Fortuner Team Quotes

If we can’t laugh at ourselves, who can we laugh at?” I stared at her. “Other people?

Ideas without implementation, or without an exceptional team to implement them, are like assholes and opinions: everyone’s got one.

She closed her eyes and shook her head. I was fairly certain she was praying—whether it was for strength or a vial of untraceable poison, I wasn’t certain.

I am convinced that there is an urgent need in the church today for much greater understanding of Christian doctrine, or systematic theology. Not only pastors and teachers need to understand theology in greater depth -- the WHOLE CHURCH does as well. One day by God's grace we may have churches full of Christians who can discuss, apply and LIVE the doctrinal teachings of the Bible as readily as they can discuss the details of their own jobs or hobbies - or the fortunes of their favorite sports team or television program.

It’s one thing when black people aren’t discussed in world history. Fortunately, teams of dedicated historians and culture advocates have chipped away at the propaganda often functioning as history for the world’s students to eradicate that glaring error. But when, even in the imaginary future—a space where the mind can stretch beyond the Milky Way to envision routine space travel, cuddly space animals, talking apes, and time machines—people can’t fathom a person of non-Euro descent a hundred years into the future, a cosmic foot has to be put down.

A chain is no stronger than its weakest link, and if one of the team cannot handle the forces, everybody is going to suffer. A ritual lodge is no place for the well-meaning ineffectual.

Presidents and Kings are not apt to see flaws in their own arguments,” he wrote, “but fortunately for the Union, it had a President, at this critical juncture, who combined a logical intellect with an unselfish heart.

The stands are packed every weekend, year after year, even though the team's achievements have collapsed in line with the town's economy. And perhaps that's why - because everyone hopes than when the team's fortunes improve again, the rest of the town will get pulled up with it. Which is why places like this always have to pin their hopes for the future on young people. They're the only ones who don't remember that things actually used to be better.

Everything,” a journalist observed, “tended to represent the home of a man who has battled hard with the fortunes of life, and whose hard experience had taught him to enjoy whatever of success belongs to him, rather in solid substance than in showy display.

I don’t believe it can be taught as if it were a recipe. There aren’t ingredients and techniques that will guarantee success. Parameters exist that, if followed, will ensure a business can continue, but you cannot clearly define our business success and then bottle it as you would a perfume. It’s not that simple: to be successful, you have to be out there, you have to hit the ground running; and, if you have a good team round you and more than your fair share of luck, you might make something happen. But you certainly can’t guarantee it just by following someone else’s formula. Business is a fluid, changing substance.

For every opportunity lost, people might place their bet on futuristic fortunes perpetuated by certain strategical moves. Once you accept the mistakes rest will be history

There was some violence a year ago. An important kid got shot during an attempted kidnapping while on spring break in Mexico. The Fortune 500 went security crazy. Now rich kids like Jack need a commando team to take a dump.

Cats were surly and not required to participate in anything, but managed to convince humans to provide everything they needed. It was the perfect existence for someone like me, who found everyone and everything as suspicious as cats did.

For more fortunate readers, it reminded them that “the action of the clytoris in women is like that of a penis to man,” and the key to “brifk and vigorous” enjoyments—especially with “cares and thoughts of business drowned in a glafs of rofy wine.

years ago, a Fortune 500 firm was expected to last around seventy-five years. Today this life expectancy is less than fifteen years and is constantly declining. The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

During my first several days there I really did feel like a fish out of water. After years of following a military dress code I wasn’t even sure what to wear. The one place I felt like I fit in was out on a boat and, fortunately, trials for the freshman sailing team began right away.

one thing my own marriage taught me is that relationships are like football in a lot of ways. It’s a team sport and you have to work together to be successful. There are highs and lows, good plays and bad calls, and if you’re going to step out on the field, you need to be ready to play the game. Big mistakes get you benched, and, depending on how bad you screwed up, they can cost you a fortune before you’re allowed back on the playing field. There will always be rivals, people trying to knock you out of the game, but if you’re lucky, you’ll end up with a nice ring to show for your hard work. But it’s not over there, you know. That’s when it really starts, because for the rest of your life you’ll be trying to prove to everyone that you, out of everyone, deserved to be given that ring.” He paused, snickering to himself. “That’s not the biggest way relationships are like football, though. No matter what you do, no matter what happens, the point of both is to score as much as you can. Without scoring, the entire thing is really just a waste of time.

[A] people needs to understand what freedom is. We Americans are fortunate that the Founders and their generation possessed that understanding. They knew that freedom, per se, is not enough. They knew that freedom must be limited to be preserved. This paradox is difficult for many students to grasp. Young people generally think freedom means authority figures leaving them alone so they can "do their own thing." That's part of what it means to be free, but true freedom involves much, much more. As understood by our Founders and by the best minds of the young republic, true freedom is always conditioned by morality. John Adams wrote, "I would define liberty as a power to do as we would be done by." In other words, freedom is not the power to do what one can, but what one ought. Duty always accompanies liberty. Tocqueville similarly observed, "No free communities ever existed without morals." The best minds concur: there must be borders: freedom must be limited to be preserved. What kinds of limits are we talking about? * The moral limits of right and wrong, which we did not invent but owe largely to our Judeo-Christian heritage. * Intellectual limits imposed by sound reasoning. Again, we did not invent these but are in debt largely to Greco-Roman civilization, from the pre-Socratic philosophers forward. * Political limits such as the rule of law, inalienable rights, and representative institutions, which we inherited primarily from the British. * Legal limits of the natural and common law, which we also owe to our Western heritage. * Certain social limits, which are extremely important to the survival of freedom. These are the habits of our hearts--good manners, kindness, decency, and willingness to put others first, among other things--which are learned in our homes and places of worship, at school and in team sports, and in other social settings. All these limits complement each other and make a good society possible. But they cannot be taken for granted. It takes intellectual and moral leadership to make the case that such limits are important. Our Founders did that. To an exceptional degree, their words tutored succeeding generations in the ways of liberty. It is to America's everlasting credit that our Founders got freedom right.

Point Partageuse got its name from French explorers who mapped the cape that jutted from the south-western corner of the Australian continent well before the British dash to colonize the west began in 1826. Since then, settlers had trickled north from Albany and south from the Swan River Colony, laying claim to the virgin forests in the hundreds of miles between. Cathedral-high trees were felled with handsaws to create grazing pasture; scrawny roads were hewn inch by stubborn inch by pale-skinned fellows with teams of shire horses, as this land, which had never before been scarred by man, was excoriated and burned, mapped and measured and meted out to those willing to try their luck in a hemisphere which might bring them desperation, death, or fortune beyond their dreams.

The stairs down to the scene were so narrow that we had to wait for a herd of forensics types to come up before we could go down. There’s no such thing as a full-service forensics team. It’s very expensive, so you order bits of it up from the Home Office like a Chinese takeout. Judging by the number of noddy suits filing past us Stephanopoulis had gone for the super-deluxe meal for six with extra egg fried rice. I was, I guessed, the fortune cookie.

Most cleantech companies crashed because they neglected one or more of the seven questions that every business must answer: 1. The Engineering Question Can you create breakthrough technology instead of incremental improvements? 2. The Timing Question Is now the right time to start your particular business? 3. The Monopoly Question Are you starting with a big share of a small market? 4. The People Question Do you have the right team? 5. The Distribution Question Do you have a way to not just create but deliver your product? 6. The Durability Question Will your market position be defensible 10 and 20 years into the future? 7. The Secret Question Have you identified a unique opportunity that others don’t see? We’ve discussed these elements before. Whatever your industry, any great business plan must address every one of them. If you don’t have good answers to these questions, you’ll run into lots of “bad luck” and your business will fail. If you nail all seven, you’ll master fortune and succeed. Even getting five or six correct might work.

Like the best of the arts, pro football worked on multiple levels. For the loyalists, there was the fortune of the home team. For neutral or casual fans, there was action, skill, suspense, and violence. For gamblers, the wagering proposition. For those with a deeper interest, the game could exist on a larger canvas—as a morality play; a cultural metaphor; a crucible of values in which teamwork, sacrifice, and dedication were rewarded, while selfishness, cowardice, and sloth were harshly punished. What those who were contemptuous of sports misunderstood was not merely that a middle-class sports fan might revere football to the same degree that an inveterate theatergoer revered Shakespeare, but that he might do so for many of the same reasons.

such ingratitude. those drinks were expensive.” “i hate you.” “take a number and get in line with the rest of this team. i won’t lose any sleep over it.” “don’t sleep. i’ll kill you.” “will you? will you do it yourself, or will you pay someone else to handle the mess? you certainly have enough money to outsource it to a proper hit man. one wonders what a no one like you is doing with such a fortune.” “i found it on the sidewalk.” “really. is that why you won’t spend it, or do you just like looking like a homeless person? the team is split, you know. most of them think you’re trailer trash like dan. renee knows better. so do i. i think you’re something a little more like us.” andrew leaned toward neil and enunciated every syllable. “a runaway.” - andrew & neil

Comparing marriage to football is no insult. I come from the South where football is sacred. I would never belittle marriage by saying it is like soccer, bowling, or playing bridge, never. Those images would never work, only football is passionate enough to be compared to marriage. In other sports, players walk onto the field, in football they run onto the field, in high school ripping through some paper, in college (for those who are fortunate enough) they touch the rock and run down the hill onto the field in the middle of the band. In other sports, fans cheer, in football they scream. In other sports, players ‘high five’, in football they chest, smash shoulder pads, and pat your rear. Football is a passionate sport, and marriage is about passion. In football, two teams send players onto the field to determine which athletes will win and which will lose, in marriage two families send their representatives forward to see which family will survive and which family will be lost into oblivion with their traditions, patterns, and values lost and forgotten. Preparing for this struggle for survival, the bride and groom are each set up. Each has been led to believe that their family’s patterns are all ‘normal,’ and anyone who differs is dense, naïve, or stupid because, no matter what the issue, the way their family has always done it is the ‘right’ way. For the premarital bride and groom in their twenties, as soon as they say, “I do,” these ‘right’ ways of doing things are about to collide like two three hundred and fifty pound linemen at the hiking of the ball. From “I do” forward, if not before, every decision, every action, every goal will be like the line of scrimmage. Where will the family patterns collide? In the kitchen. Here the new couple will be faced with the difficult decision of “Where do the cereal bowls go?” Likely, one family’s is high, and the others is low. Where will they go now? In the bathroom. The bathroom is a battleground unmatched in the potential conflicts. Will the toilet paper roll over the top or underneath? Will the acceptable residing position for the lid be up or down? And, of course, what about the toothpaste? Squeeze it from the middle or the end? But the skirmishes don’t stop in the rooms of the house, they are not only locational they are seasonal. The classic battles come home for the holidays. Thanksgiving. Which family will they spend the noon meal with and which family, if close enough, will have to wait until the nighttime meal, or just dessert if at all? Christmas. Whose home will they visit first, if at all? How much money will they spend on gifts for his family? for hers? Then comes for many couples an even bigger challenge – children of their own! At the wedding, many couples take two candles and light just one often extinguishing their candle as a sign of devotion. The image is Biblical. The Bible is quoted a man shall leave his father and mother and be joined to his wife, and the two shall become one. What few prepare them for is the upcoming struggle, the conflict over the unanswered question: the two shall become one, but which one? Two families, two patterns, two ways of doing things, which family’s patterns will survive to play another day, in another generation, and which will be lost forever? Let the games begin.

We tried a number of single-threaded efforts to meet the challenge. We rolled out features one after another, such as a recommendation engine for people that our users should meet and a professional Q&A service. None of them worked well enough to solve the problem. We concluded that the problem might require a Swiss Army knife approach with multiple use cases for multiple groups of users. After all, some people might want a news feed, some might want to track their career progress, and some might be keen on continuing education. Fortunately, LinkedIn had grown to the point where the organization could support multiple threads. We reorganized the product team so that each director of product could focus on a different approach to address engagement. Even though none of those efforts alone proved a silver bullet, the overall combination of them significantly improved user engagement.

I love football. I love the aesthetics of football. I love the athleticism of football. I love the movement of the players, the antics of the coaches. I love the dynamism of the fans. I love their passion for their badge and the colour of their team and their country. I love the noise and the buzz and the electricity in the stadium. I love the songs. I love the way the ball moves and then it flows and the way a teams fortune rises and falls through a game and through a season. But what I love about football is that it brings people together across religious divides, geographic divides, political divides. I love the fact that for ninety minutes in a rectangular piece of grass, people can forget hopefully, whatever might be going on in their life, and rejoice in this communal celebration of humanity. The biggest diverse, invasive or pervasive culture that human kinds knows is football and I love the fact that at the altar of football human kind can come worship and celebrate.

A pre-mortem typically starts with the leader asking everyone in the team to imagine that the project has gone horribly wrong and to write down the reasons why on a piece of paper. He or she then asks everyone to read a single reason from the list, starting with the project manager, before going around the table again. Klein cites examples where issues have surfaced that would otherwise have remained buried. ‘In a session held at one Fortune 50-size company, an executive suggested that a billion-dollar environmental sustainability project had “failed” because interest waned when the CEO retired,’ he writes. ‘Another pinned the failure on a dilution of the business case after a government agency revised its policies.’15 The purpose of the pre-mortem is not to kill off plans, but to strengthen them. It is also very easy to conduct. ‘My guess is that, in general, doing a pre-mortem on a plan that is about to be adopted won’t cause it to be abandoned,’ Kahneman has said. ‘But it will probably be tweaked in ways that everybody will recognize as beneficial. So the pre-mortem is a low-cost, high-pay-off kind of thing.

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

The phone rang. It was a familiar voice. It was Alan Greenspan. Paul O'Neill had tried to stay in touch with people who had served under Gerald Ford, and he'd been reasonably conscientious about it. Alan Greenspan was the exception. In his case, the effort was constant and purposeful. When Greenspan was the chairman of Ford's Council of Economic Advisers, and O'Neill was number two at OMB, they had become a kind of team. Never social so much. They never talked about families or outside interests. It was all about ideas: Medicare financing or block grants - a concept that O'Neill basically invented to balance federal power and local autonomy - or what was really happening in the economy. It became clear that they thought well together. President Ford used to have them talk about various issues while he listened. After a while, each knew how the other's mind worked, the way married couples do. In the past fifteen years, they'd made a point of meeting every few months. It could be in New York, or Washington, or Pittsburgh. They talked about everything, just as always. Greenspan, O'Neill told a friend, "doesn't have many people who don't want something from him, who will talk straight to him. So that's what we do together - straight talk." O'Neill felt some straight talk coming in. "Paul, I'll be blunt. We really need you down here," Greenspan said. "There is a real chance to make lasting changes. We could be a team at the key moment, to do the things we've always talked about." The jocular tone was gone. This was a serious discussion. They digressed into some things they'd "always talked about," especially reforming Medicare and Social Security. For Paul and Alan, the possibility of such bold reinventions bordered on fantasy, but fantasy made real. "We have an extraordinary opportunity," Alan said. Paul noticed that he seemed oddly anxious. "Paul, your presence will be an enormous asset in the creation of sensible policy." Sensible policy. This was akin to prayer from Greenspan. O'Neill, not expecting such conviction from his old friend, said little. After a while, he just thanked Alan. He said he always respected his counsel. He said he was thinking hard about it, and he'd call as soon as he decided what to do. The receiver returned to its cradle. He thought about Greenspan. They were young men together in the capital. Alan stayed, became the most noteworthy Federal Reserve Bank chairman in modern history and, arguably the most powerful public official of the past two decades. O'Neill left, led a corporate army, made a fortune, and learned lessons - about how to think and act, about the importance of outcomes - that you can't ever learn in a government. But, he supposed, he'd missed some things. There were always trade-offs. Talking to Alan reminded him of that. Alan and his wife, Andrea Mitchell, White House correspondent for NBC news, lived a fine life. They weren't wealthy like Paul and Nancy. But Alan led a life of highest purpose, a life guided by inquiry. Paul O'Neill picked up the telephone receiver, punched the keypad. "It's me," he said, always his opening. He started going into the details of his trip to New York from Washington, but he's not much of a phone talker - Nancy knew that - and the small talk trailed off. "I think I'm going to have to do this." She was quiet. "You know what I think," she said. She knew him too well, maybe. How bullheaded he can be, once he decides what's right. How he had loved these last few years as a sovereign, his own man. How badly he was suited to politics, as it was being played. And then there was that other problem: she'd almost always been right about what was best for him. "Whatever, Paul. I'm behind you. If you don't do this, I guess you'll always regret it." But it was clearly about what he wanted, what he needed. Paul thanked her. Though somehow a thank-you didn't seem appropriate. And then he realized she was crying.

Knowing Chris was getting married, his fellow Team members decided that they had to send him off with a proper SEAL bachelor party. That meant getting him drunk, of course. It also meant writing all over him with permanent markers-an indelible celebration, to be sure. Fortunately, they liked him, so his face wasn’t marked up-not by them, at least; he’d torn his eyebrow and scratched his lip during training. Under his clothes, he looked quite the sight. And the words wouldn’t come off no matter how he, or I scrubbed. I pretended to be horrified, but honestly, that didn’t bother me much. I was just happy to have him with me, and very excited to be spending the rest of my life with the man I loved. It’s funny, the things you get obsessed about. Days before the wedding, I spent forty-five minutes picking out exactly the right shape of lipstick, splurging on expensive cosmetics-then forgot to take it with me the morning of the wedding. My poor sister and mom had to run to Walgreens for a substitute; they came back with five different shades, not one of which matched the one I’d picked out. Did it matter? Not at all, although I still remember the vivid marks the lipstick made when I kissed him on the cheek-marking my man. Lipstick, location, time of day-none of that mattered in the end. What did matter were our families and friends, who came in for the ceremony. Chris liked my parents, and vice versa. I truly loved his mom and dad. I have a photo from that day taped near my work area. My aunt took it. It’s become my favorite picture, an accidental shot that captured us perfectly. We stand together, beaming, with an American flag in the background. Chris is handsome and beaming; I’m beaming at him, practically glowing in my white gown. We look so young, happy, and unworried about what was to come. It’s that courage about facing the unknown, the unshakable confidence that we’d do it together, that makes the picture so precious to me. It’s a quality many wedding photos possess. Most couples struggle to make those visions realities. We would have our struggles as well.

Breeding has made the creation of new species illegal. DISILLUSIONMENT CHARMS The wizard on the street also plays a part in the concealment of magical beasts. Those who own a Hippogriff, for example, are bound by law to enchant the beast with a Disillusionment Charm to distort the vision of any Muggle who may see it. Disillusionment Charms should be performed daily, as their effects are apt to wear off. MEMORY CHARMS When the worst happens and a Muggle sees what he or she is not supposed to see, the Memory Charm is perhaps the most useful repair tool. The Memory Charm may be performed by the owner of the beast in question, but in severe cases of Muggle notice, a team of trained Obliviators may be sent in by the Ministry of Magic. THE OFFICE OF MISINFORMATION The Office of Misinformation will become involved in only the very worst magical–Muggle collisions. Some magical catastrophes or accidents are simply too glaringly obvious to be explained away by Muggles without the help of an outside authority. The Office of Misinformation will in such a case liaise directly with the Muggle prime minister to seek a plausible non-magical explanation for the event. The unstinting efforts of this office in persuading Muggles that all photographic evidence of the Loch Ness kelpie is fake have gone some way to salvaging a situation that at one time looked exceedingly dangerous. 7. In his 1972 book Muggles Who Notice, Blenheim Stalk asserts that some residents of Ilfracombe escaped the Mass Memory Charm. ‘To this day, a Muggle bearing the nickname “Dodgy Dirk” holds forth in bars along the south coast on the subject of a “dirty great flying lizard” that punctured his lilo.’ 8. For a fascinating examination of this fortunate tendency of Muggles, the reader might like to consult The Philosophy of the Mundane: Why the Muggles Prefer Not to Know, Professor Mordicus Egg (Dust & Mildewe, 1963). 9. The largest department at the Ministry of Magic is the Department of Magical Law Enforcement, to which the remaining six departments are all, in some respect, answerable – with the possible exception of the Department of Mysteries.

What exogenous causes are shifting the allocation of moral intuitions away from community, authority, and purity and toward fairness, autonomy, and rationality? One obvious force is geographic and social mobility. People are no longer confined to the small worlds of family, village, and tribe, in which conformity and solidarity are essential to daily life, and ostracism and exile are a form of social death. They can seek their fortunes in other circles, which expose them to alternative worldviews and lead them into a more ecumenical morality, which gravitates to the rights of individuals rather than chauvinistic veneration of the group. By the same token, open societies, where talent, ambition, or luck can dislodge people from the station in which they were born, are less likely to see an Authority Ranking as an inviolable law of nature, and more likely to see it as a historical artifact or a legacy of injustice. When diverse individuals mingle, engage in commerce, and find themselves on professional or social teams that cooperate to attain a superordinate goal, their intuitions of purity can be diluted. One example, mentioned in chapter 7, is the greater tolerance of homosexuality among people who personally know homosexuals. Haidt observes that when one zooms in on an electoral map of the United States, from the coarse division into red and blue states to a finer-grained division into red and blue counties, one finds that the blue counties, representing the regions that voted for the more liberal presidential candidate, cluster along the coasts and major waterways. Before the advent of jet airplanes and interstate highways, these were the places where people and their ideas most easily mixed. That early advantage installed them as hubs of transportation, commerce, media, research, and education, and they continue to be pluralistic—and liberal—zones today. Though American political liberalism is by no means the same as classical liberalism, the two overlap in their weighting of the moral spheres. The micro-geography of liberalism suggests that the moral trend away from community, authority, and purity is indeed an effect of mobility and cosmopolitanism.202

This book is divided into three parts. The first section focuses on how habits emerge within individual lives. It explores the neurology of habit formation, how to build new habits and change old ones, and the methods, for instance, that one ad man used to push toothbrushing from an obscure practice into a national obsession. It shows how Procter & Gamble turned a spray named Febreze into a billion-dollar business by taking advantage of consumers’ habitual urges, how Alcoholics Anonymous reforms lives by attacking habits at the core of addiction, and how coach Tony Dungy reversed the fortunes of the worst team in the National Football League by focusing on his players’ automatic reactions to subtle on-field cues.

The Fortune 500 list of 2011 featured only sixty-seven companies that appeared on the list of 1955, meaning that just 13.4 percent of the Fortune 500 firms in 1955 were still on the list fifty-six years later. Eighty-seven percent of the companies simply couldn’t keep up; they had either gone bankrupt, merged with other companies, been forced to go private, or fallen off the list completely.

Fortunately, thanks to the clear-headed and courageous actions of the security team, the only people killed were the jihad attackers.

Eventually the talent supply runs out and you have to look elsewhere for the right team. Fortunately, there are some terrific sources of outstanding product talent in places such as India, Eastern Europe (especially the Czech Republic, Hungary, Poland, and Slovakia), Northern Europe (especially the Netherlands, Sweden, and Germany), Israel, China, Singapore, Australia, and New Zealand.

My friends, we should consider ourselves fortunate, not because we are any greater or lesser because we face adversity, rather we simply rejoice in the opportunity to face it.

Leadership as a Service But the best leadership—the kind that people can mention only with evident emotion and deep respect—is most often exercised by people without positional power. It happens outside the official hierarchy of delegated authority. When I’m on my home turf, I play tennis two or three times a week in groups organized by a charming fellow named Mike. Mike is our leader. It’s Mike who decides the matchups: who plays with whom and against whom. He’s the one who shuffles the players (16 of us on four courts) after each set so we all have different partners for all three sets. He invariably makes good pairings so that near the end of a half hour you can look across the courts and see four scores like 5 to 4, 6 to 6, 7 to 6, and 5 to 5. He has a great booming voice, easy to hear even when he is three courts away. He sets the meeting times, negotiates the schedules for court time, and makes sure there are subs for anyone who needs to be away. Nobody gave Mike the job of leading the group; he just stepped up and took it. His leadership is uncontested; the rest of us are just in awe of our good fortune that he leads us as he does. He gets nothing for it except our gratitude and esteem. —TDM In this example, leadership is not about extracting anything from us; it’s about service. The leadership that the Mikes of the world provide enables their endeavors to go forth. While they sometimes set explicit directions, their main role is that of a catalyst, not a director. They make it possible for the magic to happen. In order to lead without positional authority—without anyone ever appointing you leader—you have to do what Mike does: • Step up to the task. • Be evidently fit for the task. • Prepare for the task by doing the required homework ahead of time. • Maximize value to everyone. • Do it all with humor and obvious goodwill. It also helps to have charisma.

is July 2009. We step off our respective planes and lug our gear into the sweltering Vegas sun. Our taxis creep through downtown tourist traffic, swing around the airport, and unceremoniously drop us off in a giant, industrial-looking parking lot. The Las Vegas Sports Center sulks unimpressively in the heat, but under the sounds of arriving planes, there’s also a low hum and periodic whistles. Inside, the air is cooler and smells vaguely of . . . what is that smell? Sweat? Feet? Happiness? And when our eyes adjust to the light, we see skaters from every corner of the world—their helmets whiz by in every direction looking as if they are floating on air. On their feet are skates—black skates, white skates, blue skates, camouflage skates—propelled by a rainbow of wheels. On the sport floor, coaches with names like Carmen Getsome and Miss Fortune are drilling a centipede line of skaters in the fine art of knocking each other’s asses to the ground. Refs and skaters gear up for the mixed league, multination, battle du jour: Team Australia vs. Team Canada. Someone hobbles by with an ice pack strapped to her knee, still smiling. We smile too. Across town, nearly one thousand other skaters throng the casino and head to seminars in the meeting halls of the Imperial Palace Hotel, with nothing but roller derby on their minds. This is the fifth annual derby convention known as RollerCon.

When Derek Sivers first built his business CDbaby.com, he set up a standard confirmation email to let customers know their order had been shipped. After a few months, Derek felt that this email wasn’t aligned with his mission—to make people smile. So he sat down and wrote a better one. Your CD has been gently taken from our CD Baby shelves with sterilized contamination-free gloves and placed on a satin pillow. A team of 50 employees inspected your CD and polished it to make sure it was in the best possible condition before mailing. Our packing specialist from Japan lit a candle and a hush fell over the crowd as he put your CD into the finest gold-lined box that money can buy. We all had a wonderful celebration afterwards and the whole party marched down the street to the post office where the entire town of Portland waved “Bon Voyage!” to your package, on its way to you, in our private CD Baby jet on this day, Friday, June 6th. I hope you had a wonderful time shopping at CD Baby. We sure did. Your picture is on our wall as “Customer of the Year.” We’re all exhausted but can’t wait for you to come back to CDBABY.COM!! —Derek Sivers, Anything You Want The result wasn’t just delighted customers. That one email brought thousands of new customers to CD Baby. The people who got it couldn’t help sharing it with their friends. Try Googling “private CD Baby jet”; you’ll find over 900,000 search results to date. Derek’s email has been cited by business blogs the world over as an example of how to authentically put your words to work for your business.

Guideline #12: Hire a professional. Remember the definition of a job seeker I posted at the front of this book? Take a moment and go back to the definition, and study all the aspects of the job campaign you have to master or be proficient in. CEOs of Fortune 500 companies would be hard-pressed to master or be proficient in that many disciplines. They have finance professionals, sales teams, IT departments, management personnel, and consultants to help them. However, most job seekers conduct the job campaign solely on their own.

I don’t know what instructions Nimiar gave her seamstress in private. I had expected a modest trunk of nice fabric, enough for a gown or two in the current fashions. What returned, though, just over a week later, was a hired wagon bearing enough stuff to outfit the entire village, plus three determined young journey-seamstresses who came highly recommended and who were ready to make their fortunes. “Good,” Nee said, when we had finished interviewing them. She walked about inspecting the fabulous silks, velvets, linens, and a glorious array of embroidery twists, nodding happily. “Just what I wanted. Melise is a treasure.” “Isn’t this too much?” I asked, astounded. She grinned. “Not when you count up what you’ll need to make the right impression. Remember, you are acquiring overnight what ought to have been put together over years. Morning gowns, afternoon gowns, riding tunics and trousers, party dresses, and perhaps one ball gown, though that kind of thing you can order when we get to town, for those take an unconscionable amount of time to make if you don’t have a team doing it.” “A team? Doing nothing but sewing? What a horrible life!” I exclaimed. “Those who choose it would say the same about yours, I think,” Nee said with a chuckle. “Meaning your life as a revolutionary. There are many, not just women, though it’s mostly females, who like very much to sit in a warm house and sew and gossip all day. In the good houses the sewers have music, or have books read to them, and the products are the better for their minds being engaged in something interesting. This is their art, just as surely as yon scribe regards her map and her fellows regard their books.” She pointed toward the library. “And how those at Court view the way they conduct their public lives.” “So much to learn,” I said with a groan. “How will I manage?” She just laughed; and the next day a new arrival brought my most formidable interview yet: with my new maid.

The huge gifts of money that wealthy owners of sports teams wheedle out of taxpayers are a free lunch that someone must fund. Often that burden falls on poor children and the ambitious among the poor. Sports-team subsidies undermine a century of effort to build up the nation’s intellectual capacity and, thus, its wealth. Andrew Carnegie poured money from his nineteenth-century steel fortune into local libraries across America because he was certain it would build a better and more prosperous nation, which indeed it did. These libraries imposed costs on taxpayers, but they also returned benefits as the nation’s store of knowledge grew. That is, library spending is a prime example of a subsidy adding value.

But it's my dad who truly saves me. He doesn't even put his fork down, make a face, break a sweat, or throw things ... all things I've done in the last several seconds since Emily walked up and nuclear bombed my life. But Dad is the cloth we're all cut from and has perfected his skills around boardroom tables we can only dream of one day sitting at, so he coldly demands, "Are you quite finished now, young lady? I was rather enjoying a quiet dinner of celebration with my family before you came up and started spewing your venom all over my chicken marsala. It's obvious you are no friend of Abi's, and therefore, no friend of mine." He makes a shooing motion with his fork, a bit of sauce slinging on Emily's white dress too. "Leave us alone so we can continue to celebrate her good fortune as an artist and as a new bride. And you can go back to enjoying a night away from your new husband too." Dad glances at the table of women who are sitting straight and slack-jawed now. "I'm sure your husband is particularly enjoying the evening away from you." Whoa! Dad is ... stone-cold brutal. I'm really glad he's on my team.

Rescue dogs are trained to perform such responses on command, often in repulsive situations, such as fires, that they would normally avoid unless the entrapped individuals are familiar. Training is accomplished with the usual carrot-and stick method. One might think, therefore, that the dogs perform like Skinnerian rats, doing what has been reinforced in the past, partly out of instinct, partly out of a desire for tidbits. If they save human lives, one could argue, they do so for purely selfish reasons. The image of the rescue dog as a well-behaved robot is hard to maintain, however, in the face of their attitude under trying circumstances with few survivors, such as in the aftermath of the bombing of the Murrah Federal Building in Oklahoma City. When rescue dogs encounter too many dead people, they lose interest in their job regardless of how much praise and goodies they get. This was discovered by Caroline Hebard, the U.S. pioneer of canine search and rescue, during the Mexico City earthquake of 1985. Hebard recounts how her German shepherd, Aly, reacted to finding corpse after corpse and few survivors. Aly would be all excited and joyful if he detected human life in the rubble, but became depressed by all the death. In Hebard's words, Aly regarded humans as his friends, and he could not stand to be surrounded by so many dead friends: "Aly fervently wanted his stick reward, and equally wanted to please Caroline, but as long as he was uncertain about whether he had found someone alive, he would not even reward himself. Here in this gray area, rules of logic no longer applied." The logic referred to is that a reward is just a reward: there is no reason for a trained dog to care about the victim's condition. Yet, all dogs on the team became depressed. They required longer and longer resting periods, and their eagerness for the job dropped off dramatically. After a couple of days, Aly clearly had had enough. His big brown eyes were mournful, and he hid behind the bed when Hehard wanted to take him out again. He also refused to eat. All other dogs on the team had lost their appetites as well. The solution to this motivational problem says a lot about what the dogs wanted. A Mexican veterinarian was invited to act as stand-in survivor. The rescuers hid the volunteer somewhere in a wreckage and let the dogs find him. One after another the dogs were sent in, picked up the man's scent, and happily alerted, thus "saving" his life. Refreshed by this exercise, the dogs were ready to work again. What this means is that trained dogs rescue people only partly for approval and food rewards. Instead of performing a cheap circus trick, they are emotionally invested. They relish the opportunity to find and save a live person. Doing so also constitutes some sort of reward, but one more in line with what Adam Smith, the Scottish philosopher and father of economics, thought to underlie human sympathy: all that we derive from sympathy, he said, is the pleasure of seeing someone else's fortune. Perhaps this doesn't seem like much, but it means a lot to many people, and apparently also to some bighearted canines.

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I am deeply convinced that we can do better. The key to progress is a relentless focus on value creation, not value capture. Fortunately, there is no contradiction. Financial success, as we have seen time and again, will follow true value creation.10 At a policy level, this means that corporate leaders need to pay close attention to benchmarks number four and number five. Undermining markets will surely leave us poorer—and more divided! The most important work, however, takes place in companies. No matter where you sit in your organization, whether you work alone, in a team, or lead a large corporation, can I ask you to never tire of seeking new ways to increase WTP and lower WTS? Can I convince you that your role is both vital and noble? What better way to lead a life than being preoccupied with creating value for others, to touch their lives in ways both big and small?

Capture the Quantitative Impact of Your Accomplishments Examine everything you’ve done, but don’t merely report what you’ve done. Report the quantitative impact, that is, the numbers that resulted from your achievement. That’s what hiring managers care about most. For example: When I was in school, I worked in the University’s Personnel department. During my time there, the Director asked if I could explain a monthly report she received from Accounts Payable. The report identified everything charged to Personnel. Unfortunately, neither the Director nor her team could understand what it was saying. After some analysis and research, I was able to translate the confusing report into something the Director could understand. What I did not do was ask the Director and her team for the financial impact of now being able to understand the report. While what I did was a valuable story to share at my next interview, it would have meant a lot more if I’d identified the dollars saved or some other quantified impact. As noted earlier, a few years later, I worked for a high-tech company that sold equipment to Fortune 500 firms. The company wasn’t winning the large deals like they had in the past, so I was asked to investigate. I identified the process breakdown causing the problem. I also created a short-term solution, so that the company could start winning bids again while the long-term solution was being developed. What I did not do — and almost have to kick myself now for not doing — was to ask for the value of the deals we were now winning. Those $$$ would have clearly explained the positive impact of my work. It would have been a wonderful talking point in my resume. After my job was eliminated for the second time in 13 years, I started doing a better job of quantifying the impact of my accomplishments.

And yet, listening is arguably more valuable than speaking. Wars have been fought, fortunes lost, and friendships wrecked for lack of listening. Calvin Coolidge famously said, “No man ever listened himself out of a job.” It is only by listening that we engage, understand, connect, empathize, and develop as human beings. It is fundamental to any successful relationship—personal, professional, and political. Indeed, the ancient Greek philosopher Epictetus said, “Nature hath given men one tongue but two ears, that we may hear from others twice as much as we speak.” So it’s striking that high schools and colleges have debate teams and courses in rhetoric and persuasion but seldom, if ever, classes or activities that teach careful listening. You can get a doctorate in speech communication and join clubs like Toastmasters to perfect your public speaking, but there’s no comparable degree or training that emphasizes and encourages the practice of listening.

A society of prohibition requires all its members to sacrifice their individual, private ways of obtaining enjoyment for the sake of the social order as a whole. That is to say, one receives an identity from society in exchange for one’s immediate access to enjoyment, which one must give up. This is, traditionally, the way in which society as such functions. This type of society operates in the manner of a sports team: the team demands individual sacrifices in order to ensure the team’s success. In order for the team to win, the individual must give up her or his dreams of wholly individual achievement and fit her or his abilities into the structure of the team. In a society of commanded enjoyment, this dynamic changes dramatically. Rather than demanding that its members give up their individual enjoyment for the sake of the whole, the society of enjoyment commands their enjoyment—private enjoyment becomes of paramount importance—and the importance of the social order as a whole seems to recede. Contemporary complaints about sports stars who are more concerned about individual statistics and money than about their team’s fortunes are indicative of this transformation. These sports stars are not simply anomalous narcissists. In the society of enjoyment, individual, private accomplishments and rewards are more important than the success of the team. In such a society, it is no longer requisite that subjects accept a constant dissatisfaction as the price for existing within a social order. To return to the example of the sports team, one can remain a member of the team without having to subordinate one’s own individual agenda to the larger plans of the team. Dissatisfaction now appears as something that one need not experience, in contrast to life in the society of prohibition, where dissatisfaction inheres in the very fabric of social existence itself. In the society of enjoyment, the private enjoyment that threatened the stability of the society of prohibition becomes a stabilizing force and even acquires the status of a duty.

Family, social, and environmental responsibility was the most revolutionary of all the values at the time, especially for a publicly traded Fortune 500 company. I was sure that these values would cause the toughest debates and hardest decisions among the leadership team; I was wrong. The team was very enaged and proud of these values. They helped us to see the inextricable connection between the company and people, families, communities, and the environment. We made courageous and radical decisions to align our policies and practices and behaviors with these important values.

Year after year one black in four throughout the general population was arrested for some trivial offense or other, and it was fortunate for them that not all police were as determined and sadistic as the team of Krause and Krog. Their like could be found in most countries; Russia, East Germany, Iran, Argentina, Brazil, all had such interrogators. But the majority of South African policemen tried to be law-abiding officers of justice; Krause and Krog were officers of terror.

He could imitate Irving, tell fortunes by cards, And play on the Spanish guitar. In fact quite the cream of the Muscovite team Was Ivan Petrofsky Skevar.

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.

The Al Saud operate something like baseball’s farm team system, in which ambitious young princes start off with relatively junior minor league positions and, if they are talented and fortunate, advance to more senior major league posts.

Who in their right mind doesn’t like flying?” Jack asked, with a quirk of his eyebrows. “Army, Navy, and Marines, sir.” “And there’s a reason they’re not on my team, Captain. I believe I did qualify it with right mind.

It used to be that only a professional player could wear the official team uniform. Now anyone with $75 can own an authentic game jersey. Somehow that cheapens the honor and privilege that go with that jersey. In reality, only the players themselves have earned the right to wear it. But we have done the same thing with our heroes. We throw the term around and slap it on just about anyone who has attained even a modicum of celebrity status, whether it is in the world of sports, music, or entertainment. But greatness is not merely for those fortunate enough to gain public notoriety. It is not for those who seek grandeur or personal glory. Rather it should be for those who, through quiet strength, demonstrate character on and off the field or the stage.

Chuck Feeney and his team were aggressive, self-confident, and borderline legal.

beside his brothers in a small, living room-style waiting room in their unused-until-today surgical ward. Hell, The Arsenal didn’t even have a medical team on site yet. Fortunately, Logan had come along and recruited a trusted surgeon to assist. Edge had dragged the spook doctor from a certain death, and he wasn’t about to bug out when she was down. He’d called in favors to make sure she got the best treatment possible. Logan’s surgeon friend, Maisey Winn, seemed competent enough for a bitchy piranha. She took one look at Dylan “helicoptering

a world characterized by a limited and vertical nervous system and by walls’. Instead we need to move to ‘networks – an open, fluid team of teams and continuous change making’ (quoted in Elkington and Braun, 2013: 38). This is echoed by Jon Katzenbach (2012): Today, with the ever-increasing necessity of working across organizational and geographical boundaries, and the growing complexity of daily business, more leaders at all levels are finding that it’s not always practical – or even best – to put together a team. Fortunately, we now have more options; in particular, consider the potential of focused networks, and sub-groups that can work more effectively in different modes than a ‘real team.

Ida Belle and Gertie took one look at me, standing in the garage and holding a bottle of bleach, and immediately flew into action. Gertie yanked down the garage door and Ida Belle grabbed the tarp that had covered the motorcycle the day before. “Where’s the body?” Ida Belle asked. “What? Jesus, there’s no body!” Gertie visibly relaxed. “Thank goodness. This is a new blouse.

The words “Underwear Night” and “Swamp Bar” did not belong in the same sentence together. I found myself hoping the underwear part was for the ladies only. Otherwise, good God, the horror.

Soon enough, MobilityWOD had morphed into our present company, The Ready State, and we were working on movement and mobility with all branches of the military; NFL, NBA, MLB, and NHL players and coaches; Olympic athletes; university sports teams; Fortune 500 companies; individual CEO types; and thousands of others.

David Goggins is a retired Navy SEAL and the only member of the U.S. Armed Forces ever to complete SEAL training, U.S. Army Ranger School, and Air Force Tactical Air Controller training. Goggins has competed in more than sixty ultra-marathons, triathlons, and ultra-triathlons, setting new course records and regularly placing in the top five. A former Guinness World Record holder for completing 4,030 pull-ups in seventeen hours, he’s a much-sought-after public speaker who’s shared his story with the staffs of Fortune 500 companies, professional sports teams, and hundreds of thousands of students across the country.

Questions on the following topics can help you identify helpful information about the company that you can then use to refine your hypothesis—and ultimately structure a more customized issue tree: Capabilities and expertise Distribution channels Cost structure (mainly fixed versus variable; is it better to have higher fixed costs with lower variable, which is a barrier to entry, or vice versa?) Investment costs (optional: only if the case involves an investment decision) Intangibles (e.g., brands, brand loyalty) Financial situation Organizational structure (optional: if, for example, team organization is in conflict with how customers want to do business, as in the case with the Fortune 500 CIO who wanted to do business with just one person)

Like the canniest early-stage investors, YC cared a lot more about the team at this point than whatever improbable idea we might have. The latter was really there only to judge the former; it was valueless in itself.

Eventually Russia, Iran, India, Brazil, and parts of Africa will fall to the Growth team’s patient ministrations. Then, Mark Zuckerberg, like a young Alexander the Great at the Indus River, will weep for having no more world to conquer.

What a company builds (SVP, Product), how it builds it (SVP, Engineering), how that eventual product is operationally run (COO), and what other companies it buys (Corp Dev): those are the core functions of any large tech company, and the people from the Ads team we met during forty-eight busy hours in 2011 would, by 2015, be that core leadership of Twitter.

Here’s something you may not know: every time you go to Facebook or ESPN.com or wherever, you’re unleashing a mad scramble of money, data, and pixels that involves undersea fiber-optic cables, the world’s best database technologies, and everything that is known about you by greedy strangers. Every. Single. Time. The magic of how this happens is called “real-time bidding” (RTB) exchanges, and we’ll get into the technical details before long. For now, imagine that every time you go to CNN.com, it’s as though a new sell order for one share in your brain is transmitted to a stock exchange. Picture it: individual quanta of human attention sold, bit by bit, like so many million shares of General Motors stock, billions of times a day. Remember Spear, Leeds & Kellogg, Goldman Sachs’s old-school brokerage acquisition, and its disappearing (or disappeared) traders? The company went from hundreds of traders and two programmers to twenty programmers and two traders in a few years. That same process was just starting in the media world circa 2009, and is right now, in 2016, kicking into high gear. As part of that shift, one of the final paroxysms of wasted effort at Adchemy was taking place precisely in the RTB space. An engineer named Matthew McEachen, one of Adchemy’s best, and I built an RTB bidding engine that talked to Google’s huge ad exchange, the figurative New York Stock Exchange of media, and submitted bids and ads at speeds of upwards of one hundred thousand requests per second. We had been ordered to do so only to feed some bullshit line Murthy was laying on potential partners that we were a real-time ads-buying company. Like so much at Adchemy, that technology would be a throwaway, but the knowledge I gained there, from poring over Google’s RTB technical documentation and passing Google’s merciless integration tests with our code, would set me light-years ahead of the clueless product team at Facebook years later.

One thing I am clear on, though, is why the show Man vs. Wild has been so successful. I consider it is down to the magic three: good fortune, an amazing team, and a willingness to risk it all. My magic trio. There is no doubt that good fortune and blessed timing have been at the heart of why the program has worked. All too often I meet extraordinarily talented people: whether they are world-class climbers, champion skydivers, or survival-bushcraft gurus. Invariably, they are more skilled than me--and, annoyingly, often better-looking and more muscled to boot! And, if the truth be told, they could all probably do my job better than me, as well.

The nautical expression that “Rats leave a sinking ship” is an observed truth. Not only will they attempt to save themselves but they will also assist in saving others. In fact studies show that they will be more apt to help their fellow rats if they had experienced a previous dunking themselves. Although detested by human’s rats are in fact very compassionate social animals that crave company. Research has proven that they will help another rat in distress before searching for food even though they may be hungry. Although not proven it has been observed that they have an innate knowledge of impending disaster and if they are seen abandoning ship, it just might be wise to follow. This is born out in Shakespeare's The Tempest, Act I, Scene II where he wrote: “In few, they hurried us aboard a bark, bore us some leagues to the sea; where they prepared a rotten carcass of a boat, not rigged, nor tackle, sail, nor mast; the very rats instinctively had to quit it.” Of course this nautical concept is fortunately not frequently witnessed, however in a metaphorical sense it is now being witnessed politically. The New York Times's Maggie Haberman and Alexander Burns have written articles concerning the tumult behind the scenes in the world of Donald Trump. “In private, Mr. Trump's mood is often sullen and erratic, his associates say. He veers from barking at members of his staff to grumbling about how he was better off following his own instincts…” Many others claim that he is not up to the task and could actually be a danger to our country if not the World. On Twitter, Bill Kristol a conservative and the Editor at large of the Weekly Standard says that the New York Times story suggest suggests prominent members of Trump's team are already beginning their recriminations in anticipation of a Republican defeat in November. Although I usually save my political remarks for my personal Facebook page, the obvious cannot be ignored and it has been universally apparent that our “Ship of State” has been heading into uncharted waters, rife with dangers herebefore unknown!

As we were arriving at this decision, one of the lawyers on the team asked a searing question. She was a brilliant and quiet person, whom I sometimes had to invite into the conversation. “Should you consider that what you are about to do may help elect Donald Trump president?” she asked. I paused for several seconds. It was of course the question that was on everyone’s mind, whether they expressed it out loud or not. I began my reply by thanking her for asking that question. “It is a great question,” I said, “but not for a moment can I consider it. Because down that path lies the death of the FBI as an independent force in American life. If we start making decisions based on whose political fortunes will be affected, we are lost.

One of the most ambitious men to exploit the timber trade was Hugh F. McDanield, a railroad builder and tie contractor who had come to Fayetteville along with the Frisco. He bought thousands of acres of land within hauling distance of the railroad and sent out teams of men to cut the timber. By the mid-1880s, after a frenzy of cutting in south Washington County, he turned his gaze to the untapped fortune of timber on the steep hillsides of southeast Washington County and southern Madison County, territory most readily accessed along a wide valley long since leveled by the east fork of White River. Mr. McDanield gathered a group of backers and the state granted a charter September 4, 1886, giving authority to issue capital stock valued at $1.5 million, which was the estimated cost to build a rail line through St. Paul and on to Lewisburg, which was a riverboat town on the Arkansas River near Morrilton. McDanield began surveys while local businessman J. F. Mayes worked with property owners to secure rights of way. “On December 4, 1886, a switch was installed in the Frisco main line about a mile south of Fayetteville, and the spot was named Fayette Junction.” Within six months, 25 miles of track had been laid east by southeast through Baldwin, Harris, Elkins, Durham, Thompson, Crosses, Delaney, Patrick, Combs, and finally St. Paul. Soon after, in 1887, the Frisco bought the so-called “Fayetteville and Little Rock” line from McDanield. It was estimated that in the first year McDanield and partners shipped out more than $2,000,000 worth of hand-hacked white oak railroad ties at an approximate value of twenty-five cents each. Mills ran day and night as people arrived “by train, wagon, on horseback, even afoot” to get a piece of the action along the new track, commonly referred to as the “St. Paul line.” Saloons, hotels, banks, stores, and services from smithing to tailoring sprang up in rail stop communities.

thought

Imagine it’s time for that big, end-of-engagement presentation. You and your team have been up until 2 a.m. putting together your blue books,* making sure that every i has been dotted and every t crossed. You’re all wearing your best suits and trying to look on the ball. The senior executives of your Fortune 50 client, anxious to hear McKinsey’s words of wisdom, are taking their places around the boardroom table on the top floor of the corporate skyscraper. The CEO strides into the room and says, “Sorry, folks. I can’t stay. We have a crisis and I have to go meet with our lawyers.” Then he turns to you and says, “Why don’t you ride down in the elevator with me and tell me what you’ve found out?” The ride will take about 30 seconds. In that time, can you tell the CEO your solution? Can you sell him your solution? That’s the elevator test.

During the fight Geary’s teamsters became scared, and had deserted their teams, and the mules, stampeded by the sound of battle raging around them, had broken loose from their wagons and run away. Fortunately for their reputation and the safety of the command, they started toward the enemy, and with heads down and tails up, with trace-chains rattling and whiffletrees snapping over the stumps of trees, they rushed pell-mell upon Longstreet’s bewildered men. Believing it to be an impetuous charge of cavalry, his line broke and fled. The quartermaster in charge of the animals, not willing to see such distinguished services go unrewarded, sent in the following communication: “I request that the mules, for their gallantry in action, may have conferred upon them the brevet rank [an honorary promotion] of horses.” Brevets in the army were being pretty freely bestowed at the time, and when this recommendation was reported to General Grant he laughed heartily at the suggestion.

Sponsored Stories was the classic indefensible two-miracle startup idea. Miracle one was all the companies in the world doing work to integrate with Facebook and give away their data, at dubious benefit to themselves. Miracle two was those companies’ marketers abandoning their old workflows and success myths for some newfangled paradigm, one with unproved and unprovable efficacy, just because Facebook said so. And so, like any two-miracle startup idea, it was almost certain to fail. That didn’t stop the Ads team, however.

* Titled Social Influence in Social Advertising: Evidence from Field Experiments, the paper would eventually appear at an Association for Computing Machinery e-commerce conference, with Eytan Bakshy, Dean Eckles, Rong Yan, and Itamar Rosenn as its authors. Facebook’s data-science team was absolutely top-notch and boasted both already-prominent academics and young, up-and-coming PhDs who were ecstatic to get their busy hands on Facebook’s vast store of proprietary data. The team’s papers, such as this one, were always carefully executed experiments that often called bullshit on some social media truism—often one that originated with Facebook itself.

5 Thumb Rules to Follow for Outsourcing 3D Character. Outsourcing has become one of the basic requirements of the digital industry. Be it software, websites, architecture rendering or 3D character modelling, companies look forward to outsource these tasks to reliable names. Reason is simple. When it comes to value for money, 3D Art Outsourcing Service stands to be the most viable option as setting up in-house production often isn’t considered a wise ROI choice. But, this necessity has also given rise to possible frauds. There are countless companies waiting to gulp your money in the blink of an eye. There are many more who are ready to lure you with lucrative offers when it comes to 3D character modelling concept. Since not everyone is familiar with the technicalities of this field, companies can easily get trapped with fake promises of giving top notch services well within their reach, only to find out that the whole thing was neither worth their time nor money. However, all the sham can be avoided if companies follow the six thumb rules while Game outsourcing character modelling tasks to animation studios as these will lead them to the right names. 1) Take a Tour of the Website Although you will find expert comments on not to judge a company by its cover, there is no denying the fact that website plays a decisive role in company’s credibility, especially when it comes to art and animation studios. A studio that claims to offer you state-of-art results must first focus on its own. A clean, crisp website with appropriate content can actually say a lot about the studio’s work. A poor design and inappropriate content often indicate the following things: - Outdated and poorly maintained - Negligence towards its virtual presentation - Unprofessionalism - Poor marketing A sincere design and animation studio will indeed feature a vibrant website with all its details properly included. 2) Location Matters Location has a huge impact on hiring charges as it largely decides the price range one can expect. If you are looking forward to countries like India, you expect the range to be well within your budget chiefly because such countries have immense talent, but because of the increasing demand and competition in the field of outsourcing, hiring charges are relatively cheaper than countries like UK or USA. This means that once can get desired expertise without spending a fortune. 3) Know Your Team Inside Out Since you will be spending your hard earned money, you have every right to know the ins and outs of your team. Getting to know the team can assist you in your decision. Do your part of homework and be ready with your queries. Starting from their names to their works, check everything you can, and if need be, go for one-to-one conversation. This will not only help you to know them better, but will also give you an idea of their communication, their knowledge about their work and their sincerity. A dedicated one will always answer you up to the point while a confused one with fidget with words or beat around the bush. 4) Don’t Miss Out on the Portfolio While the website of a studio is its virtual representative, it’s the portfolio which speaks about its execution. Reputed names of 3D modelling and design companies house excellent projects ranging from simple to complex ones. A solid portfolio indicates: - commitment of the studio towards its projects - competency of its team - execution and precision - status of its expertise Apart from the portfolio, some animation studios even feature case studies and white papers in their websites which indicate their level of transparency. Make sure to go through all of them.

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.

I consider myself fortunate that I was an electronics engineer and not an optics engineer, as it was the optics team that was discharging massive amounts of carbon dioxide into the indoor environment at the Mauna Kea Observatories.

W.A. went west to Atchison, Kansas. From there he drove a six-yoke bull team of oxen across the Great Plains to Manitou Springs, near present-day Colorado Springs,

Is a couple of hairs above my lip really worthy of this much effort?” I asked. “Yes,” they both replied at once.

I wanted a position that required broad management in a growth enterprise that was doing something I could get excited about. I wanted to be an owner and to be committed to helping a team achieve its goals. Money would be great, but I was happy to be paid based on the value I was bringing to an enterprise, which presumably would be reflected in its success (or failure). The culture of the environment was important to me too. Basically, I wanted to build something. I knew that these factors applied only to those fortunate enough to have significant choices as to what sort of employment they take; most people take what they can get. That said, I figured I was still relatively young and could afford to take some risks and push myself in the direction I wanted to go. I could always declare penance later. By the time I arrived at Manhattan GMAT, I was charged up and ready to make a mark.

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

With the blessing of NASA and the White House, the publishers had made the deal to pay the Original Seven an astounding total of 500,000 dollars, to be split equally and spread over several years, a fortune in those days. When the Next Nine came aboard, the pie was cut into thinner pieces, but was still a chunk of money. And when we joined the team, the funding was again reapportioned in equal shares and each of us received 16,250 dollars each year. On top of being astronauts, now we were rich!

Civilizations don’t usually die from murder, to paraphrase the famous British historian Arnold Toynbee. Civilizations die from suicide. It is increasing dangers inside our organizations that threaten us most. And fortunately, those dangers are well within our control.

Success is nothing more than a few simple disciplines, practiced every day; while failure is simply a few errors in judgment, repeated every day. It is the accumulative weight of our disciplines and our judgments that leads us either to fortune or failure. — Jim Rohn

Just playing for the team & coming to the ground isn't enough, the fun is to be known as the member who have made a difference to the team’s fortune. Think different, perform in a way that the game is identified by your name.

31. Humility Is Everything This chapter is about remembering your manners when things start rolling your way - as they surely will now that you are learning so many of these life secrets! It’s very tempting, when we experience a little bit of success, to think that our good fortune is down to our skill, our brilliance or our good nature. That might be a part of it, of course, but the truth is that every successful person has had great help and support from others. And the really successful person also has the humility to acknowledge that. When you clam too much credit for yourself, or you shout too loudly of your success, you give people a really good reason to talk against you. No one likes a boaster. And real success has humility at its core. I’ve been super lucky to have met some of the most successful sports stars on the planet. And you know what’s interesting about the most successful sportsmen and women? The more successful they are, so often the more humble they are. Listen to how Roger Federer or Rafael Nadal talk about their success. Even as the number-one tennis players in the world, they continually acknowledge their family, their coach, their team, even their opponents, as incredible people. And it makes us like them even more! I guess it’s because big-heads don’t get our admiration, even if they are incredibly successful. Why is that? Maybe it is because we know, deep down, that none of us gets very far on our own, and if someone says they have done it all alone, we don’t really believe them. Take a look at one of the greatest inventors to have ever lived, Sir Isaac Newton. In a letter to his great rival Robert Hooke, he wrote that his work on the theory of gravity had only been possible because of the scholarship of those who had gone before him. ‘If I have seen a little further,’ he wrote, ‘it is by standing on the shoulders of giants.’ I instantly admire him even more for saying that. You see, all great men and women stand on mighty shoulders. And that means you, too. Never forget that.

Carnival Cruise Lines has its own successful way of doing things, which in this case involved creating a musical group called “The Hot Shots!” The word “Fantastic” comes to mind when thinking of this musical group! Each member auditioned separately at the Carnival rehearsal facility in Miami and then rehearsed as a group until they were ready for the big leagues aboard ship. Fortunately for me and my team, which includes Jorge Fernandez, a former guitar player from Cuba and now a top flight structural engineer in the Tampa Bay area, who helps me with much of my technical work; Lucy Shaw, Chief Copy Editor; Ursula Bracker, Proofer, and lucky me Captain Hank Bracker, award winning author (including multiple gold medals), were aboard the Carnival Legend and were privileged to listen to and enjoy, quite by chance, music that covered everything from Classical Rock, to Disco, to Mo Town and the years in between. Talented Judith Mullally, Carnival’s Entertainment Director, was on hand to encourage and partake in the music with her outstanding voice and, not to be left out, were members of the ship’s repertory cast, as well as the ship’s Cruise Director. The popular Red Frog lounge on the Carnival Legend was packed to the point that one of the performances had to be held on the expansive Lido deck. However, for the rest of the nights, the lounge was packed with young and old, singing and dancing to “The Hot Shots!” - a musical group that would totally pack any venue in Florida. Pheona Baranda, from the Philippines, is cute as a button and is the lead female singer, with a pitch-perfect soprano voice. Lucas Pedreira, from Argentina, is the lead male singer and guitar player who displayed endless energy and the ability to keep the audience hopping! Paulo Baranda, Pheona’s younger brother, plays the lead guitar to perfection and behind the scenes is the band’s musical director and of course is also from the Philippines. Ygor, from Israel, is the “on the money” drummer who puts so much into what he is doing, that at one point he hurt his hand, but refused to slow down. Nick is the bass guitar player, from down under New Zealand, and Marina, the piano and keyboard player, hails from the Ukraine. As a disclaimer I admit that I hold shares in Carnival stock but there is nothing in it for me other than the pleasure of listening to this ultra-talented group which cannot and should not be denied. They were and still are the very best! However, I am sorry that just as a “Super Nova” they unfortunately can’t last. Their bright shining light is presently flaring, but this will only be for a fleeting moment and then will permanently go to black next year on January 2, 2020. That’s just the way it is, but my crew and I, as well as the many guests aboard the Carnival Legend, experienced music seldom heard anywhere, any longer…. It was a treat we will remember for years to come and we hope to see them again, as individual musical artists, or as perhaps with a new group sometime in the near future!

Few things worth doing can be done alone. To get past the conceptual stage, ideas need to become crusades; you’ve got to convince people to join you. I was lucky right off the bat to find Bill Gates, whose passion for business matched mine for tracking technology. Later I’d be fortunate to meet Bert Rutan en route to SpaceShipOne and to find Allan Jones to lead our brain work. I’ve also seen what can happen when the right team isn’t in place, how the best ideas can founder. I made more mistakes in pursuing the Wired World than I can count, but the first and worst was this: I often failed to find the right people to help me execute my vision. My own history probably swayed me to take a flier on some with slim track records and to entrust them with too much too soon. Since then I have learned to be more careful. Talent is indeed essential, but seasoning and maturity are not to be underestimated. Above all, I’ve learned the pitfalls of getting so locked in to looking ahead that you miss the pothole that makes you stumble, or the iceberg that sinks you. Still, any crusade requires optimism and the ambition to aim high. For as long as I can remember, I’ve wanted to find my own challenges, see them through to fruition, and—if everything breaks right—change the world for the better.

Lancaster hired Anand Sharma, CEO of TBM Consulting Group and a man named by Fortune magazine as one of America’s Heroes of Manufacturing, to assist the company in a dramatic and swift turnaround. They shut down the assembly line one weekend, turned off the IBM material planning system the company had invested millions of dollars in, and said, “We’re never going back to doing things the way we did, and within five days we have to have a new way of doing things.” With Sharma’s guidance the forty team members selected for the reinvention mapped the firm’s current processes, collectively designed new ones, and set a series of objectives.

For every opportunity lost, people might place their bet on futuristic fortunes perpetuated by certain strategical moves. Once you accept the mistakes rest will be history

From new title ATOMICAS Shatter the Dream A WORD from the ATOMICAS I wake up every morning hearing the bell for Round One La Porcelana Fight until they can’t KISS US Army SGT. Team Black Damaged women are the most dangerous kind, because they already know they can survive. My enemies will not be so fortunate. OVERLOAD Mess with the ATOMICAS and I will rust your blood. Rusty If I ever let my head down, it will only be to admire my shoes. Ms. Newton Throw me to the wolves. I will return leading the pack RABID and Theodore Chaos is loved by the wild, not the weak FERAL and Genovese I will destroy my enemies in the most beautiful way possible, and when I leave, they will know why storms are named after people. Sea Wasp A Princess becomes an ATOMICA when she slays her own dragons. Shatterdream I will shake my bloody knuckles in my enemy’s face. A fight with the ATOMICAS is a fight to the death. I’ll slap an egg out of you. Thunder Girl I like my sunshine with a shot of hurricane. CRISIS In my defense, Mother, the moon was full, and I was the only witch unburned. Merga Starpattern I go from zero to beating you silly really quick. ZAG I’m stuck between a rock and someone I want to hit with it. Conduit Wink at Death and then beat him down like it’s your job. VOX I would rather be strong and scary than pretty and useless. I fight things that would set your soul on fire. Poltergeist

The arsenal was physically and psychologically central to Venice. Everyone was reminded of 'the House of Work' on a daily basis by the ringing of the marangona, the carpenter's bell, from the campanile in St Mark's Square to set the start and end of the working day. Its workers, the arsenalotti, were aristocrats among working men. They enjoyed special privileges and a direct relationship with the centres of power. They were supervised by a team of elected nobility and had the right to carry each new doge around the piazza on their shoulders; they had their own place in state processions; when the admiral of the arsenal died, his body was borne into St Mark's by the chief foremen and twice raised in the air, once to betoken his acceptance of his responsibilities and again his fulfilling of them. The master shipwrights, whose skills and secret knowledge were often handed down through the generations, were jealously guarded possessions of the Venetian state. The arsenal lent to the city an image of steely resolve and martial fury. The blank battlements that shut out the world were patrolled at night by watchmen who called to each other every hour; over its intimidating gateway the lion of St Mark never had an open book proclaiming peace.

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