Execution Is The Key Quotes

To control one's own destiny takes a mastermind. To execute the plans takes a fool.

Many of our elected officials have virtually handed the keys to our schools over to corporate interests. Presidential commissions on education are commonly chaired by the executives of large companies.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

You can do just about anything if you break it down into habits and execute on them. That's not to say that it's easy, only that it's possible. The key is to be honest about what's stopping you from success, take responsibility for it, and create new habits to correct.

Power, in Case's world, meant corporate power. The zaibatsus, the multinationals that shaped the course of human history, had transcended old barriers. Viewed as organisms, they had attained a kind of immortality. You couldn't kill a zaibatsu by assassinating a dozen key executives; there were others waiting to step up the ladder, assume the vacated position, access the vast banks of corporate memory...

To control one’s own destiny takes a mastermind. To execute the plans takes a fool.

I can not remember telling my parents that I was studying classics, they might well have found out for the first time on graduation day. Of all the subjects on this planet, I think they would have been hard-put to name one less useful in Greek mythology when it came to securing the keys of an executive bathroom. Now I would like to make it clear in parenthesis, that I do not blame my parents for their point of view. There is an expiry date for blaming your parents for steering you in the wrong direction. The moment you are old enough to take the wheel, responsibility lies with you. What is more, I can not criticize my parents for hoping that I would never experience poverty. They had been poor themselves, and I have since been poor. And I quite agree with them, that it is not an ennobling experience. Poverty, entails fear, and stress, and sometimes depression, It means a thousand petty humiliations and hardships. Climbing out of poverty by your own efforts, that is something by which to pride yourself, but poverty itself, is romanticized only by fools. But I feared at your age was not poverty, but failure... Now, I am not dull enough to suppose that because you are young, gifted, and well educated, that you have never known heartbreak, hardship, or heartache. Talent and intelligence, never yet inoculated anyone against the caprice of the fates... ultimately, we all have to decide for ourselves what constitutes failure.

When I walk into [the studio] I am alone, but I am alone with my body, ambition, ideas, passions, needs, memories, goals, prejudices, distractions, fears. These ten items are at the heart of who I am. Whatever I am going to create will be a reflection of how these have shaped my life, and how I've learned to channel my experiences into them. The last two -- distractions and fears -- are the dangerous ones. They're the habitual demons that invade the launch of any project. No one starts a creative endeavor without a certain amount of fear; the key is to learn how to keep free-floating fears from paralyzing you before you've begun. When I feel that sense of dread, I try to make it as specific as possible. Let me tell you my five big fears: 1. People will laugh at me. 2. Someone has done it before. 3. I have nothing to say. 4. I will upset someone I love. 5. Once executed, the idea will never be as good as it is in my mind. "There are mighty demons, but they're hardly unique to me. You probably share some. If I let them, they'll shut down my impulses ('No, you can't do that') and perhaps turn off the spigots of creativity altogether. So I combat my fears with a staring-down ritual, like a boxer looking his opponent right in the eye before a bout. 1. People will laugh at me? Not the people I respect; they haven't yet, and they're not going to start now.... 2. Someone has done it before? Honey, it's all been done before. Nothing's original. Not Homer or Shakespeare and certainly not you. Get over yourself. 3. I have nothing to say? An irrelevant fear. We all have something to say. 4. I will upset someone I love? A serious worry that is not easily exorcised or stared down because you never know how loved ones will respond to your creation. The best you can do is remind yourself that you're a good person with good intentions. You're trying to create unity, not discord. 5. Once executed, the idea will never be as good as it is in my mind? Toughen up. Leon Battista Alberti, the 15th century architectural theorist, said, 'Errors accumulate in the sketch and compound in the model.' But better an imperfect dome in Florence than cathedrals in the clouds.

Constant motion is the key to execution.

The Six Steps to Success: 1) Define Success 2) Devise a Plan 3) Execute and Overcome Adversity 4) Measure Results with Key Metrics 5) Revise the Plan 6) Work Hard

there was yet the assurance of such power in the preparation of the whole, that we knew her to be merely running over the chords of our appetite with preliminary savors, as a musician acquaints his touch with the keys of an unfamiliar piano before breaking into brilliant and triumphant execution. Within a week she had mastered

The real key is to develop two or three process goals for each of your product goals.

A person with a religious spirit is one who uses My Word to execute his own will!

Board of Directors members should each bring something unique to the table; and they should share their uniqueness with the rest of the board to inform key decisions.

A leader who people do not perceive as worthy of following is really not a leader at all.

As a leader who delivers victory, people are more likely and more willing to follow you.

When people feel like they are a part of a team, they are more likely to act in ways that benefit everyone, and less likely to engage in destructive behavior.

People want to feel that you can lead them to victory. And often times that is a measure of competence - people are looking for cues, signs, indications, and proof of your level of competence.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

For all the time schools devote to the teaching of mathematics, very little (if any) is spent trying to convey just what the subject is about. Instead, the focus is on learning and applying various procedures to solve math problems. That's a bit like explaining soccer by saying it is executing a series of maneuvers to get the ball into the goal. Both accurately describe various key features, but they miss the \what?" and the \why?" of the big picture.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don’t know how to think different. It isn’t something that they learn within their company, and it certainly isn’t something they are taught in business school. Business schools teach people how to be deliverers, not discoverers.

Charisma and people’s prior beliefs about their powers are key: if you’re told that someone is renowned the world over for their abilities as a hypnotist or spiritual healer, your brain will be more likely to surrender executive control to them.

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

Throughout history the mystics have been persecuted, and sometimes executed, for a reason. “Nothing could be more alarming to the ecclesiastical hierarchy,” the philosopher Alan Watts once observed, “than a popular outbreak of mysticism, for this might well amount to setting up a democracy in the kingdom of heaven.

Were he now still among the living, Dr. Incandenza would now describe tennis in the paradoxical terms of what’s now called ‘Extra-Linear Dynamics.’ And Schtitt, whose knowledge of formal math is probably about equivalent to that of a Taiwanese kindergartner, nevertheless seemed to know what Hopman and van der Meer and Bollettieri seemed not to know: that locating beauty and art and magic and improvement and keys to excellence and victory in the prolix flux of match play is not a fractal matter of reducing chaos to a pattern. Seemed intuitively to sense that it was a matter not of reduction at all, but — perversely — of expansion, the aleatory flutter of uncontrolled, metastatic growth — each well-shot ball admitting of n possible responses, n² responses to those responses, and on into what Incandenza would articulate to anyone who shared both his backgrounds as a Cantorian continuum of infinities of possible move and response, Cantorian and beautiful because infoliating, contained, this diagnate infinity of infinities of choice and execution, mathematically uncontrolled but humanly contained, bounded by the talent and imagination of self and opponent, bent in on itself by the containing boundaries of skill and imagination that brought one player finally down, that kept both from winning, that made it, finally, a game, these boundaries of self.

One of my executives at Trump Plaza always said that the key to working for Donald was finding a way somehow to like him. Donald was making that harder than ever.

A win is in the past as soon as it has happened, so we need to measure ourselves in terms of our understanding of the process and our execution of the key variables.

Whether you work for yourself or work for a company, giving your customers or your boss an incredible return on their investment is the key to building your personal wealth.

Being a good leader inherently requires the ability to be a good follower. Good leaders follow as well as they lead.

It's not only about the big wins or the ultimate victories – it's also about the small victories along the way.

Let the energy of small victories permeate the spirits of those you lead.

Based on your perceived level of competence, people will make a determination as to whether you are worthy of following or not.

Every team desires to win - and it is your duty as a leader to guide them to the victory.

The more time you spend in planning, the less time you will take in execution.

8 executive processes of the brain: flexible thinking, working memory, self-monitoring, task initiation, planning, organization, impulse control, and emotional control.

Developing the trust of clients is not only necessary to manage the complexities of the litigation and deal with the stress of a potential execution; it’s also key to effective advocacy.

In all death penalty cases, spending time with clients is important. Developing the trust of clients is not only necessary to manage the complexities of the litigation & deal with the stress of a potential execution; it's also key to effective advocacy. A client's life often depends on his lawyer's ability to create a mitigation narrative that contextualizes his poor decisions or violent behavior. Uncovering things about someone's background that no one has previously discovered--things that might be hard to discuss but are critically important--requires trust. Getting someone to acknowledge he has been the victim of child sexual abuse, neglect, or abandonment won't happen without the kind of comfort that takes hours and multiple visits to develop. Talking about sports, TV, popular culture, or anything else the client wants to discuss is absolutely appropriate to building a relationship that makes effective work possible.

The key is to find the right balance—not so disruptive that you won’t be able to execute, not so easy to execute that nobody will care. You have to choose your battles. Just make sure you have battles.

spending time with clients is important. Developing the trust of clients is not only necessary to manage the complexities of the litigation and deal with the stress of a potential execution; it’s also key to effective advocacy.

Jesus’ own experience of being arrested at night, put through an unfair trial, and then given a state-sanctioned execution should be the interpretive key for Christians in understanding the inability of empires to dispense true justice.

Although Sony would go on to sell ten million PlayStation systems by the end of 1996 (with more than half of those sales occurring in the United States), most of SCEA’s key executives would be fired or let go within a year of the launch.

Coming up with an idea is the least important part of creating something great. It has to be the right idea and have good taste, but the execution and delivery are what's key. Any conversation I have about innovation starts with the ultimate goal.

The Supreme Court, the final arbiter of legal conflicts, reviews, acts of the executive and Congress. With this power, the Court is seen as a political institution as well. "Because the key provisions of the Constitution are couched in grand ambiguities and because the key provisions concern the larger issues of our life, of our liberties, and of our happiness, the Supreme Court, by the exercise of judicial review, wields tremendous political power," Joaquin Bernas, a Jesuit priest and constitutionalist, said.

As for the problem of overproduction, which has been latent in our society since the development of the machine technique, it is solved by the device of continuous warfare, which is also useful in keying up public morale to the necessary pitch. ... The problem, that is to say, is educational. It is a problem of continuously molding the consciousness both of the directing group and of the larger executive group that lies immediately below it. The consciousness of the masses needs only to be influenced in a negative way.

A character like that," he said to himself—"a real little passionate force to see at play is the finest thing in nature. It's finer than the finest work of art—than a Greek bas-relief, than a great Titian, than a Gothic cathedral. It's very pleasant to be so well treated where one had least looked for it. I had never been more blue, more bored, than for a week before she came; I had never expected less that anything pleasant would happen. Suddenly I receive a Titian, by the post, to hang on my wall—a Greek bas-relief to stick over my chimney-piece. The key of a beautiful edifice is thrust into my hand, and I'm told to walk in and admire. My poor boy, you've been sadly ungrateful, and now you had better keep very quiet and never grumble again." The sentiment of these reflexions was very just; but it was not exactly true that Ralph Touchett had had a key put into his hand. His cousin was a very brilliant girl, who would take, as he said, a good deal of knowing; but she needed the knowing, and his attitude with regard to her, though it was contemplative and critical, was not judicial. He surveyed the edifice from the outside and admired it greatly; he looked in at the windows and received an impression of proportions equally fair. But he felt that he saw it only by glimpses and that he had not yet stood under the roof. The door was fastened, and though he had keys in his pocket he had a conviction that none of them would fit. She was intelligent and generous; it was a fine free nature; but what was she going to do with herself? This question was irregular, for with most women one had no occasion to ask it. Most women did with themselves nothing at all; they waited, in attitudes more or less gracefully passive, for a man to come that way and furnish them with a destiny. Isabel's originality was that she gave one an impression of having intentions of her own. "Whenever she executes them," said Ralph, "may I be there to see!

What’s the mission? Planning begins with mission analysis. Leaders must identify clear directives for the team. Once they themselves understand the mission, they can impart this knowledge to their key leaders and frontline troops tasked with executing the mission. A broad and ambiguous mission results in lack of focus, ineffective execution, and mission creep. To prevent this, the mission must be carefully refined and simplified so that it is explicitly clear and specifically focused to achieve the greater strategic vision for which that mission is a part.

In order to lead a successful marketing and communications campaign, you must support key customer relations initiatives, integrate creative methods of branding, oversee execution of effective publicity, and focus on media pitching that will support PR and Social Media strategies.

As to the time factor involved, those of us who are under seventy will see at least the basic structures of the new world government installed. Those of us under forty will surely live under its legislative, executive and judiciary authority and control. Indeed, the three rivals themselves—and many more besides as time goes on—speak about this new world order not as something around a distant corner of time, but as something that is imminent. As a system that will be introduced and installed in our midst by the end of this final decade of the second millennium.

Therefore, it is key that leaders demonstrate restraint when their people engage in conflict, and allow resolution to occur naturally, as messy as it can sometimes be. This can be a challenge because many leaders feel that they are somehow failing in their jobs by losing control of their teams during conflict. Finally, as trite as it may sound, a leader’s ability to personally model appropriate conflict behavior is essential. By avoiding conflict when it is necessary and productive—something many executives do—a team leader will encourage this dysfunction to thrive.

Women with AD/HD want to connect but because of their difficulties with executive functioning, they often develop emotional barriers. The combination of cognitive struggles and emotional barriers or the intersection of these makes them avoid relationships even more which decreases the likelihood of starting or maintaining relationships or of reconnecting after a break in the connection. Many fears, negative expectations, and much pain surround these areas. They key for these women to take stock of their barriers and make a plan to slowly start getting back on the road to relationships.

To implement Prioritize and Execute in any business, team, or organization, a leader must: • evaluate the highest priority problem. • lay out in simple, clear, and concise terms the highest priority effort for your team. • develop and determine a solution, seek input from key leaders and from the team where possible. • direct the execution of that solution, focusing all efforts and resources toward this priority task. • move on to the next highest priority problem. Repeat. • when priorities shift within the team, pass situational awareness both up and down the chain. • don’t let the focus on one priority cause target fixation. Maintain the ability to see other problems developing and rapidly shift as needed.

Vision without execution is hallucination. But I also came to believe that his ability to blur the line between reality and fantasy, just like his sfumato techniques for blurring the lines of a painting, was a key to his creativity. Skill without imagination is barren. Leonardo knew how to marry observation and imagination, which made him history’s consummate innovator.

Watch movies. Read screenplays. Let them be your guide. […] Yes, McKee has been able to break down how the popular screenplay has worked. He has identified key qualities that many commercially successful screenplays share, he has codified a language that has been adopted by creative executives in both film and television. So there might be something of tangible value to be gained by interacting with his material, either in book form or at one of the seminars. But for someone who wants to be an artist, a creator, an architect of an original vision, the best book to read on screenwriting is no book on screenwriting. The best seminar is no seminar at all. To me, the writer wants to get as many outside voices OUT of his/her head as possible. Experts win by getting us to be dependent on their view of the world. They win when they get to frame the discussion, when they get to tell you there’s a right way and a wrong way to think about the game, whatever the game is. Because that makes you dependent on them. If they have the secret rules, then you need them if you want to get ahead. The truth is, you don’t. If you love and want to make movies about issues of social import, get your hands on Paddy Chayefsky’s screenplay for Network. Read it. Then watch the movie. Then read it again. If you love and want to make big blockbusters that also have great artistic merit, do the same thing with Lawrence Kasdan’s Raiders Of The Lost Ark screenplay and the movie made from it. Think about how the screenplays made you feel. And how the movies built from these screenplays did or didn’t hit you the same way. […] This sounds basic, right? That’s because it is basic. And it’s true. All the information you need is the movies and screenplays you love. And in the books you’ve read and the relationships you’ve had and your ability to use those things.

The Mongols made culture portable. It was not enough to merely exchange goods, because whole systems of knowledge had to also be transported in order to use many of the new products. Drugs, for example, were not profitable items of trade unless there was adequate knowledge of how to use them. Toward this objective, the Mongol court imported Persian and Arab doctors into China, and they exported Chinese doctors to the Middle East. Every form of knowledge carried new possibilities for merchandising. It became apparent that the Chinese operated with a superior knowledge of pharmacology and of unusual forms of treatment such as acupuncture, the insertion of needles at key points in the body, and moxibustion, the application of fire or heat to similar areas. Muslims doctors, however, possessed a much more sophisticated knowledge of surgery, but, based on their dissection of executed criminals, the Chinese had a detailed knowledge of internal organs and the circulatory system. To encourage a fuller exchange of medical knowledge, the Mongols created hospitals and training centers in China using doctors from India and the Middle East as well as Chinese healers.

Executives, project leaders, and development teams must embrace a different view of the new product development world, one that not only recognizes change in the business world, but also understands the power of driving down iteration costs to enable experimentation and emergent processes. Understanding these differences and how they affect product development is key to understanding APM.

The key is to take five minutes at the end of staff meetings and ask the question, “What do we need to communicate to our people?” After a few minutes of discussion, it will become apparent which issues need clarification and which are appropriate to communicate. Not only does this brief discussion avoid confusion among the executives themselves, it gives employees a sense that the people who head their respective departments are working together and coming to agreement on important issues.

locating beauty and art and magic and improvement and keys to excellence and victory in the prolix flux of match play is not a fractal matter of reducing chaos to pattern. Seemed intuitively to sense that it was a matter not of reduction at all, but—perversely—of expansion, the aleatory flutter of uncontrolled, metastatic growth—each well-shot ball admitting of n possible responses, n2 possible responses to those responses, and on into what Incandenza would articulate to anyone who shared both his backgrounds as a Cantorian 35 continuum of infinities of possible move and response, Cantorian and beautiful because infoliating, contained, this diagnate infinity of infinities of choice and execution, mathematically uncontrolled but humanly contained, bounded by the talent and imagination of self and opponent, bent in on itself by the containing boundaries of skill and imagination that brought one player finally down, that kept both from winning, that made it, finally, a game, these boundaries of self. ‘You

He realized that he needed a clear mind and clear emotion to draw and execute well from the beginning to the end of his work. We draw our most potent creativity from deep wells. That is not to say we cannot exercise energy as we execute. But we often mistake time pressures, stress and deadlines, alongside the cacophony of an always-on world, as the necessary stimuli to create great work. I believe great work comes from a place of stillness where one's focus is total on the action in hand, directed fully by the heart.

In all death penalty cases, spending time with clients is important. Developing the trust of clients is not only necessary to manage the complexities of the litigation and deal with the stress of a potential execution; it’s also key to effective advocacy. A client’s life often depends on his lawyer’s ability to create a mitigation narrative that contextualizes his poor decisions or violent behavior. Uncovering things about someone’s background that no one has previously discovered—things that might be hard to discuss but are critically important—requires trust.

The key questions answered by tipping point leaders are as follows: What factors or acts exercise a disproportionately positive influence on breaking the status quo? On getting the maximum bang out of each buck of resources? On motivating key players to aggressively move forward with change? And on knocking down political roadblocks that often trip up even the best strategies? By single-mindedly focusing on points of disproportionate influence, tipping point leaders can topple the four hurdles that limit execution of blue ocean strategy. They can do this fast and at low cost. Let

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

Stephen Covey, in his book The 8th Habit, describes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll’s findings: Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why. Only one in five was enthusiastic about their team’s and their organization’s goals. Only one in five said they had a clear “line of sight” between their tasks and their team’s and organization’s goals. Only 15 percent felt that their organization fully enables them to execute key goals. Only 20 percent fully trusted the organization they work for.

executives at America’s largest energy companies began late in 1995 to imagine the future by studying historical maps. Across Afghanistan travelers along the Silk Road had created fortunes for centuries by moving spice, jewels, and textiles to new markets. The profitable game now—created by the Soviet Union’s collapse—was oil and natural gas. The key trade routes were the same as they had been for centuries. Many led through Afghanistan. Robin Raphel and others at the State Department and the White House believed that for American oil companies, too, the Taliban could be an important part of a new Afghan solution.

An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”) You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt.

The most obvious examples of pathological problems are: uncontrollable negative cash flow, continuous emigration of key human resources away from the organization, unresolved quality problems, rapidly declining market share, and tremendous drops in the company’s capacity to raise financial resources. Organizations with those problems can’t afford therapy because therapy takes time, and time is a resource those organizations do not have. Instead of an organizational therapist, the board should hire an organizational turnaround specialist who can temporarily take on the chief executive officer’s role, and perform whatever “surgery” is necessary.

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

especially in the key task of translating broad strategic concepts into feasible operational orders. Marshall understood that Eisenhower had a talent for implementing strategy. And that job, Marshall believed, was more difficult than designing it. “There’s nothing so profound in the logic of the thing,” he said years later, discussing his own role in winning approval for the Marshall Plan. “But the execution of it, that’s another matter.” In other words, successful generalship involves first figuring out what to do, then getting people to do it. It has one foot in the intellectual realm of critical thinking and the other in the human world of management and leadership. It

As you’ll read in this book, the keys to preparation are clarity, commitment, and composure. These are necessary for developing a sound, consistent routine. The ideal state of mind for action is feeling confident, focused, and in the flow, with body and mind synchronized in the present moment. This allows you to execute a shot free from the interference of mental chatter or paralysis from analysis. The best response to results is one that enhances future performance. You’ll be introduced to a unique “post-shot routine.” This special way of relating to the outcome of a shot is highly effective in fostering confidence by building on success and learning from mistakes without negativity.

God is speaking to prophets to call the modern-day Church to “rise up” and to awaken. It must awaken to the reality that the people are not called to just come to a church building, but we are called to go into all the world around us and be the Church in professions and communities and world systems and structures. We are to become micro-groups: going into school board meetings, executive offices, school halls, state departments, and more! A house for the nation is a Church that engages the Seven Mountains of influence by identifying, supporting, and resourcing the body of Christ located at the front lines of the battle of influence. A house for the nation will require a coming together of many leaders.

There are three ways to approach secrets, you know. The first is what you find on soap operas and in poorly executed middle-school maneuvers. First, you uncover a piece of incriminating information, and then you use it to force a steady stream of favors or payment or behavior. The problem here is that, if extended indefinitely, the expected cost of compliance eventually outweighs the cost of exposure. Moreover, the probability that you'll lose your monopoly of your information increases with each passing day. Never, ever assume that you're only person digging for dirt, especially in Los Angeles. Vipers are measured by the pitful for a reason. The second approach is more effective: You make one, single very carefully chosen demand. And you give your mark just one chance. This was my usual MO. If this mark doesn't do as you ask, when you ask, you leak their secret. No excuses. No mercy. Brutal consistency is the key to credibility. Mothers, dog trainers, Israel -- you know what I'm talking about. But there's also a radical third approach: You reveal that you know the secret...and they you keep it under wraps. Do that, and they're not just going to tell you other secrets, they might even keep yours in return. And they'll think they're doing of their own free will when what you've really done is painstakingly aligned your incentives. That's all trust is, really. Some people are just incentivized by nature.

The combination in the same hands of the power to make the laws and the power to carry them out is the essence of arbitrary rule by decree, the founders believed, guided by such writers as the Baron de Montesquieu, John Locke, and William Blackstone. For them, the separation of powers was key to the protection of liberty from such tyranny, Thomas writes. The Constitution vested all legislative power in Congress, all executive power in the president, and all judicial power in the Supreme Court and inferior courts, because the framers did not want to have those powers delegated to other hands, lest it bring about the “gradual concentration of the several powers in the same department,” as Madison put it in Federalist 51.

a European executive who works for a company that has failed is an executive who no longer has a career. In America, by contrast, having tried (and failed) to start your own company is often a résumé booster—particularly in the fertile fields of Silicon Valley. It marks you as a risk taker, a self-starter, someone who is not afraid to shoulder a whole lot of responsibility. And the (correct) assumption is that in your failure, you’ve learned a lot of valuable lessons that your new employer will benefit from. On the two continents, the exact same set of circumstances signal wildly different things: in Europe, that you are irresponsible, and perhaps too lazy and incompetent to run a business, in America, that you are a risk taker and a visionary.

The walls that hold my prison pent soul closed with an eternal thud. A destructive bent blossomed in the desert of my ebbing passion. I am a lonely man with no skeleton key that will allow me to escape a static penitentiary and enter a world where joy reigns. My strangeness sentenced me forever to be alone. Stranded alone, I must bear the mental lashings associated with a penal life. My relegated daily vigil consists of dragging around ankle chains and enduring a penitence period hobbled to punitive labor. There is no relief in sight; no chance exists to receive a stay of execution from self-punishment arising from a criminal spree of failure. My crazed-eyed preoccupation is to stand on my tippy toes in a private cellblock and stare down at the starkness of my picked over bones.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

We may regard the cell quite apart from its familiar morphological aspects, and contemplate its constitution from the purely chemical standpoint. We are obliged to adopt the view, that the protoplasm is equipped with certain atomic groups, whose function especially consists in fixing to themselves food-stuffs, of importance to the cell-life. Adopting the nomenclature of organic chemistry, these groups may be designated side-chains. We may assume that the protoplasm consists of a special executive centre (Leistungs-centrum) in connection with which are nutritive side-chains... The relationship of the corresponding groups, i.e., those of the food-stuff, and those of the cell, must be specific. They must be adapted to one another, as, e.g., male and female screw (Pasteur), or as lock and key (E. Fischer).

What’s the magic number of candidates then? I worked with our firm’s research center in India on a massive analysis to study the relationship between how many people we had presented to our clients in thousands of executive searches all over the world and the “stick rate” of the one hired—that is, how many years he or she had stayed at the company, either in the original position or moving up to a more senior role. My expectation was that a larger pool of people interviewed would increase the stick rate, and that happened up to a point. But after three or four candidates, it rapidly declined, confirming that too many options generate suboptimal decisions. So three to four seems to be the right number, just as it is with the interviewers you involve in your key people decisions. But wait: Weren’t Kepler and Darwin out of this range with their eleven

Despite the dangers and discomforts, climbing is for many an all-consuming passion. They interrupt, end, or never start their careers, focusing exclusively on completing the next climb. Climber Todd Skinner said free climbing means "going right to the edge" of your capabilites. For many climbers, this closeness to death - the risk of dying - produces an adrenaline rush that most other life experiences simply can't. It is what keeps many of them married to the sport. Probably no other sport creates such a feeling of oneness with Mother Nature. Attached to a mountainside by fingertips and toes, the climber necessarily becomes part of the rock - or else. One climber says that while scaling a granite face, she felt close to God, so intense was her relationship with the natural world. Climbers speak of "floating" or "performing a ballet" over the rock, each placement of foot and each reach into a crack creating unity with the mountain. The sport is one of total engagement with the here-and-now, which frees the mind from everything else. Climbers' concentration is complete and focused. Their only thought is executing the next move... Ken Bokelund... said: "Climbing for me has always been the strength of the body over the weakness of the mind. If you train so that you are very strong physically and you have mastered the techniques, then all that's left is believing. Freeing your mind of fear is the key. This is very difficult to do, but when you can achieve it, then you are in true harmony with the rock. Fear is just one more thing to worry about and is very distracting. It can make you fall... ...when you know you are strong enough to complete any maneuver, once that level of physical confidence is achieved, then you are able to put fear out of your mind. Climbing becomes a very simple pleasure. It's just you and the rock. It's a total clarity of being, a time when nothing matters, you're moving without any thought, you're in a place where time stands still. Even when you're on a wall for days, when you get down, everything seems exactly the same, as though time never passed.

Lt. Gen. Zinni has distilled his experiences in a talk on “twenty lessons learned”that feels like a modern appendix to the Small Wars Manual. The earlier you go in, the better, he argues. Start planning as early as possible, and coordinate it with organizations like the United Nations and private relief groups. Assess the differences between your views of the situation and theirs. Coordinate everything, but decentralize execution. Know the culture. “Who makes decisions in this culture? What is the power of religious leaders? Of political people? Of professionals?”Zinni argues that this is probably where the American military fails most often, as it unconsciously seeks the levers of power that exist in its own society. “Truly, the decision makers are at the back of the tent. You have to find them.”Restart a key institution, probably the police, as soon as possible. But don’t offer well-intentioned help, such as extensive medical care, that you can’t sustain. Don’t set high expectations. “Don’t make enemies, but if you do, don’t treat them gently.

Chang came in five minutes later, in the same jeans but a fresh T-shirt, her hair still inky with water from the shower. Her own jacket was pulled down on one side, by her own Smith. Like any ex-cop she looked around, the full 360, seven or eight separate snapshots, and then she moved through the room with plenty of energy, powered by what looked like enthusiasm, or maybe some kind of shared euphoria at their mutual survival through the night. She slid in alongside him. He said, “Did you sleep?” She said, “I must have. I didn’t think I was going to.” “You didn’t go meet the train.” “He’s a prisoner, according to you. And that’s the best-case scenario.” “I’m only guessing.” “It’s a reasonable assumption.” “Did you see the woman in 203?” “I thought she was hard to explain. Dressed in black, she could have been an investor or a fund manager or something else deserving of the junior executive routine. Her face and hair were right. And she has a key to the company gym. That’s for sure. But dressed in white? She looked like she was going to a garden party in Monte Carlo. At seven o’clock in the morning. Who does that?” “Is it a fashion thing? Someone’s idea of summer clothes?” “I sincerely hope not.

And Schtitt, whose knowledge of formal math is probably about equivalent to that of a Taiwanese kindergartner, nevertheless seemed to know what Hopman and van der Meer and Bollettieri seemed not to know: that locating beauty and art and magic and improvement and keys to excellence and victory in the prolix flux of match play is not a fractal matter of reducing chaos to pattern. Seemed intuitively to sense that it was a matter not of reduction at all, but — perversely — of expansion, the aleatory flutter of uncontrolled, metastatic growth — each well-shot ball admitting of n possible responses, 2n possible responses to those responses, and on into what Incandenza would articulate to anyone who shared both his backgrounds as a Cantorian 35 continuum of infinities of possible move and response, Cantorian and beautiful because infoliating, contained, this diagnate infinity of infinities of choice and execution, mathematically uncontrolled but humanly contained, bounded by the talent and imagination of self and opponent, bent in on itself by the containing boundaries of skill and imagination that brought one player finally down, that kept both from winning, that made it, finally, a game, these boundaries of self.

TRUMP EVENTUALLY REALIZED THAT he needed executives with a strong background in running casinos. He scouted the competition and picked Stephen Hyde, a devout Mormon with a large family. The Church of Latter-day Saints opposed gambling, but the casino industry employed many Mormons in key positions, in part because executives believed the faithful wouldn’t be tempted to bet. Hyde was soft-spoken, unflappable, and widely considered one of the nation’s savviest gaming executives, having most recently worked for Trump’s competitor Steve Wynn. Trump, who once wrote, “I can be a screamer,” would occasionally humiliate Hyde by cursing him out in front of other executives. Yet Trump recognized Hyde’s capabilities and entrusted him with a business potentially worth billions of dollars. Hyde was, Trump wrote, “a very sharp guy and highly competitive, but most of all, he had a sense of how to manage to the bottom line.” Trump throughout his career would rely on small circles of advisers, and Hyde became one of Trump’s most trusted associates at the time. That meant some other senior executives felt shut out, unable to convey their concerns to Trump without going through the tight inner circle. Hyde was at the top of that chain of command. Hyde

POEM – MY AMAZING TRAVELS [My composition in my book Travel Memoirs with Pictures] My very first trip I still cannot believe Was planned and executed with such great ease. My father, an Inspector of Schools, was such a strict man, He gave in to my wishes when I told him of the plan. I got my first long vacation while working as a banker One of my co-workers wanted a travelling partner. She visited my father and discussed the matter Arrangements were made without any flutter. We travelled to New York, Toronto, London, and Germany, In each of those places, there was somebody, To guide and protect us and to take us wonderful places, It was a dream come true at our young ages. We even visited Holland, which was across the Border. To drive across from Germany was quite in order. Memories of great times continue to linger, I thank God for an understanding father. That trip in 1968 was the beginning of much more, I visited many countries afterward I am still in awe. Barbados, Tobago, St. Maarten, and Buffalo, Cirencester in the United Kingdom, Miami, and Orlando. I was accompanied by my husband on many trips. Sisters, nieces, children, grandchildren, and friends, travelled with me a bit. Puerto Rico, Los Angeles, New York, and Hialeah, Curacao, Caracas, Margarita, Virginia, and Anguilla. We sailed aboard the Creole Queen On the Mississippi in New Orleans We traversed the Rockies in Colorado And walked the streets in Cozumel, Mexico. We were thrilled to visit the Vatican in Rome, The Trevi Fountain and the Colosseum. To explore the countryside in Florence, And to sail on a Gondola in Venice. My fridge is decorated with magnets Souvenirs of all my visits London, Madrid, Bahamas, Coco Cay, Barcelona. And the Leaning Tower of Pisa How can I forget the Spanish Steps in Rome? Stratford upon Avon, where Shakespeare was born. CN Tower in Toronto so very high I thought the elevator would take me to the sky. Then there was El Poble and Toledo Noted for Spanish Gold We travelled on the Euro star. The scenery was beautiful to behold! I must not omit Cartagena in Columbia, Anaheim, Las Vegas, and Catalina, Key West, Tampa, Fort Lauderdale, and Pembroke Pines, Places I love to lime. Of course, I would like to make special mention, Of two exciting cruises with Royal Caribbean. Majesty of the Seas and Liberty of the Seas Two ships which grace the Seas. Last but not least and best of all We visited Paris in the fall. Cologne, Dusseldorf, and Berlin Amazing places, which made my head, spin. Copyright@BrendaMohammed

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

There’s a big difference, in other words, between having a mentor guide our practice and having a mentor guide our journey. OUR TYPICAL PARADIGM FOR mentorship is that of a young, enterprising worker sitting across from an elderly executive at an oak desk, engaging in Q& A about how to succeed at specific challenges. On the other hand, a smartcut-savvy mentee approaches things a bit differently. She develops personal relationships with her mentors, asks their advice on other aspects of life, not just the formal challenge at hand. And she cares about her mentors’ lives too. Business owner Charlie Kim, founder of Next Jump and one of my own mentors, calls this vulnerability. It’s the key, he says, to developing a deep and organic relationship that leads to journey-focused mentorship and not just a focus on practice. Both the teacher and the student must be able to open up about their fears, and that builds trust, which in turn accelerates learning. That trust opens us up to actually heeding the difficult advice we might otherwise ignore. “It drives you to do more,” Kim says. The best mentors help students to realize that the things that really matter are not the big and obvious. The more vulnerability is shown in the relationship, the more critical details become available for a student to pick up on, and assimilate. And, crucially, a mentor with whom we have that kind of relationship will be more likely to tell us “no” when we need it—and we’ll be more likely to listen.

The onset of catastrophe is not signaled by the sense of falling through the dark to an accidental death: everything, including a catastrophe, has a moment-by-moment structure - a structure that is beyond measurement or comprehension, one that is maddeningly complex or must be conceived in quite another manner, in which the degree of complexity can be articulated only in terms of images that seem impossible to conjure - visible only if time has slowed down to the point that we see the world as indifferent owing to the available circumstances and having doomed preconditions that arrive at a perfect universal conclusion, if only because they are composed of individual intentions - because the moment is the result of unconscious choices, because a key doesn't automatically fit into the ignition, because we do not start into third gear and move down to second but we start in second and move into third, rolling down the hill then turning onto a highway above the village, because the distance before us is like looking down a tunnel, because the greenery on the boughs still smells of morning dew, because of the death of a dog and someone's badly executed maneuver when turning left, that is to say because of one choice or another, of more choices and still more choices ad infinitum, those maddening had-we-but-known choices impossible to conceptualize because the situation we find ourselves in is complicated, determined by something that is in the nature of neither God nor the devil, something whose ways are impenetrable to us and are doomed to remain so because chance is simply a matter of choosing, but the result of that which might have happened anyway.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

Why, exactly, is Marduk handing Hammurabi a one and a zero in this picture?" Hiro asks. "They were emblems of royal power," the Librarian says. "Their origin is obscure." "Enki must have been responsible for that one," Hiro says. "Enki's most important role is as the creator and guardian of the me and the gis-hur, the 'key words' and 'patterns' that rule the universe." "Tell me more about the me." "To quote Kramer and Maier again, '[They believed in] the existence from time primordial of a fundamental, unalterable, comprehensive assortment of powers and duties, norms and standards, rules and regulations, known as me, relating to the cosmos and its components, to gods and humans, to cities and countries, and to the varied aspects of civilized life.'" "Kind of like the Torah." "Yes, but they have a kind of mystical or magical force. And they often deal with banal subjects -- not just religion." "Examples?" "In one myth, the goddess Inanna goes to Eridu and tricks Enki into giving her ninety-four me and brings them back to her home town of Uruk, where they are greeted with much commotion and rejoicing." "Inanna is the person that Juanita's obsessed with." "Yes, sir. She is hailed as a savior because 'she brought the perfect execution of the me.'" "Execution? Like executing a computer program?" "Yes. Apparently, they are like algorithms for carrying out certain activities essential to the society. Some of them have to do with the workings of priesthood and kingship. Some explain how to carry out religious ceremonies. Some relate to the arts of war and diplomacy. Many of them are about the arts and crafts: music, carpentry, smithing, tanning, building, farming, even such simple tasks as lighting fires." "The operating system of society." "I'm sorry?" "When you first turn on a computer, it is an inert collection of circuits that can't really do anything. To start up the machine, you have to infuse those circuits with a collection of rules that tell it how to function. How to be a computer. It sounds as though these me served as the operating system of the society, organizing an inert collection of people into a functioning system." "As you wish. In any case, Enki was the guardian of the me." "So he was a good guy, really." "He was the most beloved of the gods." "He sounds like kind of a hacker.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

Benjamin Franklin wrote little about race, but had a sense of racial loyalty. “[T]he Number of purely white People in the World is proportionably [sic] very small,” he observed. “ . . . I could wish their Numbers were increased.” James Madison, like Jefferson, believed the only solution to the problem of racial friction was to free the slaves and send them away. He proposed that the federal government sell off public lands in order to raise the money to buy the entire slave population and transport it overseas. He favored a Constitutional amendment to establish a colonization society to be run by the President. After two terms in office, Madison served as chief executive of the American Colonization Society, to which he devoted much time and energy. At the inaugural meeting of the society in 1816, Henry Clay described its purpose: to “rid our country of a useless and pernicious, if not dangerous portion of the population.” The following prominent Americans were not merely members but served as officers of the society: Andrew Jackson, Daniel Webster, Stephen Douglas, William Seward, Francis Scott Key, Winfield Scott, and two Chief Justices of the Supreme Court, John Marshall and Roger Taney. All opposed the presence of blacks in the United States and thought expatriation was the only long-term solution. James Monroe was such an ardent champion of colonization that the capital of Liberia is named Monrovia in gratitude for his efforts. As for Roger Taney, as chief justice he wrote in the Dred Scott decision of 1857 what may be the harshest federal government pronouncement on blacks ever written: Negroes were “beings of an inferior order, and altogether unfit to associate with the White race, either in social or political relations; and so far inferior that they have no rights which a White man is bound to respect.” Abraham Lincoln considered blacks to be—in his words—“a troublesome presence” in the United States. During the Lincoln-Douglas debates he expressed himself unambiguously: “I am not nor ever have been in favor of making voters or jurors of negroes, nor of qualifying them to hold office, nor to intermarry with white people; and I will say in addition to this that there is a physical difference between the white and black races which I believe will for ever forbid the two races living together on terms of social and political equality.” His opponent, Stephen Douglas, was even more outspoken, and made his position clear in the very first debate: “For one, I am opposed to negro citizenship in any form. I believe that this government was made on the white basis. I believe it was made by white men for the benefit of white men and their posterity forever, and I am in favor of confining the citizenship to white men—men of European birth and European descent, instead of conferring it upon negroes and Indians, and other inferior races.

Yoel Goldenberg makes exhibitions, photographs, models and media craftsmanship. His works are an examination of ideas, for example, validness and objectivity by utilizing an exhaustive methodology and semi exploratory exactness and by referencing documentaries, 'actuality fiction' and prominent experimental reciprocals. Yoel Goldenberg as of now lives and works in Brooklyn. By challenging the division between the domain of memory and the domain of experience, Goldenberg formalizes the circumstantial and underlines the procedure of synthesis that is behind the apparently arbitrary works. The manners of thinking, which are probably private, profoundly subjective and unfiltered in their references to dream universes, are much of the time uncovered as collections. His practice gives a valuable arrangement of metaphorical instruments for moving with a pseudo-moderate approach in the realm of execution: these fastidiously arranged works reverberate and resound with pictures winnowed from the fantastical domain of creative energy. By trying different things with aleatoric procedures, Yoel Goldenberg makes work in which an interest with the clarity of substance and an uncompromising demeanor towards calculated and insignificant workmanship can be found. The work is detached and deliberate and a cool and unbiased symbolism is utilized. His works are highlighting unplanned, unintentional and sudden associations which make it conceivable to overhaul craftsmanship history and, far and away superior, to supplement it. Consolidating random viewpoints lead to astounding analogies. With a theoretical methodology, he ponders the firmly related subjects of file and memory. This regularly brings about an examination of both the human requirement for "definitive" stories and the inquiry whether tales "fictionalize" history. His gathered, changed and own exhibitions are being faced as stylishly versatile, specifically interrelated material for memory and projection. The conceivable appears to be genuine and reality exists, yet it has numerous countenances, as Hanna Arendt refers to from Franz Kafka. By exploring dialect on a meta-level, he tries to approach a wide size of subjects in a multi-layered route, likes to include the viewer in a way that is here and there physical and has faith in the thought of capacity taking after structure in a work. Goldenberg’s works are straightforwardly a reaction to the encompassing environment and uses regular encounters from the craftsman as a beginning stage. Regularly these are confined occasions that would go unnoticed in their unique connection. By utilizing a regularly developing file of discovered archives to make self-ruling works of art, he retains the convention of recognition workmanship into every day hone. This individual subsequent and recovery of a past custom is vital as a demonstration of reflection. Yoel’s works concentrate on the powerlessness of correspondence which is utilized to picture reality, the endeavor of dialog, the disharmony in the middle of structure and content and the dysfunctions of dialect. To put it plainly, the absence of clear references is key components in the work. With an unobtrusive moderate methodology, he tries to handle dialect. Changed into craftsmanship, dialect turns into an adornment. Right then and there, loads of ambiguities and indistinctnesses, which are intrinsic to the sensation, rise up to the top

When Couchbase executes the reduce function more than once per key, it needs to run an additional cycle of reduction to aggregate the results of all the intermediate reductions.

As I’ve worked with executives and students to develop these skills, I always try to reinforce the message that being right isn’t the key to a successful negotiation—having the right mindset is.

Some of the key accomplishments of the executive system have been the time-bound realization of the metro railway system in Delhi; the successful, though partial, implementation of e-governance models in certain states, bringing about substantial transparency in the system; a working model of the railway reservation system; the virtual university initiatives of the three 150-year-old universities of the country, namely Madras, Calcutta and Mumbai; and the healthcare services provided through the Yeshaswini scheme. Innovative monitoring systems for electrical energy generation and distribution, leading to the reduction of losses and pilferage, have made a few state electricity boards profitable institutions.

As we thought about what would make us both better and different, two core ideas greatly influenced our thinking: First, technical founders are the best people to run technology companies. All of the long-lasting technology companies that we admired—Hewlett-Packard, Intel, Amazon, Apple, Google, Facebook—had been run by their founders. More specifically, the innovator was running the company. Second, it was incredibly difficult for technical founders to learn to become CEOs while building their companies. I was a testament to that. But, most venture capital firms were better designed to replace the founder than to help the founder grow and succeed. Marc and I thought that if we created a firm specifically designed to help technical founders run their own companies, we could develop a reputation and a brand that might vault us into the top tier of venture capital firms despite having no track record. We identified two key deficits that a founder CEO had when compared with a professional CEO: 1. The CEO skill set Managing executives, organizational design, running sales organizations and the like were all important skills that technical founders lacked. 2. The CEO network Professional CEOs knew lots of executives, potential customers and partners, people in the press, investors, and other important business connections. Technical founders, on the other hand, knew some good engineers and how to program.

Jeremy Feakins is an entrepreneur who provides the help you define and execute key growth strategies, deliver a great launch experience, bring new products and services to market, and advise you on finding investment capital. He is currently, CEO of the Ocean Thermal Energy Corporation.

This is what happened when I cofounded LinkedIn. The key business model innovations for LinkedIn, including the two-way nature of the relationships and filling professionals’ need for a business-oriented online identity, didn’t just happen organically. They were the result of much thought and reflection, and I drew on the experiences I had when founding SocialNet, one of the first online social networks, nearly a decade before the creation of LinkedIn. But life isn’t always so neat. Many companies, even famous and successful ones, have to develop their business model innovation after they have already commenced operations. PayPal didn’t have a business model when it began operations (I was a key member of the PayPal executive team). We were growing exponentially, at 5 percent per day, and we were losing money on every single transaction we processed. The funny thing is that some of our critics called us insane for paying customers bonuses to refer their friends. Those referral bonuses were actually brilliant, because their cost was so much lower than the standard cost of acquiring new financial services customers via advertising. (We’ll discuss the power and importance of this kind of viral marketing later on.) The insanity, in fact, was that we were allowing our users to accept credit card payments, sticking PayPal with the cost of paying 3 percent of each transaction to the credit card processors, while charging our users nothing. I remember once telling my old college friend and PayPal cofounder/ CEO Peter Thiel, “Peter, if you and I were standing on the roof of our office and throwing stacks of hundred-dollar bills off the edge as fast as our arms could go, we still wouldn’t be losing money as quickly as we are right now.” We ended up solving the problem by charging businesses to accept payments, much as the credit card processors did, but funding those payments using automated clearinghouse (ACH) bank transactions, which cost a fraction of the charges associated with the credit card networks. But if we had waited until we had solved this problem before blitzscaling, I suspect we wouldn’t have become the market leader.