pointed at the yellow police tape. “Don’t you find it a little too convenient that the crime scene just happens to be exactly the same size as the area encompassed by these telephone poles?” “They were handy.” “Yes, they were. But a crime scene is defined by the evidentiary nature of the crime and the physical characteristics

meeting first thing that morning to change a few rules. Firstly, there was zero tolerance for bullying. Yes, she knew there was a policy in place for it but it didn’t work very well. She told her team that there was now an open-door policy and if anyone had any problems they were to report it straight away to her. Secondly, the secrecy rule Mila had enforced was now history. If people wanted to share their ideas with each other it was up to them. She didn’t want her team feeling like they were working for MI5. Cruising along the road, Toni suddenly felt a rumble in her stomach; she hadn’t eaten all day. She pulled up outside the nearest Chinese takeaway, parked her car and strolled toward the shop. She meandered inside and took up her place in line, surveying the meal options

Designing financial products that share the commitment features of the microfinance contracts, without the interest that comes with them, could clearly be of great help to many people. A group of researchers teamed up with a bank that works with poor people in the Philippines to design such a product, a new kind of account that would be tied to each client’s own savings targets. This target could be either an amount (the client would commit not to withdraw the funds until the amount was reached) or a date (the client would commit to leave the money in the account until that date). The client chose the type of commitment and the specific target. However, once those targets were set, they were binding, and the bank would enforce them. The interest rate was no higher than on a regular account. These accounts were proposed to a randomly selected set of clients. Of the clients they approached, about one in four agreed to open such an account. Out of those takers, a little over two-thirds chose the date goal, and the remaining one-third, the amount goal. After a year, the balances in the savings accounts of those who were offered the account were on average 81 percent higher than those of a comparable group of people who were not offered the account, despite the fact that only one in four of the clients who had been offered the account actually signed on. And the effects were probably smaller than they could have been, because even though there was a commitment not to withdraw any money, there was no positive force pushing the client to actually save, and many of the accounts that were opened remained dormant. Yet most people preferred not to take up the offer of such an account. They were clearly worried about committing themselves to not withdrawing until the goal was reached. Dumas and Robinson ran into the same problem in Kenya—many people did not end up using that accounts they were offering, some of the because the withdrawal fees were too high and they did not want to have their money tied up in the account. This highlights an interesting paradox: There are ways to get around self-control problems, but to make use of them usually requires an initial act of self-control.

Remember, Bish,” Vance growled, “this is a covert op. No blowing shit up or jazzing up the local law enforcement. If Dostiger realizes we’re onto him, he’ll just get the fuck out of Dodge. Keep this clean, not like that shitfight in the Philippines.” The recent Philippines operation that Vance was alluding to had started as a simple case of surveillance, followed by a precise assassination. Instead, Bishop and his team had taken it upon themselves to sink a people-smuggler’s ship, initiating a gunfight with the criminal’s guards and the local authorities. “OK, OK, I get it.

Scott’s K9 may be a team of extremely old and authorized master trainers, dedicated to equip the dogs with the upmost skills to create them excellent not just for the enforcement and security.

Conway’s law highlights the perils of trying to enforce a system design that doesn’t match the organization. This leads us to trying to align service ownership to colocated teams, which themselves are aligned around the same bounded contexts of the organization

So the White House crime team came up with a plan. They would launch an all-out PR offensive to scare the hell out of the public about crime, and to tie crime to heroin. Once voters were good and terrified, they would push for reorganization to consolidate drug policy and enforcement power within the White House.

After Action reviews help develop communication, trust and unit cohesion and helps in a team approach to developing best practices in a variety of situations.  A key component to remember in conducting both TDGS and AAR is a candid open dialog, in an effort to learn. Anything less and you are only fooling yourself.

When the fight starts you do not have time to stop and think about the fundamentals.” ~Chet Richards, Certain to Win 1   Chet Richards wrote an interesting piece “Developing the Touch”, in which he asks the question, if Fingerspitzengefühl (fingertip feel) can be taught, why do so few people have it? He goes on to make two key points: First, Fingerspitzengefühl is a skill, so although most people can get better at it, some are going to get a lot better. Second, it’s a strange kind of skill, not for performing complicated or even dangerous tasks mystically well, but for sensing what is going on among groups of people in conflict and then influencing what happens.2 Chet’s points got me to thinking about, why is it we in law enforcement often times have difficulty applying what we know to a given situation? How do we get better at it? The answer lies in creating and nurturing our abilities in “Operational Art” taking what you know and being able to apply it to a given set of circumstances to affect your strategy and to bring an end to a potentially violent occurrence using appropriate tactics. To do this takes awareness, discipline, adaptability, skill development and strength of character to focus our efforts on the task at hand to meet our overall intent. You cannot learn this by sitting in some training class listening to an instructor give you a checklist formula on how to solve a particular set of problems. As Chet states: The first problem in learning Fingerspitzengefühl is that you can’t learn it by yourself. You have to have at least two groups of people to practice with — your team and some opponents.2 Our training must involve interaction with an adversary, red teaming comes to mind. Red Teaming is an approach to understanding our adversary and the methods they use. To develop a fingertip feel and maneuver we must possess numerous skills and be able to apply those skills individually and collectively if we are to be as effective as we need to be, to win

The advantages of using account of the legal defense DUI professional According to a DUI or DWI they have very high values, and can be much more difficult, if not able to qualified lawyer in these types of services. It important to get the services of professionals who are familiar with the course of DUI criminal record because the team is almost certainly best, highest paid on the common law also working for many years in a row, and he is almost certain that the officials involved to enforce the law and choose the most effective way. The consumption can peak at promoting the method of blood flow to help ease and the minimum number of punches than likely. Even if you do not want the removal of a fence of a demo, it is deliberately allowed to produce only for the ingredients so suddenly that the interest will be at least in his imprisonment and the decision of the necessary business expense. Education Lawyer, worth DUI, because they understand the rules on the details of the DUI. Great leadership only recognizes attorneys who offer surgery that seemed to bend the lowest possible cost. Field sobriety tests are defense without success, and when the lawyer to provide classroom-oriented, to the surprise of identifying the brain decides what industry breathalyzer sobriety vote or still under investigation. Trying to fight against DUI private value, it may be impossible for the layman is that much of the Berufsrecht did. DUI lawyer can be a file with the management consultants can be used or deny the accuracy of the successful management of blood or urine witnesses. Almost always one day, you can not help learning tool. If there is a case where the amount, solid, is the legal adviser to shock and other consultants witnesses are willing to cut portions and finds out she has some tire testing and influence. Being part of the time, problems with eating problems and more experience DUI attorney in looks secrets and created. The idea that the lawyer is suddenly more than the end result of controlling historical significance of countless people do not share the court made. It very appropriate, qualified, but two at the end of every little thing that you do not agree even repentance and uses for what was happening right opportunity. It can not be argued, perhaps, costs, what seems to be one that includes many just go to the airport to record driving under the influence, but their professional experience and meetings, both issues related to diversity, Lange random taxation measures. Many people today claim that the market is in DUI cases, of course, exhausted, and are a lawyer, go to their rights in the region.

The second word often used without understanding the implication is “should.” ‘Should” has a flavor of admonition, guilt, and manipulation, especially when other people are using it by blurting out-loud a general statement with the word “should.” For example: “You should always finish what you’re eating and never leave anything on the plate.” Also: “This should have been completed by now.” And yet another: “You should not get up before the manager has left.” For example, Tina writes: Tina answers, “We should focus on production levels because this is what is driving the transfer to production; trust me, I’ve been here and have seen these projects many times.” In this case, Tina is using “should” to reprimand the team and also to have it her way by defining an imaginary rule and enforcing it upon the team.

I mostly saw Vince Foster in the hallways. He was Mrs. Clinton’s personal attaché, a lawyer from Arkansas. Word circulated that she berated him mercilessly. The first time I saw Foster I figured he wouldn’t last a year. He looked uncomfortable and unhappy in the White House. I knew what it was like to be yelled at by superiors, but Mrs. Clinton never hesitated to launch a tirade. Yet her staffers never dared say, “I don’t have to take this shit!” They reminded me of battered wives: too loyal, too unwilling to acknowledge they’d never assuage her. They had no one to blame but themselves, but they could never admit it. She criticized Foster for failing to get ahead of the constant scandals, for cabinet positions not confirmed, and for the slowness of staffing the White House. Foster eventually took his own life in Fort Marcy Park. In his briefcase was a note torn into twenty-seven pieces, blaming the FBI, the media, the Republicans—even the White House Ushers Office. A rumor circulated among law enforcement types that contended his suicide weapon had to be repaired in order for the forensics team to fire it since it wouldn’t function for them. Maybe his final shot misaligned the cylinders and later prevented contact with the bullet primers. But that, along with many other public details of the case (carpet fibers on his suit coat, etc.), made his case spooky. The last lines of his sparse suicide note read: “I was not meant for the job or the spotlight of public life in Washington. Here ruining people is considered sport.” A UD friend of mine, Hank O’Neil, was posted outside of Foster’s office as part of the FBI’s investigation of his suicide. Maggie Williams, Mrs. Clinton’s always well dressed chief of staff, physically pushed her way past Hank into Foster’s office, arguing that he had no right to block her entrance. She removed boxes that were never recovered; they were destroyed. Congressmen bashed Officer O’Neil’s integrity, but he held firm. He reported exactly what he saw and didn’t make any inferences about it, but they were sure he held some smoking gun and was protecting the Clintons.

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

Consider the following statements from two hypothetical technical writers: "In my professional opinion, the content is clear, concise, correct, and complete. The language is professional, conforms to our style guide, and projects a strong brand. Some of the tables were too wide for print, so we now enforce a two-column limit on all tables. Overall, I'm happy with the quality of the documentation." "The application logs show that the product only has 1,300 users, yet the documentation received 2,400 page views last month. In that same timespan, readers reported six inaccuracies, all of which I resolved within 72 hours. The five most popular search terms return the pages I would expect, and the design team recently helped me optimize the header margins for readability. Overall, I'm happy with the quality of the documentation." I sincerely hope that you find the second argument more compelling. In any field, opinions become more credible when you attach quantitative metrics to them. Documentation is no different.

SWAT teams originated in the 1960s and gradually became more common in the 1970s, but until the drug war, they were used rarely, primarily for extraordinary emergency situations such as hostage takings, hijackings, or prison escapes. That changed in the 1980s, when local law enforcement agencies suddenly had access to cash and military equipment specifically for the purpose of conducting drug raids. Today, the most common use of SWAT teams is to serve narcotics warrants, usually with forced, unannounced entry into the home. In fact, in some jurisdictions drug warrants are served only by SWAT teams

Today the bribes may no longer be necessary. Now that the SWAT teams, the multiagency drug task forces, and the drug enforcement agenda have become a regular part of federal, state, and local law enforcement, it appears the drug war is here to stay. Funding for the Byrne-sponsored drug task forces had begun to dwindle during President Bush’s tenure, but Barack Obama, as a presidential candidate, promised to revive the Byrne grant program, claiming that it is “critical to creating the anti-drug task forces our communities need.”61 Obama honored his word following the election, drastically increasing funding for the Byrne grant program despite its abysmal track record. The Economic Recovery Act of 2009 included more than $2 billion in new Byrne funding and an additional $600 million to increase state and local law enforcement across the country.62 Relatively little organized opposition to the drug war currently exists, and any dramatic effort to scale back the war may be publicly condemned as “soft” on crime. The war has become institutionalized. It is no longer a special program or politicized project; it is simply the way things are done.

am impressed with how well they do in a world where street crime seems to be increasing exponentially. There is an obvious economic relationship between the amount of “free crime” at the top of the economic food chain, and the increases in poverty, hopelessness addiction and street crime at the bottom. The police are doing a great job (on the streets) in my view. If memory serves me they responded to 35,000 calls in one year with their $40 million dollar budget. However, the public must know that they (police) rarely respond or get involved in high value economic crime, and often they tell victims of million dollar crimes, that their complaint is a “civil matter” and should be dealt with in the civil courts. They do a great job at the level of street safety and property protection, but at most crimes over a certain financial level, or complexity, they defer to others. Police do not appear to function in government buildings and office suites, like they do in the streets. My government has offices for high value economic crimes. These are commercial crime police units called the RCMP Integrated Markets Enforcement Teams. (RCMP IMET) By some coincidence they also operate on a budget in the neighborhood of $40 Million dollars…but $40 Million is what they have for the protection of the entire country of Canada. They handle perhaps a dozen cases a year, and we rarely hear of a successful prosecution. I believe it is intentional. No person power finds it wise…to investigate persons in power.

He hated that he was putting her through this, but this was the life of a man or woman who loved a member of the military, law enforcement officer, firefighter, or his team. The ones left behind had the difficult jobs. Far more difficult than [his]. He trained. Knew he was well prepared, and that he could do the job. And then he was actively doing it while the woman he loved would sit and wait.

It’’s very hard to know who is going to commit an act of violence. But... prevention does not require prediction. It does require, however, that we increase overall access to brain health interventions. ... A... tiered system is already working in some schools. At the tier-one level, everyone should have access to brain health screenings and first aid, to conflict resolution programs, and to suicide prevention education. Peer intervention programs teach kids to seek help from trained adults for friends they’re worried about without fear of repercussion. A second tier of attention is trained on kids going through a hard time—a student grieving a lost parent, one who has suffered teasing or bullying, or those in known high-risk populations. For instance, gay, lesbian, bisexual, and transgender kids are at disproportionate risk for bullying, so special efforts might be made to connect those kids to resources. The third level of intervention comes into play when a child has emerged as a particular concern. Perhaps he or she has an ongoing emotional disorder, has talked about suicide, or—as Dylan did— has turned in a paper with violent or disturbing subject matter. The student is then referred to a team of specially trained teachers and other professionals who will interview him or her, look at the student's social media and other evidence, and speak to friends, parents, local law enforcement, counselors, and teachers. The real beauty of these measures is not that they catch potential school shooters, but how effectively they help schools to identify teens struggling with all different kinds of issues: bullying, eating disorders, cutting, undiagnosed learning disorders, addiction, abuse at home, and partner violence — just to name a few. In rare cases, a team may discover that the student has made a concrete plan to hurt himself or others, at which point law enforcement may become involved. In the overwhelming majority of these cases, though, simply getting a kid help is enough.

New York City was exemplary in the rigor of its measures to repress so grave and general a danger. There, a municipal ordinance forbade spitting “upon the floors of public buildings and elevated cars, in railway stations and on steps, and on the pavement.”21 To enforce the law, the city deployed teams of plainclothes police to observe violations and make arrests, and it empowered magistrates to impose fines of five hundred dollars and imprisonment for up to one year.

Enforce management training by teaching it yourself. Managing the company is the CEO’s job. While you won’t have time to teach all of the management courses yourself, you should teach the course on management expectations, because they are, after all, your expectations. Make it an honor to participate in these sessions by selecting the best managers on your team to teach the other courses. And make that mandatory, too.

Worse yet, my administration was deporting undocumented workers at an accelerating rate. This wasn’t a result of any directive from me, but rather it stemmed from a 2008 congressional mandate that both expanded ICE’s budget and increased collaboration between ICE and local law enforcement departments in an effort to deport more undocumented immigrants with criminal records. My team and I had made a strategic choice not to immediately try to reverse the policies we’d inherited in large part because we didn’t want to provide ammunition to critics who claimed that Democrats weren’t willing to enforce existing immigration laws—a perception that we thought could torpedo our chances of passing a future reform bill. But by 2010, immigrant-rights and Latino advocacy groups were criticizing our lack of progress, much the same way LGBTQ activists had gone after us on DADT. And although I continued to urge Congress to pass immigration reform, I had no realistic path for delivering a new comprehensive law before the midterms.

Emergency tactics are the opposite of deliberate tactics. In an emergency situation, you may need to take shortcuts and not clear every room or danger area completely. This increases the level of risk. However, in an emergency situation where time is critical or there is imminent danger to innocent people, a tactical team might choose to assume a greater level of risk. Because of the increased danger typical of single-person operations, deliberate tactics are generally the best option. Most of the tactics in this book are deliberate rather than emergency. While deliberate tactics are preferable for single-person operations. You might end up facing an emergency situation alone and you will have no choice but to move at maximum speed and assume greater risk. This type of scenario is extremely dangerous and as an individual, there is little you can do to reduce the risk. Your best option is generally to move as quickly as possible and use speed as security, hoping that adversaries will not react fast enough to see you or shoot at you.

physical space has for a century been used to facilitate and enforce efficiency and specialization. Along with factory assembly lines, the architectural frames of white-collar work have evolved to maximize efficiency.

How is Single-Person CQB Different? Single-person CQB tactics are different from tactics developed for teams and multiple teams. The reason for this is the increased risk associated with operating alone. Even if you are very experienced in team-level operations, it may still take time for you to master the specific skills and movements needed for single-person operations. Team-level CQB is generally divided into “immediate entry” and “delayed entry” tactics. Immediate entry methods call for offensive, aggressive movement and were developed by elite military special operations forces for hostage rescue situations. Delayed entry tactics are more common in the law enforcement community and are designed to minimize your exposure and maximize the benefits of cover and concealment. For single-person operations, delayed entry is generally a safer option than immediate entry. If you have a team behind you, it is possible to aggressively rush through a door to dominate a room. However, if you are operating alone with no support, it is dangerous to rush into a fight when the odds might not be in your favor. By employing delayed entry tactics you clear as much of a room or hallway as possible from the outside, before you actually make entry. The tactics in this book are primarily delayed entry tactics. Team-level CQB can also be divided into “deliberate” tactics and “emergency” tactics. The difference has less to do with speed and more to do with the level of care and attention applied to the clearing process. It is possible to execute deliberate tactics very quickly, as long as you are careful to clear each room and danger area completely. Essentially, when conducting a deliberate clear, you will not take any shortcuts.

However, for ordinary citizens in a homedefense scenario or for police officers responding to an emergency call, the chances of having to operate alone are quite likely. In these types of situations, backup is frequently unavailable or will not arrive in time. The citizens and officers who are forced to operate on their own face potentially the greatest risk, yet there are almost no tactical references (books, videos or classes) that provide useful information on the subject of single-person tactics. This manual and the associated training courses were developed by a team of experts with extensive special operations and lawenforcement experience to help fill the dangerous capability and knowledge gap in the area of single-person tactics. This manual can provide citizens and officers with critical, life-saving tactical knowledge that will give them a marked advantage in an emergency situation.

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That’s one of the key challenges of remote work: keeping everyone’s outlook healthy and happy. That task is insurmountable if you’ve stacked your team with personalities who tend to let their inner asshole loose every now and again. Even for people with the best intentions, relations can go astray if the work gets stressful (and what work doesn’t occasionally?). The best ballast you can have is as many folks in your boat as possible with a thoroughly optimistic outlook. We’re talking about people who go out of their way to make sure everyone is having a good time. Remember: sentiments are infectious, whether good or bad. That’s also why it’s as important to continuously monitor the work atmosphere as to hire for it. It’s never a good idea to let poisonous people stick around to spoil it for everyone else, but in a remote-work setup it’s deadly. When you’re a manager and your employees are far flung, it’s impossible to see the dread in their eyes, and that can be fatal. With respect to drama, it therefore makes sense to follow the “No Broken Windows” theory of enforcement. What are we talking about? Well, in the same way that New York cracked down in the ’90s on even innocuous offenses like throwing rocks through windows or jumping the turnstile, a manager of remote workers needs to make an example of even the small stuff—things like snippy comments or passive-aggressive responses. While this responsibility naturally falls to those in charge, it works even better if policed by everyone in the company.

He hated that he was putting her through this, but this was the life of a man or woman who loved a soldier, law enforcement officer, firefighter, or his team. The ones left behind had the difficult jobs.

The captain is the figure who holds sway over the dressing room by speaking to teammates as a peer, counseling them on and off the field, motivating them, challenging them, protecting them, resolving disputes, enforcing standards, inspiring fear when necessary, and above all setting a tone with words and deeds.

Huyck proved to be an outstanding administrator and, despite his lack of experience, quickly achieved one of the board’s top priorities. By ensuring that the teachers, curriculum, and classroom offerings met the necessary educational standards, he earned official accreditation for the school, a certification that made it eligible for federal and state financial aid.9 Along with his academic duties, he made time to coach the school’s poultry-judging team, which—as the local press proudly noted—“won over six other teams from high schools in larger towns in a recent contest.”10 At the annual meeting of the Michigan State Teachers’ Association in November 1923, Emory was chosen as a delegate to the general assembly and helped draft a resolution calling for the strict enforcement of the Volstead Act—formally known as the National Prohibition Act—“not only to prevent production and consumption of alcoholic liquors, but also to teach the children respect for the law.”11 He was also a member of both the Masons, “the most prestigious fraternal organization in Bath’s highly Protestant community,”12 and the Stockman Grange, at whose annual meeting in January 1924 he served as toastmaster and delivered a well-received talk on “The Bean Plant and Its Relation to Life.”13 Perhaps unsurprisingly for a man with his military training, Huyck was something of a disciplinarian, demanding strict standards of conduct from both the pupils and staff. “At day’s end,” writes one historian, “students were required to march from the building to the tune of martial music played on the piano. During the day, students tiptoed in the halls.” When a pair of high-spirited teenaged girls “greeted their barely older teachers with a jaunty ‘Well, hello gals,’” they were immediately sent to the superintendent, who imposed a “penalty [of] individual conferences with those teachers and apologies to them.”14

There is a time to stand firm and enforce rules and there is a time to give ground and allow the rules to bend. Finding that balance is critical for leaders to get maximum effectiveness from their team.

A CEO’s energy levels dictate those of the team. You should find time to take vacations and truly be offline—otherwise you will lose energy, burn out, and potentially give up. This means once a year you should take a real one- to two-week vacation, and every quarter you should take a three-day weekend. If you are working every day, I strongly suggest that you start enforcing a personal no-work day at least once a week. Burning out will not help you or your company deal with all the stresses of scaling.

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.

What “Phineas Fisher”—his or her real identity is still unknown—unleashed in July 2015 confirmed my worst suspicions. For twelve years, Hacking Team had been selling its spyware to a growing list of government agencies around the globe, some with human rights records that were not just questionable but grotesque. Its customers included the Pentagon, the FBI, and the Drug Enforcement Administration, which used it to spy on cartels from the American embassy in Bogota.

For a long time, the German shepherd was the standard bearer for work in law enforcement and the military, but for many reasons, including practicality, the breed has been surpassed by the Malinois. Among the factors in favor of the Malinois are size and resiliency. While the Malinois has nothing on the German shepherd when it comes to brainpower or strength, it does have the advantage of being a smaller and more agile breed. the Belgian Malinois is built for military work, and especially for the sort of job commonly undertaken in Special Operations. While either breed can reliably detect the presence of explosives or a human target in hiding, the Malinois is quicker and stabler, simply by virtue of it's smaller and more compact musculature. It is better suited to traversing uneven terrain, and, when necessary, more easily transported.

It was not uncommon for a quality performer to suit up with multiple teams in the same year, or to be employed in two different leagues at the same time. The phenomenon was reaching its logical extreme in Edmonton, where local management began buying star players from across the country as part of its plan to assemble a Cup contender. Another downside of unregulated competition was the inability of pro leagues to enforce on-ice discipline. It should be noted that, contrary to what the amateur organizers claimed, violence in hockey was by no means a professional phenomenon. The papers of the day are full of on-ice assaults, all-out brawls and spectator bedlam in the unpaid ranks. However, when amateur leagues dealt with these, they could enforce their rulings throughout the amateur world.

At well over six foot six and two hundred pounds of pure muscle, he’s the enforcer to my stratagem and planning. Enzo is a scary motherfucker to all but those who know him best—my team.

Over the years, as it became my responsibility to evaluate and hire new people for my unit, I developed a profile of what I wanted in a profiler. At first, I went for strong academic credentials, figuring an understanding of psychology and organized criminology was most important. But I came to realize degrees and academic knowledge weren’t nearly as important as experience and certain subjective qualities. We have the facilities to fill in any educational gaps through fine programs at the University of Virginia and the Armed Forces Institute of Pathology. What I started looking for was “right-brained,” creative-type thinkers. There are many positions within the FBI and law enforcement in general where engineering or accounting types do the best, but in profiling and investigative analysis, that kind of thinker would probably have some difficulty. Contrary to the impression given in such stories as The Silence of the Lambs, we don’t pluck candidates for the Investigative Support Unit right out of the Academy. Since our first book, Mindhunter was published, I’ve had many letters from young men and women who say they want to go into behavioral science in the FBI and join the profiling team at Quantico. It doesn’t work quite that way. First you get accepted by the Bureau, then you prove yourself in the field as a first-rate, creative investigator, then we recruit you for Quantico. And then you’re ready for two years of intensive, specialized training before you become a full-fledged member of the unit. A good profiler must first and foremost show imagination and creativity in investigation. He or she must be willing to take risks while still maintaining the respect and confidence of fellow agents and law enforcement officers. Our preferred candidates will show leadership, won’t wait for a consensus before offering an opinion, will be persuasive in a group setting but tactful in helping to put a flawed investigation back on track. For these reasons, they must be able to work both alone and in groups.

Everything about his life that wasn’t about being an elite badass was imploding. There seemed to be only one sane option: get the hell away from other human beings. Amundson took a leave of absence from work, bought an Airstream trailer, and leased a parcel of land in the mountains near Santa Cruz. For two months, he lived in the woods and rolled back the tape on the last fourteen years of his life as a SWAT team cop, Army reservist, DEA gunslinger, and husband. He wrote an after-action review of his marriage, Your Wife Is Not Your Sister, a self-critique so detailed and unstinting that it could have been subtitled Confessions of a Knuckle-Dragger. The book, lovingly dedicated to his ex-wife, is filled with recollections of moments when he thought he was justified but later realized his behavior was thoughtless, myopic, toxic. At the end of each chapter are concrete “Action Steps” to prevent fellow knuckle-draggers from repeating his mistakes. It’s been well received in the law enforcement community.

Everything about his life that wasn’t about being an elite badass was imploding. There seemed to be only one sane option: get the hell away from other human beings. Amundson took a leave of absence from work, bought an Airstream trailer, and leased a parcel of land in the mountains near Santa Cruz. For two months, he lived in the woods and rolled back the tape on the last fourteen years of his life as a SWAT team cop, Army reservist, DEA gunslinger, and husband. He wrote an after-action review of his marriage, Your Wife Is Not Your Sister, a self-critique so detailed and unstinting that it could have been subtitled Confessions of a Knuckle-Dragger. The book, lovingly dedicated to his ex-wife, is filled with recollections of moments when he thought he was justified but later realized his behavior was thoughtless, myopic, toxic. At the end of each chapter are concrete “Action Steps” to prevent fellow knuckle-draggers from repeating his mistakes. It’s been well received in the law enforcement community. At the end of his two-month woodland retreat, Amundson realized two things. The first was that it doesn’t matter how much of a firebreather you are if you can’t cut any slack to the important people in your life. The second was that all his macho law-and-order jobs had defined him, and if he wanted to stop being That Guy, he couldn’t work that kind of job.

Ongoing Struggle Between Central Agencies and Bengal: A Recurring Pattern The recent clash in West Bengal's Sandeshkhali, where an Enforcement Directorate (ED) team investigating an alleged ration distribution scam was attacked by locals, is not an isolated incident. From Chief Minister Mamata Banerjee staging her own dharna in protest against CBI action on the Kolkata police chief to instances involving the NHRC and NCPCR, Central agencies have faced challenges in the state. Leaders of the Trinamool Congress (TMC) argue that the Central government is intentionally targeting and harassing its leaders and the state government. In this latest incident, eight members of the ED team, accompanied by Central forces personnel, were conducting raids on the residence of local TMC leader Shahjahan Sheikh in the North 24 Parganas district. As they attempted to enter the house, protesters became violent, preventing the officers from proceeding. This confrontation mirrors previous instances where Central investigative teams have encountered resistance in West Bengal. One such case involved the arrest of former minister Jyoti Priya Mallick by the ED in connection with the same scam in October of the previous year. The recurring pattern of clashes between Central agencies and the state of Bengal underscores the persisting tension between the two entities.

but none seemed remotely interested in the black SUV. The only person paying any attention to it was a meter man from the Department of Parking Enforcement, who stormed toward it with the zeal of a Navy SEAL team, already writing a ticket. “You can’t park that here!” he barked. “It’s a red zone!” Courtney lowered her window and glared at him. “I’m not parked. I’m idling! That’s allowable.” “Not on my watch,” the meter man huffed. “According to District Code 46a, subsection D, there is to be no blocking of the red zone for any amount of time for any purpose at all. . . .” “How about national security?” David Stern asked, rolling down his window. “You see, I’m the president of the United States.” “And I’m the queen of Sweden,” the meter man declared sarcastically. Unaware that he was facing the actual president, he dramatically ripped off the ticket and handed it to Courtney.

10K forced march in full kit, an obstacle course and rappelling, plus another 10K run. A cherry on the top when you are beyond smoked is a 12-minute full-contact sparring session—with fresh opponents rotating in every three minutes. Once on the team, operators aggressively compete against their colleagues in the frequently held law enforcement sports events. Their specialties: hand-to-hand combat and the kettlebell sport. A matter of specificity and pride.

In 1986, shortly after Chris’s fourteenth birthday, came a moment that would permanently alter drug enforcement polices moving forward. On June 19, just two days after being selected second overall by the defending champion Boston Celtics, Len Bias died from an overdose, and the world stopped. Bias was a basketball superhero. He had dominated college basketball at the University of Maryland with a combination of force, beauty, grace, and destruction that made him a true one-of-one. In joining the Celtics, he was pinned to become Michael Jordan’s greatest rival (the two had phenomenal duels in college) and prolong the dynasty in Boston, where Larry Bird had led the team to three titles in the last six years. Rumors spread in the press that Bias died after smoking crack. Cocaine, usually associated with lavish white communities and those living in the lap of luxury, was seen as an addiction. But crack was a crime. The drug, far cheaper than powder cocaine, was largely associated with Black communities and was being held significantly responsible for the erosion of society’s moral fabric.

What’s perhaps strange to say is that I’m not sure I would have gotten there without the period of enforced stillness and the steadiness I found inside of knitting. I’d had to go small in order to think big again. Shaken by the enormity of everything that was happening, I’d needed my hands to reintroduce me to what was good, simple, and accomplishable. And that turned out to be a lot. I now knit while talking to my mom on the phone, during Zoom meetings with my team from the office, and on summer afternoons when friends come to sit on our back patio. Knitting has made watching the evening news a little less stressful. It has made certain hours of the day less lonely, and it’s helped me think more reasonably about the future. I’m not here to tell you that knitting is a cure for anything. It won’t end racism or demolish a virus or vanquish depression. It won’t create a just world or slow climate change or heal anything big that’s broken. It’s too small for that. It’s so small that it hardly seems to matter. And this is part of my point. I’ve come to understand that sometimes the big stuff becomes easier to handle when you deliberately put something small alongside it. When everything starts to feel big and therefore scary and insurmountable, when I hit a point of feeling or thinking or seeing too much, I’ve learned to make the choice to go toward the small. On days when my brain apprehends nothing but monolithic catastrophe and doom, when I feel paralyzed by not-enoughness and my agitation begins to stir, I pick up the knitting needles and give my hands a chance to take over, to quietly click us out of that hard place. In knitting, when you create the first stitch of a new project, you cast on. When an item is finished, you bind off. Both of these actions, I’ve found, are incredibly satisfying—the bookends of something manageable and finite. They give me a sense of completion in a world that will always and forever feel chaotic and incomplete.

Baseball at Kearney differed from ball in a big-league park in this minor respect: here that ball was still claimed by the management, regardless of what fan was able to get his hooks on it. Before the time of London, however, boys and cops had a time of it, trying to enforce the claim. Into the proper row ran the dog, pushing past knees. There was no ball to be seen, and no one to give the culprit away, but a dog’s nose was able to tell when he reached a man with the ball in his pocket. It would be bad form to threaten force to get it back, so London merely stared the man down until in embarrassment he had to fish the ball out of his pocket. Nor would London let him throw it back over the wire to its rightful owners; he blocked the pitch, determined that the ball was his, to be surrendered only to him, his until he could turn it over to the cop.

The First 10 Lies They Tell You In High School: 1. We are here to help you. 2. You will have enough time to get to your classes before the bell rings. 3. The dress code will be enforced. 4. No smoking is allowed on school grounds. 5. Our football team will win the championship this year. 6. We expect more of you here. 7. Guidance counselors are always available to listen. 8. Your schedule was created with your needs in mind. 9. Your locker combination is private. 10. These will be the years you look back on fondly.

If I were to ask you about let’s say coaching a high school football team for your local high school and told you the only time you were needed to be there as coach, was on game day. That is right no practice during the week, just take the team and win is all we ask. How do I prepare them if I cannot practice you ask? Well sir they have been trained and practiced in their freshman, sophomore and junior years. You will be the varsity coach and the team knows the game and how it’s played, all you need to do is set up the game plan on game day and organize your team so they win! Ludicrous! How can I be expected to develop the cohesion necessary to put a winning team on the field, without practice, despite their prior training and the three-plus years’ experience? Yes it is ludicrous. Yet this is exactly what we expect of law enforcement, security personnel and other first responders tasked with responding to and winning in crisis situations.

Yes the bad guy has something to do with it, but the fact is we know they are out there stalking the public and cops. The bad guy watches us, learns our habits, and plans his actions and when the opportunity presents itself the bad guy puts his plan into action. His planning and plotting give him an advantage because he is putting an effort forward and walking his own talk. We should be aware of, prepared for and ready to prevent this type of advantage from developing.  We need to be thinking in the same way as the bad guy, and do what we call personal “Red Teaming”. This means thinking of how we might be compromised and if you yourself were the bad guy how would you aggress or act in a given situation.

When businesses do eventually notice that they have a digital spy in their midst and that their vital information systems have been compromised, an appalling 92 percent of the time it is not the company’s chief information officer, security team, or system administrator who discovers the breach. Rather, law enforcement, an angry customer, or a contractor notifies the victim of the problem.

The ability to solve emerging problems, both those day to day issues that we encounter in normal work, and those complex emergencies that hit us without warning, are pivotal to our personal and organizational survival in difficult economic times. Tactical Decision Games are short, pointed exercises to increase the speed and maturity of problem solving. Used regularly and thoughtfully, tactical Decision Games will train individuals and teams to shorten the time needed to recognize and successfully overcome emergent problems of any type.

It will be noted that the specific duties assigned to the new agency (CIA) specifically itemized most of the standard tasks of Intelligence, with the exception of “collection.” It would seem that a Congress that had debated the subject so long and so thoroughly would not have overlooked the function of collection. It is more likely that Congress fully intended what it stated—that the task of the CIA was that of “coordinating” intelligence. The duties of the CIA were set forth in the law as follows: to advise the National Security Council in matters concerning such intelligence activities of the government departments and agencies as relate to national security; to make recommendations to the NSC for the coordination of such intelligence activities. . . .; to correlate and evaluate intelligence relating to the national security, and provide for the appropriate dissemination of such intelligence within the government . . . provided that the Agency shall have no police, subpoena, law-enforcement powers, or internal security functions. . . .; to perform, for the benefit of the existing intelligence agencies, such additional services of common concern as the NSC determines can be more efficiently accomplished centrally; to perform such other functions and duties related to intelligence affecting the national security as the NSC may from time to time direct. For those familiar with that language used in legislative writing, it should be very clear that Congress knew exactly what it was doing when it set up a central authority to coordinate intelligence and when it further delineated the responsibilities into those five brief and explicit paragraphs shown above. Yet few such uncomplicated and simple lines defining the law of the land have ever been subject to so much misinterpretation, intentional and accidental, as have these.

By avoiding team rules, you cut down on time-wasting enforcement and get more from each employee.

YOU CAN SEE FOR MILES in both directions from the point on Ruby Ridge. From here, the paths of the Weaver family and the federal government seem inevitable, trucks barreling toward each another on a one-lane road. The government’s route to Ruby Ridge was a twenty-year drift toward militaristic law enforcement, in which quiet agents in suits gave way to federal SWAT teams competing for funding, in which unchecked arrogance and zeal allowed federal agents to act as if their ends justified their means. For the Weavers, the trail to this place cuts right through our own backyards, through patriotism, the military, fundamentalist Christianity, and eventually paranoia. Randy and Vicki’s story is a map of disenfranchisement. They were seduced by conspiracy and a religion called Christian Identity, by beliefs steeped in racism and fear of government oppression, beliefs that helped bring about the very thing they feared. Ultimately, you come to the Weaver story along the same trail Randy and Vicki took, from the heart of Christian Iowa to the deep woods of North Idaho. There is much to ponder along the way—the accountability of government and the danger of paranoia, the villainy of coincidence and the desperate need to decide, every day all over again, where society’s lines will be drawn. Up a twisting, rutted dirt road, past gnarled pine trees and scrub grass, you come finally to a sign at the edge of the old Weaver property. Two sets of unbending law clashed on the mountain, two incompatible views of the world, outlined by defiant red letters painted on a plywood sign: “Every knee shall bow to Yahshua Messiah.

During his career, he served as president of Ford Europe, director of global research and development at Mazda, and, for a year, chief executive of Maserati in a turnaround effort before it was split off from Ferrari and aligned with Alfa Romeo under Fiat. In 2004, Automobile magazine named Leach its Man of the Year, even though he was jobless after leaving Ford Europe as a result of, in his words, being “drawn into the political ping-pong initiated by Ford worldwide.” (Leach sued Ford in 2003 in a successful effort to prevent the company from enforcing a noncompete agreement.) “He’s a certified car nut, one of the very few visionaries of the trade, an excellent engineer and driver, a pragmatic team player, and a genuinely nice guy,” Automobile said.

awkward televised hug from the new president of the United States. My curtain call worked. Until it didn’t. Still speaking in his usual stream-of-consciousness and free-association cadence, the president moved his eyes again, sweeping from left to right, toward me and my protective curtain. This time, I was not so lucky. The small eyes with the white shadows stopped on me. “Jim!” Trump exclaimed. The president called me forward. “He’s more famous than me.” Awesome. My wife Patrice has known me since I was nineteen. In the endless TV coverage of what felt to me like a thousand-yard walk across the Blue Room, back at our home she was watching TV and pointing at the screen: “That’s Jim’s ‘oh shit’ face.” Yes, it was. My inner voice was screaming: “How could he think this is a good idea? Isn’t he supposed to be the master of television? This is a complete disaster. And there is no fricking way I’m going to hug him.” The FBI and its director are not on anyone’s political team. The entire nightmare of the Clinton email investigation had been about protecting the integrity and independence of the FBI and the Department of Justice, about safeguarding the reservoir of trust and credibility. That Trump would appear to publicly thank me on his second day in office was a threat to the reservoir. Near the end of my thousand-yard walk, I extended my right hand to President Trump. This was going to be a handshake, nothing more. The president gripped my hand. Then he pulled it forward and down. There it was. He was going for the hug on national TV. I tightened the right side of my body, calling on years of side planks and dumbbell rows. He was not going to get a hug without being a whole lot stronger than he looked. He wasn’t. I thwarted the hug, but I got something worse in exchange. The president leaned in and put his mouth near my right ear. “I’m really looking forward to working with you,” he said. Unfortunately, because of the vantage point of the TV cameras, what many in the world, including my children, thought they saw was a kiss. The whole world “saw” Donald Trump kiss the man who some believed got him elected. Surely this couldn’t get any worse. President Trump made a motion as if to invite me to stand with him and the vice president and Joe Clancy. Backing away, I waved it off with a smile. “I’m not worthy,” my expression tried to say. “I’m not suicidal,” my inner voice said. Defeated and depressed, I retreated back to the far side of the room. The press was excused, and the police chiefs and directors started lining up for pictures with the president. They were very quiet. I made like I was getting in the back of the line and slipped out the side door, through the Green Room, into the hall, and down the stairs. On the way, I heard someone say the score from the Packers-Falcons game. Perfect. It is possible that I was reading too much into the usual Trump theatrics, but the episode left me worried. It was no surprise that President Trump behaved in a manner that was completely different from his predecessors—I couldn’t imagine Barack Obama or George W. Bush asking someone to come onstage like a contestant on The Price Is Right. What was distressing was what Trump symbolically seemed to be asking leaders of the law enforcement and national security agencies to do—to come forward and kiss the great man’s ring. To show their deference and loyalty. It was tremendously important that these leaders not do that—or be seen to even look like they were doing that. Trump either didn’t know that or didn’t care, though I’d spend the next several weeks quite memorably, and disastrously, trying to make this point to him and his staff.

Teamwork is the key to winning team sports. The best TEAM wins, not the best players. Peer pressure is the best enforcer of the rules. The worry of ‘me’ destroys a team. Success leads to wanting credit and recognition. Worship of stats is a sign of the ‘me’ culture.” Nick Saban, University of Alabama

Organisations that are consistently successful have strong systems and a framework to enforce those systems. In the course of our corporate sessions we often ask people, and the larger teams they represent, what their one per cent things are and how much time they spend practicing working on them. Doing the one per cent things is a sign of humility, while on the other hand ignoring them would be a mark of arrogance. It is also a great indicator of work ethic, the one factor more than any other that contributes to winning consistently. I fear not the man who practiced 10,000 kicks once. I fear the man who practiced one kick 10,000 times. —Bruce Lee

School chasers, on the other hand, will have stunning résumés but are functionally illiterate in their fields and are often socially inept. Much of the time, they put so much energy in getting certificates, they never do their job, or their entire focus is spent on getting the “slot,” that they never have a chance to develop their team. Further, if they are always in school, they are never home to pass the knowledge on and develop their teams.

Choose tactics that are simple and safe to execute and will ensure the greatest chance of survival for your men. We do a dangerous job, and the team needs to understand this.

You need to be technically and tactically proficient with all your weapon systems and set the standard for the newbie on the team. They should aspire to be like you one day. If you live the example, you set the stage for success. You also take away all the excuses, should anyone want to fall back on one.

Further, as a TL, I use a system where my team members get hands-on and either I cover or supervise. This is important because if I get caught getting hands-on, I am not doing my job as a leader. My job is to supervise my team and ensure that we maintain 360-degree security at all times.

When leaders who epitomize Extreme Ownership drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard. Therefore, leaders must enforce standards. Consequences for failing need not be immediately severe, but leaders must ensure that tasks are repeated until the higher expected standard is achieved. Leaders must push the standards in a way that encourages and enables the team to utilize Extreme Ownership.

The concept that there were no bad teams, only bad leaders was a difficult one to accept but nevertheless a crucial concept that leaders must fully understand and implement to enable them to most effectively lead a high-performance team. Leaders must accept total responsibility, own problems that inhibit performance, and develop solutions to those problems. A team could only deliver exceptional performance if a leader ensured the team worked together toward a focused goal and enforced high standards of performance, working to continuously improve.

I totally misunderstood that I had to give the team the freedom to design their work. I should have been acting as a shepherd, looking after them and steering them loosely in the right direction, rather than enforcing all my ideas.

Several of the major weapons companies have been sending urban police departments amped-up military-grade weapons for years. New law enforcement philosophies coming out of L.A. and New York have begun to advocate for special teams of combat-ready police cells. In L.A., the first of these has been given a name, SWAT, and they took on the Black Panthers and the SLA in sustained firefights that armchair John Waynes love to believe put the order back in law and order. In reality, Bobby knows, those gunfights led to limited results, a shitload of property damage, and a new micro-generation of substandard cops who think they can compensate for bad instincts, poor people skills, and limited intelligence with high-powered weaponry.

The United States military and law enforcement weren’t even close to becoming aware of all the enemy spy rings that had been operational for some time. Some were only picking up steam and others were firmly entrenched in American society, as the enemy had been preparing for war for a decade, leaving the US desperately behind in its ability to combat threats from enemy legions in Europe, armadas in the Pacific Ocean, and spies and saboteurs at home.

In B-3 section, Haffenden may have commanded over one hundred investigators from the New York District Attorney’s Office, FBI agents, and cops who had joined the war effort, but Haffenden himself was never a member of law enforcement of any kind. He had been a good-looking man in his youth, with a poise and cunning in his eyes, but now he wasn’t sleeping, and he wasn’t placing much emphasis on keeping himself in shape and healthy. He was now completely devoted to his job. His dark hair was mostly gone. His waistline was expanding, he had a double chin, and his only exercise was a weekly golf game. His face still lit up, as he always found energy in leadership. He gave off an infectious enthusiasm, and exuded confidence well beyond his abilities. He was also creative, and equipped with an imagination that was so extravagant that at times it had to be reined in by his superiors. At other times, it manifested into strokes of pure genius.

With that, Marzulo made his peace with the nature of the mission, having learned a valuable lesson in the difference between peacetime law enforcement and wartime counterespionage.