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.

Whatever the evidence, the fundamental question VCs are trying to answer is: Why back this founder against this problem set versus waiting to see who else may come along with a better organic understanding of the problem? Can I conceive of a team better equipped to address the market needs that might walk through our doors tomorrow? If the answer is no, then this is the team to back.

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 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.

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.

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.

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.

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.

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.

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.

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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.

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While the women carried their own equipment, the players on the men’s team didn’t have to worry about such things. While the men’s team traveled to games in luxury buses, the women traveled in vans. The men stayed in better hotels and had better accommodations for flights, too. “We were staying in hotels that had cockroaches in them, and we had to drive to games in hotel shuttle buses. We actually went to a game on a Holiday Inn shuttle bus once,” Julie Foudy says. “I’d take pictures of us in every single middle seat going up the plane. Back then they had the smoking section, and our seats were always the ones before smoking—we were sitting 10 hours in smoke-infested quarters on long flights. Little things became big things.” At

Unequal support with respect to items such as equipment managers, trainers, massage therapists, meals, hotel accommodations, and transportation; • The commitment of funds to pay for 14-year-old boys and not girls to live and train in Bradenton, Florida, while attending a private soccer academy; • The commitment of $10 million to build soccer stadiums for a for-profit professional league for men, Major League Soccer (“MLS”); • The commitment to loan or give millions to assist in the start-up of MLS. Correspondingly, when repeatedly asked by the Women’s United Soccer Association (“WUSA”) for start-up funding to help relaunch a league, US Soccer has repeatedly claimed “it is not in the business of building leagues”;

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That’s because many of them had been secretaries—users of the equipment. These guys, maybe they punched a button on a copier one time in their lives, but they had someone else do their typing and their filing. So we were trying to sell to people who really had no concept of the work this equipment was actually accomplishing. “It didn’t register in my mind at that event, but that was the loudest and clearest signal we ever got of how much of a problem we were going to have getting Xerox to understand what we had.” There was at least one other harbinger of the coming letdown. Toward the end of the evening McColough, Kearns, and a few of the executive staff materialized in the demo room. Their appearance had been prearranged. “They were there to have an opportunity to say, ‘Well, now we’re going to do something, guys,’” Ellenby recalled. “But they didn’t take that opportunity. They just said, ‘Thank you.’ “I was expecting a bit more than that,” he said. “We’d developed a camaraderie that was quite unusual. My people felt pumped up and hyped, like a sporting team. Instead what we got was, ‘Thanks, boys, the war is over, and you can take your horses back.’” Thus did the doubts surface almost before the euphoria of a flawless demonstration had a chance to run its course. Despite McColough’s ringing re-endorsement of “the architecture of information,” his and Kearns’s equivocal farewell told Ellenby and his team that they were naïve to think Xerox would exploit this technology anytime soon. And in this beleaguered and distracted corporation, Ellenby knew, time was the enemy.

A medical officer from the IX Army Corps raved: “I’m convinced that in big pushes, where the last drop has to be squeezed from the team, a unit supplied with Pervitin is superior. This doctor has therefore made sure that there is a supply of Pervitin in the Unit Medical Equipment.”23

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.

What went wrong? Lasko and his team spent ages thinking about risk, but they never shifted their perspective from thinking of the Great Chicago Fire Festival as a unique project to seeing it as “one of those”; that is, part of a wider class of projects. If they had, they would have spent time thinking about live events. How do they fail? One common way is equipment failure. Mics don’t work. Computers crash. How is that risk mitigated? Simple: Identify essential equipment, get backups, and make contingency plans. That kind of analysis is dead easy—but only after you have shifted to the outside view. Notice that risk mitigation does not require predicting the exact circumstances that lead to disaster. Jim Lasko didn’t need to identify when and how the ignition system would fail, only recognize that it could. And have a Plan B if it did. Recall what Benjamin Franklin wrote in 1758: “A little neglect may breed great mischief.” This is why high safety standards are an excellent form of risk mitigation and a must on all projects. They’re not just good for workers; they prevent little things from combining in unpredictable ways into project-smashing black swans.

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.

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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.

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.

Fucking fuck," I hissed, putting my gun away, then running my hand through my hair in agitation. Not only had an undercover agent made his way into my organization, but he'd been equipped with a cyanide capsule? I wasn't high profile enough of a target to warrant that level of planning... not from the FBI anyway. But if Adam Puck—whoever the fuck he really was—had infiltrated my team as a double agent, who was to say he wasn't double-crossing the FBI too? Ugh. What a goddamn mess.

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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

The agency had set up fake local internet cafes equipped with key-logging software. This allowed GCHQ to hack delegates’ passwords, which could be exploited later. GCHQ also penetrated their BlackBerrys to monitor email messages and phone calls. A team of 45 analysts kept a real-time log of who phoned whom during the summit. Turkey’s finance minister and 15 other members of his delegation were among the targets. This had, of course, nothing whatever to do with terrorism. The

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.

So again, why are you climbing a tree?” Christine asked as she shielded her eyes from the sun. She and everyone else sat around on blankets watching Kellen help Stevie put her gear on. “I wanted to learn how to do it, and Kellen fixed up this dead tree for me. I want to show off my new skills, too, because Linden made fun of me,” Stevie said and struck a pose. “Be still, I’m trying to connect the climb line to your saddle,” Kellen said, focused on the task. Kenzie climbed onto Trent’s shoulders and made a face. “Uncle Linden says Aunt Stevie’s gonna break her butt.” “Thanks, Linden,” Stevie said and shot him a look. “She won’t.” Kyle laughed. “I’ve never seen so much safety equipment in my life. Kell, you forgot to bubble wrap her butt before you put the saddle on.” “Where’d you get them giant pads from?” Walt asked. “They’re the ones the track team at the school used to use for pole vaulting.” Kellen adjusted the chinstrap on Stevie’s helmet. “This is our exercise tree.” Stevie patted the trunk. “I want iron legs like Kellen’s, so she topped it for me, cut most of the branches off, and put out the pads. See how she spoils me?” “Yeah, she gave you what looks like fifty feet of dead tree,” Kyle said with a grin. “Most people just get flowers.” Trent snorted. “Nothing says love like a fifty-foot stump.” Kellen double-checked her own gear just in case Stevie got into trouble and she had to go up for her. “Okay, babe, don’t go past the fifteen-foot mark, trust your saddle when your legs get tired, pay attention to the depth of your spikes.” She patted Stevie’s cheek and whispered, “Now show them your monkey.

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.

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.

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Located on 9th Avenue in New York City, B& H Photo is the largest non-chain photo and video equipment store in the United States and the second largest in the world —only Yodobashi Camera in downtown Tokyo is bigger. The owners, along with many of their employees, are Hasidic Jews who dress just as their eighteenth-century ancestors did in Eastern Europe. On any given day, 8,000 to 9,000 people pass through the front door. Yet 70 percent of their business is online, serviced by a 200,000-square-foot warehouse located nearby in Brooklyn. Even in a competitive marketplace, B& H won’t conduct business on the Sabbath or on about a half-dozen Jewish holidays during the year. They close their doors at 1 p.m. on Fridays and keep them closed all day Saturday, the biggest shopping day of the week. During Sabbath, customers can peruse the B& H website, but they can’t make an online order. Recently a customer asked the B& H director of communications how they could close not just the retail store but also the website on Black Friday, the day after Thanksgiving and the busiest shopping day of the year. The director simply replied, “We respond to a higher authority.” 17

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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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.

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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.

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.

Leadership and Culture” may seem like a vague or general catch-all phrase. Let me offer some questions to guide you down the path and to set the stage for upcoming chapters on this important first piece of the framework. What does it feel like to be part of your company’s sales team? Is it a high-performance culture? Why do you feel that way? Are team members laser-focused on goals and results? What’s the vibe in the sales department (whether it is local or based remotely)? What does accountability look like on this team? How often, how big, and how loud are victories celebrated? Is the manager leading the team or just reacting to circumstances? Are sales team meetings valuable? Do salespeople leave those meetings better equipped, envisioned, and energized, or drained and discouraged? Do members of the sales team feel supported, valued, and appreciated? Does the existing compensation plan make sense and does it drive the desired behaviors and results? In what ways is the manager putting his or her fingerprints on the team? How much of the sales leader’s time is devoted to non-sales activities and executive and administrative burdens? What’s the level of intensity, passion, and heart-engagement of team members? I don’t believe that anyone would doubt that we can create significant lift in a sales organization by improving the answers to these questions.

What she revealed was not sexy lingerie, but a supportive piece of athletic equipment. After the consolation match that preceded the championship game, both Brazilian and Norwegian players removed their jerseys and exchanged them on the floor of the Rose Bowl. Chastain had previously removed her jersey after regulation to air it out. While training in Florida, the players frequently doffed their shirts after practice in the smothering heat, and they sometimes gave interviews in their sports bras, which were items of utility, not titillation. Chastain 'has brought instant attention to a piece of clothing that is humble and practical, not a traditional bra of shine and lace and cleavage, but a sturdy compression garment,' wrote Ann Gerhart of the Washington Post. 'The sports bra is the cloth symbol of Title IX's success.

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.

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