Expert Team Quotes

Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.

In one of the most cited studies of expert problem solving ever conducted, an interdisciplinary team of scientists came to a pretty simple conclusion: successful problem solvers are more able to determine the deep structure of a problem before they proceed to match a strategy to it. Less successful problem solvers are more like most students in the Ambiguous Sorting Task: they mentally classify problems only by superficial, overtly stated features, like the domain context.

The only one disappointed by the ease of entry was the team’s explosives and demolitions expert. “Aw, man,” Kowalski groused. “I was all set to blow some crap up.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

One expert can't outrank a full-stack digital team working in sync

The power of checklists is limited, Boorman emphasized. They can help experts remember how to manage a complex process or configure a complex machine. They can make priorities clearer and prompt people to function better as a team. By themselves, however, checklists cannot make anyone follow them. I

Frank grabbed a tourist brochure stuck under the napkin dispenser. He began to read it. Piper patted Leo’s arm, like she couldn’t believe he was really here. Nico stood at the edge of the group, eyeing the passing pedestrians as if they might be enemies. Coach Hedge munched on the salt and pepper shakers. Despite the happy reunion, everybody seemed more subdued than usual—like they were picking up on Leo’s mood. Jason had never really considered how important Leo’s sense of humor was to the group. Even when things were super serious, they could always depend on Leo to lighten things up. Now, it felt like the whole team had dropped anchor. “So then Jason harnessed the venti,” Hazel finished. “And here we are.” Leo whistled. “Hot-air horses? Dang, Jason. So basically, you held a bunch of gas together all the way to Malta, and then you let it loose.” Jason frowned. “You know, it doesn’t sound so heroic when you put it that way.” “Yeah, well. I’m an expert on hot air. I’m still wondering, why Malta? I just kind of ended up here on the raft, but was that a random thing, or—” “Maybe because of this.” Frank tapped his brochure. “Says here Malta was where Calypso lived.” A pint of blood drained from Leo’s face. “W-what now?” Frank shrugged. “According to this, her original home was an island called Gozo just north of here. Calypso’s a Greek myth thingie, right?” “Ah, a Greek myth thingie!” Coach Hedge rubbed his hands together. “Maybe we get to fight her! Do we get to fight her? ’Cause I’m ready.” “No,” Leo murmured. “No, we don’t have to fight her, Coach.” Piper frowned. “Leo, what’s wrong? You look—” “Nothing’s wrong!” Leo shot to his feet. “Hey, we should get going. We’ve got work to do!” “But…where did you go?” Hazel asked. “Where did you get those clothes? How—” “Jeez, ladies!” Leo said. “I appreciate the concern, but I don’t need two extra moms!” Piper smiled uncertainly. “Okay, but—” “Ships to fix!” Leo said. “Festus to check! Earth goddesses to punch in the face! What are we waiting for? Leo’s back!” He spread his arms and grinned. He was making a brave attempt, but Jason could see the sadness lingering in his eyes. Something had happened to him…something to do with Calypso.

What roles do you want to play? Consider, for example the roles of: team builder; manager; individual contributor; change agent; technical expert; relationship builder; trouble shooter; someone who makes things happen; consolidator; problem solver; conceptualizer; big picture thinker; marketer; decision-maker; talent spotter/nurturer; mentor; turnaround artist; mediator.

We’re loyal servants of the U.S. government. But Afghanistan involves fighting behind enemy lines. Never mind we were invited into a democratic country by its own government. Never mind there’s no shooting across the border in Pakistan, the illegality of the Taliban army, the Geneva Convention, yada, yada, yada. When we’re patrolling those mountains, trying everything we know to stop the Taliban regrouping, striving to find and arrest the top commanders and explosive experts, we are always surrounded by a well-armed, hostile enemy whose avowed intention is to kill us all. That’s behind enemy lines. Trust me. And we’ll go there. All day. Every day. We’ll do what we’re supposed to do, to the letter, or die in the attempt. On behalf of the U.S.A. But don’t tell us who we can attack. That ought to be up to us, the military. And if the liberal media and political community cannot accept that sometimes the wrong people get killed in war, then I can only suggest they first grow up and then serve a short stint up in the Hindu Kush. They probably would not survive. The truth is, any government that thinks war is somehow fair and subject to rules like a baseball game probably should not get into one. Because nothing’s fair in war, and occasionally the wrong people do get killed. It’s been happening for about a million years. Faced with the murderous cutthroats of the Taliban, we are not fighting under the rules of Geneva IV Article 4. We are fighting under the rules of Article 223.556mm — that’s the caliber and bullet gauge of our M4 rifle. And if those numbers don’t look good, try Article .762mm, that’s what the stolen Russian Kalashnikovs fire at us, usually in deadly, heavy volleys. In the global war on terror, we have rules, and our opponents use them against us. We try to be reasonable; they will stop at nothing. They will stoop to any form of base warfare: torture, beheading, mutilation. Attacks on innocent civilians, women and children, car bombs, suicide bombers, anything the hell they can think of. They’re right up there with the monsters of history.

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Admiral Dahlgren’s twenty-one-year-old son, Ulric, had lost a leg at Gettysburg. When he appeared at a Washington party, he was surrounded by pretty girls. They stayed by his side all night, refusing to dance, in tribute to the handsome colonel who had been known as an expert waltzer.

When it comes to your career, you want to strive to become the type of person Patrick Lencioni describes in his book The Ideal Team Player: someone who is hungry (a motivated go-getter), humble (knows who they are and what they bring to the table), and smart (expertly manages relationships). Isn’t that the kind of person you want to work with?

In a Consciously Conscious Revolutionary Workplace, people are promoted based upon skillset, AND more importantly MINDSET

A Consciously Conscious Revolutionary Workplace mindset, is People Firsts, to ensure that it's not a prostitute of our children's future.

She was an expert at running in five-inch heels and considered it an art form.

A cancer patient today has a team that works around him or her, including nurses, psychiatrists, psychologists, and, in some cases, pain and palliative medicine experts.

The captains of England and Australia can barely exchange pleasantries these days without a body-language expert immediately declaiming on the angle of their handshakes.

Lean UX advocates a team-based mentality. Rockstars, gurus, ninjas, and other elite experts of their craft break down team cohesion and eschew collaboration.

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How easy do you think it'd be to get us out of here, Never?' she asked, and Never turned his head and grinned at her. 'Escape? Yeah. Right.' Then he saw the look in her eye. His grin dropped. 'You're serious.' 'You're the technical expert, right? You must have some idea how the security could work in a place like this. So give it some thought.' 'You're confusing me with the A-Team. But i'll try.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

Grove continued to act on the conviction that good strategic thinking requires different points of view and clarifying those different points of view requires intensive, ongoing debate involving the executive team and domain experts inside and outside the company.

Team-building exercises. It’s bad enough that we all have to work together day in and day out; do we really have to work on our working? It’s like starring in a bad Fellini movie but with worse coffee. Beginner: Take a vacation day. Intermediate: Take a sick day. Expert: Take a personal day.

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When word of the astronomers’ vote in Prague reached the New Horizons team, reactions ranged from indifferent (“Who cares what astronomers think? They’re not the experts in this.”), to bemused, to annoyed, to seriously pissed off. As Fran Bagenal succinctly put it, “Dwarf people are people. Dwarf planets are planets. End of argument.

No team can communicate successfully without highly developed listening skills among team members. Most experts would agree that listening is the most overlooked and underused component of communication. Although listening comprises about 45 percent of the communication process, we have little or no formal training in this important skill.

If he was asked at this moment where he would like to be he would probably have said he would like to be lying on the beach with at least fifty beautiful women and a small team of experts working out new ways they could be nice to him, which was his usual reply. To this he would probably have added something passionate on the subject of food.

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The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

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If your whole team consists of novice programmers, your expertise will give you considerable power; but if the other team members are also experts, they will attach less importance to your technical expertise. In that case, they’ll pay more attention to organizational power, like the power to acquire extra hardware, to extend the schedule, or to capture a more interesting assignment.

around 90 percent of major infrastructure projects worldwide go over budget (by an average of 28 percent) in part because managers focus on the details of their project and become overly optimistic. Project managers can become like Kahneman’s curriculum-building team, which decided that thanks to its roster of experts it would certainly not encounter the same delays as did other groups.

Techniques for making decision: - Fill in the gaps (Discuss with domain experts) - Have a Go-To Team (Team that understands you and are aligned with your core values) - Pull in the stake holders - Visualize what your world would look like with that decision - Take emotions out of the decision (Take time if needed) - Think in advance about the worst case scenario - Mitigate the risk of worst case scenario

I’ve done enough movies in the last twenty-five years to know that this is always a difficult moment for an actor. Actors nearly always want to appear courageous and committed, willing to do anything for the team. So while it is perfectly acceptable to opt out of a stunt and let the professionals handle it, there is some pressure, mostly internal, to push yourself beyond your normal comfort zone. Typically, the director will follow up after the consultation with the stunt coordinator and special effects experts and the actors, just to make sure everyone is at ease with their respective roles when it comes to the stunt. Certainly that was the case on this occasion, as Rob consulted with both Robin and me about our willingness to do the stunt. But more so with her, seeing as she was the one who was actually going to be set on fire.

He was the youngest and newest member of a four-man team. Hence, low man on the totem pole. Except that calling a new guy the low man on the totem pole was completely ass-backward. Totem poles were what? Twenty, thirty feet high? Native Americans weren’t dumb. They put the most important guy at the bottom. At eye level. What important guy wanted to be twenty or thirty feet off the ground, where no one could see him? Like supermarkets. The eye-level shelf was reserved for the best stuff. The high-margin items. The big corporations hired experts to figure out stuff like that. Eye level was what it was all about. Thus the low man was really the high man, and the high man was really the low man. In a manner of speaking. A common misperception. A kind of linguistic inversion. Caleb Carter didn’t know how it had come about. Night watch was

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

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Most people think the Lego corporation assembled a crack team of world-class experts to engineer Mini-Florida on a computer, but I’m not buying it.” “You aren’t?” asked Coleman. “It’s way too good.” Serge pointed at a two-story building in Key West. “Examine the meticulous green shutters on Hemingway’s house. No, my money is on a lone-wolf manic type like the famous Latvian Edward Leedskalnin, who single-handedly built the Coral Castle back in the twenties. He operated in secret, moving multi-ton hewn boulders south of Miami, and nobody knows how he did it. Probably happened here as well: The Lego people conducting an exhaustive nationwide search among the obsessive-compulsive community. But they had to be selective and stay away from the ones whose entire houses are filled to the ceiling with garbage bags of their own hair. Then they most likely found some cult guru living in a remote Lego ashram south of Pueblo with nineteen wives, offered him unlimited plastic blocks and said, ‘Knock yourself out.

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The difference between the expert’s two estimates illustrates Danny’s distinction between the inside and outside views. When the expert was thinking about the problem as a member of project team, he was locked in the inside view—caught up in the optimism that comes with group endeavors—and did not bother thinking about what psychologists call “base rates,” that is, the average time for similar projects. When he put on his expert hat, thereby taking the outside view, he naturally thought of all the other projects he’d known and made a more accurate guess.

The answer was, we weren’t at all ready. Annual flu shots didn’t provide protection against H1N1, it turned out, and because vaccines generally weren’t a moneymaker for drug companies, the few U.S. vaccine makers that existed had a limited capacity to ramp up production of a new one. Then we faced questions of how to distribute antiviral medicines, what guidelines hospitals used in treating cases of the flu, and even how we’d handle the possibility of closing schools and imposing quarantines if things got significantly worse. Several veterans of the Ford administration’s 1976 swine flu response team warned us of the difficulties involved in getting out in front of an outbreak without overreacting or triggering a panic: Apparently President Ford, wanting to act decisively in the middle of a reelection campaign, had fast-tracked mandatory vaccinations before the severity of the pandemic had been determined, with the result that more Americans developed a neurological disorder connected to the vaccine than died from the flu. “You need to be involved, Mr. President,” one of Ford’s staffers advised, “but you need to let the experts run the process.

am an American Soldier. I am a warrior and a member of a team. I serve the people of the United States, and live the Army Values. I will always place the mission first. I will never accept defeat. (This had been underlined.) I will never quit. I will never leave a fallen comrade. I am disciplined, physically and mentally tough, trained and proficient in my warrior task and drills. I always maintain my arms, my equipment and myself. I am an expert and I am a professional. I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat. I am a guardian of freedom and the American way of life. I am an American Soldier.

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Within Room 40 itself, however, management of day-to-day operations fell largely, if informally, to Cdr. Herbert Hope, recruited in November 1914 to bring naval expertise to the interpretation of intercepted messages. His savvy was badly needed, for the group’s staff were not navy officers but civilians recruited for their skill at mathematics and German and whatever else it was that made a man good at breaking codes and ciphers. The roster came to include a pianist, a furniture expert, a parson from northern Ireland, a wealthy London financier, a past member of the Scottish Olympic hockey team, and a dapper operative named C. Somers Cocks, who, according to one early member, William F. Clarke, was “chiefly remarkable for his spats.

On retiring to Capri [Tiberius] devised a pleasance for his secret orgies: teams of wantons of both sexes, selected as experts in deviant intercourse and dubbed analists, copulated before him in triple unions to excite his flagging passions. Its bedrooms were furnished with the most salacious paintings and sculptures, as well as with an erotic library, in case a performer should need an illustration of what was required. Then in Capri's woods and groves he arranged a number of nooks of venery where boys and girls got up as Pans and nymphs solicited outside bowers and grottoes. e acquired a reputation for still grosser depravities that one can hardly bear to tell or be told, let alone believe. For example, he trained little boys (whom he termed tiddlers) to crawl between his thighs when he went swimming and tease him with their licks and nibbles; and unweaned babies he would put to his organ as though to the breast, being by both nature and age rather fond of this form of satisfaction. Left a painting of Parrhasius's depicting Atalanta pleasuring Meleager with her lips on condition that if the theme displeased him he was to have a million sesterces instead, he chose to keep it and actually hung it in his bedroom. The story is also told that once at a sacrifice, attracted by the acolyte's beauty, he lost control of himself and, hardly waiting for the ceremony to end, rushed him off and debauched him and his brother, the flute-player, too; and subsequently, when they complained of the assault, he had their legs broken.

Chris took his vows very seriously. But even as he said them, he wondered whether the marriage would last. In retrospect, that’s not surprising. He was surrounded by Team guys who’d had their own relationships fail. A common, and tragic, statistic at the time was that the divorce rate among SEALs was over 95 percent-a stunning statistic. Actual statistics are difficult to find, but most experts estimate that the divorce rate in America in general is below 50 percent. Chris kept his pessimism well hidden, even from me. It wasn’t until years later that I found out about it. He asked why I’d stayed with him through some difficult times. “I told you I meant what I promised,” I answered. “I know, but I didn’t count on it,” he confessed. “So few women stick it out.” Maybe. But he was worth it.

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The downside of attending to the emotional life of groups is that it can swamp the ability to get anything done; a group can become more concerned with satisfying its members than with achieving its goals. Bion identified several ways that groups can slide into pure emotion - they can become "groups for pairing off," in which members are mainly interested in forming romantic couples or discussing those who form them; they can become dedicated to venerating something, continually praising the object of their affection (fan groups often have this characteristic, be they Harry Potter readers or followers of the Arsenal soccer team), or they can focus too much on real or perceived external threats. Bion trenchantly observed that because external enemies are such spurs to group solidarity, some groups will anoint paranoid leaders because such people are expert at identifying external threats, thus generating pleasurable group solidarity even when the threats aren't real.

Groups like SEAL teams and flight crews operate in truly complex environments, where adaptive precision is key. Such situations outpace a single leader’s ability to predict, monitor, and control. As a result, team members cannot simply depend on orders; teamwork is a process of reevaluation, negotiation, and adjustment; players are constantly sending messages to, and taking cues from, their teammates, and those players must be able to read one another’s every move and intent. When a SEAL in a target house decides to enter a storeroom that was not on the floor plan they had studied, he has to know exactly how his teammates will respond if his action triggers a firefight, just as a soccer forward must be able to move to where his teammate will pass the ball. Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.” Without this trust, SEAL teams would just be a collection of fit soldiers

The sun rose at 7 A.M. each day, and that’s when the SpaceX team got to work. A series of meetings would take place with people listing what needed to get done, and debating solutions to lingering problems. As the large structures arrived, the workers placed the body of the rocket horizontally in a makeshift hangar and spent hours melding together all of its parts. “There was always something to do,” Hollman said. “If the engine wasn’t a problem, then there was an avionics problem or a software problem.” By 7 P.M., the engineers wound down their work. “One or two people would decide it was their night to cook, and they would make steak and potatoes and pasta,” Hollman said. “We had a bunch of movies and a DVD player, and some of us did a lot of fishing off the docks.” For many of the engineers, this was both a torturous and magical experience. “At Boeing you could be comfortable, but that wasn’t going to happen at SpaceX,” said Walter Sims, a SpaceX tech expert who found time to get certified to dive while on Kwaj. “Every person on that island was a fucking star, and they were always holding seminars on radios or the engine. It was such an invigorating place.

Mosseri’s answer to the important question was perfect by Facebook standards: “Technology isn’t good or bad—it just is,” he wrote. “Social media is a great amplifier. We need to do all we can responsibly to magnify the good and address the bad.” But nothing “just is,” especially Instagram. Instagram isn’t designed to be a neutral technology, like electricity or computer code. It’s an intentionally crafted experience, with an impact on its users that is not inevitable, but is the product of a series of choices by its makers about how to shape behavior. Instagram trained its users on likes and follows, but that wasn’t enough to create the emotional attachment users have to the product today. They also thought about their users as individuals, through the careful curation of an editorial strategy, and partnerships with top accounts. Instagram’s team is expert at amplifying “the good.” When it comes to addressing “the bad,” though, employees are concerned the app is thinking in terms of numbers, not people. Facebook’s top argument against a breakup is that its “family of apps” evolution will be better for users’ safety. “If you want to prevent interference in elections, if you want to reduce[…]

I’m not suggesting anyone has acted illegally. To the contrary: CEOs believe they are supposed to maximize shareholder returns, and one means of accomplishing that goal is to play the political game as well as it possibly can be played and field the largest and best legal and lobbying teams available. Trade associations see their role as representing the best interests of their corporate members, which requires lobbying ferociously, raising as much money as possible for political campaigns of pliant lawmakers, and even offering jobs to former government officials. Public officials, for their part, perceive their responsibility as acting in the public interest. But the public interest is often understood as emerging from a consensus of the organized interests appearing before them. The larger and wealthier the organization, the better equipped its lawyers and its experts are to assert what’s good for the public. Any official who once worked for such an organization, or who suspects he may work for one in the future, is prone to find such arguments especially persuasive. Inside the mechanism of the “free market,” the economic and political power of the new monopolies feed off and enlarge each other.

Dr. Fauci, Bill Gates, and WHO financed a cadre of research mercenaries to concoct a series of nearly twenty studies—all employing fraudulent protocols deliberately designed to discredit HCQ as unsafe. Instead of using the standard treatment dose of 400 mg/day, the 17 WHO studies administered a borderline lethal daily dose starting with 2,400 mg.61 on Day 1, and using 800 mg/day thereafter. In a cynical, sinister, and literally homicidal crusade against HCQ, a team of BMGF operatives played a key role in devising and pushing through the exceptionally high dosing. They made sure that UK government “Recovery” trials on 1,000 elderly patients in over a dozen British, Welsh, Irish and Scottish hospitals, and the U.N. “Solidarity” study of 3,500 patients in 400 hospitals in 35 countries, as well as additional sites in 13 countries (the “REMAP-COVID” trial), all used those unprecedented and dangerous doses.62 This was a brassy enterprise to “prove” chloroquine dangerous, and sure enough, it proved that elderly patients can die from deadly overdoses. “The purpose seemed, very clearly, to poison the patients and blame the deaths on HCQ,” says Dr. Meryl Nass, a physician, medical historian, and biowarfare expert.

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Syn paid the bill and they headed to the door with lust so thick around them, Syn couldn’t help but wonder if anyone else could see it. Furi reached back for Syn’s hand and he gladly offered it. He looked over his shoulder and threw him a seductive wink when Syn crowded in close behind him. As soon as Syn made it out the door, he saw four members of his team walking up the sidewalk. Well fuck me. “Hey, Sarge.” Pendleton, his demolitions expert was the first to speak up. Syn threw down Furi’s hand and quickly put some distance between them. “Yeah, hey fellas.” They’d all stopped and were staring back and forth between him and Furi. Syn couldn’t even look Furious in his eye after what he’d just done. Detective Green cleared his throat and pointed at Furi. “Don’t I know you?” “Hardly,” Furi mumbled. “Um, this is ... uh, uh. He’s my ... uh.” Syn cursed under his breath. Obviously his team already knew who Furious was. They all had detailed lists of Illustra’s entertainers and Furious’ image was not easy to forget. “Sarge, who’s your friend?” Detective Ruxsburg asked, a sly smile playing on his handsome face. “He’s um.” “He’s leaving,” Furi’s deep voice cut in as he eased his way through and walked in the opposite direction of Syn’s truck. “Fuck,” Syn whispered as he watched Furi turn the corner. “You better go after him and be ready to do some serious groveling,” his IT Detective said in his calm, cool voice. Syn didn’t say anything. His guys walked around him and went into the bar, leaving him feeling ashamed. He thought about running after Furi but choose to get in his truck and cut him off at the corner. He sped around the block and pulled into an alley hoping to intercept his angry date. When Syn got out of the truck Furi was turning the corner coming toward him. Oh hell. Furi had his hands crammed into his pockets and if the scowl on his face didn’t indicate how angry Furious was, then his choice of words when he finally reached Syn sure as hell did. “Get the fuck away from me.” “Furious, I know you're upset.” Furi spun around and glared at him with midnight eyes. “Upset! Upset! Look at my face goddamnit! Does this just look upset to you?” Syn put his hands up in a calming gesture. “Alright, you’re angry, and you have every right to be. I reacted badly back there. I was just caught off guard.” Furi was in Syn’s face and people on the street had begun to stop and stare. “Can we please move this off the sidewalk?” Syn tried to usher Furi farther into the alley and away from the nosy fuckers on the street. “Don’t fuckin’ touch me!” “I’m not gonna touch you! Damn, calm down. I just want to explain,” Syn argued. It seemed every time he was around Furi he was apologizing for something. “I’m sorry, okay. I should have introduced you properly to my team.” “How would the–” “Please, Furious. Let me finish. I should’ve told them your name and introduced you as my friend at a minimum. I’m sorry. I told you I fuckin’ suck at this dating shit, and if you don’t tell me to go fuck myself and give me another–” “Go fuck yourself,” Furi interrupted. He tried to move around Syn but Syn grabbed him around the wrist and backed him against the side of his truck. “No! I will not go fuck myself. I would rather fuck you.” “Well you pretty much shot that chance all to hell,” Furi yelled right back at him. “Have I?” “What do you think?

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what I like to call the spiritual nature of the game. I can’t pretend to be an expert in leadership theory. But what I do know is that the art of transforming a group of young, ambitious individuals into an integrated championship team is not a mechanistic process. It’s a mysterious juggling act that requires not only a thorough knowledge of the time-honored laws of the game but also an open heart, a clear mind, and a deep curiosity about the ways of the human spirit.

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I sat in front of the TV hour after hour watching the news about how Trump was fucking up the government’s response to the spreading corona virus infection. Why didn’t he invoke the federal government’s power under the Defense Production Act as soon as the virus hit Washington State? All the experts knew how fast-spreading and dangerous this corona virus could be? Instead, he ignores the CDC’s advice and downplays the risk to the nation’s health. Not until mid April, when it’s way too late, does Trump finally use some of the government’s power under the DPA, and even then it’s a half-assed measure. Not enough testing, not enough ventilators, not enough PPE, not enough swabs. The number of infections kept rising. By the end of March the US led the world in infections and deaths caused by the virus. What does Trump do? He refuses to wear a mask. He’s not going to look like a weakling. Testing? Overrated. It increases the number of infections. Why doesn’t the country have enough PPE and ventilators? Obama’s fault. The President is in charge, but if there’s any failure, it’s the fault of governors and mayors. He keeps repeating his mantra, “The situation is under control.” Pence’s team will whip the virus. Or was it Jared’s team? This virus isn’t as bad as the flu. America always wins. Doesn’t matter who or what the enemy is, we always triumph. We’re going to kill that little bug. Those people wearing masks are doing it to spite me, Donald J. Trump, the greatest President in history. “The situation is under control.” But the deaths keep mounting. It surpasses annual deaths from auto accidents, 34,000. It surpasses US deaths in the Vietnam War, 58,000. Next, it’s going to surpass total deaths of US soldiers in World War I, 116,500, and it’s not going to stop there. What the fuck!? This is the United States of America! We’re supposed to have the best healthcare in the world, the best of everything. We’re Number One! Yeah, Trump made America great again. He said with him as President America would win so much we’d get tired of winning. Right on, man! We are Number One – in corona virus infections and deaths! After spending all day switching back and forth among the cable news networks on TV, I’d turn off the television and get on my laptop and rant on Twitter about what an idiot the President was. That was my life during the lockdown. From "Anarchist, Republican... Assassin

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They evaluated—and ultimately rejected—the idea of closing schools for the rest of the year, but worked with school districts, businesses, and state and local officials to make sure that everyone had the resources they needed to respond in the event of an outbreak. Although the United States did not escape unscathed—more than 12,000 Americans lost their lives—we were fortunate that this particular strain of H1N1 turned out to be less deadly than the experts had feared, and news that the pandemic had abated by mid-2010 didn’t generate headlines. Still, I took great pride in how well our team had performed. Without fanfare or fuss, not only had they helped keep the virus contained, but they’d strengthened our readiness for any future public health emergency—which would make all the difference several years later, when the Ebola outbreak in West Africa would trigger a full-blown panic.

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When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

When a young employee gasped at his blue language, Simons flashed a grin. “I know—that is an impressive rate!” A few times a week, Marilyn came by to visit, usually with their baby, Nicholas. Other times, Barbara checked in on her ex-husband. Other employees’ spouses and children also wandered around the office. Each afternoon, the team met for tea in the library, where Simons, Baum, and others discussed the latest news and debated the direction of the economy. Simons also hosted staffers on his yacht, The Lord Jim, docked in nearby Port Jefferson. Most days, Simons sat in his office, wearing jeans and a golf shirt, staring at his computer screen, developing new trades—reading the news and predicting where markets were going, like most everyone else. When he was especially engrossed in thought, Simons would hold a cigarette in one hand and chew on his cheek. Baum, in a smaller, nearby office, trading his own account, favored raggedy sweaters, wrinkled trousers, and worn Hush Puppies shoes. To compensate for his worsening eyesight, he hunched close to his computer, trying to ignore the smoke wafting through the office from Simons’s cigarettes. Their traditional trading approach was going so well that, when the boutique next door closed, Simons rented the space and punched through the adjoining wall. The new space was filled with offices for new hires, including an economist and others who provided expert intelligence and made their own trades, helping to boost returns. At the same time, Simons was developing a new passion: backing promising technology companies, including an electronic dictionary company called Franklin Electronic Publishers, which developed the first hand-held computer.

When a young employee gasped at his blue language, Simons flashed a grin. “I know—that is an impressive rate!” A few times a week, Marilyn came by to visit, usually with their baby, Nicholas. Other times, Barbara checked in on her ex-husband. Other employees’ spouses and children also wandered around the office. Each afternoon, the team met for tea in the library, where Simons, Baum, and others discussed the latest news and debated the direction of the economy. Simons also hosted staffers on his yacht, The Lord Jim, docked in nearby Port Jefferson. Most days, Simons sat in his office, wearing jeans and a golf shirt, staring at his computer screen, developing new trades—reading the news and predicting where markets were going, like most everyone else. When he was especially engrossed in thought, Simons would hold a cigarette in one hand and chew on his cheek. Baum, in a smaller, nearby office, trading his own account, favored raggedy sweaters, wrinkled trousers, and worn Hush Puppies shoes. To compensate for his worsening eyesight, he hunched close to his computer, trying to ignore the smoke wafting through the office from Simons’s cigarettes. Their traditional trading approach was going so well that, when the boutique next door closed, Simons rented the space and punched through the adjoining wall. The new space was filled with offices for new hires, including an economist and others who provided expert intelligence and made their own trades, helping to boost returns. At the same time, Simons was developing a new passion: backing promising technology companies, including an electronic dictionary company called Franklin Electronic Publishers, which developed the first hand-held computer. In 1982, Simons changed Monemetrics’ name to Renaissance Technologies Corporation, reflecting his developing interest in these upstart companies. Simons came to see himself as a venture capitalist as much as a trader. He spent much of the week working in an office in New York City, where he interacted with his hedge fund’s investors while also dealing with his tech companies. Simons also took time to care for his children, one of whom needed extra attention. Paul, Simons’s second child with Barbara, had been born with a rare hereditary condition called ectodermal dysplasia. Paul’s skin, hair, and sweat glands didn’t develop properly, he was short for his age, and his teeth were few and misshapen. To cope with the resulting insecurities, Paul asked his parents to buy him stylish and popular clothing in the hopes of fitting in with his grade-school peers. Paul’s challenges weighed on Simons, who sometimes drove Paul to Trenton, New Jersey, where a pediatric dentist made cosmetic improvements to Paul’s teeth. Later, a New York dentist fitted Paul with a complete set of implants, improving his self-esteem. Baum was fine with Simons working from the New York office, dealing with his outside investments, and tending to family matters. Baum didn’t need much help. He was making so much money trading various currencies using intuition and instinct that pursuing a systematic, “quantitative” style of trading seemed a waste of