Equipped Team Quotes

There is no such thing as good enough. You, your team, and your equipment must be the best. That is how you will win victories.

Engage, educate, equip, encourage, empower, energize, and elevate. Those are the methods for maximizing the potential of any individual, team, organization, or institution for ultimate success and significance. Those are the methods of a mentor leader.

First having read the book of myths, and loaded the camera, and checked the edge of the knife-blade, I put on the body-armor of black rubber the absurd flippers the grave and awkward mask. I am having to do this not like Cousteau with his assiduous team aboard the sun-flooded schooner but here alone. There is a ladder. The ladder is always there hanging innocently close to the side of the schooner. We know what it is for, we who have used it. Otherwise it is a piece of maritime floss some sundry equipment. I go down. Rung after rung and still the oxygen immerses me the blue light the clear atoms of our human air. I go down. My flippers cripple me, I crawl like an insect down the ladder and there is no one to tell me when the ocean will begin. First the air is blue and then it is bluer and then green and then black I am blacking out and yet my mask is powerful it pumps my blood with power the sea is another story the sea is not a question of power I have to learn alone to turn my body without force in the deep element. And now: it is easy to forget what I came for among so many who have always lived here swaying their crenellated fans between the reefs and besides you breathe differently down here. I came to explore the wreck. The words are purposes. The words are maps. I came to see the damage that was done and the treasures that prevail. I stroke the beam of my lamp slowly along the flank of something more permanent than fish or weed the thing I came for: the wreck and not the story of the wreck the thing itself and not the myth the drowned face always staring toward the sun the evidence of damage worn by salt and sway into this threadbare beauty the ribs of the disaster curving their assertion among the tentative haunters. This is the place. And I am here, the mermaid whose dark hair streams black, the merman in his armored body. We circle silently about the wreck we dive into the hold. I am she: I am he whose drowned face sleeps with open eyes whose breasts still bear the stress whose silver, copper, vermeil cargo lies obscurely inside barrels half-wedged and left to rot we are the half-destroyed instruments that once held to a course the water-eaten log the fouled compass We are, I am, you are by cowardice or courage the one who find our way back to this scene carrying a knife, a camera a book of myths in which our names do not appear.

Cinder’s gaze dipped down and her eyes widened. Kai followed the look. Her foot was on the table. The child-size foot that had fallen off on the garden steps, its plating dented and the joints packed with dirt. He’d taken it out of his office when the security team had done the sweep for Levana’s spy equipment. His ears grew hot, and he felt as if he’d just been caught hoarding something strange and overtly intimate. Something that didn’t belong to him. “You, uh…” He gestured halfheartedly. “You dropped that.” Cinder

To be a successful team leader, one has to stay back after the din and clutter of a working day to emerge better-equipped and ready to face a new day.

I pulled out a large white T-shirt with black gothic script that read, "Equipe Edward" "Adele, how many times do I have to tell you?" he said in a very serious tone. "Vampires do not sparkle." "Okay, fine." I pretended to pout. "I'll give it to someone else." "No, you will not!" He yanked the T-shirt out of my reach. "Sparkles or not, I am still Team Edward.

If your team members can run a home, raise a family, and organize their lives, they are fully equipped to run a multimillion-dollar business.

Our goal, as leaders, is to ensure that our people have the skills—technical skills, human skills or leadership skills—so that they are equipped to work to their natural best and be a valuable asset to the team.

Ministry flows out of being. In other words, we cannot export what we have not first imported.8

At the door to the locker room Dime asks [Ennis] to autograph his ball. Ennis rears back. He's chuckling but his eyes are wary. 'Why you want that? I'm just an old equipment hand, nobody cares about my autograph.' 'As far as I'm concerned you run the team,' Dime answers, so Ennis laughs and takes the Sharpie and signs his name to Dime's ball, and this will be the only autograph that Dime collects today.

There is no circumstance, no trouble, no testing, that can ever touch me until, first of all, it has gone past God and past Christ, right through to me. If it has come that far, it has come with great purpose, which I may not understand at the moment.

Leadership will “call the question” in your life: do you love God for God, or God as a means to an end? To put it another way, are you in love with him or are you seeing relationship with him as a necessary means to maintaining leadership and your reputation?

~Here’s to kick-offs, goals, assists, shootouts, livin’ on the road, the smell of wet grass, early mornings, breakaways, crossbar shots, countless hours of practice, Nike cleats, , shin pads, big passes, loud chanting, new equipment, sniping shots, corner kicks, coaches, passion in our numbers, living with your team mates, the girls you trust become your second family, pick up, fights, let downs, miracles. Some people say soccer’s a matter of life or death, but it isn’t, it’s much more then that, and most of all – the best game in the world, our passion, our life, our future, our love, our game .. SOCCER.~

The weird thing is that while persuasional leadership takes longer and takes more restraint at the time, it is much more efficient over the long haul. When you teach team members or teens the why, they are more equipped to make the same decision next time without you. You don’t have to watch their every move, you don’t have to put in a time clock, and you don’t have to implant a GPS chip in their hide when they learn how to think for themselves. Positional leadership doesn’t take as long in the exchange, but you have to do it over and over and over and over. You never get to enjoy your team or your kids because they become a source of frustration rather than a source of pride.

don’t be swayed by degrees or past positions. See how people live and serve within your community before you give them a title, especially the title of elder. Let them prove themselves in your community of faith by being faithful with task-oriented jobs before moving them into ministry positions. Make sure they are servants before they become leaders.

And he carefully stored what he considered the most vital piece of equipment: a satellite phone with solar-powered batteries, which would allow the men not only to record short audio dispatches but also to check in every day with an ALE operator and report their coordinates and medical condition. If the team failed to communicate for two consecutive days, ALE would dispatch a search-and-rescue plane—what Worsley called “the most expensive taxi ride in the world.

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin.” “As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed, long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

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

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

There were seven people on a Quidditch team: three Chasers, whose job it was to score goals by putting the Quaffle (a red, soccer-sized ball) through one of the fifty-foot-high hoops at each end of the field; two Beaters, who were equipped with heavy bats to repel the Bludgers (two heavy black balls that zoomed around trying to attack the players); a Keeper, who defended the goalposts, and the Seeker, who had the hardest job of all, that of catching the Golden Snitch, a tiny, winged, walnut-sized ball, whose capture ended the game and earned the Seeker’s team an extra one hundred and fifty points.

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

One Autumn night, in Sudbury town, Across the meadows bare and brown, The windows of the wayside inn Gleamed red with fire-light through the leaves Of woodbine, hanging from the eaves Their crimson curtains rent and thin. As ancient is this hostelry As any in the land may be, Built in the old Colonial day, When men lived in a grander way, With ampler hospitality; A kind of old Hobgoblin Hall, Now somewhat fallen to decay, With weather-stains upon the wall, And stairways worn, and crazy doors, And creaking and uneven floors, And chimneys huge, and tiled and tall. A region of repose it seems, A place of slumber and of dreams, Remote among the wooded hills! For there no noisy railway speeds, Its torch-race scattering smoke and gleeds; But noon and night, the panting teams Stop under the great oaks, that throw Tangles of light and shade below, On roofs and doors and window-sills. Across the road the barns display Their lines of stalls, their mows of hay, Through the wide doors the breezes blow, The wattled cocks strut to and fro, And, half effaced by rain and shine, The Red Horse prances on the sign. Round this old-fashioned, quaint abode Deep silence reigned, save when a gust Went rushing down the county road, And skeletons of leaves, and dust, A moment quickened by its breath, Shuddered and danced their dance of death, And through the ancient oaks o'erhead Mysterious voices moaned and fled. These are the tales those merry guests Told to each other, well or ill; Like summer birds that lift their crests Above the borders of their nests And twitter, and again are still. These are the tales, or new or old, In idle moments idly told; Flowers of the field with petals thin, Lilies that neither toil nor spin, And tufts of wayside weeds and gorse Hung in the parlor of the inn Beneath the sign of the Red Horse. Uprose the sun; and every guest, Uprisen, was soon equipped and dressed For journeying home and city-ward; The old stage-coach was at the door, With horses harnessed,long before The sunshine reached the withered sward Beneath the oaks, whose branches hoar Murmured: "Farewell forevermore. Where are they now? What lands and skies Paint pictures in their friendly eyes? What hope deludes, what promise cheers, What pleasant voices fill their ears? Two are beyond the salt sea waves, And three already in their graves. Perchance the living still may look Into the pages of this book, And see the days of long ago Floating and fleeting to and fro, As in the well-remembered brook They saw the inverted landscape gleam, And their own faces like a dream Look up upon them from below.

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.

The goal of Combined Intelligence Objectives Subcommittee was to investigate all things related to German science. Target types ran the gamut: radar, missiles, aircraft, medicine, bombs and fuses, chemical and biological weapons labs. And while CIOS remained an official joint venture, there were other groups in the mix, with competing interests at hand. Running parallel to CIOS operations were dozens of secret intelligence-gathering operations, mostly American. The Pentagon’s Special Mission V-2 was but one example. By late March 1945, Colonel Trichel, chief of U.S. Army Ordnance, Rocket Branch, had dispatched his team to Europe. Likewise, U.S. Naval Technical Intelligence had officers in Paris preparing for its own highly classified hunt for any intelligence regarding the Henschel Hs 293, a guided missile developed by the Nazis and designed to sink or damage enemy ships. The U.S. Army Air Forces (AAF) were still heavily engaged in strategic bombing campaigns, but a small group from Wright Field, near Dayton, Ohio, was laying plans to locate and capture Luftwaffe equipment and engineers. Spearheading Top Secret missions for British intelligence was a group of commandos called 30 Assault Unit, led by Ian Fleming, the personal assistant to the director of British naval intelligence and future author of the James Bond novels. Sometimes, the members of these parallel missions worked in consort with CIOS officers in the field.

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

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.

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.

We should not, therefore, be too taken aback when unexpected and upsetting and discouraging things happen to us now. What do they mean? Why, simply that God in His wisdom means to make something of us which we have not attained yet, and is dealing with us accordingly. Perhaps He means to strengthen us in patience, good humour, compassion, humility, or meekness, by giving us some extra practice in exercising these graces under specially difficult conditions. Perhaps He has new lessons in self-denial and self-distrust to teach us. Perhaps He wishes to break us of complacency, or unreality, or undetected forms of pride and conceit. Perhaps His purpose is simply to draw us closer to Himself in conscious communion with Him; for it is often the case, as all the saints know, that fellowship with the Father and the Son is most vivid and sweet, and Christian joy is greatest, when the cross is heaviest…. Or perhaps God is preparing us for forms of service of which at present we have no inkling.

The team is showing its appreciation to the host families by taking them to a water park on Sunday. I know Mac is going out of town, but I thought you might still want to go. I mean, not as a date or anything. I’m going to invite the whole family.” “You don’t have to work Sunday?” “I got scheduled off.” “Sounds like fun. We could pack a picnic lunch--” “I’ll take care of that. As my thank you. All you have to do is bring yourself.” “And a bathing suit.” He grinned. “Yeah, and a bathing suit.” “And a towel. And suntan lotion…” “Maybe it’d be simpler if I just said I’ll take care of the tickets and eats.” “Okay, but I’ll go ahead and warn you not to take it personally that Mom and Dad aren’t really into water parks. It’s that whole not-using-the-exercise-equipment-as-intended thing Dad has going.” His grin grew. “I won’t take it personally.” “Okay, then, Sunday.” As though suddenly realized how intimate it seemed to be in my bedroom, he cleared his throat and took a step back. He gave my room one more look and took another step back. “It’s amazing what a room can reveal.” Then he walked down the hallway and knocked on Tiffany’s door. I wondered what he’d discover looking into her room.

I’m not suggesting anyone has acted illegally. To the contrary: CEOs believe they are supposed to maximize shareholder returns, and one means of accomplishing that goal is to play the political game as well as it possibly can be played and field the largest and best legal and lobbying teams available. Trade associations see their role as representing the best interests of their corporate members, which requires lobbying ferociously, raising as much money as possible for political campaigns of pliant lawmakers, and even offering jobs to former government officials. Public officials, for their part, perceive their responsibility as acting in the public interest. But the public interest is often understood as emerging from a consensus of the organized interests appearing before them. The larger and wealthier the organization, the better equipped its lawyers and its experts are to assert what’s good for the public. Any official who once worked for such an organization, or who suspects he may work for one in the future, is prone to find such arguments especially persuasive. Inside the mechanism of the “free market,” the economic and political power of the new monopolies feed off and enlarge each other.

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

All the many successes and extraordinary accomplishments of the Gemini still left NASA’s leadership in a quandary. The question voiced in various expressions cut to the heart of the problem: “How can we send men to the moon, no matter how well they fly their ships, if they’re pretty helpless when they get there? We’ve racked up rendezvous, docking, double-teaming the spacecraft, starting, stopping, and restarting engines; we’ve done all that. But these guys simply cannot work outside their ships without exhausting themselves and risking both their lives and their mission. We’ve got to come up with a solution, and quick!” One manned Gemini mission remained on the flight schedule. Veteran Jim Lovell would command the Gemini 12, and his space-walking pilot would be Buzz Aldrin, who built on the experience of the others to address all problems with incredible depth and finesse. He took along with him on his mission special devices like a wrist tether and a tether constructed in the same fashion as one that window washers use to keep from falling off ledges. The ruby slippers of Dorothy of Oz couldn’t compare with the “golden slippers” Aldrin wore in space—foot restraints, resembling wooden Dutch shoes, that he could bolt to a work station in the Gemini equipment bay. One of his neatest tricks was to bring along portable handholds he could slap onto either the Gemini or the Agena to keep his body under control. A variety of space tools went into his pressure suit to go along with him once he exited the cabin. On November 11, 1966, the Gemini 12, the last of its breed, left earth and captured its Agena quarry. Then Buzz Aldrin, once and for all, banished the gremlins of spacewalking. He proved so much a master at it that he seemed more to be taking a leisurely stroll through space than attacking the problems that had frustrated, endangered, and maddened three previous astronauts and brought grave doubts to NASA leadership about the possible success of the manned lunar program. Aldrin moved down the nose of the Gemini to the Agena like a weightless swimmer, working his way almost effortlessly along a six-foot rail he had locked into place once he was outside. Next came looping the end of a hundred-foot line from the Agena to the Gemini for a later experiment, the job that had left Dick Gordon in a sweatbox of exhaustion. Aldrin didn’t show even a hint of heavy breathing, perspiration, or an increased heartbeat. When he spoke, his voice was crisp, sharp, clear. What he did seemed incredibly easy, but it was the direct result of his incisive study of the problems and the equipment he’d brought from earth. He also made sure to move in carefully timed periods, resting between major tasks, and keeping his physical exertion to a minimum. When he reached the workstation in the rear of the Gemini, he mounted his feet and secured his body to the ship with the waist tether. He hooked different equipment to the ship, dismounted other equipment, shifted them about, and reattached them. He used a unique “space wrench” to loosen and tighten bolts with effortless skill. He snipped wires, reconnected wires, and connected a series of tubes. Mission Control hung on every word exchanged between the two astronauts high above earth. “Buzz, how do those slippers work?” Aldrin’s enthusiastic voice came back like music. “They’re great. Great! I don’t have any trouble positioning my body at all.” And so it went, a monumental achievement right at the end of the Gemini program. Project planners had reached all the way to the last inch with one crucial problem still unsolved, and the man named Aldrin had whipped it in spectacular fashion on the final flight. Project Gemini was

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Humans are better equipped for sight than for smell. We process visual input ten times faster than olfactory. Visual and cognitive cues handily trump olfactory ones, a fact famously demonstrated in a 2001 collaboration between a sensory scientist and a team of oenologists (wine scientists) at the University of Bordeaux in Talence, France.

Number of SWAT teams in the FBI alone in 2013: 56         Unlikely federal agencies that have used SWAT teams: US Fish and Wildlife Service, Consumer Product Safety Commission, National Aeronautics and Space Administration, Department of Education, Department of Health and Human Services, US National Park Service, Food and Drug Administration         Value of surplus military gear received by Johnston, Rhode Island, from the Pentagon in 2010–2011: $4.1 million         Population of Johnston, Rhode Island, in 2010: 28,769         Partial list of equipment given to the Johnston police department: 30 M-16 rifles, 599 M-16 magazines containing about 18,000 rounds, a “sniper targeting calculator,” 44 bayonets, 12 Humvees, and 23 snow blowers105

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M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)

This feeling of belonging, of shared values and a deep sense of empathy, dramatically enhances trust, cooperation and problem solving. United States Marines are better equipped to confront external dangers because they fear no danger from each other. They operate in a strong Circle of Safety.

Many Christians in North America are educated well beyond their level of obedience.

If serving someone is beneath you, then leadership is above you. MIKE PILAVACHI

A plurality of elders and a focus on mutual submission between them has several benefits. In addition to accountability, it brings balance and allows for multiple gifts to be expressed and utilized for equipping the body. It embodies the New Testament approach and models unity and mutual submission to the church as a whole. When attacks, accusations, discouraging communications and criticism come from people within a congregation, they can be deflected, carried and dealt with by several elders, rather than one pastor trying to handle all of them. Finally, it can provide a supportive space for future leaders, elders and pastors to be developed within a church structure.

Zephaniah 3:17 states that the Lord “will quiet you with his love.” So whenever those negative voices whisper that you’re a worthless failure, let the Lord “quiet you with his love.” Let God’s love silence those hurtful voices from your past.

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.

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In 1857, to encourage continued settlement of the West, Congress passed the Pacific Wagon Road Act, which among other improvements to the trail called for the surveying of a shorter route to Idaho across the bottom of the Wind Rivers and the forested Bridger-Teton wilderness to the west. Frederick W. Lander, a hotheaded but experienced explorer and engineer, was assigned the job. He made Burnt Ranch the trailhead and main supply depot for the trail-building job, which became one of the largest government-financed projects of the nineteenth century. Lander hired hundreds of workers from the new Mormon settlement at Salt Lake and supplied the enterprise with large mule-team caravans that ferried provisions and equipment from U.S. Army depots in Nebraska and eastern Wyoming. “With crowds of laborers hauling wood, erecting buildings and tending stock,” writes historian Todd Guenther, “the area was a beehive of activity.” The engineers, logging crews, and workers quickly hacked out what became known as the Lander Cutoff, which saved more than sixty miles, almost a week’s travel, across the mountains. In places, the Lander Cutoff was a steep up-and-down ride, but the route offered cooler, high terrain and plentiful water, an advantage over the scorching desert of the main ruts to the south. Eventually an estimated 100,000 pioneers took this route, and the 230-mile Lander Cutoff was considered an engineering marvel of its time. This

They spent the next hour going over their plan and setting up their equipment. Stone loaded his software onto Carlos’s laptop, then fit locators on Pike and Cole, one in Cole’s hair, and the other on the back of Pike’s belt buckle. Both Walsh and Hurwitz made multiple calls, coordinating the tactical SRT team and six additional Special Agents. At

Football teams, like businesses, don’t win only because of the strategy or the equipment they wear or because of the size and girth of their leaders; they also win because of their coaches giving them courage, direction and the inspiration to go out onto the field in the first place. I think we don’t give enough credit to fuzzy things; the abstract contribution of our business coaches.

Miss Glass,” called out Lillian Lynburn. “A word?” Kami stopped and turned. She felt relieved—she was better equipped to deal with Lillian right now than either of the Lynburn boys—but she was also puzzled. “A word?” she repeated. “We were in the same room for two hours and you barely let me speak.” “As I said, I have no interest in my fight against Rob being a team effort,” said Lillian. “I only came here because my boy asked me to—and he only asked because he knew it was what you wanted.” “Yes,” Kami told her. “This evening was all my dreams come true. I can never get enough of people looking down their noses at me. You do it beautifully. I wish you had two noses, so that you could look at me down both.” Lillian shut her eyes briefly, as if she hoped when she opened them she would behold a world in which people never said ridiculous things.

Strong leaders, in contrast, extend the Circle of Safety to include every single person who works for the organization. Self-preservation is unnecessary and fiefdoms are less able to survive. With clear standards for entry into the Circle and competent layers of leadership that are able to extend the Circle’s perimeter, the stronger and better equipped the organization becomes. It is easy to know when we are in the Circle of Safety because we can feel it. We feel valued by our colleagues and we feel cared for by our superiors. We become absolutely confident that the leaders of the organization and all those with whom we work are there for us and will do what they can to help us succeed. We become members of the group. We feel like we belong. When we believe that those inside our group, those inside the Circle, will look out for us, it creates an environment for the free exchange of information and effective communication. This is fundamental to driving innovation, preventing problems from escalating and making organizations better equipped to defend themselves from the outside dangers and to seize the opportunities.

I would rather have a fit man with an obsolete Chinesium rifle he has fired 5,000 rounds through than a weak man equipped with the latest load out for Seal Team 6 that he hasn’t trained with!

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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

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moved to the aura-based system. That's part of development: You throw stuff out there, and it works or it doesn't." Ultimately, however, auras passed the Blizzard North test: If a proposal's merit held up after testing, it made the cut. Auras became a defining characteristic of the Paladin. His assortment of combat skills and defensive auras enabled solo players to survive and thrive on their own, while Paladin players were sought after on Battle.net for the benefits their auras granted to parties. To fully upgrade each of any hero's thirty skills would require 600 skill points. The maximum character-level is 99, meaning players will never receive enough points to master—fully upgrade—all thirty skills. That limitation forces them to make difficult choices: maximize proficiency in a few skills, focus on a half dozen, or potentially spread themselves thin to become competent in all abilities but a master of none. Because each hero's skills are exclusive, all players wind up specializing simply by choosing a class. From there they only specialize further, investing heavily in some skills, spending a single point in others to satisfy requirements for later abilities, and ignoring most of the rest. Those limitations are not meant to restrain players, but to encourage them to think carefully about upgrades. The thought they put into skill points creates a bond between players and their avatars, and the satisfaction that comes from seeing a character evolve—as well as choosing each and every piece of a character's equipment load—feeds into Dave Brevik's peacock mentality: No two players were likely to spec out the same hero. In fact, a single player could roll several Amazons or Paladins and develop each differently. In a way, assigning exclusive skills to Diablo II's heroes was more limiting than Diablo's spell books, which could be read and cast by any of the game's three heroes as long as players dumped enough experience points into their Magic stat. Blizzard North's team saw that limitation as a good thing. It fostered agency, asking players to play an active role in evolving their characters.

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I'll play with you later, okay, Em?" Michael said. "But I have a shirt. And you said..." Michael looked at Joe. "Maybe we could put her in the field. With Weasel. Just for a couple of outs?" "Have you ever seen a girl play?" Joe said. "They can't catch. They scream when they see a fly ball coming. And they can't throw. They've got arms like chicken wings." Joe flapped his elbows and squawked. Emma stared at her sneakers. "She's not that bad," Michael said. "And they're bad luck," Joe said. "Everybody knows that. I'm not playing on any team with some dumb girl. And it's my bat, remember? So beat it, Pee-wee!" He shouldered the equipment bag and turned away. "I guess you'd better go home," Michael said. Emma went slowly back up the walk to the house. It wasn't fair. She knew she threw better than a chicken. She threw almost as well as Joe and a lot better than Weasel Malloy. Why hadn't Michael told Joe that? He should have made Joe let her play. He'd promised. He should have stood up for her. She kicked a stone into the flower bed. Then she sat down on the front steps with her chin in her hands. She wished the sun would stop shining. She wished a big black thundercloud would zap right over the Bombers' heads and rain their stupid ball game out.

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Thus, the countersnipers are observers and can respond to a distant threat with their .300 Winchester Magnum—known as Win Mag—rifles. The rifle is customized for the shooter who is assigned the weapon. Each team is also equipped with one Stoner SR-25 rifle. Counter-snipers are required to qualify shooting out to a thousand yards each month. If they don’t qualify, they don’t travel or work.

Each CAT team member is equipped with a fully automatic SR-16 rifle, a SIG Sauer P229 pistol, flash bang grenades for diversionary tactics, and smoke grenades. CAT agents also may be armed with Remington breaching shotguns, a weapon that has been modified with a short barrel. The shotgun may be loaded with nonlethal Hatton rounds to blow the lock off a door.

Climbers often espouse a purer style of ascent while readily depending on the supplies, lines, and oxygen of larger teams. This is particularly true on K2, where climbers often denounce those who join “assault”-style expeditions for not being true mountaineers, but “austere” alpine climbers often utilize, even demand, the supplies and strength of those larger, well-equipped teams when trouble hits high on the mountain.

New state decrees included provisions that the dead be unceremoniously disinfected, packed into double body bags, and hastily buried—normally in unmarked graves—by officially appointed gravediggers wearing protective equipment. This new regulation prevented family members and friends from honoring loved ones, and it negated religious observance. The discovery of a body by a search team thus furnished ample potential for physical confrontations, just as a similar decree had led to clashes in plague-stricken Bombay in 1897–1898. This tense atmosphere was inflamed by multiple conspiracy theories. One Canadian reporter wrote that people “tell me stories about witchcraft, Ebola witch guns, crazy nurses injecting neighbours with Ebola and government conspiracies.”29 Untori, or plague spreaders, were said to be at work, as in the days of the Black Death described by Alessandro Manzoni. Some regarded health-care workers as cannibals or harvesters of body parts for the black market in human organs. The state, rumor also held, had embarked on a secret plot to eliminate the poor. Ebola perhaps was not a disease but a mysterious and lethal chemical. Alternatively, the ongoing land grab was deemed to have found ingenious new methods. Perhaps whites were orchestrating a plan to kill African blacks, or mine owners had discovered a deep seam of ore nearby and wanted to clear the surrounding area.

If someone’s performance is struggling or if they are acting in a way that is negatively impacting team dynamics, the primary question a leader needs to ask is, “Are they coachable?” Our goal, as leaders, is to ensure that our people have the skills—technical skills, human skills or leadership skills—so that they are equipped to work to their natural best and be a valuable asset to the team.

Andy Grove, the former CEO of Intel, was passionate about seeking to improve meetings. He once wrote, “Just as you would not permit a fellow employee to steal a piece of office equipment worth $2,000, you shouldn’t let anyone walk away with the time of his fellow managers.” A poorly conducted and unnecessary meeting is indeed a form of time theft, a theft that can be prevented.

He then pointed to the right, and I turned to look. Exactly on cue, something massive came around the corner: a snaking, vehicular army that included a phalanx of police cars and motorcycles, a number of black SUVs, two armored limousines with American flags mounted on their hoods, a hazmat mitigation truck, a counterassault team riding with machine guns visible, an ambulance, a signals truck equipped to detect incoming projectiles, several passenger vans, and another group of police escorts. The presidential motorcade. It was at least twenty vehicles long, moving in orchestrated formation, car after car after car, before finally the whole fleet rolled to a quiet halt, and the limos stopped directly in front of Barack’s parked plane. I turned to Cornelius. “Is there a clown car?” I said. “Seriously, this is what he’s going to travel with now?” He smiled. “Every day for his entire presidency, yes,” he said. “It’s going to look like this all the time.” I took in the spectacle: thousands and thousands of pounds of metal, a squad of commandos, bulletproof everything. I had yet to grasp that Barack’s protection was still only half-visible. I didn’t know that he’d also, at all times, have a nearby helicopter ready to evacuate him, that sharpshooters would position themselves on rooftops along the routes he traveled, that a personal physician would always be with him in case of a medical problem, or that the vehicle he rode in contained a store of blood of the appropriate type in case he ever needed a transfusion. In a matter of weeks, just ahead of Barack’s inauguration, the presidential limo would be upgraded to a newer model—aptly named the Beast—a seven-ton tank disguised as a luxury vehicle, tricked out with hidden tear-gas cannons, rupture-proof tires, and a sealed ventilation system meant to get him through a biological or chemical attack.

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● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

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coaching focuses on equipping the individual to discover their unique potential. Rather than the material, the focus lies heavily

What should we do now?” She’d meant her question as a joke. After all, hadn’t they come here specifically to have sex? So she was surprised at his next words. “How about a game?” He climbed onto the bed and sprawled back into the mess of pillows against the carved wood headboard. “Like what?” A glance around the room revealed nothing. “I didn’t see any games. Do you think the lobby has some to borrow?” “That’s not the kind of game I was talking about.” “Oh?” Now she was curious. Did he mean something sexual? “Let’s play I never.” It took her a second, and then she remembered the game from high school. “The game where we say something we’ve never done and if you have done that something, you take a drink? Do we need beer?” “Yep. There’s a mini–bar in that cabinet.” She settled in across from him, crossing her legs. “Why do you want to play I never? Feeling nostalgic for high school?” “I want to know you better.” “You could just ask.” “Yeah, but this is more fun.” He grinned. “Planning on getting me drunk and having your wicked way with me?” “You read my mind.” He took a sip of beer and she watched his Adam’s apple bob as he swallowed. “Let’s start off slow,” he said. “I’ve never watched television.” They both took a drink. The wine she’d selected was dry and she felt it in her nose as she swallowed. “Okay, my turn. I’ve never spent the night in a hotel with anyone other than my parents.” He drank. “You have? When?” “Twice in high school, once a few months back.” They hadn’t been together a few months ago, but hearing he’d spent the night in a hotel with a woman felt like a kick in her gut. “Loren, Xander, and I went to London to rescue Adam.” “Oh.” She felt instantly happy again. “What about the other times?” “Prom. A whole bunch of us chipped in to get a room. They kicked us out by 3:00 a.m. Money well spent.” She laughed. “And the other?” “I was the equipment manager for our high school basketball team. We made it to a big championship that year. Man, the moms baked every day for weeks so we could have bake sales and earn enough to get three rooms for the twelve of us. Good times,” he said nostalgically. “Okay, my turn again. I’ve never taken the SAT.” She took a long gulp of wine. “How’d you do?” “Good enough to get into college.” “Nice. But you didn’t go.” “Nope. Got married.” She took a therapeutic drink of wine. His mention of his trip to London reminded her of another thing she’d never done. “I’ve never been on a plane,” she said. Unsurprisingly, he drank. Had she thought they’d taken a boat or car to London? “But it was only that one time to London,” he explained. “I’d never been on a plane before.” “Did you like it?” She’d always wondered what it would be like to sit in a tube that high off the ground. And it was petty of her, but she liked that Rowan had a similar amount of experience to her when it came to world travel. She’d have felt inadequate if he’d been all over the world. “I was so worried about Adam, it was hard to concentrate on the flight. I’d like to go try it again. With you if you’re willing.” “I’d love to. My parents were big into road trips, and Jack never took me anywhere. I want to see as much of the world as possible.” “Then let’s do it. We’ll save up and head out every chance we get.” They grinned at each other. “Okay, another one. Prepare to get your drink on,” he said with a devastating grin. “I’ve never had long hair.” She drank, and understood his game at once. “I’ve never been in the boy’s locker room. Rowan drank. “I’ve never worn a bra.” She laughed and nearly snorted wine up her nose. “I’ve never shaved my beard.” He drank. “I’ve never shaved my legs.” She drank.” I’ve never…” She took another sip for courage. The wine was clearly getting to her or she never would’ve said her next thing. “I’ve never had an erection.

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

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When a team is in possession of the ball, but cannot advance its agenda any further, they have to ‘drop back and punt.’ Doing this requires that they step back to regroup, reassess, and reorganize their strategy in pursuit of winning the game. When you are faced with change and apply this regrouping process, you are better equipped to make decisions for your next steps. Rather than settling back into old habits and doing what you’ve always done, create something fresh, new, and awesome.

An example of the extent of the FSB and GRU covert cyber collection and exploitation was the exposure of what was most likely a Russian State Security & Navy Intelligence covert operation to monitor, exploit and hack targets within the central United States from Russian merchant ships equipped with advanced hacking hardware and tools. The US Coast guard boarded the merchant ship SS Chem Hydra and in it they found wireless intercept equipment associated with Russian hacking teams. Apparently the vessel had personnel on board who were tasked to collect intelligence on wireless networks and attempt hackings on regional computer networks in the heartland of America.59

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It’s not always easy to spot idolatry in ourselves. Until the Holy Spirit brings it to light, we may be unaware how tight a grip something has on us. For that reason, we should pay close attention to anything we’re convinced we can’t live without.

A net of human surveillance had been thrown over the neighborhood. He’d picked out a couple of them. Men who were too fit and too clean-cut. They were Agency muscle, ex–special operations types. They were excellent with a gun and terrific to have on your team if things went sideways, but they were too visible and Harmon had requested no babysitters. His request, though, had been ignored. He had also asked that they buy the woman a plane ticket so he could conduct the meeting in a nice, anonymous airline lounge out at Hong Kong International. It was a controlled environment. Much harder to bring weapons in. Easier to spot trouble before it happened. Tradecraft 101. That request had also been ignored. Langley felt the airport was too controlled and therefore too easy for the Chinese to tilt in their favor. The CIA wanted a public location with multiple evacuation routes. They had cars, safe houses, changes of clothes, medical equipment, fake passports, and even a high-speed boat on standby.

Having spent the past decade leading and consulting sales teams, I’ve come to the painful conclusion that salespeople are ill-equipped to successfully attack the marketplace for new business. That’s a big statement, but here’s why I believe it is true for the vast majority of the current generation of sales professionals: Most people employed in sales positions today have never truly had to “hunt” for new accounts or new business. Why? Because big chunks of their sales careers to date have been during long seasons of economic prosperity. Most of the 1990s and the period from 2002 through 2007 were boom times. There was incredible demand for what many of us were selling. Salespeople could get away with being passive or reactive and still deliver the numbers.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

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Avoid heavy equipment whenever possible; big machinery often fakes efficiency. Rain gardens are commonly dug out by backhoes and fine grading is done by skid loaders. Inappropriate or oversized equipment does more damage than good, and it takes years for a site to recover from the compaction and unnecessary disturbance. In the time spent waiting for machinery to be delivered to a site, a team of five could have prepared a planting area with three rakes, two shovels, and no compaction.

Covert work like this contained some surprising facets. It was known that Soviet bases were not provided with toilet paper and men often resorted to using communications sheets or pages torn from manuals. So all Allied intelligence teams were equipped with rubber gloves and plastic bags so they could trawl through waste-disposal areas looking for redeemable information.

A Pentagon investigation found that the team of mostly Green Berets was scheduled to meet with local leaders, but had to change their mission after a drone spotted an Islamic State potentate. Their captain, the target of blame from a Pentagon report that the soldiers’ relatives denounced as a whitewash, expressly warned his superior officer that the unit was neither equipped nor informed enough to execute the raid. More than a hundred militants opened fire on Operational Detachment-Alpha Team 3212. Air support and evacuation did not arrive for four hours, by which time Sergeant First Class Jeremiah W. Johnson, Staff Sergeant Bryan C. Black, and Staff Sergeant Dustin M. Wright were dead. Sergeant La David Johnson was missing, and his body would not be recovered for two days. Less than two weeks later Trump called Johnson’s grieving widow. Myeshia Johnson was with her mother and a family friend, Miami congresswoman Frederica Wilson, who paraphrased Trump as saying that Johnson—whose name Trump evidently didn’t remember—must have known what he had signed up for.

Capture the Quantitative Impact of Your Accomplishments Examine everything you’ve done, but don’t merely report what you’ve done. Report the quantitative impact, that is, the numbers that resulted from your achievement. That’s what hiring managers care about most. For example: When I was in school, I worked in the University’s Personnel department. During my time there, the Director asked if I could explain a monthly report she received from Accounts Payable. The report identified everything charged to Personnel. Unfortunately, neither the Director nor her team could understand what it was saying. After some analysis and research, I was able to translate the confusing report into something the Director could understand. What I did not do was ask the Director and her team for the financial impact of now being able to understand the report. While what I did was a valuable story to share at my next interview, it would have meant a lot more if I’d identified the dollars saved or some other quantified impact. As noted earlier, a few years later, I worked for a high-tech company that sold equipment to Fortune 500 firms. The company wasn’t winning the large deals like they had in the past, so I was asked to investigate. I identified the process breakdown causing the problem. I also created a short-term solution, so that the company could start winning bids again while the long-term solution was being developed. What I did not do — and almost have to kick myself now for not doing — was to ask for the value of the deals we were now winning. Those $$$ would have clearly explained the positive impact of my work. It would have been a wonderful talking point in my resume. After my job was eliminated for the second time in 13 years, I started doing a better job of quantifying the impact of my accomplishments.

The SEALs represented an inherent contradiction. For all their specialized training and elite capabilities, many struggled with foundational, almost rudimentary, ethical actions: to not steal, to obey authority, to tell the truth. They were ill-equipped to confront failures and the accountability that came with them.

The SEALs represented an inherent contradiction. For all their specialized training and elite capabilities, many struggled with foundational, almost rudimentary, ethical actions: to not steal, to obey authority, to tell the truth. They were ill-equipped to confront failures and the accountability that came with them.

These maintenance drones shouldn’t be equipped with guns, so I would say, no, but just in case.” Linaria moved in front of Hiran and me to block us. “Why should you get shot?” I asked, edging out from behind her to stand in front. “Would you guys stop? We should all get shot equally.” Hiran squeezed between Linaria and me. Soon we were standing in a line like the defending soccer team during a free kick. We elbowed each other trying to be the one out front.

Dennis Fine digs deep into his skillset to bring the best leadership to the healthcare industry as he can. From physician practice management, strategic planning, major medical equipment contracting and procurement, to revenue cycle management, Dennis Fine excels at fixing broken processes and leading high-performing teams to successful outcomes.

The dilemma for software developers is that business managers are not equipped to evaluate the importance of architecture. That’s what software developers were hired to do. Therefore it is the responsibility of the software development team to assert the importance of architecture over the urgency of features.

There were about a dozen moonbounces, some more successful than others, during the fall of 1959 and the winter of 1960. By the spring the equipment of all the various teams around the country appeared to be working satisfactorily.

As you look at potential leaders, try to assess their capacity in the following areas: Stress Management - their ability to withstand and overcome pressure, failure, deadlines, and obstacles Skill - their ability to get specific tasks done Thinking - their ability to be creative, develop strategy, solve problems, and adapt Leadership - their ability to gather followers and build a team Attitude - their ability to remain positive and tenacious amidst negative circumstances As a leader, your goal should be to identify what their capacity is, recognize what they think their capacity is, and motivate, challenge, and equip them in such as way that they close the gap between the two.

But I couldn’t do it alone; my success relied heavily on my crew. Unlike most endurance events, Ultraman is a completely self-supported adventure. From a van that was packed floor to ceiling with spare bicycle parts, tools, food bins, canisters of race nutrition, coolers of ice water, overnight luggage, and enough race apparel to suit all weather conditions, it was up to my crew to not just cheerlead, but monitor my hydration and caloric intake, manage unforeseen obstacles like equipment failure, and navigate the many tricky turns necessary to keep me on course. Of course, nothing ever goes according to plan. But I’d assembled a great team that was captained by my cyclist friend Chris Uettwiller. Also helping out: the Buddha-like L. W. Walman, and my dad, who’d flown in from Washington, D.C., and was thrilled to be handling driving duties.

Kathryn’s plane landed with a hard thud on the ice shelf which was flatter than the area closer to the crack. They came to a stop and the propellers slowed to an idling speed. Anderson’s men threw open the door and rolled a ladder outward for the exiting team. At the rear of the fuselage, they unlocked and opened a large custom door, which allowed them to slide the snowmobiles out and down a steep ramp. Next, were the food, bags, and fuel, which also slid down the ramp with a hard thud. Kathryn’s guide was a large man named Andrew with light hair who, judging from his tattoos, appeared to be ex-military. He jumped out and helped pull the equipment out. Andrew gave a thumbs-up to the other crewmembers onboard and pulled the large sled of equipment toward one of the snowmobiles.

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All those times we were chasing spirits, stalking graveyards at midnight, and camping out in haunted houses, there was a Spirit waiting for us. This One wants to be found, felt, and experienced. Not just with electromagnetic equipment and infrared thermometers but our living human beings.

Cassani and her team were thrifty, spending no more than necessary to get things done. The £25 million, Cassani knew, wouldn’t last long. She rented office space from BA’s pensions department, “then we begged and borrowed some bashed equipment and sorted a single telephone line. We were able to get the secondhand desks and chairs from another British Airways subsidiary, Air Miles, for almost nothing.”23 Cost containment was paramount: “Between cramped offices, secondhand furniture, no company cars, no free parking, outsourcing and general penny-pinching, we developed an enduring low-cost culture in Go.”24 Following Southwest’s and Ryanair’s analogs, Boeing 737 aircraft would comprise the entire fleet.

He had been on operations alongside his British counterparts and said that although American special forces teams had access to more resources, such as equipment, planes and satellites, the British were especially good because they endlessly ran through war-game scenarios. They practised, over and over. They prepared. ‘Then when it all goes south,’ said the American admiringly, ‘they really know what to do.