Exhibition Team Quotes

Absurdly, I haven't yet got around to saying that football is a wonderful sport, but of course it is. Goals have a rarity value that points and runs and sets do not, and so there will always be that thrill, the thrill of seeing someone do something that can only be done three or four times in a whole game if you are lucky, not at all if you are not. And I love the pace of it, its lack of formula; and I love the way that small men can destroy big men … in a way that they can’t in other contact sports, and the way that t he best team does not necessarily win. And there’s the athleticism …, and the way that strength and intelligence have to combine. It allows players to look beautiful and balletic in a way that some sports do not: a perfectly-timed diving header, or a perfectly-struck volley, allow the body to achieve a poise and grace that some sportsmen can never exhibit.

A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal.

Piff and his team of researchers found that the rich are more likely than the poor to cut off other vehicles when driving through intersections. And they’re less likely to stop for pedestrians. They’re more likely to cheat in a game, and more likely to think of greed as good. But money is not to blame for this, Piff suggests. What’s to blame is the comfort that a higher class status affords—the independence, the insularity, the security, the illusion of not needing other people. “While having money doesn’t necessarily make anybody anything,” Piff told New York magazine, “the rich are way more likely to prioritize their own self-interests above the interests of other people. It makes them more likely to exhibit characteristics that we would stereotypically associate with, say, assholes.

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

In East Bangor, Pennsylvania (population 800), there’s a little diner named for the trolley that used to take people to the once-bustling steel town of Bethlehem. The proprietors have adorned the walls with photographs of other local things that are no more. There’s one of the East Bangor band, a group of about twenty men and boys, in uniform, in front of a bandstand draped with bunting. There’s also one of the Kaysers, a local baseball club, on the day of an exhibition ballgame against the Philadelphia Athletics. These were Connie Mack’s A’s, which team in those early 1930s featured Hall of Famers Jimmie Foxx, Mickey Cochrane, and Lefty Grove. How did a village of under a thousand people manage to have its own band? How did a cluster of slate-belt villages field a regular baseball club, apparently good enough to stay on the same field for nine innings with the Philadelphia Athletics? What

In a classic study of how names impact people’s experience on the job market, researchers show that, all other things being equal, job seekers with White-sounding first names received 50 percent more callbacks from employers than job seekers with Black-sounding names.5 They calculated that the racial gap was equivalent to eight years of relevant work experience, which White applicants did not actually have; and the gap persisted across occupations, industry, employer size – even when employers included the “equal opportunity” clause in their ads.6 With emerging technologies we might assume that racial bias will be more scientifically rooted out. Yet, rather than challenging or overcoming the cycles of inequity, technical fixes too often reinforce and even deepen the status quo. For example, a study by a team of computer scientists at Princeton examined whether a popular algorithm, trained on human writing online, would exhibit the same biased tendencies that psychologists have documented among humans. They found that the algorithm associated White-sounding names with “pleasant” words and Black-sounding names with “unpleasant” ones.7 Such findings demonstrate what I call “the New Jim Code”: the employment of new technologies that reflect and reproduce existing inequities but that are promoted and perceived as more objective or progressive than the discriminatory systems of a previous era.

How can we use our sports fanaticism as a countercultural witness? I suppose we have to look at sports culture and act counter to that. Sports culture says rival fans are enemies. It says that we hate each other, and if Satan and his minions were playing our rival in an exhibition, we’d show up at the game carrying a pitchfork. That’s why I think the most countercultural thing we can do is partner with our rivals to bring glory to God. Join forces and feed the hungry, heal the sick, and comfort those in despair. And when someone asks why these hated rivals have joined forces, we can say because we love God more than we love our team, and we hate sin more than we hate our rival.

You can reasonably assume that overconfidence affects project teams in general, but you cannot be sure that it is the only bias (or even the main one) affecting a particular project team. Maybe the team leader has had a bad experience with a similar project and so has learned to be especially conservative when making estimates. The team thus exhibits the opposite error from the one you thought you should correct. Or perhaps the team developed its forecast by analogy with another similar project and was anchored on the time it took to complete that project. Or maybe the project team, anticipating that you would add a buffer to its estimate, has preempted your adjustment by making its recommendation even more bullish than its true belief.

I've found that, in most cases, managers greatly underestimate the impact that a comment or quick gesture of approval has on employees. They'll spend weeks trying to tweak an annual bonus program or some other compensation system, believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say, “Hey, that's a fantastic example of hunger. We should all try to be more like that.” I'm not saying that compensation doesn't matter. But if we want to create a culture of humility, hunger, and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation.

After initial annoyance about the surprise drills, the Pentagon quickly saw value in the president’s interest. “It is the first time in years that they have a president who takes his role as Commander-in-Chief seriously,” a White House aide bragged. “They’re ecstatic.” Amid Vietnam, Watergate, and a relatively calm period of the Cold War in general, Johnson, Nixon, and Ford had shown little interest in the emergency procedures, which for the most part had continued to chug along far off the White House’s radar. Carter’s administration, on the other hand, ran the only full-scale activation of the Greenbrier congressional relocation facility—on cue, the Forsythe Associates team hauled hundreds of desks out of their warehouse on the resort grounds and—while the conference facilities were closed to the public—set up the exhibit hall as if Congress had successfully relocated there. Outside the small Forsythe Associates crew, none of the resort guests or staffers noticed. •

How do you build peaks? You create a positive moment with elements of elevation, insight, pride, and/ or connection. We’ll explore those final three elements later, but for now, let’s focus on elevation. To elevate a moment, do three things: First, boost sensory appeal. Second, raise the stakes. Third, break the script. (Breaking the script means to violate expectations about an experience—the next chapter is devoted to the concept.) Moments of elevation need not have all three elements but most have at least two. Boosting sensory appeal is about “turning up the volume” on reality. Things look better or taste better or sound better or feel better than they usually do. Weddings have flowers and food and music and dancing. (And they need not be superexpensive—see the footnote for more.IV) The Popsicle Hotline offers sweet treats delivered on silver trays by white-gloved waiters. The Trial of Human Nature is conducted in a real courtroom. It’s amazing how many times people actually wear different clothes to peak events: graduation robes and wedding dresses and home-team colors. At Hillsdale High, the lawyers wore suits and the witnesses came in costume. A peak means something special is happening; it should look different. To raise the stakes is to add an element of productive pressure: a competition, a game, a performance, a deadline, a public commitment. Consider the pregame jitters at a basketball game, or the sweaty-hands thrill of taking the stage at Signing Day, or the pressure of the oral defense at Hillsdale High’s Senior Exhibition. Remember how the teacher Susan Bedford said that, in designing the Trial, she and Greg Jouriles were deliberately trying to “up the ante” for their students. They made their students conduct the Trial in front of a jury that included the principal and varsity quarterback. That’s pressure. One simple diagnostic to gauge whether you’ve transcended the ordinary is if people feel the need to pull out their cameras. If they take pictures, it must be a special occasion. (Not counting the selfie addict, who thinks his face is a special occasion.) Our instinct to capture a moment says: I want to remember this. That’s a moment of elevation.

Dwarves are sequential hermaphroditic parthenogens," Ruby said, anticipating his question. "What?" "They can change back and forth from male to female and are capable of fertilizing themselves to make more dwarves. They exhibit what we regard as male characteristics, typically, but some favor a more feminine approach." Durham sat with his mouth hanging open. Ruby poked him in the tongue with her quill feather making him gag and sputter. "So, Ginny is, what, short for Regina? Virginia?" "I rather think it's long to 'Gin'," Ruby answered. "She's head of hazard team and Thud's second." "So, the changing sex thing. How does that work? Does it take a while or is it the sort of thing that might happen in the middle of a conversation?" "Hard to say," Ruby said. "Does she need to clear her throat or did she just become a male? Is he just pausing for thought or did he just impregnate himself mid-sentence?" She shrugged. "Dwarf physiology isn't really my field." "Is there an easy way to tell?" "Which sex a dwarf is at the moment? Not that I'm aware of but I haven't managed to think of a situation where it would matter, either, so I've not dwelt on it much.

a harbinger of a third wave of computing, one that blurred the line between augmented human intelligence and artificial intelligence. “The first generation of computers were machines that counted and tabulated,” Rometty says, harking back to IBM’s roots in Herman Hollerith’s punch-card tabulators used for the 1890 census. “The second generation involved programmable machines that used the von Neumann architecture. You had to tell them what to do.” Beginning with Ada Lovelace, people wrote algorithms that instructed these computers, step by step, how to perform tasks. “Because of the proliferation of data,” Rometty adds, “there is no choice but to have a third generation, which are systems that are not programmed, they learn.”27 But even as this occurs, the process could remain one of partnership and symbiosis with humans rather than one designed to relegate humans to the dustbin of history. Larry Norton, a breast cancer specialist at New York’s Memorial Sloan-Kettering Cancer Center, was part of the team that worked with Watson. “Computer science is going to evolve rapidly, and medicine will evolve with it,” he said. “This is coevolution. We’ll help each other.”28 This belief that machines and humans will get smarter together is a process that Doug Engelbart called “bootstrapping” and “coevolution.”29 It raises an interesting prospect: perhaps no matter how fast computers progress, artificial intelligence may never outstrip the intelligence of the human-machine partnership. Let us assume, for example, that a machine someday exhibits all of the mental capabilities of a human: giving the outward appearance of recognizing patterns, perceiving emotions, appreciating beauty, creating art, having desires, forming moral values, and pursuing goals. Such a machine might be able to pass a Turing Test. It might even pass what we could call the Ada Test, which is that it could appear to “originate” its own thoughts that go beyond what we humans program it to do. There would, however, be still another hurdle before we could say that artificial intelligence has triumphed over augmented intelligence. We can call it the Licklider Test. It would go beyond asking whether a machine could replicate all the components of human intelligence to ask whether the machine accomplishes these tasks better when whirring away completely on its own or when working in conjunction with humans. In other words, is it possible that humans and machines working in partnership will be indefinitely more powerful than an artificial intelligence machine working alone?

Meanwhile, he continued to speak out on behalf of black citizens. In March 1846, a terrifying massacre took place in Seward’s hometown. A twenty-three-year-old black man named William Freeman, recently released from prison after serving five years for a crime it was later determined he did not commit, entered the home of John Van Nest, a wealthy farmer and friend of Seward’s. Armed with two knives, he killed Van Nest, his pregnant wife, their small child, and Mrs. Van Nest’s mother. When he was caught within hours, Freeman immediately confessed. He exhibited no remorse and laughed uncontrollably as he spoke. The sheriff hauled him away, barely reaching the jail ahead of an enraged mob intent upon lynching him. “I trust in the mercy of God that I shall never again be a witness to such an outburst of the spirit of vengeance as I saw while they were carrying the murderer past our door,” Frances Seward told her husband, who was in Albany at the time. “Fortunately, the law triumphed.” Frances recognized at once an “incomprehensible” aspect to the entire affair, and she was correct. Investigation revealed a history of insanity in Freeman’s family. Moreover, Freeman had suffered a series of floggings in jail that had left him deaf and deranged. When the trial opened, no lawyer was willing to take Freeman’s case. The citizens of Auburn had threatened violence against any member of the bar who dared to defend the cold-blooded murderer. When the court asked, “Will anyone defend this man?” a “death-like stillness pervaded the crowded room,” until Seward rose, his voice strong with emotion, and said, “May it please the court, I shall remain counsel for the prisoner until his death!

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,

NBC News reporter David Gregory was on a tear. Lecturing the NRA president—and the rest of the world—on the need for gun restrictions, the D.C. media darling and host of NBC’s boring Sunday morning gabfest, Meet the Press, Gregory displayed a thirty-round magazine during an interview. This was a violation of District of Columbia law, which specifically makes it illegal to own, transfer, or sell “high-capacity ammunition.” Conservatives demanded the Mr. Gregory, a proponent of strict gun control laws, be arrested and charged for his clear violation of the laws he supports. Instead the District of Columbia’s attorney general, Irv Nathan, gave Gregory a pass: Having carefully reviewed all of the facts and circumstances of this matter, as it does in every case involving firearms-related offenses or any other potential violation of D.C. law within our criminal jurisdiction, OAG has determined to exercise its prosecutorial discretion to decline to bring criminal charges against Mr. Gregory, who has no criminal record, or any other NBC employee based on the events associated with the December 23, 2012 broadcast. What irked people even more was the attorney general admitted that NBC had willfully violated D.C. law. As he noted: No specific intent is required for this violation, and ignorance of the law or even confusion about it is no defense. We therefore did not rely in making our judgment on the feeble and unsatisfactory efforts that NBC made to determine whether or not it was lawful to possess, display and broadcast this large capacity magazine as a means of fostering the public policy debate. Although there appears to have been some misinformation provided initially, NBC was clearly and timely advised by an MPD employee that its plans to exhibit on the broadcast a high capacity-magazine would violate D.C. law. David Gregory gets a pass, but not Mark Witaschek. Witaschek was the subject of not one but two raids on his home by D.C. police. The second time that police raided Witaschek’s home, they did so with a SWAT team and even pulled his terrified teenage son out of the shower. They found inoperable muzzleloader bullets (replicas, not live ammunition, no primer) and an inoperable shotgun shell, a tchotchke from a hunting trip. Witaschek, in compliance with D.C. laws, kept his guns out of D.C. and at a family member’s home in Virginia. It wasn’t good enough for the courts, who tangled him up in a two-year court battle that he fought on principle but eventually lost. As punishment, the court forced him to register as a gun offender, even though he never had a firearm in the city. Witaschek is listed as a “gun offender”—not to be confused with “sex offender,” though that’s exactly the intent: to draw some sort of correlation, to make possession of a common firearm seem as perverse as sexual offenses. If only Mark Witaschek got the break that David Gregory received.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Beyond the US Army’s apps platform, it seems that every industry today relies upon some form of platform business model—many of them internet-based. Doctors quickly cross-check prescriptions to identify interactions between drugs, job-seekers exchange insights about various employers, and property values and other attributes of a given zip code are easily comparable. Successful platforms in a solution economy exhibit one or more of these three characteristics: (1) they invite participants to collaborate and exchange at little or no cost; (2) they encourage decentralized, user-generated content; and (3) they enable average citizens to contribute to problem solving.

The best leaders checked their egos, accepted blame, sought out constructive criticism, and took detailed notes for improvement. They exhibited Extreme Ownership, and as a result, their SEAL platoons and task units dominated. When a bad SEAL leader walked into a debrief and blamed everyone else, that attitude was picked up by subordinates and team members, who then followed suit. They all blamed everyone else,

In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.

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Actually it is annoying to see a grown up exhibiting pettiness in a way that shows they are proud of it. Worse if they are senior government officials.

Once the boundaries have been established, the next step is to make the operations and workflow visible with the assistance of a board or other aids. While identifying the individual steps of the process through which the workflow passes, Kanban groups should not let themselves be tempted to make the mistake of simply illustrating the official process as stipulated in project handbooks. Of course, there are organizations (such as military or infrastructure) that are required to adhere to strict processes. However, apart from these exceptions, official processes usually exhibit the weakness that they only exist on paper and barely correspond to actual reality. Such nonexistent processes are the wrong starting point for change. To orient ourselves around them would unnecessarily delay the change and/or improvement. In a technical kanban system, it is always the process currently being used in real life that should be visualized. The visualization is therefore also a task for the Kanban team—only the team knows how it actually functions. The identified steps in the process are listed in columns according to their operational sequence. Figure 3.1 shows a sample workflow of analysis, development, and testing represented using a visual board. As with most things in Kanban, there is no recommended layout for the board. We have seen boards visualizing the workflow in spiral form and boards using a motorway as a metaphor—anything that expresses the process as sensibly and clearly as possible is permissible. Many teams explicitly take note of the completion criteria (“definition of done”) for each step so that all team members share the same understanding of when the work has been finished.

organizing team structures to match the architecture they want the system to exhibit rather than expecting teams to follow a mandated architecture design.

Communication Experiments The intent behind communication experiments was to test the hypothesis that some agency that appeared to exhibit intelligence was responsible for the 20-year history of anomalies on Skinwalker Ranch. Secondly, during the term of the NIDS presence on Skinwalker Ranch (1996–2002), some early success had been achieved with the use of games and puzzles. The NIDS team had found on a couple of occasions that games patterns that had been left in a controlled environment with no humans present would be interfered with and new patterns created that involved moving game components in an apparently non-random manner. Such activity was observed in a small number of cases when interference by humans, animals, seismic effects, or weather had been ruled out. The majority of the communication strategies on Skinwalker Ranch used by BAASS were traditional and involved the initiation of a variety of games, puzzles, and other approaches in order to establish communication. A pre-locked game or puzzle would be set up in a location that would not be disturbed by human or animal. No access to the game was possible without keys that were housed in Las Vegas. The initial configuration of the game would be photographed, then re-photographed again 24 hours later. If any component of the game had moved during the previous 24 hours, the movement would be detectable by comparing the “before” and “after” photographs. The strategy and data from these communication games were described in the 360-page report entitled “Utah Ranch Investigation: August 2009–February 2010” delivered to DIA in April 2010.

People will adapt their personalities and exhibit all kinds of unnatural behaviour in order to belong in a business or other organizational system. We will do almost anything to belong.

Let’s talk about pussy. Let’s also talk about balls. No, things are not about to get pornographic, I’m sorry to say, but hopefully they will remain juicy. There is a deeply encoded tendency in our society to describe negative concepts with female terminology, and vice versa. For example, in the sports locker room we might say to a weak team member, “Don’t be a pussy.” Conversely, should a woman distinguish herself, utilizing her talents and gumption, we might say of her, “she’s got balls.” I’m sure you can think of more examples—“Don’t be a little bitch,” for instance. (The same goes for “faggot” and “gay,” obviously, but that’s another chapter.) Every time this sort of imagery is utilized, it subtly but firmly reinforces negative gender stereotypes. This usage must be extirpated from daily use if we are to progress in a substantial way. We have enough trouble with the patriarchal foundations of the language to begin with, without worrying about our naughty bits being misrepresented. For example, a few paragraphs back, I accused Ms. Anderson of exhibiting showmanship, which is anatomically incorrect. However, that’s how the dudes who created our words set it up. We don’t have the word showwomanship. This is clearly bullshit. One

You cannot influence if you a reserve player. Until you get to the pitch to exhibit the difference you will bring to the team, you cannot influence the team to success.

first modern World Series and nearly two decades before college football was born on the East Coast. The first regatta was held as part of the International Exhibition, or “world’s fair,” in London, which opened on May Day 1851 and celebrated the latest in industry, arts, and science—from the precursor to the telegraph to the sewing machine.

Beer says, ‘In organizations that exhibit these barriers, you see that the leadership team members are coming with their own agenda, and there is no effective senior team in place that is committed to the same strategy, priorities and values. The lower levels don’t know what the top is trying to do and upper levels don’t know what they want done. And there is silence; the lower level teams can’t speak honestly with the top about what the problems are that block their efficacy—clear and common priorities and strategy or their pattern of management.

The most impressive naval career of all the female sailors is that of William Brown, a black woman who spent at least twelve years on British warships, much of this time in the extremely demanding role of captain of the foretop. A good description of her appeared in London’s Annual Register in September 1815: “She is a smart, well-formed figure, about five feet four inches in height, possessed of considerable strength and great activity; her features are rather handsome for a black, and she appears to be about twenty-six years of age.” The article also noted that “in her manner she exhibits all the traits of a British tar and takes her grog with her late messmates with the greatest gaiety.” Brown was a married woman and had joined the navy around 1804 following a quarrel with her husband. For several years she served on the Queen Charlotte, a three-decker with 104 guns and one of the largest ships in the Royal Navy. Brown must have had nerve, strength, and unusual ability to have been made captain of the foretop on such a ship….The captain of the foretop had to lead a team of seamen up the shrouds of the foremast, and then up the shrouds of the fore-topmast and out along the yards a hundred feet or more above the deck…. At some point in 1815, it was discovered that Brown was a woman and her story was published in the papers, but this does not seem to have affected her naval career….What is certain is that Brown returned to the Queen Charlotte and rejoined the crew.

And how do we know that?” I riposted. “Because they’ve screwed up so many of them! Secrecy they have plenty of. What they are crucially short of are competence and reliability. If a Soviet Premier were to order a nuclear mine built, he’d be delivered something the size of a Sherman tank, that worked one time out of four… and sure as God made little green horseflies, somebody on the very first penetration team would defect. That’s the problem they’ll never crack: if a man is intelligent enough to be worth sending abroad, they don’t dare let him out of the country.” “They build very good missiles,” she argued. “That suggests they can produce good technology if they want to badly enough.” “Says who? How often do they ever fire one at a target anyone else can monitor? I told you: esoteric weapons are one of my hobbies.” “Well, very good spaceships—that’s the same thing.” “They build shitty spaceships. Ever seen the inside of one? They look like something out of Flash Gordon, or the cab of a steam locomotive. Big knife-switches and levers and dials that’d look natural in a Nikola Tesla exhibit. No computers worth mentioning. After the Apollo-Soyuz linkup, our guys came back raving at the courage of anyone who would ride a piece of junk like that into space.” “The Soviet space program is much more substantial than America’s! It has been since long before Apollo.” “With shitty spaceships. It’s just that they don’t stop building them, the way this stupid country has. Did you ever hear the story about the first Soviet space station crew?” “Died on reentry, didn’t they? Something about an air leak?” “Leonov, the first man ever to walk in space, has been in the identical model reentry vehicle many times. He’s been quoted assaying that the crew of that mission had to have heard the air whistling out, and that any of the three of them could easily have reached out and plugged the leak with a finger. They died of a combination of bad technology and lousy education. You wait and see: if the Soviets ever open the books and let us compare duds and destructs, you’ll find out they had a failure rate much higher than ours. You know those rockets they’ve got now, that everybody admires so much, the ‘big dumb boosters’? They could have beat us to the Moon with those. But of the first eight to leave the launch pad, the most successful survived for seventeen seconds. So they used a different booster for the Moon project, and it didn’t make the nut.

Note: I am sure that now they will approach Medium to stop me from writing. Let’s see what happens. “A genuine person or celebrity doesn’t need a certificate or blue tick. Such ways are blackmailing your passion, emotion, or willingness. Criminals and money-mongers misuse and try to earn in an ugly and easy way. This trend also discriminates against others who cannot afford such an awkward notion.” Istay determined every day. I cannot tolerate liars and those who misuse their authority and attempt to victimize the righteous for their will and purpose in an illegitimate way to please their godfathers of the mafia and international criminal intelligence agencies. I am pretty sure, after reviewing again the replies from the Twitter team that mirror and endorse the Twitter team, that someone works for intelligence agencies or criminal and mafia groups. Since the beginning months of this year, I have been continuously victimized without specifying why I was posting the wrong things. I am going to publish a few emails that will exhibit the picture of how I was being victimized, harassed, and even threatened about things that I was neither aware of nor that the team explained. I was already under the attacks of criminals and even the gang of filthy-minded gays who were suffering from mental issues and sexual frustration; knowing it, I am not gay. In the Twitter team, the presence of such ones is not excluded since I felt a similar style of victimization. How do they dare to adopt such mean tactics to gain their will and desire? This reply email shows that a screenshot article has been displayed since 2020. After four years, it became an issue for someone in the Twitter team who continued to lock my account and tag the restriction flag. Text of my emails; “I am still uncertain about what to post and what not to post. You didn’t specify why my account was locked, whether it was because of the content I removed or something else. Is it permissible for me to share media and social media links in which my quotes are mentioned? My writings do not contain any personal attacks; nonetheless, thank you.” “You locked my Twitter, @EhsanSehgal, again; you know why you are doing it. Now, I can say only goodbye to my locked account and enjoy your terror. It is not a protection of my account; it is victimization. No more requests to unlock my account. Someone of angelic character will do it without my request. Shame on you all, involved ones.” Team replied; Hello, “We had a look at your account, and it appears that everything is now resolved! If that’s not the case, please reply to this message, and we’ll continue to help. Thanks,” X Support This was a screenshot article from Wikipedia about me on my profile that was illegitimately removed by such people as the Twitter team forced me to remove. Despite that, they continued locking my account to identify and provide an ID or passport. I did that twice and identified several times, but the team seemed not satisfied since their goal was something else; they would not approach nor be able to do it. To stop such criminal torture, I deactivated my account and decided never to come back there again.

Drummer Hart has never slowed down—from ancillary projects like an art exhibit of slices of bark from redwood trees he found on his morning walks around his Sonoma ranch to a deep plunge into astrophysics with Nobel laureate George Smoot, manipulating sounds recorded from deep in space. Using UC Berkeley’s supercomputer, Smoot and his team showed Hart waveforms millions of years old and he turned them into sound files—sonifications—to use in recordings. Hart was literally playing with the Big Bang.

Conservatives, whose political motive is generally mere human altruism, and whose tightest point of natural agreement is an abstract, ill-defined ideal which has no clear recipe for implementation, is generally stated as vaguely as possible so as to attract the largest possible headcount, and exhibits patterns of error perfectly adapted to deflect the respect of the intelligent, cannot conceivably compete on any level playing field with the self-coordinating progressive movement, which has no ideals at all—being defined only by the willingness to swallow some drop, teaspoon, quart or vat of epistemic ordure, as a ticket to hop on the big bandwagon, inhale the party line and join the winning team.​

Exhibit a ferocious and intelligently applied work ethic directed at continual improvement. Demonstrate respect for each person in the organization. Be deeply committed to learning and teaching. Be fair. Demonstrate character. Honor the direct connection between details and improvement; relentlessly seek the latter. Show self-control, especially under pressure. Demonstrate and prize loyalty. Use positive language and have a positive attitude. Take pride in my effort as an entity separate from the result of that effort. Be willing to go the extra distance for the organization. Deal appropriately with victory and defeat, adulation and humiliation. Promote internal communication that is both open and substantive. Seek poise in myself and those I lead. Put the team’s welfare and priorities ahead of my own. Maintain an ongoing level of concentration and focus that is abnormally high. Make sacrifice and commitment the organization’s trademark.

The debate on who between Lionel Messi and Cristiano Ronaldo is the Greatest of All Time is done. I respect CR7 but Messi wins while exhibiting human factors of love & care (assists), humility and determination.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

Exhibit 2.1: Behaviors Driving Teaming Success Speaking Up: Teaming depends on honest, direct conversation between individuals, including asking questions, seeking feedback, and discussing errors. Collaboration: Teaming requires a collaborative mindset and behaviors—both within and outside a given unit of teaming—to drive the process. Experimentation: Teaming involves a tentative, iterative approach to action that recognizes the novelty and uncertainty inherent in every interaction between individuals. Reflection: Teaming relies on the use of explicit observations, questions, and discussions of processes and outcomes. This must happen on a consistent basis that reflects the rhythm of the work, whether that calls for daily, weekly, or other project-specific timing.

Research on those with the intention and sense of having the ability to start one’s own business (entrepreneurial intention) has tended to identify a “heroic,” extraverted, not-very-sensitive type. However, HSPs have also been found to have a strong entrepreneurial intention, being skilled at recognizing opportunities (depth of processing, aware of subtle stimuli, creativity, etc.) and motivated to be self-employed and manage their own energy and resources— something I discuss in the chapter on work. Finally, John Hughes, an interim CIO and an author on best practices for CEOs, has written on the reasons HSPs make exceptional leaders. First, they notice what others miss, having a greater sense of what is happening for their team. Second, they prefer to process more than simply to take action, often standing back to let others on their team receive credit. Third, and most important, they exhibit what is called “resonant leadership,” obtaining a “feel” for what is going on, often nonverbal, so that they lead with understanding and empathy. Such leaders tend to “say and do the right things at just the right time. This isn’t luck or magic, it’s their innate ability to feel deeply, process richly, and patiently consider the right words and actions for the moment.

If anyone was defending science, it seemed to be the German team. Nobody could dispute that the panel of the original Flower had been decayed by wormwood. As Hammerschmidt-Hummel pointed out, “It had already been described in these terms by British experts at the end of the 19th and the beginning of the 20th centuries, among them the director of the National Portrait Gallery.” Yet now the panel appeared improved, “showing no signs of wormwood damage… [and] the peripheral areas, which in the original painting are brittle and have been broken or chipped away in places, exhibit no such damage in the portrait inspected in the RSC depository.

Strategic thinking/visioning. Able to see and communicate the big picture in an inspiring way. Determines opportunities and threats through comprehensive analysis of current and future trends. • Creativity/innovation. Generates new and innovative approaches to problems. • Enthusiasm. Exhibits passion and excitement over work. Has a can-do attitude. • Work ethic. Possesses a strong willingness to work hard and sometimes long hours to get the job done. Has a track record of working hard. • High standards. Expects personal performance and team performance to be nothing short of the best. • Listening skills. Lets others speak and seeks to understand their viewpoints. • Openness to criticism and ideas. Often solicits feedback and reacts calmly to criticism or negative feedback. • Communication. Speaks and writes clearly and articulately without being overly verbose or talkative. Maintains this standard in all forms of written communication, including e-mail.

If your product trio is already negotiating outcomes with your product leader, congratulations! However, remember to keep these tips in mind as you set outcomes with your leader: Is your team being tasked with a product outcome and not a business outcome or a traction metric? If you are being tasked with a traction metric, is the metric well known? Have you already confirmed that your customers want to exhibit the behavior being tracked? If it’s the first time you are working on a new metric, are you starting with a learning goal (e.g., discover the relevant opportunities) before committing to a challenging performance goal?

The drawbacks of “hot-desking” or “hoteling,” as it’s called, point to another way in which space can be used to extend our minds (but too often is not). When we operate within a space over which we feel ownership—a space that feels like it’s ours—a host of psychological and even physiological changes ensues. These effects were first observed in studies of a phenomenon known as the “home advantage”: the consistent finding that athletes tend to win more and bigger victories when they are playing in their own fields, courts, and stadiums. On their home turf, teams play more aggressively, and their members (both male and female) exhibit higher levels of testosterone, a hormone associated with the expression of social dominance.

On 24 July, Captain La Corne Saint-Luc left with another body of nearly four hundred Indians and two hundred Canadians. His departure had been delayed for two days – because of a lacrosse tournament between the Abenakis and Iroquois. The game was played with a ball and sticks curved in the shape of a crosier; it was this fancied resemblance to a bishop’s staff that inspired the French name for the tribal sport. The stakes in this grudge-match were high: one thousand crowns worth of wampum in belts and strings. Amongst the Indians, lacrosse was a serious business; it could result in broken bones and even the occasional death; it was not for nothing that the Cherokees dubbed it the little brother of war. The mission communities clustered around Montréal were particular aficionados; a 1743 plan of the settlement at the Lake of the Two Mountains shows an extensive lacrosse field. The neighbouring Caughnawagas were no less dedicated to the game and long remained so; a team of Mohawks from the village toured Britain in 1876. Their dazzling exhibition matches sparked the interest that led to the sport’s adoption, in a slightly less violent form, by British schoolgirls. Even that glum widow Queen Victoria considered the game very pretty to watch. It is unlikely that she would have used the same words to describe the Abenaki-Iroquois clash of July 1758.

The report noted the “non-availability” in India and Latin America of validation methods, stability data, and bioequivalence reports. In short, Ranbaxy had almost no method for confirming the content of drugs in those markets. For example, the data collected by Thakur’s team showed that of the 163 drug products approved in Brazil since 2000, almost all had been filed with phony batch records and stability data that did not exist. The report noted that in a majority of regulatory filings, Ranbaxy had “intentionally misrepresented” small research and development batches (some two thousand doses) as exhibit batches one hundred times the size, and then deceptively performed crucial tests for bioequivalence and stability on the smaller, easier-to-control batches. The result was that its commercial-sized batches had not actually been tested before being sold, putting millions of patients at risk.

because of the density of linkages, complex systems fluctuate extremely and exhibit unpredictability

This is in contrast with companies making products exhibiting infinite variability—experiences that maintain user interest by sustaining variability with use. For example, games played to completion offer finite variability, while those played with other people have higher degrees of infinite variability because the players themselves alter the gameplay throughout. World of Warcraft, the world’s most popular massively multiplayer online role-playing game, still captures the attention of more than 10 million active users eight years after its release.31 FarmVille is played mostly in solitude, but World of Warcraft is frequently played with teams; it is the hard-to-predict behavior of other people that keeps the game interesting.

Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

Over the course of time, we settled on the following seven keys:    Demonstrate competence. You possess the necessary and critical skills required to lead in your organizational context.    Exhibit conviction. You display assurance that the chosen course of action will lead to positive results.    Set high standards. You aim high, both for yourself and your team.    Listen to your team. You listen to feedback and you incorporate that feedback appropriately.    Work hard. You put in the time and effort necessary to get the job done.    Do the difficult. You do the hard things, like holding people accountable, confronting bad behavior, and staying true to your values even when it hurts.    Be consistent. Your words, actions, decisions, and investments are in alignment.

People are strongly shaped and constrained by their own personal biases, experiences, and everyday environments. No matter how open-minded people may think they are, studies show that most people exhibit a strong “existence bias”—the natural tendency for humans to believe that something is morally good simply because it exists. They cannot help but assume that the way things are at the moment must be innately correct, which results in overvaluing existing precedents and status quos, and making judgments based on mere existence rather than reason or principle.

Leaders may not always be the ones who generate the specific strategies, tactics, or directions that lead their teams to success. But leaders who exhibit Extreme Ownership will empower key leaders within their teams to figure out a way to win. Some of the boldest, most successful plans in history have not come from the senior ranks but from frontline leaders. Senior leaders simply had the courage to accept and run with them.

…After seventeen minutes of panicky crowds destroying everything in their path, Eric could distinguish, despite all the chaos and hellish noise, the slight buzz of a second plane. He started counting to himself, watching the blazing inferno at the North Tower: One, two, three, four, five, six, seven… The second Boeing glided into the South Tower, WTC-2, and it seemed to Eric that this plane was flying slowly, that its impact was a soft one… Due to the pandemonium all around, the impact itself seemed not to be as loud as the first hit. Still, in a moment the second twin was also blazing. Both skyscrapers were on fire now. Novack looked up again at what had happened a minute before: the terror attack of the century. Then he started walking fast down Church Street, away from the huge buildings that were now on fire. He knew that in about an hour, the South Tower was to collapse completely, and half an hour after that, the same was to happen to the North Tower, which was also weakened by the impact. He knew there were tons of powerful Thermate in both buildings. Over the course of the previous two months, some fake repairmen had brought loads of it into the towers and put them in designated places around the trusswork. It was meant to make buildings collapse like card towers, which would only happen when the flames reached a certain point. The planes had started an unstoppable countdown as soon as they hit the buildings: these were the last minutes of their existence. Next in line was the third building: 7 WTC, which stood north of the Twin Towers. It counted forty-seven floors, and it too was stuffed with Thermate. Novack started getting concerned, however, that the third plane seemed to be late. Where’s the third plane? Why is it late? It’s already fifty minutes after the first impact, and they were supposed to hit the three targets with a time lag of about twenty minutes. Where are you, birdie number three? You are no less important than the first two, and you were also promised to my clients… People were still running in all directions, shouting and bumping into each other. Sirens wailed loudly, heartrendingly; ambulances were rushing around, giving way only to firefighters and emergency rescue teams. Suddenly hundreds of policemen appeared on the streets, but it seemed that they didn’t really know what they were supposed to do. They mostly ran around, yelling into their walkie-talkies. At Thomas Street, Eric walked into a parking lot: the gate arm was up and the security guy must have left, for the door of his booth stood wide open… …Two shots rang out simultaneously during the fifth and the longest second. They were executed synchronously, creating a single, stinging, deadly sound. The bullet from the sixth floor of the book depository went straight up into the sky, as planned. The second bullet shot out of a sniper rifle, held confidently in the arms of a woman behind the hedge, on the grassy knoll. It was her bullet that struck the head of the 35th US president, John Fitzgerald Kennedy. The woman walked quickly down the grassy knoll. Stepping only about five meters away, she put her rifle into a baby pram waiting there, with a real six-month-old baby boy whimpering inside it. She put on thick glasses and started walking away, exhibiting no haste. Only thirty seconds after the second shot, the woman was gone, nowhere to be seen… After the second or, rather, the third shot, the one from the knoll, President Kennedy’s head was tossed back. Jackie somehow managed to crawl onto the back hood of the car. A security agent from the escort car had already reached them. The motorcade picked up speed and disappeared under the overpass. Zapruder’s camera kept whirring for some seconds. He must have filmed the whole operation – that is, the assassination of an acting US president. But now he simply stood there without saying a word, completely dumbfounded...

At 3:45 p.m. the jurors finally began their deliberations. In the six week trial, 104 witnesses had taken the stand, 71 for Barnes, 33 for Roosevelt, and of them, 58 were former senators and assemblymen. The fully transcribed testimony, not including Judge Andrews’s charge, filled 3,738 pages. A member of Roosevelt’s defense team had even calculated that there had been a total of 934,500 words spoken in testimony—exclusive of the 252 exhibits, including letters, newspaper articles and other pieces of evidence admitted into the record. The fact that a former president would come before this jury of twelve common citizens, pictured here, created a sensation but surprised no one.

I’ve been reading the psychologist Paul Piff, who quotes Jesus in a paper titled “Higher Social Class Predicts Increased Unethical Behavior.” Piff and his team of researchers found that the rich are more likely than the poor to cut off other vehicles when driving through intersections. And they’re less likely to stop for pedestrians. They’re more likely to cheat in a game, and more likely to think of greed as good. But money is not to blame for this, Piff suggests. What’s to blame is the comfort that a higher class status affords—the independence, the insularity, the security, the illusion of not needing other people. “While having money doesn’t necessarily make anybody anything,” Piff told New York magazine, “the rich are way more likely to prioritize their own self-interests above the interests of other people. It makes them more likely to exhibit characteristics that we would stereotypically associate with, say, assholes.

Exhibiting vulnerabilities requires being confident in yourself and being able to laugh at your own mistakes. People who have to appear perfect often feel that way because they lack self-confidence. Yet, being willing to open up and be vulnerable can do more to make a team come together than standing aloof.

This is no joke! I can still remember the sinking sensation that occurred when a little careless error flipped my financial fate upside down. I was changing phones and accidentally deleted my Bitcoin wallet app. Immediately, I was locked out of my account, and adding insult to injury was the fact that I promptly realized that my backup files were corrupted and useless. I had labored for years to amass an $80,000 investment, money that represented not just cash but hope, security, and the promise of better things to come. The thought that I might lose it all was crippling. Website: https: // rapiddigitalrecovery. org In those agonizing moments, desperation set in as I searched frantically for any means to reclaim what I had labored for. My mind reeled with worry and uncertainty, each ticking second an eternity. That's when I discovered Rapid Digital Recovery. Their track record of excellence and integrity was outstanding, and with nothing to lose, I reached out to them. Whatsapp: +1 4.14 8.0 71.4 8.5 Right from the initial contact, not only did the Rapid Digital Recovery team exhibit technical expertise, but also a thorough understanding of my case. They paid close attention to the specifics of my case and clarified the recovery process in straightforward and detailed language. Their approach of explanation, along with regular progress updates, started to dissipate the extreme anxiety that I was experiencing. Every time it was updated was a glimmer of hope, gradually restoring my faith in the possibility of recovery. I sat in amazement over the course of the next several days as their technicians labored to retrieve my wallet. Their professionalism and knowledge of the technology were apparent in each communication. They appeared to have a script for every snag that could arise, and they proceeded with the recovery with a confidence that was reassuring and encouraging. Email: rapiddigitalrecovery (@) execs. com In a matter of seconds, my wallet was returned and I had access to my $80,000 investment. The sense of relief was indescribable—a mix of thanks, shock, and renewed optimism. Rapid Digital Recovery not only saved me from what would have been a complete financial disaster but also taught me that even at the darkest hour there are professionals who will rush to your rescue. I am unable to express how much I thank them for their unwavering support and technical expertise.

Additionally, around 40 percent of the study participants, on whom our team of researchers were able to complete those first-of-their-kind second-by-second brain monitoring tests, showed signs of brain waves consistent with consciousness and some lucid thought processes at some point. Though their brains had flatlined, they exhibited sudden spikes in brain activity even up to one hour into the resuscitation. These were the so-called delta, theta, alpha, and beta waves. This was significant because, as already mentioned, some of these brain patterns ordinarily occur in people who are having lucid conscious thought processes and performing higher mental functions, such as memory retrieval and information processing. Now their detection for the first time in people undergoing CPR supported and validated the testimonies of millions of survivors of encounters with death, who like Admiral Beaufort, had recalled experiencing a state of lucid hyperconsciousness.