Establish Team Quotes

Growth happens in many ways, but a primary way is by giving your team authority equal to their responsibilities. This allows them to learn how to win by giving them the right to lose and, as a result, to learn from the experience

A true legacy is established over a lifetime and relates to what a human being does for others, not for himself.

We also recommend establishing a team code that says, "Credit is free around here and we give it away.

The ambition to establish a reputation worthy of the esteem of his fellows so that his story could be told after his death had carried Lincoln through his bleak childhood, his laborious efforts to educate himself, his string of political failures, and a depression so profound that he declared himself more than willing to die, except that “he had done nothing to make any human being remember that he had lived.

The only person that should wear your ring is the one person that would never… 1. Ask you to remain silent and look the other way while they hurt another. 2. Jeopardize your future by taking risks that could potentially ruin your finances or reputation. 3. Teach your children that hurting others is okay because God loves them more. God didn’t ask you to keep your family together at the expense of doing evil to others. 4. Uses religious guilt to control you, while they are doing unreligious things. 5. Doesn't believe their actions have long lasting repercussions that could affect other people negatively. 6. Reminds you of your faults, but justifies their own. 7. Uses the kids to manipulate you into believing you are nothing. As if to suggest, you couldn’t leave the relationship and establish a better Christian marriage with someone that doesn’t do these things. Thus, making you believe God hates all the divorced people and will abandon you by not bringing someone better to your life, after you decide to leave. As if! 8. They humiliate you online and in their inner circle. They let their friends, family and world know your transgressions. 9. They tell you no marriage is perfect and you are not trying, yet they are the one that has stirred up more drama through their insecurities. 10. They say they are sorry, but they don’t show proof through restoring what they have done. 11. They don’t make you a better person because you are miserable. They have only made you a victim or a bitter survivor because of their need for control over you. 12. Their version of success comes at the cost of stepping on others. 13. They make your marriage a public event, in order for you to prove your love online for them. 14. They lie, but their lies are often justified. 15. You constantly have to start over and over and over with them, as if a connection could be grown and love restored through a honeymoon phase, or constant parental supervision of one another’s down falls. 16. They tell you that they don’t care about anyone other than who they love. However, their actions don’t show they love you, rather their love has become bitter insecurity disguised in statements such as, “Look what I did for us. This is how much I care.” 17. They tell you who you can interact with and who you can’t. 18. They believe the outside world is to blame for their unhappiness. 19. They brought you to a point of improvement, but no longer have your respect. 20. They don't make you feel anything, but regret. You know in your heart you settled.

but how to establish a process by which a sales team of modest size can move the product to a wide audience.

Leaders should not interrupt teammates during conversations, because that will establish an interrupting norm. They should demonstrate they are listening by summarizing what people say after they said it. They should admit what they don’t know. They shouldn’t end a meeting until all team members have spoken at least once. They should encourage people who are upset to express their frustrations, and encourage teammates to respond in nonjudgmental ways. They should call out intergroup conflicts and resolve them through open discussion.

Establish a clear purpose; challenge the team to work out details; traverse conventional departmental boundaries; set large short-term and long-term targets; create tangible success to generate accelerated growth and momentum.

Many building custodians across the country would tell you that UCLA left the shower and dressing room the cleanest of any team. We picked up all the tape, never there soap on the shower floor for someone to slip on, made sure all the showers were turned off and all towels were accounted for. The towels were always deposited in a receptacle, if there was one, or stacked nearly near the door. It seems to me that this is everyone's responsibility-not just the mangers's. Furthermore, I believe it is a form of discipline that should be a way of life, not to please some building custodian, but as an expression of courtesy and politeness that each of us owes to his follow-man. These little things establish a spirit of togetherness and consideration that help unite the team into a solid unit.

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

Representatives of the investigation team and experienced psychiatrists established that the members of the criminal gang, or, perhaps, one of them (suspicion for this fell principally on Korovyev), were hypnotists of unprecedented power,

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

The financial game is a team sport. God established a covenant with Noah after the flood, and later he established a covenant with Abraham. A covenant is an agreement between two parties. In order to prosper, you must establish what I call a “carevenant” with your family

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Lenders assess a company's creditworthiness before approving a loan, considering factors like financial health and repayment ability. So if you’re leading a business, it’s really important for you and your team to be proactive about establishing good credit health for the business.

You should be establishing a foundation that is ethical, honest and about serving your client – this is what separates ‘the best in the market’ from ‘the rest of the market’.

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

He firmly believed that football, like other sports, used blacks, exploited them and then spit them out once their talents as running backs or linebackers or wide receivers had been fully exhausted. For a few lucky ones, that moment might not come until they were established in the pros. For others, it might come at the end of college. For most, it would all end in high school.

To shift our team’s culture, I continued to push hard with the questions, driving insight at a pace that established my leadership and encouraged the team members to question and dig deeper.

Effective leaders, in their own way, achieve three tasks at team launch: •      Clarify and give meaning to the team’s task •      Bound the team as one performing unit •      Establish norms of conduct

The journal articles that Willett’s team wrote to establish the pyramid were not subject to the peer-review process that scientific papers normally undergo; they had only one reviewer, not the usual two to three. This was because the papers were published, along with the entire 1993 Cambridge conference proceedings, in a special supplement of the American Journal of Clinical Nutrition funded by the olive oil industry.

Normally, the easiest way to [use money to get more money, i.e. capitalism] is by establishing some kind of formal or de facto monopoly. For this reason, capitalists, whether merchant princes, financiers, or industrialists, invariably try to ally themselves with political authorities to limit the freedom of the market, so as to make it easier for them to do so. From this perspective, China was for most of its history the ultimate anti-capitalist market state. Unlike later European princes, Chinese rulers systematically refused to team up with would-be Chinese capitalists (who always existed). Instead, like their officials, they saw them as destructive parasites--though, unlike the usurers, ones whose fundamental selfish and antisocial motivations could still be put to use in certain ways. In Confucian terms, merchants were like soldiers. Those drawn to a career in the military were assumed to be driven largely by a love of violence. As individuals, they were not good people, but they were also necessary to defend the frontiers. Similarly, merchants were driven by greed and basically immoral; yet if kept under careful administrative supervision, they could be made to serve the public good. Whatever one might think of the principles, the results are hard to deny. For most of its history, China maintained the highest standard of living in the world--even England only really overtook it in perhaps the 1820s, well past the time of the Industrial Revolution.

Forced teaming is an effective way to establish premature trust because a we’re-in-the-same-boat attitude is hard to rebuff without feeling rude. Sharing a predicament, like being stuck in a stalled elevator or arriving simultaneously at a just-closed store will understandably move people around social boundaries. But forced teaming is not about coincidence; it is intentional and directed, and it is one of the most sophisticated manipulations.

Figure 2.2: Model of the leader's agenda (leadership content) based on the definition of leadership. Establish a system to assign credible, challenging goals to everyone. Goals should be based on previously identified gaps (see item 4.5). Promote the team's mastery

remember this: A-gamers work with A-gamers, B-gamers work with C-gamers. If you want to be great, surround yourself with awesome people doing their best work, even if it keeps you on your toes more than you’d like. The best way to level up your own game is to level up the team around you.

Doing this requires increasing transparency to ensure common understanding and awareness. It also often involves changing the physical space and personal behaviors to establish trust and foster collaboration. This can develop the ability to share context so that the teams can decentralize and empower individuals to act. Decisions are pushed downward, allowing the members to act quickly. This new approach also requires changing the traditional conception of the leader. The role of the leader becomes creating the broader environment instead of command-and-control micromanaging.

✓ EXPRESS YOUR ENTHUSIASM: Say, “I’m thrilled about the offer. This is my first choice, for reasons X, Y and Z, and I’d love to join the team.” ✓ EXPLAIN YOUR REQUEST: “I just have a few questions about the terms that I’d like to address before I’ll be ready to sign.” ✓ ESTABLISH YOUR CONTRIBUTION: “I know this position often pays $X, and I believe I can add enough value to the organization to earn it.” ✓ ASK FOR ADVICE: “I hope it’s okay to ask you about this—my relationships with people here are very important to me. I trust you and I’d very much value your recommendations on how to proceed.

the tacit tradition of making small talk with your neighbors springs from the desire to establish commonality, even if you’re talking about something as generic as the weather, or how the local sports team did last night. Small talk also has the secondary effect of defusing conflict or even resentment.

DEBATE UNTIL YOU HAVE ESTABLISHED A REALLY CLEAR (NOT PRETTY CLEAR) ESSENTIAL INTENT Without clarity of purpose, Nonessentialist leaders straddle their strategy: they try to pursue too many objectives and do too many things. As a result their teams get spread in a million directions and make little progress on any. They

To start building your remote culture, establish and share some basic rules. The first and most important rule is mutual trust between the company and its workers. The rules after that? As few as possible. Tell your employees they will be treated like adults with the flexibility to get the job done however is best for them.

Establishing a compelling direction, a vision for the future, and the strategies for how to get there. ● Aligning people, communicating the direction, building shared understanding, getting people to believe in the vision, and persuading and influencing people to follow that vision. ● Motivating and inspiring people to enact the kind of change that you have articulated.

If it is humanly possible, you should plan to have one or more in-person meetings with your boss early on. It is essential to make face-to-face connections early on to begin to establish a basis of confidence and trust (the same is true if you’re leading a virtual team). So if this means you need to fight for the resources and fly halfway around the world, you should do it.

Sharpshooters Yeomanry Museum who, with his fellow trustees, have allowed me to use a number of their photographs in this book. I wish them the best of luck as they establish their regimental museum at Hever Castle. I would also like to thank the staff at the Air and Army historical branches who have also been particularly helpful in allowing me to access and use their crown copyrighted images. I would particularly like to single out Jo Bandy and Bob Evans in the Army Historical Branch and Mary Hudson in the Air Historical Branch. I feel I have been blessed in finding an excellent publisher in Helion. Duncan Rogers and his team have been helpful and enthusiastic about the book and made generous allowances for photos, diagrams and maps. I should add that George

Girls don’t learn the difference between personal victory and team victory or personal loss and team loss. Girls learned that if you don’t do it yourself, it doesn’t get done. Girls were never asked to fight the war in Vietnam or any other war. But if they had been, girls would have won. Girls would have felt guilty for not winning it sooner, and girls would have restored all of the roads, rebuilt all of the bombed homes, adopted all of the orphans, established daycare centers, domestic violence shelters and homeless shelters, and girls would have processed endlessly about what we could have done to have prevented the war and what we still can do to prevent it from ever happening again. Because girls believe, in the end, everything that happens is our own personal fault.

If anyone knows how fixed the Pulitzers are, it’s the editors at the Times. I was part of a New York Times team that won the Pulitzer for our coverage of global terrorism. I watched the Times rig them year after year. The Times gives a lot of money to the Columbia Journalism School, which oversees the Pulitzers. The committee in return showers the paper with Pulitzers. It may be better now. I don’t know. But when I was at the paper it was disgraceful. One year the Times war correspondent John Burns wasn’t on the short list. The editors had a fit. He not only magically appeared on a new short list but won. Most people don’t get awards because they’re great reporters, look at Thomas Friedman. They get awards because the establishment wants to validate them. I know who makes up these committees.

He wants us to leverage all of Facebook to find the right things to offer our enemies in order to pull them over to our side. He wants us to invent ways to use the platform and the algorithm to pressure them. He wants to establish a team within Facebook to figure out how to build the tools that will use the algorithm and platform to pressure adversaries, including politicians who oppose us, to bolster the policy team.

Team Number One The only way for a leader to establish this collective mentality on a team is by ensuring that all members place a higher priority on the team they’re a member of than the team they lead in their departments. A good way to go about this is simply to ask them which team is their first priority. I’ve found that many well-intentioned executives will admit that in spite of their commitment to the team that they’re a member of, the team they lead is their first priority. They’ll point out that they hired their direct reports, they sit near them and spend more time with them every day, and they enjoy being the leader of that team. Moreover, they feel a sense of loyalty to the people they manage, and feel that those people want and need their protection. This is absolutely natural, common, and understandable. And dangerous.

your team. From among those recruited, select exceptional people and ensure their faster growth according to their mental potential, as defined by Maslow(4) (see Chapter 10) (a few exceptional people make a great difference in an organization) (see item 10.2). Participate in the various forms of your team's training, even assuming a teaching role in some cases. Establish and continuously improve a special training program for exceptional people.

By simply not mentioning certain subjects, by lowering ... an iron curtain between the masses and such facts or arguments as the local political bosses regard as undesirable, Totalitarian Propagandists have influenced opinion much more effectively than they could have done by the most eloquent denunciations, the most compelling of logical rebuttals. But silence is not enough. If persecution, liquidation and other symptoms of social friction are to be avoided, the positive sides of propaganda must be made as effective as the negative. The most important Manhattan Projects of the future will be vast government-sponsored inquiries into what the politicians and the participating scientist will call 'the problem of happiness' - in other words, the problem of making people love their servitude ... The love of servitude cannot be established except as the result of a deep, personal revolution in human minds and bodies.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

Douglass and Lincoln had established a relationship that would prove important for both men in the weeks and months ahead. In subsequent speeches, Douglass frequently commented on his gracious reception at the White House. “Perhaps you may like to know how the President of the United States received a black man at the White House,” he would say. “I will tell you how he received me—just as you have seen one gentleman receive another.” As the crowd erupted into “great applause,” he continued, “I tell you I felt big there!

Chemical fertilizers, pesticides, insecticides, and fungicides affect the soil food web, toxic to some members, warding off others, and changing the environment. Important fungal and bacterial relationships don’t form when a plant can get free nutrients. When chemically fed, plants bypass the microbial-assisted method of obtaining nutrients, and microbial populations adjust accordingly. Trouble is, you have to keep adding chemical fertilizers and using “-icides,” because the right mix and diversity—the very foundation of the soil food web—has been altered. It makes sense that once the bacteria, fungi, nematodes, and protozoa are gone, other members of the food web disappear as well. Earthworms, for example, lacking food and irritated by the synthetic nitrates in soluble nitrogen fertilizers, move out. Since they are major shredders of organic material, their absence is a great loss. Without the activity and diversity of a healthy food web, you not only impact the nutrient system but all the other things a healthy soil food web brings. Soil structure deteriorates, watering can become problematic, pathogens and pests establish themselves and, worst of all, gardening becomes a lot more work than it needs to be.

A different study revealed another aspect of humanity’s unique spiritual nature—the capacity for malevolence. It appears that only humans among Earth’s creatures harm each other for harm’s sake.[64] The research team housed chimpanzees in cages that allowed them to withhold food from other chimpanzees by pulling on a rope. The researchers found that the chimpanzees would withhold food (in a statistically significant manner) only from chimpanzees that stole their food—not from others. In others words, they showed no tendency toward behavior that in humans would be defined as “spite” or displaced retaliatory anger. The research team concluded that spiteful behavior appears unique to humans. Only humans engage in malicious behavior toward fellow humans for no reason other than the impulse to hurt or harm someone. The team also commented on humanity’s flip side, “pure altruism.” Only humans, not primates, engage in self-sacrificial acts performed to assist or benefit other humans or even animals with whom no social context has ever been or likely will be established. In other words, the study confirmed what the Bible says about humanity’s spiritual nature and condition: humans are uniquely sinful and uniquely righteous among all living creatures.

Whatever the motives out of which they were established, the old WASP admissions criteria actually meant something. Athletics were thought to build character - courage and selflessness and team spirit. The arts embodied an ideal of culture. Service was designed to foster a public-minded ethos in our future leaders. Leadership itself was understood to be a form of duty. Now it's all become a kind of rain dance that is handed down from generation to generation, an empty set of rituals known only to propitiate the gods. Kids do them because they know that they're supposed to, not because they, or anybody else, actually believes in them.

To create psychological safety, Bock said, team leaders needed to model the right behaviors. There were Google-designed checklists they could use: Leaders should not interrupt teammates during conversations, because that will establish an interrupting norm. They should demonstrate they are listening by summarizing what people say after they said it. They should admit what they don’t know. They shouldn’t end a meeting until all team members have spoken at least once. They should encourage people who are upset to express their frustrations, and encourage teammates to respond in nonjudgmental ways. They should call out intergroup conflicts and resolve them through open discussion.

The black newspaper writers were nearly unanimous in their support for integration, and so were the owners of Negro-league teams, even though Jim Crow was essential to the success of both their industries. The few voices crying out for the protection and preservation of black baseball tended to be whites, including Calvin Griffith, owner of the Washington Senators, who wrote that white baseball had “no right to destroy” the Negro leagues. He continued: “Your two [Negro] leagues have established a splendid reputation and now have the support and respect of the colored people all over this country as well as the decent white people. . . . Anything that is worthwhile is worth fighting for...

One day I was watching the cartoon She-Ra, and the episode that was on was called ‘She-Ra and the Mighty Rebellions.’ At that time, the gang was already formed and was on the move. We were already getting involved in territory fights. This was when the Syndicates was out [the Syndicates was the first street gang ever to be established in The Bahamas; however, they were put out of business by the Rebellions]. One day we were on the wall, and guys were throwing out different names. I told them that the best name for this gang would be the Rebellions. To this day, I’m sorry I ever came up with that name, because I’m getting tired of seeing that name on the walls throughout Nassau. Anthony ‘Ada’ Allen, one of the former leaders and founders of the Rebellion Raiders street gang.

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.

The whitewash of Kingdom of Heaven Kingdom of Heaven is a classic cowboys-and-Indians story in which the Muslims are noble and heroic and the Christians are venal and violent. The script is heavy on modern-day PC clichés and fantasies of Islamic tolerance; brushing aside dhimmi laws and attitudes (of which Ridley Scott has most likely never heard), it invents a peace-and-tolerance group called the “Brotherhood of Muslims, Jews and Christians.” But of course, the Christians spoiled everything. A publicist for the film explained, “They were working together. It was a strong bond until the Knights Templar caused friction between them.” Ah yes, those nasty “Christian extremists.” Kingdom of Heaven was made for those who believe that all the trouble between the Islamic world and the West has been caused by Western imperialism, racism, and colonialism, and that the glorious paradigm of Islamic tolerance, which was once a beacon to the world, could be reestablished if only the wicked white men of America and Europe would be more tolerant. Ridley Scott and his team arranged advance screenings for groups like the Council on American-Islamic Relations, making sure that sensitive Muslim feelings were not hurt. It is a dream movie for the PC establishment in every way except one: It isn’t true. Professor Jonathan Riley-Smith, author of A Short History of the Crusades and one of the world’s leading historians of the period, called the movie “rubbish,” explaining that “it’s not historically accurate at all” as it “depicts the Muslims as sophisticated and civilised, and the Crusaders are all brutes and barbarians. It has nothing to do with reality.” Oh, and “there was never a confraternity of Muslims, Jews and Christians. That is utter nonsense.

How’s the kid?” asked Ailes, referring to Trump’s son-in-law and paramount political adviser, thirty-six-year-old Jared Kushner. “He’s my partner,” said Bannon, his tone suggesting that if he felt otherwise, he was nevertheless determined to stay on message. “Really?” said a dubious Ailes. “He’s on the team.” “He’s had lot of lunches with Rupert.” “In fact,” said Bannon, “I could use your help here.” Bannon then spent several minutes trying to recruit Ailes to help kneecap Murdoch. Ailes, since his ouster from Fox, had become only more bitter towards Murdoch. Now Murdoch was frequently jawboning the president-elect and encouraging him toward establishment moderation—all a strange inversion in the ever-stranger currents of American conservatism. Bannon wanted Ailes to suggest to Trump, a man whose many neuroses included a horror of forgetfulness or senility, that Murdoch might be losing it.

It’s about a letter Facebook promised the privacy commissioner in Hong Kong, responding to questions about the privacy of Facebook users there: Update: Rob and I spoke with Vaughan and Zhen on the China team yesterday, and they flagged a potential complication arising from the likely course of our negotiations with the Chinese government. In exchange for the ability to establish operations in China, FB will agree to grant the Chinese government access to Chinese users’ data—including Hongkongese users’ data. Facebook will grant the Chinese government access to Chinese users’ data—including Hong Kong users’ data—in exchange for getting into China? This can’t be true. It’s one of those crazy ideas the other offices at Facebook are always floating that Marne and I beat back down before they go very far. This proposal, which would surely violate the consent order Facebook agreed to with the Federal Trade Commission in 2012 (and the earlier 2011 agreement with the Irish Data Protection Commission), doubtless is the work of juniors who haven’t subjected it to any scrutiny by the actual decision makers at Facebook. This is so far-fetched I’m sure there’s no danger of it becoming real anytime soon or ever. So I ignore it, even though the next sentence in the email explains exactly how Facebook would accomplish this: New users in China will agree to a modified DUP/SRR reflecting this practice, but we will have to re-TOS Hongkongese users. Translation: new users in China will have a new Data Use Policy they’ll agree to when they sign up for Facebook—a policy that discloses that the Chinese government will have access to their data—and existing users in Hong Kong will be forced to accept a new Terms of Service (the contract Facebook has with its users) that will also contain this stipulation.

Forced teaming is done in many contexts for many reasons, but when applied by a stranger to a woman in a vulnerable situation (such as alone in a remote or unpopulated area), it is always inappropriate. It is not about partnership or coincidence—it is about establishing rapport, and that may or may not be all right, depending on why someone seeks rapport. Generally speaking, rapport-building has a far better reputation than it deserves. It is perceived as admirable when in fact it is almost always done for self-serving reasons. Even though the reasons most people seek rapport aren’t sinister, such as pleasantly conversing with someone you’ve just met at a party, that doesn’t mean a woman must participate with every stranger who approaches her. Perhaps the most admirable reason to seek rapport would be to put someone at ease, but if that is a stranger’s entire intent, a far simpler way is to just leave the woman alone.

If you are new to a church staff or to an organization, here are five ways you can start well. 1. Take time to memorize the mission statement, vision, values, and creeds. Know the history of the church. Learn it by taking a pastor or leader to coffee, asking questions, and understanding key events that may have impacted the congregation and surrounding community. 2. Familiarize yourself with all the ministries in the church and those who lead them. Know their function, who they serve, what they offer, and how you might partner with them in the future. 3. In meetings, be a student. Learn the culture, observe team personalities, seek to understand, and speak to confirm and contribute. Be careful with criticism early on. It’s hard to critique a house you haven’t lived in. 4. Seek out a pastor of the same sex who has longevity with Jesus and ministry. Ask for mentorship, accountability, and community. Look for wisdom over popularity. 5. Get to know the congregation. When we love the people as we learn our position, we establish roots that won’t easily be pulled up when ministry gets hard.

I spent my afternoons forming a government. A new administration brings less turnover than most people imagine: Of the more than three million people, civilian and military, employed by the federal government, only a few thousand are so-called political appointees, serving at the pleasure of the president. Of those, he or she has regular, meaningful contact with fewer than a hundred senior officials and personal aides. As president, I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to the country at large. But to do all this, I would be dependent on the handful of people serving as my eyes, ears, hands, and feet—those who would become my managers, executors, facilitators, analysts, organizers, team leaders, amplifiers, conciliators, problem solvers, flak catchers, honest brokers, sounding boards, constructive critics, and loyal soldiers.

Finally, you need to also refine or cultivate those traits that go into a strong character—resilience under pressure, attention to detail, the ability to complete things, to work with a team, to be tolerant of people’s differences. The only way to do so is to work on your habits, which go into the slow formation of your character. For instance, you train yourself to not react in the moment by repeatedly placing yourself in stressful or adverse situations in order to get used to them. In boring everyday tasks, you cultivate greater patience and attention to detail. You deliberately take on tasks slightly above your level. In completing them, you have to work harder, helping you establish more discipline and better work habits. You train yourself to continually think of what is best for the team. You also search out others who display a strong character and associate with them as much as possible. In this way you can assimilate their energy and their habits. And to develop some flexibility in your character, always a sign of strength, you occasionally shake yourself up, trying out some new strategy or way of thinking, doing the opposite of what you would normally do. With such work you will no longer be a slave to the character created by your earliest years and the compulsive behavior it leads to. Even further, you can now actively shape your very character and the fate that goes with it. In anything, it is a mistake to think one can perform an action or behave in a certain way once and no more. (The mistake of those who say: “Let us slave away and save every penny till we are thirty, then we will enjoy ourselves.” At thirty they will have a bent for avarice and hard work, and will never enjoy themselves any more . . . .) What one does, one will do again, indeed has probably already done in the distant past. The agonizing thing in life is that it is our own decisions that throw us into this rut, under the wheels that crush us. (The truth is that, even before making those decisions, we were going in that direction.) A decision, an action, are infallible omens of what we shall do another time, not for any vague, mystic, astrological reason but because they result from an automatic reaction that will repeat itself. —Cesare Pavese

Of course, many leaders do ask questions constantly—questions such as these: Why are you behind schedule? Who isn't keeping up? What's the problem with this project? Whose idea was that? Too often, we ask questions that disempower rather than empower our subordinates. These questions cast blame; they are not genuine requests for information. Other sorts of questions are often no more than thinly veiled attempts at manipulation: Don't you agree with me on that? Aren't you a team player? If you tend to ask these sorts of questions, this book is for you. So the point isn't that leaders just don't ask enough questions. Often, we don't ask the right questions. Or we don't ask questions in a way that will lead to honest and informative answers. Many of us don't know how to listen effectively to the answers to questions—and haven't established a climate in which asking questions is encouraged. And that's where this book comes in. The purpose of Leading with Questions is to help you become a stronger leader by learning how to ask the right questions effectively, how to listen effectively, and how to create a climate in which asking questions becomes as natural as breathing.

As with other childlike traits, human adults remain playful and trusting in a way that looks a lot more like Labradors than adult wolves or chimpanzees. When a grown wolf or a chimp bares its teeth, you’d better run. Humans, even adult humans, are by and large more into chasing balls than establishing dominance. The readiness with which we play with our friends and acquaintances and even strangers is remarkable, even though verbal banter or wordplay tends to gradually displace physical wrestling. When I joke with the hot dog vendor about his pathetic loyalty to the Mets, as evinced by the baseball cap he is wearing, we become very much like two dogs wrestling in a park: My verbal jabs are play-serious, not meant to genuinely wound, and the successful banter establishes an ephemeral but important trust connection in the midst of a busy metropolis. Insult a chimpanzee’s favorite baseball team, on the other hand, and you’re likely to lose an arm. The fact that humans retain into adulthood the complex and sophisticated cognitive machinery required to play, and in fact continue to enjoy playing with others, is a reflection of the profound importance of trust in human affairs.

It was in Oklahoma, within a month of her arrival, that they established the Fuck Yorick School of Forensics. This was not just a principle of necessary levity but the name of their bowling team. Wherever she worked, first in Oklahoma, then in Arizona, her cohorts ended the evenings with beer in one hand, a cheese taco in the other, cheering or insulting teams and scuffing along the edges of the bowling alleys in their shoes from the planet Andromeda. She had loved the Southwest, missed being one of the boys, and was now light-years beyond the character she had been in London. They would go through a heavy day’s work load, then drive to the wild suburban bars and clubs on the outskirts of Tulsa or Norman, with Sam Cooke in their hearts. In the greenroom a list was tacked up of every bowling alley in Oklahoma with a liquor license. They ignored job offers that came from dry counties. They snuffed out death with music and craziness. The warnings of carpe diem were on gurneys in the hall. They heard the rhetoric of death over the intercom; ‘vaporization’ or ‘microfragmentation’ meant the customer in question had been blown to bits. They couldn’t miss death, it was in every texture and cell around them. No one changed the radio dial in a morgue without a glove on.

Knowledgeable observers report that dating has nearly disappeared from college campuses and among young adults generally. It has been replaced by something called “hanging out.” You young people apparently know what this is, but I will describe it for the benefit of those of us who are middle-aged or older and otherwise uninformed. Hanging out consists of numbers of young men and young women joining together in some group activity. It is very different from dating. For the benefit of some of you who are not middle-aged or older, I also may need to describe what dating is. Unlike hanging out, dating is not a team sport. Dating is pairing off to experience the kind of one-on-one association and temporary commitment that can lead to marriage in some rare and treasured cases. . . . All of this made dating more difficult. And the more elaborate and expensive the date, the fewer the dates. As dates become fewer and more elaborate, this seems to create an expectation that a date implies seriousness or continuing commitment. That expectation discourages dating even more. . . . Simple and more frequent dates allow both men and women to “shop around” in a way that allows extensive evaluation of the prospects. The old-fashioned date was a wonderful way to get acquainted with a member of the opposite sex. It encouraged conversation. It allowed you to see how you treat others and how you are treated in a one-on-one situation. It gave opportunities to learn how to initiate and sustain a mature relationship. None of that happens in hanging out. My single brothers and sisters, follow the simple dating pattern and you don’t need to do your looking through Internet chat rooms or dating services—two alternatives that can be very dangerous or at least unnecessary or ineffective. . . . Men, if you have returned from your mission and you are still following the boy-girl patterns you were counseled to follow when you were 15, it is time for you to grow up. Gather your courage and look for someone to pair off with. Start with a variety of dates with a variety of young women, and when that phase yields a good prospect, proceed to courtship. It’s marriage time. That is what the Lord intends for His young adult sons and daughters. Men have the initiative, and you men should get on with it. If you don’t know what a date is, perhaps this definition will help. I heard it from my 18-year-old granddaughter. A “date” must pass the test of three p’s: (1) planned ahead, (2) paid for, and (3) paired off. Young women, resist too much hanging out, and encourage dates that are simple, inexpensive, and frequent. Don’t make it easy for young men to hang out in a setting where you women provide the food. Don’t subsidize freeloaders. An occasional group activity is OK, but when you see men who make hanging out their primary interaction with the opposite sex, I think you should lock the pantry and bolt the front door. If you do this, you should also hang up a sign, “Will open for individual dates,” or something like that. And, young women, please make it easier for these shy males to ask for a simple, inexpensive date. Part of making it easier is to avoid implying that a date is something very serious. If we are to persuade young men to ask for dates more frequently, we must establish a mutual expectation that to go on a date is not to imply a continuing commitment. Finally, young women, if you turn down a date, be kind. Otherwise you may crush a nervous and shy questioner and destroy him as a potential dater, and that could hurt some other sister. My single young friends, we counsel you to channel your associations with the opposite sex into dating patterns that have the potential to mature into marriage, not hanging-out patterns that only have the prospect to mature into team sports like touch football. Marriage is not a group activity—at least, not until the children come along in goodly numbers.

[Curtis Carley, first field coordinator for the Red Wolf Recovery Program] decided early in the project that there was only one possible way of saving red wolves from genetic swamping by coyotes. Biologists were going to have to capture every red wolf remaining in the wild for placement in a captive breeding program. In effect, preserving the red wolf's purity required first bringing about its extinction in the wild and turning its former range over to coyotes and hybrids until biologists could produce enough "pure" animals, then finding a suitable protected preserve for releasing a captive-bred population into the wild again. How difficult was that? After establishing a certified breeding program for red wolves at Point Defiance Zoo in Tacoma, Washington, in 1974 and 1975, the Red Wolf Recovery team decided to examine as breeding candidates some fifty red wolves held in almost twenty zoos across the country. Using the morphology-howl criteria they had established, out of those fifty they identified but a single red wolf, a female in the Oklahoma City Zoo. They were convinced all the rest, plus their pups, were actually either coyotes or hybrids, and in the latter case the team insisted they be destroyed. When some of the shocked zoo personnel refused such a draconian order, in the name of purity Curtis Carley carried out the death sentences himself.

The nudge movement spawned by Thaler and Sunstein has been spectacularly successful around the globe. A 2017 review in the Economist described how policy makers were beginning to embrace insights from behavioral science: In 2009 Barack Obama appointed Mr Sunstein as head of the White House’s Office of Information and Regulatory Affairs. The following year Mr Thaler advised Britain’s government when it established BIT, which quickly became known as the “nudge unit”. If BIT did not save the government at least ten times its running cost (£500,000 a year), it was to be shut down after two years. Not only did BIT stay open, saving about 20 times its running cost, but it marked the start of a global trend. Now many governments are turning to nudges to save money and do better. In 2014 the White House opened the Social and Behavioural Sciences Team. A report that year by Mark Whitehead of Aberystwyth University counted 51 countries in which “centrally directed policy initiatives” were influenced by behavioural sciences. Nonprofit organisations such as Ideas42, set up in 2008 at Harvard University, help run dozens of nudge-style trials and programmes around the world. In 2015 the World Bank set up a group that is now applying behavioural sciences in 52 poor countries. The UN is turning to nudging to help hit the “sustainable development goals”, a list of targets it has set for 2030.32

It is often said that Vietnam was the first television war. By the same token, Cleveland was the first war over the protection of children to be fought not in the courts, but in the media. By the summer of 1987 Cleveland had become above all, a hot media story. The Daily Mail, for example, had seven reporters, plus its northern editor, based in Middlesbrough full time. Most other news papers and television news teams followed suit. What were all the reporters looking for? Not children at risk. Not abusing adults. Aggrieved parents were the mother lode sought by these prospecting journalists. Many of these parents were only too happy to tell — and in some cases, it would appear, sell— their stories. Those stories are truly extraordinary. In many cases they bore almost no relation to the facts. Parents were allowed - encouraged to portray themselves as the innocent victims of a runaway witch-hunt and these accounts were duly fed to the public. Nowhere in any of the reporting is there any sign of counterbalancing information from child protection workers or the organisations that employed them. Throughout the summer of 1987 newspapers ‘reported’ what they termed a national scandal of innocent families torn apart. The claims were repeated in Parliament and then recycled as established ‘facts’ by the media. The result was that the courts themselves began to be paralysed by the power of this juggernaut of press reporting — ‘journalism’ which created and painstakingly fed a public mood which brooked no other version of the story. (p21)

Similarly, the computers used to run the software on the ground for the mission were borrowed from a previous mission. These machines were so out of date that Bowman had to shop on eBay to find replacement parts to get the machines working. As systems have gone obsolete, JPL no longer uses the software, but Bowman told me that the people on her team continue to use software built by JPL in the 1990s, because they are familiar with it. She said, “Instead of upgrading to the next thing we decided that it was working just fine for us and we would stay on the platform.” They have developed so much over such a long period of time with the old software that they don’t want to switch to a newer system. They must adapt to using these outdated systems for the latest scientific work. Working within these constraints may seem limiting. However, building tools with specific constraints—from outdated technologies and low bitrate radio antennas—can enlighten us. For example, as scientists started to explore what they could learn from the wait times while communicating with deep space probes, they discovered that the time lag was extraordinarily useful information. Wait times, they realized, constitute an essential component for locating a probe in space, calculating its trajectory, and accurately locating a target like Pluto in space. There is no GPS for spacecraft (they aren’t on the globe, after all), so scientists had to find a way to locate the spacecraft in the vast expanse. Before 1960, the location of planets and objects in deep space was established through astronomical observation, placing an object like Pluto against a background of stars to determine its position.15 In 1961, an experiment at the Goldstone Deep Space Communications Complex in California used radar to more accurately define an “astronomical unit” and help measure distances in space much more accurately.16 NASA used this new data as part of creating the trajectories for missions in the following years. Using the data from radio signals across a wide range of missions over the decades, the Deep Space Network maintained an ongoing database that helped further refine the definition of an astronomical unit—a kind of longitudinal study of space distances that now allows missions like New Horizons to create accurate flight trajectories. The Deep Space Network continued to find inventive ways of using the time lag of radio waves to locate objects in space, ultimately finding that certain ways of waiting for a downlink signal from the spacecraft were less accurate than others. It turned to using the antennas from multiple locations, such as Goldstone in California and the antennas in Canberra, Australia, or Madrid, Spain, to time how long the signal took to hit these different locations on Earth. The time it takes to receive these signals from the spacecraft works as a way to locate the probes as they are journeying to their destination. Latency—or the different time lag of receiving radio signals on different locations of Earth—is the key way that deep space objects are located as they journey through space. This discovery was made possible during the wait times for communicating with these craft alongside the decades of data gathered from each space mission. Without the constraint of waiting, the notion of using time as a locating feature wouldn’t have been possible.

In January 2016, KPMG issued a public statement after the ‘considerable exposure’ its report had received, which, according to KPMG, should not have happened ‘as the work was being conducted under strict rules of confidentiality which were clearly articulated in our letter of engagement as well as in our findings’.23 According to the statement, KPMG submitted a number of drafts to SARS on which they received feedback and their last report was submitted to SARS on 4 December 2015.24 ‘Our mandate was to undertake a documentary review and did not include interviewing individuals named in the report, nor were they given sight of our findings by us.’25 The KPMG report, which had cost the state R23 million, was therefore not a comprehensive forensic investigation but merely a ‘documentary review’. I also wonder how they could claim they didn’t interview anyone named in the report, when I met with the KPMG team on two occasions, at their request. The report contains sweeping statements, is factually incorrect and there is little or no substantiating evidence in too many instances to mention here. The following examples should give the reader an idea, though, of how taxpayers’ money was spent on a KPMG ‘investigation’. Take, for instance, the following finding: ‘We found no evidence indicating that the Minister of Finance, at the time, new about the existence of the Unit in SARS.’26 Firstly, the word ‘new’ means something entirely different from the word ‘knew’. Secondly, since that ‘unit’ was established there have been three ministers of finance and three deputy ministers and two SARS commissioners and deputy commissioners. Which particular minister was being referred to here, and why leave out the deputy ministers and commissioners?

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

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.

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

a handful of decisions that only the board can make: the decisions to select, retain, or dismiss the chief executive; to establish a climate of ethics and integrity; to set the goals and incentives for the executive team; and to pinpoint the company’s central idea, risk appetite, and capital structure.

Suppose that the perpetrators of the crime planned to, and did, impose a military dictatorship that killed thousands and tortured tens of thousands. Suppose the new dictatorship established, with the support of the criminals, an international terror center that helped install similar torture-and-terror states elsewhere, and, as the icing on the cake, brought in a team of economists—call them “the Kandahar Boys”—who quickly drove the economy into one of the worst depressions in its history. That, plainly, would have been a lot worse than 9/11. As we all should know, this is not a thought experiment. It happened. I am, of course, referring to what in Latin America is often called “the first 9/11”: September 11, 1973,

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The WBR is an important embodiment of how metrics are put into action at Amazon, but it isn’t the only one. Metrics dashboards and reports are established by every engineering, operations, and business unit at the company. In many cases metrics are monitored in real time, and each critical technical and operational service receives an “alarm” to ensure that failures and outages are identified instantly. In other cases, teams rely on dashboards that are updated hourly or daily for their metrics.

I’m not in charge of you, and I’m not manipulating you. I’m simply establishing the conditions for you to get to where you said you wanted to go. You tell me where you’re going and what you need. You make promises about your commitment and skills development. I’ll show up to illuminate, question, answer, spar with, and challenge you. I’ll work tirelessly to make sure you’re part of a team of people who are ready to care as much as you do.

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many good investors will take the opportunity to find something in common with the other party and highlight that at the time they make an offer. For example, did you attend the same school? Do you root for the same sports team? Do you share any interests or hobbies? Use whatever affiliations you can find to help create rapport as early as possible. That way, as the negotiation starts and progresses, you’ll already have established common ground—and the other party’s empathy—that can be used to pave the way toward a more favorable discussion.

First comes the Emotion Regulation Network. I consider this primary, because I believe that unless we have the ability to regulate our emotions, we cannot enjoy a happy life. We can’t sustain Bliss Brain for long enough to spark neural plasticity if our consciousness is easily hijacked by negative emotions like anger, resentment, guilt, fear, and shame. The Emotion Regulation Network controls our reactivity to disturbing events. Regulating emotions is the meditator’s top priority. Emotion will distract us from our path every time. Love and fear are fabulous for survival because of their evolutionary role in keeping us safe. Love kept us bonded to others of our species, which gave us strength in numbers. Fear made us wary of potential threats. But to the meditator seeking inner peace, emotion = distraction. In the stories of Buddha and Jesus in Chapter 2, we saw how they were tempted by both the love of gain and the fear of loss. Only when they held their emotions steady, refusing either type of bait, were they able to break through to enlightenment. THE HOSTILE TAKEOVER OF CONSCIOUSNESS BY EMOTION Remember a time when you swore you’d act rationally but didn’t? Perhaps you were annoyed by a relationship partner’s habit. Or a team member’s attitude. Or a child’s behavior? You screamed and yelled in response. Or perhaps you didn’t but wanted to. So you decided that next time you would stay calm and have a rational discussion. But as the emotional temperature of the conversation increased, you found yourself screaming and yelling again. Despite your best intentions, emotion overwhelmed you. Without training, when negative emotions arise, our capacity for rational thought is eclipsed. Neuroscientist Joseph LeDoux calls this “the hostile takeover of consciousness by emotion.” Consciousness is hijacked by the emotions generated by fearful unwanted experiences or attractive desired ones. We need to regulate our emotions over and over again to gradually establish positive state stability. In positive state stability, when someone around us—whether a colleague, spouse, child, parent, politician, blogger, newscaster, or corporate spokesperson—says or does something that triggers negative emotions, we remain neutral. The same applies to negative thoughts arising from within our own consciousness. Positive state stability allows us to feel happy despite the chatter of our own minds. Getting triggered happens quickly. LeDoux found that it takes less than 1 second from hearing an emotionally triggering word to a reaction in the brain’s limbic system, the part that processes emotion. When we’re overwhelmed by emotion, rational thinking, sound judgment, memory, and objective evaluation disappear. But once we’re stable in that positive state, we’ve inoculated ourselves against negative influences, both from our own consciousness and from the outside world. We maintain that positive state over time, and state becomes trait.

As gatekeepers, leaders establish the standards of entry—who should be allowed into the Circle and who should be kept out, who belongs and who doesn’t.

The double diverge-converge process is quite effective at freeing designers from unnecessary restrictions to the problem and solution spaces. But you can sympathize with a product manager who, having given the designers a problem to solve, finds them questioning the assignment and insisting on traveling all over the world to seek deeper understanding. Even when the designers start focusing upon the problem, they do not seem to make progress, but instead develop a wide variety of ideas and thoughts, many only half-formed, many clearly impractical. All this can be rather unsettling to the product manager who, concerned about meeting the schedule, wants to see immediate convergence. To add to the frustration of the product manager, as the designers start to converge upon a solution, they may realize that they have inappropriately formulated the problem, so the entire process must be repeated (although it can go more quickly this time). This repeated divergence and convergence is important in properly determining the right problem to be solved and then the best way to solve it. It looks chaotic and ill-structured, but it actually follows well-established principles and procedures. How does the product manager keep the entire team on schedule despite the apparent random and divergent methods of designers? Encourage their free exploration, but hold them to the schedule (and budget) constraints. There is nothing like a firm deadline to get creative minds to reach convergence.

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You would establish trust if you were fair. You cannot claim true love since you were just judging me in every way with your open eyes with your team's help, while I, with my actual affection, without knowing you, judging and looking at you; I trusted to see your posts, your wording, your simplicity, and your style of angriness, and in a minute you felt sorry. All the rest of matters I left to God, but unfortunately, you gave no word of promise that you were serious with me. That's why all this happened. If I made a mistake and hurt you in any context, I know that was all your sweet humour that I took wrongly, and I apologize for that.

Another way to foster a sense of belonging for employees is to form teams that are encouraged to engage in collective problem-solving. This affords regular opportunities for all members of the teams to express their views and contribute their talents. But leaders of these teams should establish the norm that colleagues treat each other with respect, making room for everyone in discussions and listening thoughtfully to one another. As we saw with high-status students leading the way in establishing an antibullying norm in schools, managers, as the highest-status member of a team, can set powerful norms. A key goal is foster what leadership scholar Amy Edmonson calls psychological safety, which she describes as "the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed--with relevant ideas, questions, or concerns--without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid." No matter how ingenious or talented individual team members are, if the climate does not foster the psychological safety people need to express themselves, they are likely to hold back on valuable input.

In short, anything that bucks the status quo—whether on your team inside a big company, at a startup, or within a personal art project—will be an uphill battle. These are the battles worth fighting. If you put something out there and it meets no resistance, chances are it isn’t as vital and worthwhile as you think it is. When it generates a reaction, you know you’re onto something.

Hackman established that team performance can be assessed by a specific set of standards. One of his enduring contributions includes three criteria for establishing successful outcomes for teams that are applicable across the board, regardless of industry or context: 1) delivering results, or achieving expected goals; 2) facilitating individual growth, or a sense of personal development and well-being; and 3) building team cohesion, or ensuring that the team is operating as one unit.

Internal startup teams require support from senior management to create these structures. Internal or external, in my experience startup teams require three structural attributes: scarce but secure resources, independent authority to develop their business, and a personal stake in the outcome. Each of these requirements is different from those of established company divisions.

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The sixth chakra is called the Agnya which is found in the forehead. The single is the reigning world. The Chakra of Agnya contains our ego and our conditioning. On the other hand the Sun forms our character and sense of being in accordance with the energy of the sign in which it is situated. "I'" is the keyword The sign in which the Sun is located is our main sign, and it signifies the stage of evolution with which we were born on this earth as well as the lessons we need to learn in life. It is what constitutes our sense of identity. We all have distinct identities which make us unique. Our family, education, friends, view of the world, the teams we support, and so on. All identities, however, are created by our ego. When our Agnya chakra opens our ego and conditioning cannot rule over us. We perceive our spirit within us which is a deeper identity. We continue to create modesty within us, and the fact that we are pure spirit. Dominant sun energy in the birth chart can make a dominant, conceited and selfish person. What blocks the sixth chakra is pride that makes a person feel superior to others. Other than this, redemption is dawning within us as we sense the pure spirit within each. •       Our Sahasrara, the seventh chakra, is the fontanelle area on top of our head which was soft when we were small. The governing planet is the Sun, which controls the Cancer sign as well. The chakra of Sahasrara is above all chakras, and consists of a combination of all the chakras on top of our head. Emotions, instincts, and mind are governed by the Moon. The opening of the seventh chakra helps integrate the chakras within us and establishes a strong connection between us and the cosmic energy. This incorporation beyond consciousness carries an individual. Throughout astrology, the moon determines our character's unconscious state, implying a region outside our consciousness. This unconscious state has always existed, and it will always exist, since it is the all-pervading power that embraces the whole universe. The Sahasrara chakra is a door that opens to the knowledge of the all-pervading forces from our individual consciousness. At the time of birth, a bright moon makes a person receptive, instinctive, imaginative, sacrificial, capable of understanding others and spiritual. The Moon also reflects prosperity, femininity and motherhood experiences that have grown within us. In a birth chart with a dominant moon, the personality has a changing nature, because the moon is the fastest to tour the zodiac. The energy which it reflects changes and flows constantly. The moon also affords a good adaptability. Likewise, the universe is constantly changing and flowing too. When our seventh chakra is open and connected to the universal energy, we feel like a drop mixed in the ocean and our being is in harmony with that great flow.

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Merritt Paulson and the Portland Thorns essentially had their pick of the bunch. But it had been established well before the allocation process that the Thorns would be getting Alex Morgan, the most marketable player on the national team. Her preferred destinations included Portland and Seattle, but Paulson targeted Morgan as soon as he agreed to join the league. “It wasn’t a quid pro quo, but I definitely said to Sunil: If I’m going to be the one MLS team coming, I certainly want to make sure we get some terrific players to build around,” Paulson says. “We had Hope Solo last on our list. So, we had one player that we didn’t want anywhere near the team, and then Alex was the big ask for us.

Cooler heads prevailed, and we attempted to call off the session. However, this was the salesperson’s first big opportunity, it was a marquee account, and we had a new VP of sales. Over the objections of the technical team, we sprinted down the path of the “dash to demo” and were instructed to perform the demo. This was totally contrary to our well-established sales process and caused severe conflict within the sales team. The SE on the account, being a true professional, decided to make the best of it and spent hours preparing with only limited information.

J W Jones & Son was established in 1949 as an electrical services, plumbing repair and heating systems contractor and we are still proud to be a family run business. JW Jones offers you a comprehensive service for the design, installation and maintenance of electrical, heating and plumbing services. Whether it's for a new build, refurbishment project, either domestic or commercial then we are the team to call for all of your electrical, gas or oil system requirements.

Walsh knew,’ Stuart Lancaster, the current England rugby coach, told rugby writer Mark Reason, ‘that if you established a culture higher than that of your opposition, you would win. So rather than obsessing about the results, you focus on the team.

Walsh knew,’ Stuart Lancaster, the current England rugby coach, told rugby writer Mark Reason, ‘that if you established a culture higher than that of your opposition, you would win. So rather than obsessing about the results, you focus on the team.’ ‘The challenge of every team is to build a feeling of oneness, of dependence on one another,’ said Vince Lombardi. ‘Because the question is usually not how well each person performs, but how well they work together.’ Collective character is vital to success. Focus on getting the culture right; the results will follow.

The West Australian Football Commission (WAFC) got a second team but was not prepared to invest in that team because any investment would drain funds from other parts of the WA football system. The AFL also firmly wanted a second club in Perth to continue its growth as a truly national competition, but after seeing the Eagles play in three and win two of the five Grand Finals between 1990 and 1994, rival clubs were loathe to allow recruiting concessions that might create a second western juggernaut. Hence, the Dockers were not well resourced and light on for talent, left to fend for themselves and somehow expected to make money from day one. By the time the AFL established new clubs on the Gold Coast and in western Sydney nearly 20 years later, they had learned from previous mistakes and invested in those clubs to give them the best chance of success. The support and concessions those clubs received were phenomenal compared to Fremantle’s.

While every coach and every startup manager has to make decisions on the fly, there are tricks that can help you in managing through the chaos. The first is to make brutally efficient use of your time, and figure out a way to get as much of it as you can. In the last minutes of a tied championship game, with thousands of fans yelling and all your players desperately looking to you for the right play, managing the clock is critical. Every coach caught up in a tight game knows that the best weapon can be a “time out,” where she can change the flow of the game, disrupt the other team’s momentum, and re-establish her own strategy.

For example, it is only in the past few years that scientists have discovered how the brain gets rid of its waste. In other parts of the body, waste is removed in several ways, including via the lymphatic system, a system of vessels that run in parallel to the blood circulatory system. The lymphatic system picks up waste, broken-down cells, and invaders like viruses, bacteria, and fungi and carries them to the lymph glands, where the immune-system cells deal with them. Despite our well-established understanding of this process, we really didn’t know how the brain accomplished the same feat because the lymphatic system had not yet been discovered in the brain. One of the coolest studies I’ve seen in a long time was released last year by Dr. Maiken Nedergaard, co-director of the Center for Translational Neuromedicine at the University of Rochester Medical Center.21 Nedergaard’s team showed that during sleep, the size of the neurons in the brain is reduced by up to 60%. This creates a lot of space between brain cells. Then, still during sleep, a microscopic network of lymphatic vessels—the glymphatic system—clears the metabolic waste from these spaces between the neurons. This research shows that you can literally wash your brain of waste products and damage each night, if you sleep well.22 Dr. Jeffrey Iliff, who works in the same lab as Dr. Nedergaard, has shown that more than half of the amyloid beta, a protein that accumulates in the brains of patients with Alzheimer’s disease, is washed out of the brain each night via the glymphatic system. This is important because waste buildup in the brain occurs in nearly all people with neurodegenerative diseases, and this buildup may kill neurons, ultimately leading to cognitive diseases and mental deterioration. (Dr. Iliff’s TED Talk “One More Reason to Get a Good Night’s Sleep” is a great watch.)

The complexity and ambiguity of the issues you are dealing with increase every time you get promoted. So you’ll need to rethink what you delegate. No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

Explicitly thinking about cognitive load can be a powerful tool for deciding on team size, assigning responsibilities, and establishing boundaries with other teams.

In Robert Noyce’s office there hung a black-and-white photo that showed a jovial crew of young scientists offering a champagne toast to the smiling William Shockley. The picture was taken on November 1, 1956, a few hours after the news of Shockley’s Nobel Prize had reached Palo Alto. By the time that happy picture was taken, however, Shockley Semiconductor Laboratories was a chaotic and thoroughly unhappy place. For all his technical expertise, Shockley had proven to be an inexpert manager. He was continually shifting his researchers from one job to another; he couldn’t seem to make up his mind what, if anything, the company was trying to produce. “There was a group that worked for Shockley that was pretty unhappy,” Noyce recalled many years later. “And that group went to Beckman and said, hey, this isn’t working. . . . About that time, Shockley got his Nobel Prize. And Beckman was sort of between the devil and the deep blue sea. He couldn’t fire Shockley, who had just gotten this great international honor, but he had to change the management or else everyone else would leave.” In the end, Beckman stuck with Shockley—and paid a huge price. Confused and frustrated, eight of the young scientists, including Noyce, Moore, and Hoerni, decided to look for another place to work. That first group—Shockley called them “the traitorous eight”—turned out to be pioneers, for they established a pattern that has been followed time and again in Silicon Valley ever since. They decided to offer themselves as a team to whichever employer made the best offer. Word of this unusual proposal reached an investment banker in New York, who offered a counterproposal: Instead of working for somebody else, the eight scientists should start their own firm. The banker knew of an investor who would provide the backing—the Fairchild Camera and Instrument Corporation, which had been looking hard for an entrée to the transistor business. A deal was struck. Each of the eight young scientists put up $500 in earnest money, the corporate angel put up all the rest, and early in 1957 the Fairchild Semiconductor Corporation opened for business, a mile or so down the road from Shockley’s operation.