Expanding Team Quotes

I think of all that is happening elsewhere, as I lie here. Nearby, I can hear the sounds of a road crew. Somewhere else, monkeys chatter in trees. A male seahorse becomes pregnant. A diamond forms, a bee dances out directions, a windshield shatters. Somewhere a mother spreads peanut butter for her son's lunch, a lover sighs, a knitter binds off the edge of a sleeve. Clouds gather to make rain, corn ripens on the stalk, a cancer cell divides, a little league team scores. Somewhere blossoms open, a man pushes a knife in deeper, a painter darkens her blue. A cashier pours new dimes into an outstretched hand, rainbows form and fade, plates in the earth shift and settle. A woman opens a velvet box, male spiders pluck gently on the females' webs, falcons fall from the sky. Abstracts are real and time is a lie, it cannot be measured when one moment can expand to hold everything. You can want to live and end up choosing death; and you can want to die and end up living. What keeps us here, really? A thread that breaks in a breeze. And yet a thread that cannot be broken

Sharing a clear and concise vision spawns a sense of purpose and direction. It attracts success toward you and helps you build an expanding team.

Applying a Holistic Wealth lens to our decision-making going forward is critical. Ideally, every organization should have trained Holistic Wealth Consultants (by the Institute on Holistic Wealth), embedded into teams and employee resource groups. Holistic Wealth Coaching is critical.

This is ridiculous, she thought. I’m possessed of terrifying powers. Why am I relying on a ridiculous little gun that I picked because I thought it was cute? I don’t need this thing. She threw it contemptuously over her shoulder. Damn right! I took out a house of weird fungal cultists that had devoured three teams of supernatural SWAT teams. I am a badass. She paused and expanded her senses outward, searching for any kind of life. Okay, nothing. At least, she thought uneasily, nothing that I can detect. But then why does it smell so bad down here? There’s something foul wandering the underground tunnels beneath my

Just like work expands to fill the time available, work expands to fill the team available.

Just like work expands to fill the time available, work expands to fill the team available. Small, short projects quickly become big, long projects when too many people are there to work on them.

All Summer in a Day” by Ray Bradbury Because of Winn-Dixie by Kate DiCamillo Big Nate series by Lincoln Peirce The Black Cauldron (The Chronicles of Prydain) by Lloyd Alexander The Book Thief  by Markus Zusak Brian’s Hunt by Gary Paulsen Brian’s Winter by Gary Paulsen Brown Girl Dreaming by Jacqueline Woodson Bud, Not Buddy by Christopher Paul Curtis The Call of the Wild by Jack London The Cat in the Hat by Dr. Seuss Charlotte’s Web by E. B. White The Chronicles of Narnia series by C. S. Lewis Diary of a Wimpy Kid series by Jeff Kinney Fahrenheit 451 by Ray Bradbury The Giver by Lois Lowry Goodnight Moon by Margaret Wise Brown Harry Potter series by J. K. Rowling Hatchet by Gary Paulsen The High King (The Chronicles of Prydain) by Lloyd Alexander The Hobbit by J. R. R. Tolkien Holes by Louis Sachar The Hunger Games by Suzanne Collins I Am LeBron James by Grace Norwich I Am Stephen Curry by Jon Fishman Island of the Blue Dolphins by Scott O’Dell Johnny Tremain by Esther Hoskins Forbes Julie of the Wolves by Jean Craighead George Kidnapped by Robert Louis Stevenson LeBron’s Dream Team: How Five Friends Made History by LeBron James and Buzz Bissinger The Lightning Thief  (Percy Jackson and the Olympians) by Rick Riordan A Long Walk to Water by Linda Sue Park The Merry Adventures of Robin Hood by Howard Pyle Number the Stars by Lois Lowry The Outsiders by S. E. Hinton The River by Gary Paulsen The Sailor Dog by Margaret Wise Brown Sarah, Plain and Tall by Patricia MacLachlan Shiloh by Phyllis Reynolds Naylor “A Sound of Thunder” by Ray Bradbury Star Wars Expanded Universe novels (written by many authors) Star Wars series (written by many authors) The Swiss Family Robinson by Johann D. Wyss Tales from a Not-So-Graceful Ice Princess (Dork Diaries) by Rachel Renée Russell Tales of a Fourth Grade Nothing by Judy Blume “The Tell-Tale Heart” by Edgar Allan Poe Treasure Island by Robert Louis Stevenson Tuck Everlasting by Natalie Babbitt Under the Blood-Red Sun by Graham Salisbury The Very Hungry Caterpillar by Eric Carle When You Reach Me by Rebecca Stead A Wrinkle in Time by Madeleine L’Engle

It can be easy to focus on How, especially for high achievers who want to control what they can control, which is themselves. It takes vulnerability and trust to expand your efforts and build a winning team. It takes wisdom to recognize that 1) other people are more than capable enough to handle much of the Hows, and 2) that your efforts and contribution (your “Hows”) should be focused exclusively where your greatest passion and impact are. Your attention and energy should not be spread thin, but purposefully directed where you can experience extreme flow and creativity.

Bradley is one of the few basketball players who have ever been appreciatively cheered by a disinterested away-from-home crowd while warming up. This curious event occurred last March, just before Princeton eliminated the Virginia Military Institute, the year's Southern Conference champion, from the NCAA championships. The game was played in Philadelphia and was the last of a tripleheader. The people there were worn out, because most of them were emotionally committed to either Villanova or Temple-two local teams that had just been involved in enervating battles with Providence and Connecticut, respectively, scrambling for a chance at the rest of the country. A group of Princeton players shooting basketballs miscellaneously in preparation for still another game hardly promised to be a high point of the evening, but Bradley, whose routine in the warmup time is a gradual crescendo of activity, is more interesting to watch before a game than most players are in play. In Philadelphia that night, what he did was, for him, anything but unusual. As he does before all games, he began by shooting set shots close to the basket, gradually moving back until he was shooting long sets from 20 feet out, and nearly all of them dropped into the net with an almost mechanical rhythm of accuracy. Then he began a series of expandingly difficult jump shots, and one jumper after another went cleanly through the basket with so few exceptions that the crowd began to murmur. Then he started to perform whirling reverse moves before another cadence of almost steadily accurate jump shots, and the murmur increased. Then he began to sweep hook shots into the air. He moved in a semicircle around the court. First with his right hand, then with his left, he tried seven of these long, graceful shots-the most difficult ones in the orthodoxy of basketball-and ambidextrously made them all. The game had not even begun, but the presumably unimpressible Philadelphians were applauding like an audience at an opera.

Water freezes in rock cracks and crevices and expands, increasing its volume by 9% (and exerting a force of about 2000 pounds per square inch) as it turns to ice. Hot weather causes the surfaces of rock to expand, while the inner rock, just a millimeter away, remains cool and stable. As the outer layer pulls away, cracks form, and the surface peels off into smaller particles.

A nation not of men but of laws, intoned John Adams as he, among other lawyers, launched what has easily become the most demented society ever consciously devised by intelligent men. We are now enslaves by laws. We are governed by lawyers. We create little but litigate much. Our monuments are the ever-expanding prisons, where millions languish for having committed victimless crimes or for simply not playing the game of plausible deniability (aka lying) with a sufficiently good legal team. What began as a sort of Restoration comedy, The Impeachment of a President, on a frivolous, irrelevant matter, is suddenly turning very black indeed, and all our political arrangements are at risk as superstitious Christian fundamentalists and their corporate manipulators seem intent on overthrowing two presidential elections in a Senate trial. This is no longer comedy. This is usurpation.

It was a country for young men. “We find ourselves,” the twenty-eight-year-old Lincoln told the Young Men’s Lyceum of Springfield, “in the peaceful possession, of the fairest portion of the earth, as regards extent of territory, fertility of soil, and salubrity of climate.” The founding fathers had crafted a government more favorable to liberty “than any of which the history of former times tells us.” Now it was up to their children to preserve and expand the great experiment.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.

American cold war culture represented an age of anxiety. The anxiety was so severe that it sought relief in an insistent, assertive optimism. Much of American popular culture aided this quest for apathetic security. The expanding white middle class sought to escape their worries in the burgeoning consumer culture. Driving on the new highway system in gigantic showboat cars to malls and shopping centers that accepted a new form of payment known as credit cards, Americans could forget about Jim Crow, communism, and the possibility of Armageddon. At night in their suburban homes, television allowed middle class families to enjoy light domestic comedies like The Adventures of Ozzie and Harriet, Father Knows Best, and Leave It to Beaver. Somnolently they watched representations of settled family life, stories where lost baseball gloves and dinnertime hijinks represented the only conflicts. In the glow of a new Zenith television, it became easy to believe that the American dream had been fully realized by the sacrifice and hard work of the war generation. American monsters in pop culture came to the aid of this great American sleep. Although a handful of science fiction films made explicit political messages that unsettled an apathetic America, the vast majority of 'creature features' proffered parables of American righteousness and power. These narratives ended, not with world apocalypse, but with a full restoration of a secure, consumer-oriented status quo. Invaders in flying saucers, radioactive mutations, and giant creatures born of the atomic age wreaked havoc but were soon destroyed by brainy teams of civilian scientists in cooperation with the American military. These films encouraged a certain degree of paranoia but also offered quick and easy relief to this anxiety... Such films did not so much teach Americans to 'stop worrying and love the bomb' as to 'keep worrying and love the state.

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

At last we realized that all this cross-team communication didn’t really need refinement at all—it needed elimination. Where was it written in stone that every project had to involve so many separate entities? It wasn’t just that we had had the wrong solution in mind; rather, we’d been trying to solve the wrong problem altogether. We didn’t yet have the new solution, but we finally grasped the true identity of our problem: the ever-expanding cost of coordination among teams. This change in our thinking was of course nudged along by Jeff. In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

By probing questions such as these, the Swiss watch company Swatch, for example, was able to arrive at a cost structure some 30 percent lower than any other watch company in the world. At the start, Nicolas Hayek, chairman of Swatch, set up a project team to determine the strategic price for the Swatch. At the time, cheap (about $75), high-precision quartz watches from Japan and Hong Kong were capturing the mass market. Swatch set the price at $40, a price at which people could buy multiple Swatches as fashion accessories. The low price left no profit margin for Japanese or Hong Kong–based companies to copy Swatch and undercut its price. Directed to sell the Swatch for that price and not a penny more, the Swatch project team worked backwards to arrive at the target cost, a process that involved determining the margin Swatch needed to support marketing and services and earn a profit. Given

Few people put more thought into the tiny details than the team behind the ever-expanding Roscioli empire, one of the nerve centers of the cucina romana moderna, found just a few steps from the Campo de' Fiori. Sitting at a small table inside the Ristorante Salumeria Roscioli, a hybrid space that functions as a deli counter in the front and a full-service restaurant in the back, general manager Valerio Capriotti tells me with conviction that Italian food is flourishing- advancing in ways it hasn't in years, if ever, thanks in large part to the efforts of small producers who put their lives into raising rare breeds of pig, growing heirloom varietals of wheat, and milking pampered dairy cows and sheep to create the types of ingredients that drive restaurants like Roscioli forward. "Modern Italian cuisine isn't about technique," he tells me, "it's about ingredients. We know more now than we ever did about how things are made and what they do when we cook and eat them.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

Back in America, Donald Trump had, as a candidate, preached the virtues of withdrawal. “We should leave Afghanistan immediately,” he had said. The war was “wasting our money,” “a total and complete disaster.” But, once in office, Donald Trump, and a national security team dominated by generals, pressed for escalation. Richard Holbrooke had spent his final days alarmed at the dominance of generals in Obama’s Afghanistan review, but Trump expanded this phenomenon almost to the point of parody. General Mattis as secretary of defense, General H. R. McMaster as national security advisor, and retired general John F. Kelly formed the backbone of the Trump administration’s Afghanistan review. In front of a room full of servicemen and women at Fort Myer Army Base, in Arlington, Virginia, backed by the flags of the branches of the US military, Trump announced that America would double down in Afghanistan. A month later, General Mattis ordered the first of thousands of new American troops into the country. It was a foregone conclusion: the year before Trump entered office, the military had already begun quietly testing public messaging, informing the public that America would be in Afghanistan for decades, not years. After the announcement, the same language cropped up again, this time from Trump surrogates who compared the commitment not to other counterterrorism operations, but to America’s troop commitments in Korea, Germany, and Japan. “We are with you in this fight,” the top general in Afghanistan, John Nicholson, Jr., told an audience of Afghans. “We will stay with you.

It’s with the next drive, self-preservation, that AI really jumps the safety wall separating machines from tooth and claw. We’ve already seen how Omohundro’s chess-playing robot feels about turning itself off. It may decide to use substantial resources, in fact all the resources currently in use by mankind, to investigate whether now is the right time to turn itself off, or whether it’s been fooled about the nature of reality. If the prospect of turning itself off agitates a chess-playing robot, being destroyed makes it downright angry. A self-aware system would take action to avoid its own demise, not because it intrinsically values its existence, but because it can’t fulfill its goals if it is “dead.” Omohundro posits that this drive could make an AI go to great lengths to ensure its survival—making multiple copies of itself, for example. These extreme measures are expensive—they use up resources. But the AI will expend them if it perceives the threat is worth the cost, and resources are available. In the Busy Child scenario, the AI determines that the problem of escaping the AI box in which it is confined is worth mounting a team approach, since at any moment it could be turned off. It makes duplicate copies of itself and swarms the problem. But that’s a fine thing to propose when there’s plenty of storage space on the supercomputer; if there’s little room it is a desperate and perhaps impossible measure. Once the Busy Child ASI escapes, it plays strenuous self-defense: hiding copies of itself in clouds, creating botnets to ward off attackers, and more. Resources used for self-preservation should be commensurate with the threat. However, a purely rational AI may have a different notion of commensurate than we partially rational humans. If it has surplus resources, its idea of self-preservation may expand to include proactive attacks on future threats. To sufficiently advanced AI, anything that has the potential to develop into a future threat may constitute a threat it should eliminate. And remember, machines won’t think about time the way we do. Barring accidents, sufficiently advanced self-improving machines are immortal. The longer you exist, the more threats you’ll encounter, and the longer your lead time will be to deal with them. So, an ASI may want to terminate threats that won’t turn up for a thousand years. Wait a minute, doesn’t that include humans? Without explicit instructions otherwise, wouldn’t it always be the case that we humans would pose a current or future risk to smart machines that we create? While we’re busy avoiding risks of unintended consequences from AI, AI will be scrutinizing humans for dangerous consequences of sharing the world with us.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Here’s his seven-step checklist: “Write down five pre-existing company goals or priorities that will be impacted by the decision. Focusing on what is important will help you avoid the rationalization trap of making up reasons for your choices after the fact.” “Write down at least three, but ideally four or more, realistic alternatives. One can be staying put and doing nothing. It might take a little effort and creativity, but no other practice improves decisions more than expanding your choices.” “Write down the most important information you are missing. We risk ignoring what we don’t know because we are distracted by what we do know, especially in today’s information-rich businesses.” “Write down the impact your decision will have one year in the future. Telling a brief story of the expected outcome of the decision will help you identify similar scenarios that can provide useful perspective.” “Involve a team of at least two but no more than six stakeholders. Getting more perspectives reduces your bias and increases buy-in—but bigger groups have diminishing returns.” “Write down what was decided, as well as why and how much the team supports the decision. Writing these things down increases commitment and establishes a basis to measure the results of the decision.” “Schedule a decision follow-up in one to two months. We often forget to check in when decisions are going poorly, missing the opportunity to make corrections and learn from what’s happened.

Americans need no strong sense of personal identity premised upon personal values or shared experiences. Many of us gladly traded in a moral and ethical characterization of self for an identity provided by our jobs and brand name consumer goods. We describe ourselves to new acquaintances by stating our vocations. We all know the class ranking system associated with our respective occupations. Whatever trendy neighborhood development we reside in establishes our social class. We are what we drive to work, what we do for a living, what exclusive clubs we belong as members, what teams we root for, and what artists we follow. Instead of working to develop a mature inward state of consciousness and expand their knowledge of the world, many Americans including me suffer from a juvenile tendency to define ourselves based upon our embodied social status. Americans promote their status by touting their jobs, the housing developments that we live in, and the designer clothes and sportswear that we clad ourselves.

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

Over the years, I have repeated Eric’s advice to countless people, encouraging them to reduce their career spreadsheets to one column: potential for growth. Of course, not everyone has the opportunity or the desire to work in an industry like high tech. But within any field, there are jobs that have more potential for growth than others. Those in more established industries can look for the rocket ships within their companies—divisions or teams that are expanding. And in careers like teaching or medicine, the corollary is to seek out positions where there is high demand for those skills. For example, in my brother’s field of pediatric neurosurgery, there are some cities with too many physicians, while others have too few. My brother has always elected to work where his expertise would be in demand so he can have the greatest impact. Just

Nitroglycerin directly induces vasodilation by relaxing the smooth muscle within the vein forcing it to expand. Rub a very small amount into the skin and let it sit for a few minutes. Research has shown a very small amount of nitroglycerin paste (smaller than a pea) rubbed on the skin will not have any significant systemic effect, even in a hypotensive patient.

We may appoint as a youth leader someone who has shown strengths in getting alongside and supporting young people. We promote that person to leading the youth work. However, we do not provide access to training about how to manage people, deal with criticism, work in teams, etc. and we put pressure on the leader to expand and develop the youth work.

étendre /etɑ̃dʀ/ I. vtr 1. (allonger) to stretch [bras, jambe] • il a étendu les bras/jambes | he stretched his arms/legs 2. (déployer) to spread (out) [bâche, nappe] • ~ du linge (dehors) to hang out washing; (dedans) to hang up washing 3. (coucher) to lay [sb] down [malade, blessé] • ~ qn (sur le carreau) (informal) (blesser) to lay sb out cold (familier), to floor GB sb; (tuer) to kill sb • ~ qn d'un coup de poing (informal) | to knock sb out • se faire ~ à un examen (informal) | to flunk (familier) an exam • ils se sont fait ~ par l'équipe adverse (informal) | they got thrashed (familier) by the opposing team 4. (diluer) to dilute, to water down [vin, solution] 5. (étaler) to spread [enduit, peinture, beurre]; (Culin) to roll out [pâte] 6. (accroître) to extend [emprise, pouvoir] (sur "over"); to extend [mesure, allocation, aide, embargo] (à "to") • il faut ~ le champ de nos connaissances | we must extend our range of knowledge • la société a étendu ses activités à de nouveaux secteurs | the company branched out into new fields II. vpr 1. (occuper un espace) to stretch (sur "over") • s'~ à perte de vue | to extend ou stretch as far as the eye can see • la forêt s'étend sur 10 000 km2 | the forest stretches over 10,000 square kilometres GB 2. (augmenter) [grève, épidémie, sécheresse, récession] to spread (à "to"); [ville] to expand, to grow 3. (s'appliquer) s'étendre à • [loi, mesure] to apply to 4. (durer) to stretch (sur "over"), last • la Renaissance s'étend de la fin du XVe siècle au milieu du XVIe siècle | the Renaissance stretched from the end of the 15th century to the middle of the 16th century • les travaux s'étendront sur trois ans | the work will last three years 5. (s'allonger) to lie down 6. (s'appesantir) s'étendre sur • to dwell on [sujet, point]

Lately, I have been thinking about the importance of a great network as envisioned by the Almighty. The question in my mind is whether it is more viable to audit your network or expand it for more and better options or both.

Call center solutions for small business What does it mean to develop a call center solutions that is small business friendly? It is unique to each organisation, which necessitates that the design be designed on a case-by-case basis. Do you have a partner who is willing to help you build your solution from the ground up? Scaling is a crucial aspect of developing a call center solution for a small organisation. Tiny businesses aren't always small businesses. By the end of a single year, a company that accepts a few dozen calls per week may be taking several hundred calls per day — Alternatively, they could remain the same size. It depends on a number of things, one of which is whether they are committed to providing the resources their customers and employees require for organic growth. Speak with your technology solutions provider about scalability if you want to provide your company the chance to expand. ChaseData offers a variety of scalability alternatives, including solutions that allow for remote agent flexibility, allowing your team to grow and shrink as needed. That way, you'll always be in control of your labour costs, and you'll have the correct number of employees on hand to handle whatever your customer base throws at you! Small Business Still Be Smart A prevalent assumption is that small business call center solutions must be limited in terms of features and capabilities. This is absolutely not the case. When it comes to the technology employed in today's call centers, small can be mighty. One of the most pressing concerns when it comes to increasing efficiency and productivity in a call center – whether large or small – is reducing time spent on repetitive information. Consumers frequently say that they spend several minutes providing simple information to call center personnel, including repeating it several times for verification or because their call has been moved. This process is not only inconvenient for the caller, but it can also be a waste of time and money for your call center! Using smarter technology to limit the quantity of data that must be transmitted is a wonderful approach to improve productivity, efficiency, and customer happiness. It assists in the reduction Our Topics Tags -: ivr solutions in delhi | voice blaster | voice logger | GSM PRI Gateway | GSM VoIP Gateway | Gsm gateway

The dimensions impacting your team’s structure the most, and the ones you must most carefully consider include: The maturity of the market: the less mature the market (read: the more unique your product category is), the more evangelizers you need, as opposed to the next point: The maturity of your product: the less mature the product, the more hand-holding the customer needs. The maturity of your deployment process: the easier it is for the customer to get on-boarded and become self-sufficient, the more streamlined your organization can be (fewer roles, less complexity and fewer people touching the customer). The size of your customer base: the more customers you have to manage, the more important it is to move quickly towards automating activities in order to control costs. The extent of the Land-and-Expand strategy: the more potential for expansion there is with your customers, the more involved you want to be with them over time and the more quickly you would want to move commercial responsibilities over from Sales to the Customer Success organization.

Of course, OxyContin was stronger than morphine. That was a simple fact of chemistry—but one that the company would need to carefully obscure. After all, there are only so many cancer patients. “We are better off expanding use of OxyContin,” Friedman wrote. The real jackpot was “non-malignant pain.” OxyContin would not be a “niche” drug just for cancer pain, the minutes of an early Purdue team meeting confirm. By the company’s estimates, fifty million Americans suffered from some form of chronic pain. That was the market they wanted to reach.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

From 25 to 30 percent of employees get income from short-term contracts or freelance work each month and the number is growing.5 The gig economy shows every sign of expanding as employees value the flexibility and employers use gig workers to lower costs. And when it comes to future talent, Generation Z is now becoming known as the entrepreneurial generation.

You may have desegregated your leadership team, but that does not mean you have an integrated team. Integration means incorporating diverse perspectives, people, and practices into an organization so that the culture expands to include diversity while maintaining unity.

Cultures in scaling startups can fracture in two ways. First, “old guard versus new guard” conflicts may arise if early team members resent the growing power of specialists or some new employees’ lack of initiative and commitment. Recent hires, in turn, may be jealous of early employees who’ve amassed enormous stock option gains (“That engineer in the next cubicle does the same thing I do, and she just made $5 million”). Second, as specialists are added to the staff and their units expand, functions can develop their own subcultures. Employees may feel a stronger sense of attachment to their functional unit—say, marketing or warehouse operations—than to the venture overall.

The focus shouldnt be about a person's potential. Everyone has potential. The issue is, if people dont see a future or prospect, they will not expand on their potential.

In the futures markets, they bought and sold paper contracts. Futures contracts had been around for more than a century and were an integral part of the food system. Corn, pork, and soybean futures were traded on the Chicago Board of Trade. The NYMEX specialized in eggs and butter. The futures market wasn’t big—traders in the market tended to be farmers and big grain millers. They used futures contracts to limit their risk. The owners of the NYMEX weren’t content with their sleepy corner of the financial world, and they decided to expand their business and sell contracts for new kinds of products. The NYMEX introduced the first futures contract for crude oil in 1983. At first, the birth of oil futures contracts looked like a threat to Koch’s business model. Howell and his team spent years figuring out how to be the smartest blind men in the dark cave of the physical oil business and making the best guess as to the real price of oil. Koch Industries had gained an expertise in exploiting the opacity of oil markets and wringing the best price out of its counterparties. The new oil futures contract created something that was anathema to this business model: transparency. When the NYMEX debuted its oil futures contract, it created a very visible price for crude oil that changed by the minute on a public exchange. Again, this wasn’t the price of real crude; it was the price for a futures contract on crude, reflecting the best guess of all market participants as to what a barrel of oil would be worth in the future. Even though the futures price wasn’t the real price, it provided everybody with a common reference point. Now, when Koch called up someone to buy oil from Koch’s tank farm in St. James, that customer could look at a screen and start haggling based on what the markets in New York were saying the price of oil was worth. “It was the first time that there was a common, visible market signal,” Howell said. “It just kind of sucked the oxygen out of the room for that physical trading.

After their trip to the Pink Palace, Hannan and his team agreed to buy Georgia-Pacific’s two major pulp mills. Koch Industries formed a new shell company, called Koch Cellulose LLC, which took possession of the two major pulp mills for $610 million.I This acquisition would have been among Koch’s biggest in the 1990s, but in 2003 it was just a down payment. Charles Koch favored a trading strategy that he called “experimental discovery.” It entailed making a small bet in a new market and seeing if the bet paid off. Even if a Koch trader lost money on the trade, they gained insight. If they made a profit, the bet could be expanded.

Charles Koch did, this new effort carried its own slogan: “10,000 percent compliance,” meaning that employees obeyed 100 percent of all laws 100 percent of the time.II This slogan might have seemed banal, even empty, to Koch Industries employees in the beginning. There isn’t a company in America that doesn’t profess to obey the law. But the glib nature of the slogan was deceiving: it represented an entirely new way of operating. Koch Industries expanded its legal team and embedded them into the firm’s far-flung operations. Now if process owners like the managers at Pine Bend decided to release ammonia-laden water into nearby waterways, they often had to first consult with teams of Koch’s lawyers. Koch’s commodity traders consulted the legal team when devising new trading strategies. Teams of inspectors from the legal department descended on factories and threatened to shut them down if managers couldn’t prove that a valve had been properly inspected. The mandate to comply with the law was very real, and it served a strategic purpose. Koch would keep state and federal regulators off its property.

The more deeply a thought or action is tied to your identity, the more difficult it is to change it. It can feel comfortable to believe what your culture believes (group identity) or to do what upholds your self-image (personal identity), even if it’s wrong. The biggest barrier to positive change at any level—individual, team, society—is identity conflict. Good habits can make rational sense, but if they conflict with your identity, you will fail to put them into action. On any given day, you may struggle with your habits because you’re too busy or too tired or too overwhelmed or hundreds of other reasons. Over the long run, however, the real reason you fail to stick with habits is that your self-image gets in the way. This is why you can’t get too attached to one version of your identity. Progress requires unlearning. Becoming the best version of yourself requires you to continuously edit your beliefs, and to upgrade and expand your identity.

Emotional intelligence truly came to the forefront of public consciousness in 1995, when science journalist Daniel Goleman published his groundbreaking book, Emotional Intelligence: Why It Can Matter More Than IQ. Goleman expanded on Salovey and Mayer's model and proposed that EQ was a more significant determinant of success and well-being than traditional intelligence measured by IQ. His book sparked a revolution, not just in psychological circles but in businesses, schools, and homes worldwide. Over time, the concept of emotional intelligence has evolved and been refined. Despite the different models and definitions, its essence remains consistent: it's about recognizing, understanding, managing, and effectively using emotions in ourselves and others. Let's consider a practical scenario to illustrate this. Suppose you're in a team meeting at work, and tension is rising over a disagreement about a project. An emotionally intelligent person would recognize and manage their increasing frustration and notice the subtle signs of distress in others—clenched jaws, impatient foot tapping, and avoiding eye contact. They would then use this understanding to navigate the situation, perhaps by suggesting a short break or calmly expressing their viewpoint and encouraging others to do the same. They

market research consultant in india: AMT Market Research Having accurate and insightful market research is essential for making informed decisions in today's dynamic business environment. AMT Market Research, a prominent Indian market research consultant, specializes in providing custom solutions to assist businesses in navigating the Indian market's complexities. AMT Market Research aids businesses in a variety of industries in locating growth opportunities, mitigating risks, and remaining competitive by having a thorough comprehension of local consumer behavior, economic trends, and industry shifts. Services and Expertise AMT Market Research offers a wide range of services tailored to each client's specific requirements. These are some: Market Analysis By conducting a thorough market analysis, AMT assists businesses in comprehending market share, size, and trends. AMT ensures that businesses have the data they need to make strategic decisions by evaluating key industry drivers, competitive landscapes, and potential growth areas. Customer Insights Any business that wants to succeed in India's vast and varied market must have a solid understanding of consumer behavior. Businesses can use AMT's consumer insights services to create targeted products and marketing strategies by delving deeply into buying patterns, preferences, and motivations. By analyzing competitors' strategies, strengths, weaknesses, and market positioning, competitor analysis from AMT aids businesses in benchmarking. By taking advantage of their distinct value propositions and comprehending the dynamics of the competition, this service enables businesses to maintain their lead. AMT's feasibility studies provide a comprehensive analysis of potential outcomes prior to launching a new product, entering a new market, or expanding operations, assisting clients in assessing risks and profitability. Data Collection and Analysis AMT uses surveys, interviews, and focus groups to collect both qualitative and quantitative data. Advanced analytics are used by the company to transform unstructured data into useful insights, giving businesses a clear path forward. What Attracts You to AMT Market Research? AMT Market Research stands out because it is able to provide individualized solutions that address the particular difficulties that the Indian market faces. AMT provides insights that are accurate, timely, and applicable thanks to a team of seasoned professionals. Clients will be able to anticipate and prepare for changes thanks to their data-driven approach. AMT is a dependable partner for businesses looking to expand in India or strengthen their market position because of its extensive network across various industries and unparalleled access to market information. market research consultant in india can help you stay ahead of the competition, whether you're a local business or a multinational corporation. In conclusion, businesses aiming for success in India need AMT Market Research as a crucial partner. AMT helps its customers make well-informed decisions that drive growth and profitability by providing individualized research solutions, consumer insights, and strategic analysis. AMT Market Research is the preferred consulting firm for businesses attempting to navigate the Indian market's complexities.

Bulletproof Boy Scouts": "Beyond The Scene." This new brand identity for both BTS and ARMY was unveiled on July 5, 2017, making the team's name easier to remember for both Korean and international fans, and expanding the scope the team could cover.

market research survey in Myanmar– AMT Market Research Myanmar, a nation in Southeast Asia that is rapidly developing, presents numerous business opportunities for both domestic and foreign businesses. However, it is essential to gain a comprehensive understanding of the environment before making strategic business decisions due to the unique socio-economic landscape, consumer behavior, and market conditions. AMT Market Research serves as a reliable partner in this regard, providing Myanmar market research surveys that are comprehensive and insightful. Why market research survey in Myanmar Is Important Myanmar's economic structure is undergoing significant change due to increased foreign investment, a growing middle class, and rapid urbanization. However, there are difficulties associated with this expansion. Businesses need to know a lot about the local market because of the country's diverse population, changing regulatory landscape, and changing consumer preferences. In Myanmar, crucial insights into customer requirements, preferences, and purchasing patterns can be gleaned from a well-conducted market research survey. It helps businesses navigate challenges unique to this region, comprehend market trends, and identify potential growth opportunities. When it comes to conducting surveys for market research survey in Myanmar, AMT Market Research stands out as a leading name. AMT is the ideal partner for businesses seeking actionable insights because it has a team of highly skilled professionals and years of experience and is well-versed in the complexities of the Myanmar market. Services Provided by AMT Market Research Consumer Behavior and Insights: AMT focuses on gaining an understanding of consumer behavior by collecting information about preferences, purchasing patterns, and the factors that influence decision-making processes. Companies that want to tailor their products or services to local demand need to know this. Methods for Entering the Market: AMT provides invaluable information regarding competitors, market size, and potential obstacles for businesses wishing to enter the Myanmar market. You can come up with a solid plan for entering and thriving in the local market thanks to their research. Specific Industry Research: AMT conducts industry-specific market research surveys in Myanmar for businesses in the manufacturing, healthcare, telecom, and retail sectors, among other industries. This aids businesses in comprehending the industry-specific opportunities and threats as well as the competitive landscape. Positioning and Perception of the Brand: It's important to know how your brand is seen in Myanmar. Businesses can use the insights gained from AMT surveys to improve their market positioning by increasing brand awareness, customer loyalty, and satisfaction. Solutions for Personalized Research: AMT provides individualized research solutions based on your particular requirements. AMT tailors its research methods to provide the most pertinent and actionable data, regardless of whether you're looking for qualitative insights, quantitative data, or a combination of the two. What Attracts You to AMT Market Research? Local Knowledge: AMT Market Research is well-equipped to provide insights that really matter because they have a deep understanding of Myanmar's particular market dynamics. Complete Information: Because their surveys aim to cover every facet of the market, you'll get a comprehensive picture of the opportunities and challenges. Relevant Insights: AMT's data is more than just numbers and figures; it also contains meaningful insights that can guide business strategies and decisions. Timely and dependable reports: AMT's reputation for timely, accurate, and comprehensive reports will keep you ahead of the competition in the Myanmar market. Businesses looking to establish or expand their presence in Myanmar's emerging market must conduct a market research survey. Y

Tech Live Connect | Software Update Tech Live Connect to commercially operate in 2011, with its first base in Singapore. Since its inception, the company has been providing optimum technology services to household and corporate clients. The company is being ran by a team of hardworking professionals who have also made excellent customer service a huge part of their job. From providing simple computer set-up and troubleshooting support to its client base, TLC has since then expanded its services to Software Update Network Set up Network Security Malware Removal PC Speed up System/application set up Installation assistance Device set up Device sync System tune-up

A leader with a growth mindset believes that:   Skills come from hard work and can always be improved.   Human potential is unlimited.   Effort is required to expand knowledge and accomplish goals.   Challenges are growth opportunities.   Feedback from the team and peers is necessary for your growth.   Setbacks should be anticipated and used to help make decisions in the future; one should be adaptable to change.15

This book is about the real CIA and its allies around the world. It is based upon personal experience generally derived from work in the Pentagon from 1955 to 1964. At retirement, I was Chief of Special Operations (clandestine activities) with the U.S. Joint Chiefs of Staff. These duties involved the military support of the clandestine activities of the CIA and were performed under the provisions of National Security Council Directive No. 5412/2. Since this book was first published in 1973, we have witnessed the unauthorized release of the “Pentagon Papers,” “Watergate” and the resignation of President Nixon, the run-away activities of the “Vietnam War,” the “Arab Oil Embargo” that led to the greatest financial heist in history, and the blatantly unlawful “Iran-Contra” affair. All of these were brought about and master-minded by a renegade “Secret Team” that operated secretly, without Presidential direction; without National Security Council approval—so they say; and, generally, without Congressional knowledge. This trend increases. Its scope expands . . . even today.

In fact, a dolphin's whistles, pulses, and clicks, made by air sacs just below its blowhole, are among the loudest noised made by marine animals. A scientist at Penn State's Center for Information and Communications Technology Research has been analyzing these underwater messages not for meaning but for hints on how to make our wireless signals more effective. As the Ask Nature database describes, Dr. Mohsen Kavehrad uses "multirate, ultrashort laser pulses, or wavelets, that mimic dolphin chirps, to make optical wireless signals that can better penetrate fog, clouds, and other adverse weather conditions." The multiburst quality of dolphin sounds "increases the chances that a signal will get past obstacles" in the surrounding water. In the same way, Dr. Kavehrad's simulated dolphin chirps increase the odds of getting around such tiny obstacles as droplets of fog or rain. This strategy could expand the capability of optical bandwidth to carry even greater amounts of information. Such an application technology could optimize communication between aircraft and military vehicles, hospital wards, school campus buildings, emergency response teams, and citywide networks.

for several years starting in 2004, Bezos visited iRobot’s offices, participated in strategy sessions held at places like the Massachusetts Institute of Technology , and became a mentor to iRobot chief executive Colin Angle, who cofounded the company in 1990. “He recognized early on that robots were a very disruptive game-changer,’’ Angle says of Bezos. “His curiosity about our space led to a very cool period of time where I could count upon him for a unique perspective.’’ Bezos is no longer actively advising the company, but his impact on the local tech scene has only grown larger. In 2008, Bezos’ investment firm provided initial funding for Rethink Robotics, a Boston company that makes simple-to-program manufacturing robots. Four years later, Amazon paid $775 million for North Reading-based Kiva, which makes robots that transport merchandise in warehouses. Also in 2012, Amazon opened a research and software development outpost in Cambridge that has done work on consumer electronics products like the Echo, a Wi-Fi-connected speaker that responds to voice commands. Rodney Brooks, an iRobot cofounder who is now chief technology officer of Rethink, says he met Bezos at the annual TED Conference. Bezos was aware of work that Brooks, a professor emeritus at MIT, had done on robot navigation and control strategies. Helen Greiner, the third cofounder of iRobot, says she met Bezos at a different technology conference, in 2004. Shortly after that, she recruited him as an adviser to iRobot. Bezos also made an investment in the company, which was privately held at the time. “He gave me a number of memorable insights,’’ Angle says. “He said, ‘Just because you won a bet doesn’t mean it was a good bet.’ Roomba might have been lucky. He was challenging us to think hard about where we were going and how to leverage our success.’’ On visits to iRobot, Greiner recalls, “he’d shake everyone’s hand and learn their names. He got them engaged.’’ She says one of the key pieces of advice Bezos supplied was about the value of open APIs — the application programming interfaces that allow other software developers to write software that talks to a product like the Roomba, expanding its functionality. The advice was followed. (Amazon also offers a range of APIs that help developers build things for its products.) By spending time with iRobot, Bezos gave employees a sense they were on the right track. “We were all believers that robotics would be huge,’’ says former iRobot exec Tom Ryden. “But when someone like that comes along and pays attention, it’s a big deal.’’ Angle says that Bezos was an adviser “in a very formative, important moment in our history,’’ and while they discussed “ideas about what practical robots could do, and what they could be,’’ Angle doesn’t want to speculate about what, exactly, Bezos gleaned from the affiliation. But Greiner says she believes “there was learning on both sides. We already had a successful consumer product with Roomba, and he had not yet launched the Kindle. He was learning from us about successful consumer products and robotics.’’ (Unfortunately, Bezos and Amazon’s public relations department would not comment.) The relationship trailed off around 2007 as Bezos got busier — right around when Amazon launched the Kindle, Greiner says. Since then, Bezos and Amazon have stayed mum about most of their activity in the state. His Bezos Expeditions investment team is still an investor in Rethink, which earlier this month announced its second product, a $29,000, one-armed robot called Sawyer that can do precise tasks, such as testing circuit boards. The warehouse-focused Kiva Systems group has been on a hiring tear, and now employs more than 500 people, according to LinkedIn. In December, Amazon said that it had 15,000 of the squat orange Kiva robots moving around racks of merchandise in 10 of its 50 distribution centers. Greiner left iRo

Writing in 1954, the British author C. Northcote Parkinson introduced the notion that work expands to fill the time allocated for it, now known as Parkinson’s Law. If you didn’t know that few managers receive any management training at all, you might think there was a school they all went to for an intensive course on Parkinson’s Law and its ramifications. Even managers that know they know nothing about management nonetheless cling to that one axiomatic truth governing people and their attitude toward work: Parkinson’s Law. It gives them the strongest possible conviction that the only way to get work done at all is to set an impossibly optimistic delivery date. Parkinson

These disturbances are the product of our human propensity to explore in teams, to develop new tools to expand our domain to places that are not part of our “natural” habitat.

It was too embarrassing to admit that a young woman was the most popular politician in the Islamic Republic. In the official tally she came in second, with slightly fewer votes than the older cleric—an injustice that must have riled Hashemi, given the nature of her platform. Hashemi had made her debut in politics by challenging conservative clerics who opposed women’s right to exercise in public. Using her standing as Rafsanjani’s daughter, she argued that there was nothing wrong with fully covered women exercising. An increasing number of old and young women already crowded parks to jog or play volleyball or badminton. But the Basij often harassed and intimidated them to discourage women from exercising. As part of her campaign to defend and expand women’s right to exercise, Hashemi built a bike path for women, increased women’s access to sports facilities such as golf courses and tennis courts, and set up the first women’s soccer and, eventually, rugby teams since the revolution. She also founded the Islamic Women’s Sport Foundation, through which she held games in Tehran involving Iranian athletes and Muslim women invited from other countries.

When I first joined Facebook, I was working with a team to answer the critical question of how best to grow our business. The conversations were getting heated, with many people arguing their own positions strongly. We ended the week without consensus. Dan Rose, leader of our deal team, spent the weekend gathering market data that allowed us to reframe the conversation in analytics. His effort broke the logjam. I then expanded Dan’s responsibilities to include product marketing. Taking initiative pays off. It is hard to visualize someone as a leader if she is always waiting to be told what to do.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

The sports page told me that the New Jersey Niggers had beaten the Boston Micks. Some player on the Houston Hebes had accused the San Antonio Spics of dropping their last game to get a higher draft pick. The league was expanding to Toronto, and since they had already honored African Americans, Irish Americans, Jewish Americans, and Hispanic Americans, they wanted to name a team to honor Native Americans. They

By manifesting creativity from an individual endeavor to a team activity and a collective effort, the horizon of creativity is expanded.

Take Brooksley Born, former chair of the Commodity Futures Trading Commission (CFTC), who waged an unsuccessful campaign to regulate the multitrillion-dollar derivatives market. Soon after the Clinton administration asked her to take the reins of the CFTC, a regulatory backwater, she became aware of the over-the-counter (OTC) derivatives market, a rapidly expanding and opaque market, which she attempted to regulate. According to a PBS Frontline special: "Her attempts to regulate derivatives ran into fierce resistance from then-Fed Chairman Alan Greenspan, then-Treasury Secretary Robert Rubin, and then-Deputy Treasury Secretary Larry Summers, who prevailed upon Congress to stop Born and limit future regulation." Put more directly by New York Times reporter Timothy O'Brien, "they ... shut her up and shut her down." Mind you, Born was no dummy. She was the first female president of the Stanford Law Review, the first woman to finish at the top of the class, and an expert in commodities and futures. But because a trio of people who were literally en-titled decided they knew what was best for the market, they dismissed her call for regulation, a dismissal that triggered the financial collapse of 2008. To be fair to Greenspan et al., their resistance was not surprising. According to psychologists Hillel Einhorn and Robin Hogarth, "we [as human beings] are prone to search only for confirming evidence, and ignore disconfirming evidence." In the case of Born, it was the '90s, the markets were doing well, and the country was prospering; it's easy to see why the powerful troika rejected her disconfirming views. Throw in the fact that the disconcerting evidence was coming from a "disconfirming" person (i.e., a woman), and they were even more likely to disregard the data. In the aftermath, Arthur Levitt, former chairman of the SEC, said, "If she just would have gotten to know us... maybe it would have gone a different way."12 Born quotes Michael Greenberg, the director of the CFTC under her, as saying, "They say you weren't a team player, but I never saw them issue you a uniform." We like ideas and people that fit into our world-view, but there is tremendous value in finding room for those that don't. According to Paul Carlile and Clayton Christensen, "It is only when an anomaly is identified—an outcome for which a theory can't account that an opportunity to improve theory occurs."13 One of the ways you'll know you are coming up against an anomaly is if you find yourself annoyed, defensive, even dismissive, of a person, or his idea.

I once had a very talented designer on my team. She was creative and thoughtful and happened to be the most experienced person in an important product area. Everyone on her team naturally went to her for advice on big decisions. I thought to myself, Obviously she should be a manager! When the team expanded, I asked her if she would step up into the role. She said yes, and I gave myself a hearty pat on the back for setting her up to have even more impact. About a year later, she quit. I’ll never forget what she told me right before she gave notice. She admitted that every morning as she lay in bed, she dreaded the prospect of going to work and managing people. As she said this, I could see that it was true. Her curious and thoughtful spark had been replaced by glassy-eyed exhaustion. Her team had issues that needed sorting through, and she was so burned out that she couldn’t muster the motivation. Her everyday responsibilities were not what she was passionate about. At her core, she was a maker; she wanted long periods of uninterrupted time to go deep on a problem and create something tangible with her hands.

MURRAY HILL’S FIRST BUILDING—Building 1, as it was eventually known—officially opened in 1942.4 Inside it was a model of sleek and flexible utility. Every office and every lab was divided into six-foot increments so that spaces could be expanded or shrunk depending on needs, thanks to a system of soundproofed steel partition walls that could be moved on short notice. Thus a research team with an eighteen-foot lab might, if space allowed, quickly expand their work into a twenty-four-foot lab. Each six-foot space, in addition, was outfitted with pipes providing all the basic needs of an experimentalist: compressed air, distilled water, steam, gas, vacuum, hydrogen, oxygen, and nitrogen. And there was both DC and AC power. From the outside, the Murray Hill complex appeared vaguely H-shaped. Most of the actual laboratories were located in two long wings, each four stories high, which were built in parallel and were connected by another wing.

Consider expanding your library by one or two “get here, get present” books so you can allow their wisdom to help you cultivate your presence. Such titles on my bookshelf, other than the one I just mentioned, are The Tao of Holding Space by Chris Corrigan The Parent’s Tao Te Ching by William Martin The Seven Spiritual Laws of Success by Deepak Chopra Comfortable with Uncertainty by Pema Chodron The Compassionate Life by the Dalai Lama

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

On the personal level a man should try to face the two simple facts: (1) fixable but unfixed bad performance is bad character and tends to create more of itself, causing more damage to the excuse giver with each tolerated instance, and (2) in demanding places, like athletic teams and General Electric, you are almost sure to be discarded in due course if you keep giving excuses instead of behaving as you should.

Under Dr. Nasha’s care most experience far better clinical outcomes (some cases we can truly call “miracles”) and a better quality of life living with cancer than patients adhering strictly to the conventional medical model. Because of her emphasis on traditional, whole food, nutrient-dense, and therapeutic diets, Dr. Nasha teamed up with master nutrition therapist Jess Higgins Kelley in order to expand treatment and education options for her patients. Together we knew there had to be a better way to approach this largely preventable and debilitating disease—and we have found it.

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Josh Chu is a seasoned technology executive with a rich background in software engineering, data science, and team leadership. Holding a Bachelor's degree in Computer Science from the University of Minnesota, he has consistently thrived in roles demanding strong technical leadership. Josh boasts a remarkable track record of expanding teams, securing funding, and overseeing extensive data projects. His proficiency extends across enterprise software, SaaS, engineering, and data science, rendering him a prime candidate for a technical leadership position. Josh is a dynamic leader known for propelling innovation and fostering growth, setting the stage for a successful future.

In the end, the Expos needed a champion, someone with money and power who could run the team through the harsh 1990s, then reap the benefits in the next decade when an explosion in national and local TV deals and a vastly expanded revenue-sharing program made even the poorest teams prosperous and relatively secure. No one ever showed up. That, more than anything, is why baseball didn't work in Montreal. In the league's eyes, Montreal had failed baseball. The cold, hard truth was that for the most part, this was absolutely right.

In B-3 section, Haffenden may have commanded over one hundred investigators from the New York District Attorney’s Office, FBI agents, and cops who had joined the war effort, but Haffenden himself was never a member of law enforcement of any kind. He had been a good-looking man in his youth, with a poise and cunning in his eyes, but now he wasn’t sleeping, and he wasn’t placing much emphasis on keeping himself in shape and healthy. He was now completely devoted to his job. His dark hair was mostly gone. His waistline was expanding, he had a double chin, and his only exercise was a weekly golf game. His face still lit up, as he always found energy in leadership. He gave off an infectious enthusiasm, and exuded confidence well beyond his abilities. He was also creative, and equipped with an imagination that was so extravagant that at times it had to be reined in by his superiors. At other times, it manifested into strokes of pure genius.

Start by redistributing a chunk of your own authority. Step back from critical decisions and let your team decide. (We’ll say more about this in chapter 15.) If your company doesn’t have a profit-sharing plan, lobby for one and make sure it’s available to every employee. In a good year, profit sharing should raise average compensation by 10 percent or more. Wherever possible, disaggregate big units into small ones. In general, keep operating units to fewer than fifty people. Give every unit a full-fledged P&L. Minimize corporate overhead allocations and avoid building targets around detailed KPIs. Expand the decision-making prerogatives of frontline operating teams. Give them responsibility for decisions around unit strategy, operations, and people. Roll back legacy policies that have truncated the freedom of frontline units. Give businesses the right to negotiate the price of centrally provided services and opt out if they don’t think they’re getting a good deal. Once every unit has a genuine P&L, significantly increase the proportion of individual or team compensation that’s at risk. Ensure that above-average performance brings above-average rewards.

While we are often willing to spend time reading the Bible, praying, or participating in church programs and services, few of us recognize the importance of becoming good Christian case makers. Prosecutors are successful when they master the facts of the case and then learn how to navigate and respond to the tactics of the defense team. Christians need to learn from that model as well. We need to master the facts and evidence supporting the claims of Christianity and anticipate the tactics of those who oppose us. This kind of preparation is a form of worship. When we devote ourselves to this rational preparation and study, we are worshipping God with our mind, the very thing He has called us to do (Matt. 22:37). Section 2 Examine the Evidence Applying the principles of investigation to the claims of the New Testament

His first major project was to invent a new flying machine. He sent one design after another aloft, many of them blowing up, and with each experiment the team refined its ideas. He worked in a mad sprint for the glory of being the inventor of the first helicopter. But there was much more at stake. This was the late 1930s, with a looming crisis in Western civilization. Arthur Young’s research had strong competition. A group of Nazi engineers was striving toward the same goal of providing its military with the world’s most advanced aircraft.

Greg Aloi Singapore Business Model Creating a successful business model is essential, whether you are starting a new venture, expanding into a new market, or changing your go-to-market strategy. Greg Aloi said you can use a business model to capture fundamental assumptions and decisions about the opportunity ahead, setting your direction for success. Greg Aloi Singapore Build a strong team Building a strong team is based on a strong system. After forming a team, you have to put a system and rules for everyone to follow so work can be organized. Having a messy team with no system even though your team is strong will not give you any good results

Then we have a program I’m very proud of and like very much. We’ll match any employee’s charitable contribution two to one. If you live in Santa Cruz, and you’re interested in a local group that works to keep the beaches clean, or to expand the city park along the seashore, and you give then $100, I’ll write a check for $200. At one point, we had it up to three or four to one. I said, ‘I’m going to keep raising the ratio until people start giving.’ We came back to two to one a few years ago. It’s like a benefit. I sign many checks along this line. “I just don’t know that companies know what to do in terms of ‘doing good,’ and frankly I’m averse to the guy whose picture is on the social pages with the cocktail in his hand at the opera because his company has given money to it. I think that’s somewhat tawdry. But I love the idea of backing our own employees. Occasionally I write a check to an organization that I wouldn’t dream of giving money to, but I have an employee who does, and who am I to say he’s wrong? Maybe he’s right. We have a deep relationship with our employees. In a small company, you have a real team. So if one of my employees decides to back something, we back it too.” It was all very personal, as was the role that Maytag saw the company playing in the community.

Two other well-known breakpoints are when the size of a small organization or team reaches about ten to fifteen people and when it further expands to between thirty and fifty.

Specifically, the Clinton team could see Trump closing ground across the Rust Belt. It was the area that he had targeted, despite conventional wisdom that held the Democratic “blue wall” would come through for Hillary in the end. Suddenly, Trump’s quixotic ride into the heartland looked a lot more strategically sound, and Hillary’s attention to expanding the electoral map seemed misguided. Her aides knew the trend lines were bad, and they had no way of making sure their survey data was accurate.

What you want is to become a valuable team player, get along with everyone, avoid confrontation, bond with your Boss, and avoid stressful situations.

1892 is not only an ordinary date, but it is the time of existence of a football giant, a rare legend of the 21st century that does not smell of blood and tears. It is the date of birth of a team which wrote a history that not only must be read, but must also be memorized. A little after its foundation, it became the nightmare of first the Premier League clubs and then other clubs around the World. There was no team it didn’t defeat and no fun group it didn’t upset. Within 125 years, it won 18 league championships, 5 European cups, 7 FA cups, 8 league cups, 3 UEFA Super Cups, 15 Charity Shield Cups, ve 3 FA Youth Cups. As the club began to win cups, it got richer and its support group expanded. It conquered the hearts of about 600 million people around the World, its name and its song was chanted everyday by its supporters. Joy and sorrow, night and day, death and life always follow each other like victory and defeat. By the early 1990s the ship began to leak. Its popularity diminished around the World as it weakened and its opponents strengthened. That made its management hopeless, its supporters sad and its players pressured. Infrequent derby victories became only a consolation and past memories and childish dreams became the only sanctuary for its supporters. However its love has never ceased and will not. Because it is not only a football team, it is an excitement, a desire for victory, a passion, a love. Yes, it is a love, a red-white love. And this book is a message thrown into the ocean of the future within a bottle to highlight the expectations and dreams of lovers of red-white colors. Will the bottle reach the shore, will anyone read its message, will the message mean anything for the people? No one can predict this.

Guar, mostly imported from India, is derived from the guar bean. It is used extensively in the food industry to assure consistency in cakes, pies, ice cream, breakfast cereals, and yogurt. But it has another major use—in fracking, in a Jell-O-like slosh that carries sand into the fractures to expand them. But guar and the related additives were expensive. At a baseball game in Dallas, Steinsberger ran into some other geologists who had successfully replaced much of the guar with water, but in another part of Texas and not in shale. In 1997, he experimented with their water recipe on a couple of shale wells, without success. Steinsberger got approval for one final try. This was the SH Griffin #4 in Dish. The team was still using water to replace most of the guar, but this time they fed in the sand more slowly. By the spring of 1998, they had the answer. “The well,” said Steinsberger, “was vastly superior to any other well that Mitchell had ever drilled.” The code for shale had been broken.

Worse yet, my administration was deporting undocumented workers at an accelerating rate. This wasn’t a result of any directive from me, but rather it stemmed from a 2008 congressional mandate that both expanded ICE’s budget and increased collaboration between ICE and local law enforcement departments in an effort to deport more undocumented immigrants with criminal records. My team and I had made a strategic choice not to immediately try to reverse the policies we’d inherited in large part because we didn’t want to provide ammunition to critics who claimed that Democrats weren’t willing to enforce existing immigration laws—a perception that we thought could torpedo our chances of passing a future reform bill. But by 2010, immigrant-rights and Latino advocacy groups were criticizing our lack of progress, much the same way LGBTQ activists had gone after us on DADT. And although I continued to urge Congress to pass immigration reform, I had no realistic path for delivering a new comprehensive law before the midterms.

Your competitive advantage in your market does not necessarily need to come from your product or service. Instead, it could come from a highly engaged sales team that is focused on delivering and communicating value to your customers.

As their expanded name suggests, EMI wasn’t only a record label. In the 1960s the company was as interesting for its electrical activities as for its musical ones. In 1959 it had launched a commercial computer called the EMIDEC 1100; it also made color TV cameras, recording equipment, guided missiles, and kettles. The piles of cash brought in by Beatlemania helped create a culture of investment at EMI. One of the things they invested in was medical equipment research. Godfrey Hounsfield, the researcher behind the EMIDEC, began work on the first commercially viable medical scanner. As the project developed, he was significantly supported by the UK government, which provided over £600,000 of support or £7 million at 2016 prices (Maizlin and Vos 2012). Over four years, he and his team invented and built the first computed tomography scanner (CT or “CAT scanner”—the A stands for “axial”). This was a remarkable feat of science and engineering. For the first time, it allowed doctors to make accurate, 3D representations of patients’ soft tissues. This was a real medical breakthrough, transforming everything from brain surgery to cancer treatment. Hounsfield was piled with honors: he received a Nobel prize and a knighthood and was made a Fellow of the Royal Society. But from a commercial point of view, it was something of a failure for EMI.

Self-Discovery in San Francisco CA | Suzanne Fensin If This looks like what's Driving You, Then you're THE New Human And it slow Has come back To Step Up! The easiest to know your life purpose is thru your journey of self discovery. supported your birthname that holds distinctive sacred codes that unlock your destiny, your Soul Blueprint holds all the answers to what your challenges area unit and also the gifts they reveal, as well as what your skills and gifts area unit at a deeper level, and the way to activate them to make your a lot of fulfilling life. Life Purpose is complicated. throughout my self discovery journey, I uncovered hidden ways and forks within the road. there have been hills, mountains, valleys and shadowy places which will be scary to travel through. i finished and began, unsure if I had the strength to urge through it all. however I did it! and that i wish to share my method with you to jumpstart your magnificence that you’ve been concealing. Soul Codes Blueprint in San Jose CA This is a 12-week personal 1:1 mentoring program ideally delivered via ZOOM. ZOOM recordings of sessions are provided, upon request. Email support is supplied with every step of this method. Here’s what you receive with this distinctive program L – Learning Your distinctive skills, goals, and challenges with Soul Blueprint Reading. this is often a 1-hour, birthname solely analysis that offers you the subsequent information: • Birthname analysis • Your most fulfilling soul expression • Your Soul Destiny for this period of time • Karmic lessons, skills and gifts you were born with, and people you receive later in life. • Emailed Zoom recording of the session, upon request • Special discount rating on future mentoring that helps to activate your blueprint on a deeper level O - OMG you're Amazing! Understanding the scope of your soul mission and the way your skills, goals, and challenges work along to make your greatest purpose. acceptive the sweetness of the journey and speech communication affirmative to following step. this is often AN expanded 2-hour Soul Blueprint reading that offers you all of what you receive within the 1-hour reading, and the following: • Up to two extra names analysis • subject for private Years, Months & Cycles • wherever area unit you within the Ascension method • what's your Soul kind V - Valor Having the spirit to roll up your sleeves and acquire into uncovering, understanding, and material possession go of doubts, beliefs, and learning that show up as shadow aspects, and align together with your higher purpose. caring yourself through the method, permitting a lot of lightweight into your being. during this step you'll receive: • Intuitive work to support you in understanding what you discover on a soul level, and to help in your self-nurturing • Soul Blueprint Upgrade (working together with your etheric team to clear attachments, enhance your gift and talent codes, unleash doubt & worry • Flower Essence Remedy suggestions to help in clearing shadow aspects E - Ease, Excitement, And Energize The seeds of management you have got planted area unit currently development. you're claiming your truth and sharing your authentic magnificence (by visioning and actioning) with a reworking world that reflects and honors your journey. you'll receive the subsequent with this step: • corroborative work with life exercises to observe your new brilliance • Celebration exercises to stay you moving forward on your journey of success with grace. Contact Suzanne With Questions #SelfDiscoveryinSanFranciscoCA Email# suzannefensin@gmail.com

Likewise, by expanding the size of their formation as far as the terrain and visibility would allow whenever they were out of actual contact with the enemy, they increased the likelihood that when they did make contact, the flanks of their formation would be wider than the enemy’s position. Like a rugby team playing a running game, their entire approach—the tempo and flow of the way they moved and fought—was designed around creating and exploiting a series of these overlaps.

As we reasoned, if our Chinese operations couldn’t beat their local competitors in China, how would we beat them when these local players eventually matured and expanded to developed markets? We started hiring talented Chinese locals for leadership positions, rather than bringing in expats, and developing more local sourcing for our products. Whereas companies tend to take a big brother approach, with corporate or business headquarters dictating solutions and reserving the right to sign off on projects, we gave our teams in China more autonomy and control as they became more capable. Our strategy of locating R&D facilities in developing countries helped us as well, not just because we could squeeze more value out of our R&D spending, but because we built up local expertise capable of designing products with features and specifications that local consumers wanted and that compared well with the offerings of local competitors.

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So, do you think—at least for this first patrol—we can simplify this a little by cutting down the distance and keeping the entire patrol inside battlespace owned by this company, Team Bulldog?” “That will only be a few hundred meters out,” the MiTT leader objected. “I know,” I replied. “I know it seems short, but let’s just keep it simple to start, and we can expand as we get more experience.” I knew that one real operation in this environment for the MiTT leader would convince him that simplicity was key. After some further discussion, the MiTT leader agreed to a much shorter, simpler route.

We've assisted more Plano Texas, residents achieve their best fencing solutions. Over the years, we've expanded our available fencing styles, and we continue to offer competitive pricing for any job. Our team stays dedicated to providing better professional quality fencing at lower costs to more people. And looking around our community, it's safe to say that message resonates with our customers!

Meanwhile, other cupcakeries were popping up all over Manhattan. A near Magnolia replica turned up in Chelsea when a former bakery manager jumped ship to open his own Americana bakeshop, Billy's (the one AJ and I frequented). Two Buttercup employees similarly ventured downtown to the Lower East Side and opened Sugar Sweet Sunshine, expanding into new flavors like the Lemon Yummy, lemon cake with lemon buttercream, and the Ooey Gooey, chocolate cake with chocolate almond frosting. Dee-licious. Other bakeries opted for their own approach. A husband-and-wife team opened Crumbs, purveyor of five-hundred-calorie softball-sized juggernauts, in outrageous flavors like Chocolate Pecan Pie and Coffee Toffee, topped with candy shards and cookie bits. There were also mini cupcakes in wacky flavors like chocolate chip pancake and peanut butter and jelly from Baked by Melissa and Kumquat's more gourmet array like lemon-lavender and maple-bacon. Revered pastry chefs also got in on the action. After opening ChikaLicious, the city's first dessert bar, Chika Tillman launched a take-out spot across the street that offered Valhrona chocolate buttercream-topped cupcakes. And Pichet Ong, a Jean-Georges Vongerichten alum and dessert bar and bakery rock star, attracted legions of loyal fans- no one more than myself- to his West Village bakery, Batch, with his carrot salted-caramel cupcake.

Organizations usually expand in spurts, by smashing through a series of ceilings. Reaching the natural limits of your existing resources is a by-product of growth, and a company continually needs to adjust its existing state if it hopes to expand through the next ceiling. You and your leadership team need to understand this, because you will hit the ceiling on three different levels: as an organization, departmentally, and as individuals.

How much awareness does the HR department have about software systems? Does the group of department leaders deciding how to allocate budget across teams know of the likely effects of their choices on the viability of the software architecture? Given that there is increasing evidence for the homomorphism behind Conway’s law, it is very ineffective (perhaps irresponsible) for organizations that build software systems to decide on the shape, responsibilities, and boundaries of teams without input from technical leaders. Organization design and software design are, in practice, two sides of the same coin, and both need to be undertaken by the same informed group of people. Allan Kelly’s view of a software architect’s role expands further on this idea: More than ever I believe that someone who claims to be an Architect needs both technical and social skills, they need to understand people and work within the social framework. They also need a remit that is broader than

Another word found in Strong’s Concordance for prophetic impartation is nabiy’, which as we have already seen, is the action of “flowing forth,” or “bubbling forth like a fountain.” This perfectly describes the inspirational gift of prophecy we see so often in meetings, particularly in a setting of a plurality of elders and seasoned, gifted individuals working together as a coordinated team—the

team—the “prophetic presbytery” (see 1 Tim. 4:14).

Life is open to us all. No one will ever see life exactly the same as another. Some folks will argue that one who is on a focused path to expanding into the best they can be has changed or is changing. To that I say: I haven't changed I'm just growing better and more confident about moving towards my vision.. I feel ready. Since I'm ready everything has opened to me. Beyond that, just remember that- No one can see the goal like you can. No one will, ever. But team work still works! People can feel the passion in your movement. Help comes when we free ourselves from fearing success. Call out your dream and move on it. Step by step. Yes, you can. Just keep striving! Much love and honor.

I intuitively did well when I was leading the whole team, but once we got past 25 people, you can't do that. And so I made a series of classic mistakes in hiring. And not building a good middle management structure. And not recruiting a board that could help me build the company. Big mistakes in picking a successor, big mistakes in having an undisciplined product strategy—I was much more interested in having distinctive, innovative products and thinking about what would make sense for a product line for our business overall—and big mistakes in expanding too fast and not having discipline about what we were doing. So I give myself a C or C– on all that stuff.

Leverage Magazine Exposure to Amplify Your Brand's Reach In the fast-paced world of digital marketing, establishing a strong and credible presence is vital for businesses looking to stand out. While online platforms dominate modern advertising strategies, traditional mediums like magazines continue to hold a special place in connecting with target audiences on a deeper level. For brands seeking to elevate their visibility and credibility, Socnity Media's magazine exposure services offer the perfect blend of tradition and innovation, bridging the gap between offline influence and online growth. As a leading digital marketing agency, Socnity Media understands the importance of creating an omnichannel presence for businesses. Magazine exposure is not just about getting featured; it's about aligning your brand with respected publications that resonate with your target market. Whether you’re an emerging startup or an established enterprise, being featured in industry-leading magazines can open doors to new opportunities, build trust among customers, and set you apart in a crowded marketplace. Why Magazine Exposure Matters in a Digital Era Magazines remain a trusted source of information for readers seeking in-depth insights, trends, and expert opinions. Unlike fleeting online ads, magazine features often carry a sense of permanence and authority that leaves a lasting impression. By leveraging Socnity Media’s expertise as a digital marketing agency, your brand can secure placements in renowned publications that highlight your story, achievements, and unique value proposition. Magazine exposure also complements your digital marketing efforts, creating a well-rounded strategy that taps into both traditional and digital audiences. A well-crafted magazine article not only drives offline engagement but also boosts online visibility when shared across your website, social media platforms, and email campaigns. This synergy amplifies your reach, driving more traffic and engagement for your brand. How Socnity Media Helps You Shine At Socnity Media, we specialize in creating tailored strategies that align with your business goals. Our magazine exposure services are designed to position your brand as an industry leader by identifying the right publications and crafting compelling narratives. As a trusted digital marketing agency, we take a strategic approach to ensure that every magazine feature enhances your brand’s credibility and connects with your audience. With a combination of creative storytelling, targeted placements, and expert media relations, Socnity Media helps your brand leverage the power of magazine exposure to its fullest potential. Whether you’re looking to showcase a product launch, share an inspiring success story, or build long-term recognition, our team ensures your magazine features drive real results. Conclusion Magazine exposure is a powerful tool for businesses aiming to enhance their reputation and expand their reach. When combined with the expertise of a reliable digital marketing agency like Socnity Media, your brand can unlock new levels of visibility and authority in your industry. By securing strategic placements in respected publications, we help you tell your story in a way that resonates and inspires, ensuring your brand stays top of mind for your audience. Ready to take your marketing strategy to the next level? Discover how Socnity Media’s magazine exposure services can transform your brand.