Implementation Execution Quotes

The elegance under pressure is the result of fearlessness.

[Said during a debate when his opponent asserted that atheism and belief in evolution lead to Nazism:] Atheism by itself is, of course, not a moral position or a political one of any kind; it simply is the refusal to believe in a supernatural dimension. For you to say of Nazism that it was the implementation of the work of Charles Darwin is a filthy slander, undeserving of you and an insult to this audience. Darwin’s thought was not taught in Germany; Darwinism was so derided in Germany along with every other form of unbelief that all the great modern atheists, Darwin, Einstein and Freud were alike despised by the National Socialist regime. Now, just to take the most notorious of the 20th century totalitarianisms – the most finished example, the most perfected one, the most ruthless and refined one: that of National Socialism, the one that fortunately allowed the escape of all these great atheists, thinkers and many others, to the United States, a country of separation of church and state, that gave them welcome – if it’s an atheistic regime, then how come that in the first chapter of Mein Kampf, that Hitler says that he’s doing God’s work and executing God’s will in destroying the Jewish people? How come the fuhrer oath that every officer of the Party and the Army had to take, making Hitler into a minor god, begins, “I swear in the name of almighty God, my loyalty to the Fuhrer?” How come that on the belt buckle of every Nazi soldier it says Gott mit uns, God on our side? How come that the first treaty made by the Nationalist Socialist dictatorship, the very first is with the Vatican? It’s exchanging political control of Germany for Catholic control of German education. How come that the church has celebrated the birthday of the Fuhrer every year, on that day until democracy put an end to this filthy, quasi-religious, superstitious, barbarous, reactionary system? Again, this is not a difference of emphasis between us. To suggest that there’s something fascistic about me and about my beliefs is something I won't hear said and you shouldn't believe.

The success of a strategy largely depends on it's implementation. You can have a good strategy, you can have a winning game plan, but ultimately you and your team have to implement the strategy and execute and put the game plan into action if your business is going to succeed.

You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.

Be creative while inventing ideas, but be disciplined while implementing them.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

When efforts that are wisely executed, the situation and condition don't affect the performance.

Commitment, trust, and voluntary cooperation are not merely attitudes or behaviors. They are intangible capital. They allow companies to stand apart in the speed, quality, and consistency of their execution and to implement strategic shifts fast at low cost.

Consider an AI that has hedonism as its final goal, and which would therefore like to tile the universe with “hedonium” (matter organized in a configuration that is optimal for the generation of pleasurable experience). To this end, the AI might produce computronium (matter organized in a configuration that is optimal for computation) and use it to implement digital minds in states of euphoria. In order to maximize efficiency, the AI omits from the implementation any mental faculties that are not essential for the experience of pleasure, and exploits any computational shortcuts that according to its definition of pleasure do not vitiate the generation of pleasure. For instance, the AI might confine its simulation to reward circuitry, eliding faculties such as a memory, sensory perception, executive function, and language; it might simulate minds at a relatively coarse-grained level of functionality, omitting lower-level neuronal processes; it might replace commonly repeated computations with calls to a lookup table; or it might put in place some arrangement whereby multiple minds would share most parts of their underlying computational machinery (their “supervenience bases” in philosophical parlance). Such tricks could greatly increase the quantity of pleasure producible with a given amount of resources.

It's not what you know; it's not even who you know; it's what you implement that counts.

A powerful process automatically takes care of progress, productivity and profits.

The right of self-determination of the peoples includes the right to a state of their own. However, the foundation of a state does not increase the freedom of a people. The system of the United Nations that is based on nation-states has remained inefficient. Meanwhile, nation-states have become serious obstacles for any social development. Democratic confederalism is the contrasting paradigm of the oppressed people. Democratic confederalism is a non-state social paradigm. It is not controlled by a state. At the same time, democratic confederalism is the cultural organizational blueprint of a democratic nation. Democratic confederalism is based on grassroots participation. Its decision-making processes lie with the communities. Higher levels only serve the coordination and implementation of the will of the communities that send their delegates to the general assemblies. For limited space of time they are both mouthpiece and executive institution. However, the basic power of decision rests with the local grassroots institutions.

Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.

I'll do it later", is where you burry your dreams

Reading one page of a book and implementing is much better than reading the book to completion and doing nothing. Books are meant to be used.

Obama has repeatedly defied the limits of his constitutional authority, aggregating powers unto himself in ways past presidents have not. During more than six years as president, Obama has nullified laws, created laws, delayed the implementation of laws, and issued exemptions from and waivers to laws, much of which has been accomplished through executive branch rule making.

What Ibarra calls the “ plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “ test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image.

You were supposed to be like me," Kevin said. "You were a gift, another player for the master to train. You had two days to win him over: an initial scrimmage with us to show off your potential and a second scrimmage to prove you could adapt to and implement his instructions and criticisms. If afterward he decided you weren't worth his time you would be executed by your own father." Neil swallowed hard. "How did I do?" "Your mother wouldn't risk failure," Kevin said. "You never made it to the second practice. She disappeared with you overnight.

In fact, neither explanation does Jobs and Apple justice. As the case of the forgotten Iowa inventor John Atanasoff shows, conception is just the first step. What really matters is execution. Jobs and his team took Xerox’s ideas, improved them, implemented them, and marketed them.

Harman was right: those pictures were worse. But, leaving aside the fact that photographs of death and nudity, however newsworthy, don't get much play in the press, the power of an image does not necessarily reside in what it depicts. A photograph of a mangled cadaver, or of a naked man trussed in torment, can shock and outrage, provoke protest and investigation, but it leaves little to the imagination. It may be rich in practical information while being devoid of any broader meaning. To the extent that it represents any circumstances or conditions beyond itself, it does so generically. Such photographs are repellent in large part because they have a terrible reductive sameness. Except from a forensic point of view, they are unambiguous, and have the quality of pornography. They are what they show, nothing more. They communicate no vision and, shorn of context, they offer little, if anything, to think about, no occasion for wonder. They have no value as symbols. Of course, the dominant symbol of Western civilization is the figure of a nearly naked man being tortured to death⁠—or more simply, the torture implement itself, the cross. But our pictures of Christ's savage death are the product of religious imagination and idealization. In reality, with his battered flesh scabbed and bleeding and bloated and discolored beneath the pitiless Judean desert sun, he must have been ghastly to behold. Had there been cameras at Calvary, would twenty centuries of believers have been moved to hang photographs of the scene on their altarpieces and in their homes, or to wear an icon of a man being executed around their necks as as an emblem of peace and hope and human fellowship? Photography is too frank to allow for the notion of suffering as noble and ennobling...

At the board meeting, the VP did just that. He took the blame for the failure to meet the manufacturing objectives and gave a solid no-nonsense list of corrective measures that he would implement to ensure execution. The list started with what he was going to do differently, not about what other people needed to do. Now, the VP was

the first businesses in the United States to implement Owen’s 8-hour day was the Ford Motor Company. In 1914, it not only cut the standard workday to eight hours, but it also doubled its workers’ pay in the process. To the shock of many at the time, this resulted in a significant increase in productivity, and Ford’s profit margins doubled within two years of implementation.

The final element is execution. The only way a strategy can get implemented is if we dedicate resources to it. Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. All of these factors—priorities, balancing plans with opportunities, and allocating your resources—combine to create your strategy.

There, in my murder theater, young Roman gladiators offered up their lives for my amusement; and all the deaths that took place there not only had to overflow with blood but also had to be performed with all due ceremony. I delighted in all forms of capital punishment and all implements of execution. But I would allow no torture devices nor gallows, as they would not have provided a spectacle of outpouring blood. Nor did I like explosive weapons, such as pistols or guns. So far as possible I chose primitive and savage weapons—arrows, daggers, spears. And in order to prolong the agony, it was the belly that must be aimed at. The sacrificial victim must send up longdrawn- out, mournful, pathetic cries, making the hearer feel the unutterable loneliness of existence. Thereupon my joy of life, blazing up from some secret place deep within me, would finally give its own shout of exultation, answering the victim cry for cry. Was this not exactly similar to the joy ancient man found in the hunt?

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

Over a two-year period, the Obama administration delayed the implementation of the Affordable Care Act twenty-eight times, ostensibly to give employers time to comply with the law.9 This was a blatantly unconstitutional power grab by the executive office. Congress alone has the power to legislate, and once a law is passed and signed by the president, the executive branch has a constitutional responsibility to enforce that law. Obama had no legal authority to issue such delays, particularly in regard to employer and individual mandates. These mandates would have been (and are) painful and probably would have resulted in even larger losses for the Democrats in the 2014 election cycle.

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

David Kaiser and Lovisa Stannow, respectively the Chair of the Board and Executive Director of Just Detention International (JDI), one of the most intrepid organizers against prison rape and for implementation of PREA, cites analyses in 2011 Bureau of Justice Statistics (BJS) reports, showing that there are over 216,600 cases of sexual abuse in prisons in a single year. They continue, “that’s almost 600 people a day—25 an hour.”[113] The most vulnerable among all groups are trans persons, the increasing number of mentally ill that have been taken in by the prisons, and also women. Nearly half of these violations, according to still more recent BJS studies, are committed by prison staff, the very ones, observes JDI pointedly, whose job it is to ensure their safety from such violation.

When it comes to the Obama administration, we have observed how it has operated by implementing the “Chicago Way,” an approach to government Obama learned in his days serving the Daley Machine in Chicago. It’s a “my way or the highway” style that combines unaccountability and illegal secrecy with brazen favoritism toward allies and the punishment of political enemies. Despite the idealism with which he promised he would govern, President Obama has proven quite comfortable operating in the morally bankrupt idiom of the urban politico. We have detailed shady dealings with cronies, clear and present dangers to our national security, cozy relationships with union bosses, ethically questionable appointments, abuse of power in the use of executive orders, double talk on ethics reform, politicization of government agencies such as the Internal Revenue Service, and, of course, the widespread practice of “crony capitalism,” which rewards friends of the president and the Democratic Party.

Leaders, some of whom are politicians in this book while others are soldiers, must be able to master four major tasks.2 Firstly, they need comprehensively to grasp the overall strategic situation in a conflict and craft the appropriate strategic approach – in essence, to get the big ideas right. Secondly, they must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders. Thirdly, they need to oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly. Lastly, they have to determine how the big ideas need to be refined, adapted and augmented, so that they can perform the first three tasks again and again and again. The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

At the reception given by Jinnah on 14 August 1947 when Asghar Khan and Lt Col (later Maj. Gen.) Akbar Khan met Jinnah, Khan told Jinnah that they were disappointed that the higher posts in the armed forces had been given to British officers who still controlled their destiny. According to Asghar Khan, ‘the Quaid who had been listening patiently raised his finger and said, “Never forget that you are the servants of the state. You do not make policy. It is we, the people’s representatives, who decide how the country is to be run. Your job is only to obey the decision of your civilian masters.”’4 Could any politician have the temerity to say this to the army chief today? The answer has to be a resounding no. Hence, democratic governance in Pakistan instead of being a tripod of the executive, legislature and judiciary looks more like a garden umbrella in which the army is the central pole around which the other organs of the state revolve. Consequently, civilian governments in Pakistan have neither defined national security objectives nor developed strategies to implement them.

When one travels, one does so to learn: a change of place should mean a change of scenery. Imagine how you will look when people ask you: "How do they execute criminals in Rome?" and you have to answer: "I don't know." Then, they say that the condemned man is an infamous rogue, a maniac who took a gridiron and beat to death a good priest who had brought him up as his own son. Just think! When you kill a man of the cloth, you should at least use a more appropriate implement than a gridiron, especially when this priest could be your father. If you were travelling through Spain, you would go and see a bullfight, wouldn't you? Well, imagine that we are going to see a fight; imagine the Ancient Romans and their Circus, those wild-beast hunts in which they killed a hundred lions and a hundred men. Remember the eighty thousand spectators clapping their hands, the virtuous matrons who would take their unmarried daughters, and those delightful Vestal Virgins whose pure white hands would give a charming little sign with the thumb that meant: "Come on, don't be lazy! Finish him off, that man who is already three-quarters dead!

Jan van Leyden announced that a new world order [anabaptism] had been revealed to him and promptly began to implement it. Money was abolished; polygamy was legalized; marriage was made compulsory for women. Those who dissented faced execution.

The president has willfully defrauded the American people in the enactment and implementation of Obamacare. In addition, he has unilaterally and unlawfully amended and “waived” the statute’s terms—guided by his knowledge that timely, lawful application of the deeply unpopular law would be devastating to his party’s electoral prospects and would have made him a one-term president.

The president and his subordinates have engaged in diplomatic negotiations that facilitate Iran’s pursuit of nuclear weapons despite his oft-repeated public pledge that the United States, under his leadership, would prevent Iran from acquiring nuclear weapons. Furthermore, he and his administration have concealed from the American people an agreement with the Iranian government—a longtime, avowed enemy of the American people—about how a “Plan of Action” enabling Iran to enrich uranium will be implemented.

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

Very often, a good decision executed quickly beats a brilliant decision implemented slowly or poorly.

Your Personal Economic Model One tool we use when discussing the best course of action to secure your financial future is the Personal Economic Model®. Just as a medical doctor would use an anatomical model to convey medical concepts, we use the following model to convey financial concepts. This model offers a visual representation of the way money flows through your hands. On the left, you will notice the Lifetime Capital Potential tank, which illustrates that the amount of money you will control during your lifetime is both large, as well as finite. Most people are shocked to see how much money can flow through their hands in their lifetime. Once earned, your money flows directly to the Tax Filter where the state and federal governments take tax dollars owed from your paycheck. The after tax dollars are then directed to either your Current Lifestyle or your Future Lifestyle. Your management of the Lifestyle Regulator determines where these dollars go. Regulating the cash flow between your current lifestyle desires and your future lifestyle requirements may be the most important financial decision you will ever make. Here’s why. Each and every dollar that is allowed to flow through to your Current Lifestyle is consumed and gone forever. The goal is to accumulate enough money in the Savings and Investment tanks so that when you retire, the dollars in those tanks can be used to pay for your future lifestyle requirements. Retirement planning seems hard for most people to do but it is not rocket science. The best position, position A, would be to have enough in the tanks so that you can live in the future like you live today adjusted for inflation and have your money last at least to your life expectancy. That’s a win, but the icing on the cake would be to accomplish that with little to no impact on your present standard of living, and that is exactly what we strive to help our clients to do. Working with us can help you with the following: Optimize the balance between your Current and Future Lifestyles Identify inefficiencies in your current personal economic model (where are you losing money) Design, implement, and execute a plan to secure your financial future Limit the impact on your Current Lifestyle dollars (maintain your current standard of living)

Controversy remains about what kind of ceremony is carried out in Ge 15:9–21. What/whom do the pieces represent (possibilities: sacrifice for oath, God if he reneges, nations already as good as dead, Israelites in slavery)? Whom do the birds of prey represent (nations seeking to seize available land, e.g., Ge 14, or to plunder Israel)? Whom do the implements represent (God and/or Abram)? These issues cannot currently be resolved, but a few observations can help identify some of the possible connections with the ancient world. Before we look at the options, a word is in order about what this is not. 1. It is not a sacrifice. There is no altar, no offering of the animals to deity and no ritual with the carcasses, the meat or the blood. 2. It is not divination. The entrails are not examined and no meal is offered to deity. 3. It is not an incantation. No words are spoken to accompany the ritual and no efficacy is sought—Abram is asleep. The remaining options are based on where animals are ritually slaughtered in the ancient world when it is not for the purposes of sacrifice, divination or incantation. Option 1: A covenant ceremony or, more specifically, a royal land grant ceremony. In this case the animals typically are understood as substituting for the participants or proclaiming a self-curse if the stipulations are violated. Examples of the slaughter of animals in such ceremonies but not for sacrificial purposes are numerous. In tablets from Alalakh, the throat of a lamb is slit in connection to a deed executed between Abba-El and Yarimlim. In a Mari text, the head of a donkey is cut off when sealing a formal agreement. In an Aramaic treaty of Sefire, a calf is cut in two with the explicit statement that such will be the fate of the one who breaks the treaty. In Neo-Assyrian literature, the head of a spring lamb is cut off in a treaty between Ashurnirari V and Mati’ilu, not for sacrifice but explicitly as an example of punishment. The strength of these examples lies in the contextual connection to covenant. The weakness is that only one animal is killed in these examples, and there is no passing through the pieces and no torch and firepot. Furthermore, there are significant limitations regarding the efficacy of a divine self-curse. Option 2: Purification. The “torch” (Ge 15:17) is a portable, handheld object for bringing light. The “smoking firepot” (15:17) can refer to a number of different vessels used to heat things (e.g., an oven for food, a kiln for pottery). Here the two items are generally assumed to be associated with God, but need not be symbolic representations of him. These implements are occasionally used symbolically to represent deities in ancient Near Eastern literature, but usually sun-gods (e.g., Shamash) or fire-gods (e.g., Girru/Gibil). Gibil and Kusu are often invoked together as divine torch and censer in a wide range of cultic ceremonies for purification. Abram would have probably been familiar with the role of Gibil and Kusu in purification rituals, so that function would be plausibly communicated to him by the presence of these implements. Yet in a purification role, neither the torch nor the censer ever pass between the pieces of cut-up animals in the literature available to us. Further weakness is in the fact that Yahweh doesn’t need purification and Abram is a spectator, not a participant, so neither does he. In the Mesopotamian Hymn to Gibil (the torch), the god purifies the objects used in the ritual, but the only objects in the ritual in Ge 15 are the dead animals, and it is difficult to understand why they would need to be purified.

Implementing Discipline 1 enables an organization to quickly turn a broad strategy into clearly defined WIGs at every level.

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

I could write a whole book about why I think Obama was the worst president in American history. He was so detrimental to our nation that it is easy to compile a list of things he was the first president to ever dare to do: • The first president to preside over a cut to the credit rating of the United States. • The first president to violate the War Powers Act. • The first president to be held in contempt of court for illegally obstructing oil drilling in the Gulf. • The first president to require all Americans to purchase a product from a third party. • The first president to abrogate bankruptcy laws to turn over control of companies to his union supporters. • The first president to bypass Congress and implement the Dream Act through executive fiat. • The first president to order a secret amnesty program for illegal immigrants. • The first president to demand that a company

In order to be effective in public relations, you must learn to develop and implement the overall communications plans to ensure effective and consistent dissemination of strategic objectives.

When you write critical user stories for your architecture, include performance requirements, such as specifying how quickly each critical story should execute. For these critical stories, implement additional scripted user journeys to ensure that you know how these stories perform against your requirement

Relax. Look around. Make a call.” Our SEAL platoon and task unit had trained extensively through dozens of desperate, chaotic, and overwhelming situations to prepare for just such a moment as this. I understood how to implement the Laws of Combat that Jocko had taught us: Cover and Move, Simple, Prioritize and Execute, and Decentralized Command. The Laws of Combat were the key to not just surviving a dire situation such as this, but actually thriving, enabling us to totally dominate the enemy and win. They guided my next move.

What are your feelings from Bush to Obama? Besides being responsible for the death of half a million people, I feel like Bush dealt a huge economic and social blow to the USA, one from which we may never fully recover. He directly flushed 3 trillion dollars down the toilet on hopeless, pointlessly destructive wars in Afghanistan and Iraq …and they’re not even over! For years to come, we’ll be paying costs for all the injured veterans (over 50,000) and destabilizing three countries, because you have to look at the impact that the Afghan war has on Pakistan. Bush expanded the use of torture, and created a whole new layer of government bureaucracy (the “Department of Homeland Security”) to spy on Americans. He created Indefinite Detention (at Guantanamo and other US military bases) and expanded the use of executive-ordered assassinations using the new drone technology. On economic issues, his administration allowed corporations to run things and regulate themselves. The agency that was supposed to regulate oil drilling had lobbyist-paid prostitutes sleeping with employees while oil industry lobbyists basically ran the agency. Energy companies like Enron, and the country’s investment banks were deregulated at the end of the Clinton administration and Bush allowed them to run wild. Above all, he was incompetent and appointed some really stupid people to important positions at every level of government. Certainly, Obama has been involved in many of these same activities. A few he’s increased, such as the use of drone assassinations, but most of them he has at least tried to scale back. At the beginning of his first term, he tried to close the Guantanamo prison and have trials for many of the detainees in the United States but conservatives (including many Democrats) stirred up public resistance and blocked this from happening. He tried to get some kind of universal healthcare because over 50 million Americans don’t have health insurance. This is one of the leading causes of personal bankruptcies and foreclosures because someone gets sick in a family, loses their job, loses their health insurance (because American employers are source of most people’s healthcare) and they can’t pay their health bills or their mortgage. Or they use up all their money caring for a sick family member. So many people in the US wanted health insurance reform or single-payer, universal health care similar to what you have in the UK. Members of Obama’s own party (The Democrats) joined with Republicans to narrowly block “The public option” but they managed to pass a half-assed but not-unsubstantial reform of health insurance that would prevent insurers from denying you coverage when you’re sick or have a “preexisting condition.” The minute it was signed into law, Republicans sued in the courts (all the way to the supreme court) and fought, tooth and nail to block its implementation. Same thing with gun control, even as we’re one of the most violent industrial countries in the world. (Among industrial countries, our murder rate is second only to Russia). Obama has managed to withdraw troops from Iraq and Afghanistan over Republican opposition but, literally, everything he tries to do, they blast it in the media and fight it in Congress. So, while I have a lot of criticisms of Obama, he is many orders of magnitude less awful than Bush and many of the positive things he’s tried to do have been blocked. That said, the Democratic and Republican parties agree on more things than they disagree. Both signed off on the Afghan and Iraq wars. Both signed off on deregulation of banks, of derivatives, of mortgage regulations and of the energy and telecom business …and we’ve been living with the consequences ever since. I’m guessing it’s the same thing with Labor and Conservatives in the UK. Labor or Democrats will SAY they stand for certain “progressive” things but they end up supporting the same old crap... (2014 interview with iamhiphop)

boss, but you don’t need to spend ALL your time with them. If you implement every single idea, tool, and technique in this book, the time you dedicate to managing your team will come to approximately ten hours a week, and those ten hours should save you enormous lost time and headaches later. I’ll also suggest you block out about fifteen hours a week for you to think and execute independently in your area of expertise. That leaves another fifteen hours in a forty-hour work week.

Troye wished that once he took office, “Donald Trump would become presidential, because I kept hoping the switch would flip and he would become actually a leader in that role sitting in the Oval Office.” She held her breath through the inauguration formalities until “literally right out of the gate, we got word of the travel ban, the restrictions, the travel restrictions—an executive order that hits with no real guidance on how to implement it. No definition of what it is. I think part of it was written in a way that didn’t quite make sense.

Needless to say, perhaps the most extreme ideas the president floated or considered for using the military came at the end of his tenure. At that time some of his most extreme 2020 campaign advisors, including disgraced former national security advisor General Michael Flynn, recommended he use the military to seize voting machines in the 2020 election. They actually drafted an executive order to implement the idea.

Speed is execution and your ability to go from idea to implementation.

Management is a science to be strategically imbibed and an art to be executed. It involves planning, coordination, strategizing, and implementation. Thereby it involves a process to achieve a goal. It involves a process of optimum utilization of resources to achieve a goal.

To achieve big success, it’s not about ideas or information. It’s about implementation and execution.

Today, I will not leave the site of a great insight without taking some action to implement it. I know that ideation without execution is the sport of fools. And that making amazing dreams real is an enormous act of self-love.

Organizations need systematic approaches to creating alignment and managing achievement. Leaders within organizations own these responsibilities. Alan Branche, the author of a book called Implementation, said, "Strategy execution is the responsibility that makes or breaks executives" We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract to followership. We trust our leaders to call their shot and make it.

I understood how to implement the Laws of Combat that Jocko had taught us: Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

Executives and business experts should read this book so that they can articulate their vision and the core concepts that justify the need for the solution. Techniques will allow them to do this in an expedient manner and also gain empathy toward what it takes to implement changes quickly and reliably.

Here are a few of of the most important red flags discussed in this book. The presence of any of these symptoms in a system suggests that there is a problem with the system’s design: Shallow Module: the interface for a class or method isn’t much simpler than its implementation (see pp. 25, 110). Information Leakage: a design decision is reflected in multiple modules (see p. 31). Temporal Decomposition: the code structure is based on the order in which operations are executed, not on information hiding (see p. 32). Overexposure: An API forces callers to be aware of rarely used features in order to use commonly used features (see p. 36). Pass-Through Method: a method does almost nothing except pass its arguments to another method with a similar signature (see p. 52). Repetition: a nontrivial piece of code is repeated over and over (see p. 68). Special-General Mixture: special-purpose code is not cleanly separated from general purpose code (see p. 71). Conjoined Methods: two methods have so many dependencies that its hard to understand the implementation of one without understanding the implementation of the other (see p. 75). Comment Repeats Code: all of the information in a comment is immediately obvious from the code next to the comment (see p. 104). Implementation Documentation Contaminates Interface: an interface comment describes implementation details not needed by users of the thing being documented (see p. 114). Vague Name: the name of a variable or method is so imprecise that it doesn’t convey much useful information (see p. 123). Hard to Pick Name: it is difficult to come up with a precise and intuitive name for an entity (see p. 125). Hard to Describe: in order to be complete, the documentation for a variable or method must be long. (see p. 133). Nonobvious Code: the behavior or meaning of a piece of code cannot be understood easily. (see p. 150).

In a reverse pilot you test whether removing an initiative or activity will have any negative consequences. For example, when an executive I work with took on a new senior role in the company, he inherited a process his predecessor had gone to a huge effort to implement: a huge, highly visual report on a myriad of subjects produced for the other executives each week. It consumed enormous energy from his team, and he hypothesized that it was not adding a great deal of value to the company. So to test his hypothesis he ran a reverse pilot. He simply stopped publishing the report and waited to see what the response would be. What he found was that no one seemed to miss it; after several weeks nobody had even mentioned the report. As a result, he concluded that the report was not essential to the business and could be eliminated.

4DX says easy, does hard. First, the disciplines will sound deceptively simple, but they take sustained work to implement.

His name is C. J. Skender, and he is a living legend. Skender teaches accounting, but to call him an accounting professor doesn’t do him justice. He’s a unique character, known for his trademark bow ties and his ability to recite the words to thousands of songs and movies on command. He may well be the only fifty-eight-year-old man with fair skin and white hair who displays a poster of the rapper 50 Cent in his office. And while he’s a genuine numbers whiz, his impact in the classroom is impossible to quantify. Skender is one of a few professors for whom Duke University and the University of North Carolina look past their rivalry to cooperate: he is in such high demand that he has permission to teach simultaneously at both schools. He has earned more than two dozen major teaching awards, including fourteen at UNC, six at Duke, and five at North Carolina State. Across his career, he has now taught close to six hundred classes and evaluated more than thirty-five thousand students. Because of the time that he invests in his students, he has developed what may be his single most impressive skill: a remarkable eye for talent. In 2004, Reggie Love enrolled in C. J. Skender’s accounting class at Duke. It was a summer course that Love needed to graduate, and while many professors would have written him off as a jock, Skender recognized Love’s potential beyond athletics. “For some reason, Duke football players have never flocked to my class,” Skender explains, “but I knew Reggie had what it took to succeed.” Skender went out of his way to engage Love in class, and his intuition was right that it would pay dividends. “I knew nothing about accounting before I took C. J.’s class,” Love says, “and the fundamental base of knowledge from that course helped guide me down the road to the White House.” In Obama’s mailroom, Love used the knowledge of inventory that he learned in Skender’s class to develop a more efficient process for organizing and digitizing a huge backlog of mail. “It was the number-one thing I implemented,” Love says, and it impressed Obama’s chief of staff, putting Love on the radar. In 2011, Love left the White House to study at Wharton. He sent a note to Skender: “I’m on the train to Philly to start the executive MBA program and one of the first classes is financial accounting—and I just wanted to say thanks for sticking with me when I was in your class.

I have Executive Orders here, which are part of Order 21, that will disband Congress and the Supreme Court, have all three branches consolidated into the Executive, orders for TSA to initiate the plan they’re ready to execute, and all communications to be monitored by the NSA at all times and shut down when necessary. The DOJ will step up the internment of Christians, Jews, and all people who oppose your rule. Other orders include Martial Law and enabling the United Nations to establish a military presence in our larger cities. All you have to do is sign these and I will get my people to work on implementing everything by the time you announce the elections nullified,” “Do you think some of my people should start causing riots so we can fully justify Martial Law?” “Oh, I’ve already ordered that. I’ve got everything covered, don’t you worry about it,” answered Evans in a dismissive tone.

Execution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability. It includes making assumptions about the business environment, assessing the organization’s capabilities, linking strategy to operations and the people who are going to implement the strategy, synchronizing those people and their various disciplines, and linking rewards to outcomes. It also includes mechanisms for changing assumptions as the environment changes and upgrading the company’s capabilities to meet the challenges of an ambitious strategy.

Relentless Innovation author Jeffrey Phillips favors a possibly apocryphal line from Einstein. The story is that Einstein was asked how he would tackle a particularly tough problem—saving the world, in some tellings—if he had only an hour to do so.6 Einstein’s approach? He’d spend 55 minutes defining the problem and 5 minutes solving it. That is, Phillips says, just about the opposite of what executives normally do. He paints a picture of harried execs deciding immediately on a solution, launching into its implementation, and then cooling down with email. It’s all task, task, task—symptomatic of a work culture that’s getting too busy to innovate, that’s become infatuated with efficiency. We might be doing with our time, but are we developing?

Braves win! Braves win!" is a much appreciated validation of the principles and policies that I have adopted, nurtured, and implemented both with the uniformed personnel and the club's administration throughout my tenure as general manager. ... It rewards the leadership concept of supporting the staff, providing them with a vision and with clear goals, and infusing them with the self-confidence and pride to execute that blueprint at a championship level. It smoothes over the missteps, the disappointments, the crises that we overcome together.

knew that judges had no idea what they were deciding upon. They had not actually spent any time in the tenement housing looking the poor in the eye, smelling the stench of rotting tobacco and foul bedding. Almost a century later, in the 1970s, the business leadership saying “management by wandering around” became popular, a style of managing whereby executives walked through the workforce in an unstructured manner, just listening and interpreting. Several historians believe that it was Abraham Lincoln who first implemented the informal management style when he visited Union Army camps to inspect the troops in the early part of the Civil War. For Roosevelt, the Cigar Bill incident was a learning experience: leaders learn best by interpreting a situation firsthand.

A B-plus plan brilliantly executed beats an A-plus plan that never gets implemented, every single time.

Set specific goals. 2. Define activities, resources needed, responsibilities. 3. Set a timetable for action. 4. Forecast outcomes, develop contingencies. 5. Formulate a detailed plan of action in time sequence. 6. Implement, supervise execution, and evaluate based on goals in step one.

Over time, one of this engine's most potent impacts is in prioritizing investments for customer-driven growth by shifting the annual planning process. Instead of starting with the silos, leaders start with the customers' lives, identify priorities, and then determine collectively the investments to improve them to earn the right to growth. Without alignment among your executive team to regularly review the customer journey that this engine affords, investments are not fully optimized. Tactical actions are budgeted and implemented by silo, but complete customer experiences that drive growth are not improved. Rinse and repeat.

The challenge is to maintain a high-level, broad perspective, understand enough details to make sensible and executable decisions, and then delegate responsibility for implementation. “Microknowledge” must not become micromanagement, but it sure helps keep people on their toes when they know that the secretary knows what the hell he’s talking about. If the secretary of defense doesn’t

One insurance executive I worked with described the major benefit he derived from implementation of this system: “Previously I would just tell everyone, ‘Sure, I’ll do it,’ because I didn’t know how much I really had to do. Now that I’ve got the inventory clear and complete, just to maintain my integrity, I have had to say, ‘No, I can’t do that, I’m sorry.’ The amazing thing is that instead of being upset with my refusal, everyone was impressed with my discipline!

Inheriting from Application is shorter than writing an explicit main method, but it also has some shortcomings. First, you can't use this trait if you need to access command-line arguments, because the args array isn't available. For example, because the Summer application uses command-line arguments, it must be written with an explicit main method, as shown in Listing 4.3. Second, because of some restrictions in the JVM threading model, you need an explicit main method if your program is multi-threaded. Finally, some implementations of the JVM do not optimize the initialization code of an object which is executed by the Application trait. So you should inherit from Application only when your program is relatively simple and single-threaded.

Of course, to properly reward the “doers” you must correctly define what a doer is. This is central to the idea of execution. Simply put, a doer is a person who gets things done. Doing is meeting goals. Some goals are legitimately short-term goals that yield short-term results and are properly compensated on a short-term basis. But other goals are long-term and by definition we will not know if we have achieved those goals for some time. Consequently the people striving to meet those goals should be compensated on a long-term basis, with some portion of that long- term compensation based on achieving critical milestones toward the goal. And there are some goals that are so long- term that compensation should only be awarded when a person retires and his or her contributions to meeting those extremely long-term goals can be assessed. Leaders must take responsibility for setting the right rewards for doers. This is particularly true of boards of directors, many of which made egregiously bad calls in rewarding poor performance by the CEOs of their companies. Linked together as these behaviors are, rewarding the doers must be based on the correct metrics. For too long companies—and this often involved boards of directors— set “shareholder value” as one of the goals to be measured and rewarded in compensation plans. But the directors and CEOs who set shareholder value as a goal missed an essential point. Increasing shareholder value is an outcome, not a goal. If you set the right strategy with the right goals and execute well to implement the strategy and achieve the goals—growth in earnings per share, good cash flow, improved market share, for example—then shareholder value is the result. Get everything else right and shareholder value will take care of itself. EXPAND

If you are porting a single-threaded application to a multithreaded environment, you can preserve thread safety by converting shared global variables into ThreadLocals, if the semantics of the shared globals permits this; an applicationwide cache would not be as useful if it were turned into a number of thread-local caches. ThreadLocal is widely used in implementing application frameworks. For example, J2EE containers associate a transaction context with an executing thread for the duration of an EJB call. This is easily implemented using a static Thread-Local holding the transaction context: when

Most church leaders I know (staff and boards) overthink and underact. If you acted on even a few more of your good ideas, you could possibly be twice as effective in a very short time frame. A B-plus plan brilliantly executed beats an A-plus plan that never gets implemented, every single time.

to implement anti-corruption initiatives, such as enacting “codes of conduct for local assemblies” and “improving transparency in executing hospitality expenses

The president has willfully defrauded the American people in the enactment and implementation of Obamacare.

support the operation of each public organization, and executes the Code by handling violation reports of the Codes and inspecting the implementation status of public organizations

Practically, administrative agencies often work out of the public’s eye to implement the laws passed by Congress and the executive orders signed by the president.

The attack on 9/11 was a localized event, affecting only a relatively small number of Americans. As indicated earlier, the general threat of terrorism, even factoring in the large death toll on that tragic day, produces a statistically insignificant threat to the average person’s life. People across the country, however, were gripped with fear. And because we are an object-oriented people, most felt the need to project that fear onto something. Some people stopped flying in airplanes, worried about a repeat attack—and for years afterward, air travel always dipped on the anniversary of 9/11.4 Of course, this was and is an irrational fear; it is safer to travel by plane than by car. According to the National Safety Council, in 2010 there were over 22,000 passenger deaths involving automobiles, while no one died in scheduled airline travel that year.5 Nevertheless, Congress responded by rushing through the USA PATRIOT Act six weeks after 9/11—a 240-plus page bill that was previously written, not available to the public prior to the vote, and barely available to the elected officials in Congress, none of whom read it through before casting their votes.6 Two weeks previous to the bill’s passage, President Bush had announced the establishment of the Office of Homeland Security to “develop and coordinate the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks.” He explained that “[t]he Office will coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.”7 The office’s efforts culminated in the creation of the Department of Homeland Security (DHS) one year later as a result of the Homeland Security Act of 2002. This law consolidated executive branch organizations related to “homeland security” into a single Cabinet department; twenty-two total agencies became part of this new apparatus. The government, responding to the outcry from a fearful citizenry, was eager to “do something.” All of this (and much, much more), affecting all Americans, because of a localized event materially affecting only a few. But while the event directly impacted only a small percentage of the population, its impact was felt throughout the entire country.

As a federal district court in Texas recently ruled, federal law “mandates the initiation of immigration removal proceedings whenever an immigration officer encounters an illegal alien who is not ‘clearly and beyond a doubt entitled to be admitted.’” Moreover, the court explained, the Department of Homeland Security does not have “prosecutorial discretion” to ignore this requirement; Congress, not the president, has the plenary power to make immigration law; and the executive branch may not “implement measures that are incompatible with Congressional intent.

the American system of checks and balances disperses federal lawmaking authority among multiple, overlapping political forums. As a result, federal policymaking power is shared: Congress is given the primary power to draft laws, subject to the president's veto and judicial review; the executive branch is given the primary power to implement laws, subject to congressional oversight and judicial review; and the courts have the primary power to interpret laws, subject to a variety of legislative and executive checks, including the appointment process, budgetary powers, and the passage of "overrides"-laws that explicitly reverse or materially modify existing judicial interpretations of statutes.

The lack of personal experience of child welfare executives and leaders might be a serious handicap in understanding and implementing the subtle nuances required for systemic improvement.

Implementing functional test automation will get the team to work closer and prepare the system for the use of executable specifications later.

Dissent and democracy go hand in hand. It’s also good management technique. What traditional executives don’t consider is that decisions arising from debate are implemented much more quickly because explanations, alternatives, objections, and uncertainties have already been aired. As a result of democracy, employees have had their say, and projects or ideas have been analyzed from every point of view.

many shipwrecks and engineering disasters were blamed on faulty tables. These mathematical tables were calculated by hand, and the mistakes were simply the result of human error. This caused Babbage to exclaim, “I wish to God these calculations had been executed by steam!” This marked the beginning of an extraordinary endeavor to build a machine capable of faultlessly calculating the tables to a high degree of accuracy. In 1823 Babbage designed “Difference Engine No. 1,” a magnificent calculator consisting of 25,000 precision parts, to be built with government funding. Although Babbage was a brilliant innovator, he was not a great implementer. After ten years of toil, he abandoned “Difference Engine No.

�Communication and a clear mutual understanding between two or more people builds the best route to success in any venture. I don’t expect… * immediate action, * instant perfection, * total comprehension * complete implementation, or * flawless execution. I do expect the best communication and honest effort to create the best plans for the best results while being able to stay on the same page as much as possible. If that concept doesn’t work for you, then you won’t be working with me.

pragmatic psychology, skill set, strategy, and execution may just make you hard to beat! The commonly touted 80-20 rule in business states that roughly 80 percent of effects (outcomes) result from 20 percent of the causes. I prefer to think of it in the sense that about 80 percent of our results can come from 20 percent of our activities. I also believe that people should focus 80 percent of their time on (thinking about, planning, and implementing) the solution and not on (bickering and complaining endlessly about the people or the issues around) the problem, and that success stems from roughly 80 percent psychology and 20 percent mechanics. That being said, I coach my own

Sanctions that target individuals rather than entire countries would allow Congress to put pressure on the executive branch when it doesn’t act. And these sanctions cost virtually nothing to implement. They’re the equivalent of a nextgeneration cancer treatment that targets cancer cells instead of the whole patient.

good storyteller, build good relationships internally and externally with key ecosystem constituents, take calculated risks, be quickly adaptable and flexible, communicate humbly but firmly, recruit all the time, implement sound business processes, and execute-execute-execute pragmatically within your ecosystem with purpose! If not, success will be just a pipe dream or fleeting experience, as building a start-up successfully is quite difficult. And great ideas don’t just come to you. You must pursue them. Regardless of what your vision for the future is, find ways to keep strengthening your pragmatic combination of mind-set, skill set, direction, strategies, know-how, and execution! If the featured young

scripting language is a programming language that provides you with the ability to write scripts that are evaluated (or interpreted) by a runtime environment called a script engine (or an interpreter). A script is a sequence of characters that is written using the syntax of a scripting language and used as the source for a program executed by an interpreter. The interpreter parses the scripts, produces intermediate code, which is an internal representation of the program, and executes the intermediate code. The interpreter stores the variables used in a script in data structures called symbol tables. Typically, unlike in a compiled programming language, the source code (called a script) in a scripting language is not compiled but is interpreted at runtime. However, scripts written in some scripting languages may be compiled into Java bytecode that can be run by the JVM. Java 6 added scripting support to the Java platform that lets a Java application execute scripts written in scripting languages such as Rhino JavaScript, Groovy, Jython, JRuby, Nashorn JavaScript, and so on. Two-way communication is supported. It also lets scripts access Java objects created by the host application. The Java runtime and a scripting language runtime can communicate and make use of each other’s features. Support for scripting languages in Java comes through the Java Scripting API. All classes and interfaces in the Java Scripting API are in the javax.script package. Using a scripting language in a Java application provides several advantages: Most scripting languages are dynamically typed, which makes it simpler to write programs. They provide a quicker way to develop and test small applications. Customization by end users is possible. A scripting language may provide domain-specific features that are not available in Java. Scripting languages have some disadvantages as well. For example, dynamic typing is good to write simpler code; however, it turns into a disadvantage when a type is interpreted incorrectly and you have to spend a lot of time debugging it. Scripting support in Java lets you take advantage of both worlds: it allows you to use the Java programming language for developing statically typed, scalable, and high-performance parts of the application and use a scripting language that fits the domain-specific needs for other parts. I will use the term script engine frequently in this book. A script engine is a software component that executes programs written in a particular scripting language. Typically, but not necessarily, a script engine is an implementation of an interpreter for a scripting language. Interpreters for several scripting languages have been implemented in Java. They expose programming interfaces so a Java program may interact with them.

American officials estimated millions would be spent to develop internal security systems, and State Department officials expected the Cuban government to increase internal surveillance in an attempt to prevent further acts of terrorism. These systems, which restricted civil rights, became easy targets for critics. CIA officials admitted early on in the war of terrorism that the goal was not the military defeat of Fidel Castro, but to force the regime into applying increasingly stringent civil restrictions, with the resultant pressures on the Cuban public. This was outlined in a May 1961 agency report stating that the objective was to “plan, implement and sustain a program of covert actions designed to exploit the economic, political and psychological vulnerabilities of the Castro regime. It is neither expected nor argued that the successful execution of this covert program will in itself result in the overthrow of the Castro regime,” only to accelerate the “moral and physical disintegration of the Castro government.

American officials estimated millions would be spent to develop internal security systems, and State Department officials expected the Cuban government to increase internal surveillance in an attempt to prevent further acts of terrorism. These systems, which restricted civil rights, became easy targets for critics. CIA officials admitted early on in the war of terrorism that the goal was not the military defeat of Fidel Castro, but to force the regime into applying increasingly stringent civil restrictions, with the resultant pressures on the Cuban public. This was outlined in a May 1961 agency report stating that the objective was to “plan, implement and sustain a program of covert actions designed to exploit the economic, political and psychological vulnerabilities of the Castro regime. It is neither expected nor argued that the successful execution of this covert program will in itself result in the overthrow of the Castro regime,” only to accelerate the “moral and physical disintegration of the Castro government.” The CIA acknowledged that in response to the terrorist acts the government would be “Stepping up internal security controls and defense capabilities.” It was not projected the acts of terror would directly result in Castro’s downfall (although that was a policy aim), but only to promote the sense of vulnerability among the population and compel the government into increasingly radical steps in order to ensure national security.18

Christensen wrote for a book titled The 4 Disciplines of Execution, which built on extensive consulting case studies to describe four “disciplines” (abbreviated, 4DX) for helping companies successfully implement high-level strategies. What struck me as I read was that this gap between what and how was relevant to my personal quest to spend more time working deeply.

optimizing MCM is not a matter of a “big-bang” initiative but instead involves a deliberate step-by-step process. A phased approach will help keep implementation momentum up; foster senior executive confidence, which will increase their buy-in;

Implementing Cisco IP Routing online learning,, The course content has been adjusted to Cisco IOS Software Release 15 and actually refreshed. The objective of the course is to expand upon the information and abilities from CCNA Routing and Switching and enable you to extend capabilities to plan, execute, and screen a versatile steering system. Note: Students enrolling for this course will get their course pack in an advanced organization. To have the capacity to see your advanced pack you should bring a portable PC and additionally a perfect iPad or Android tablet. The prescribed framework prerequisites and directions to get to the course unit substance can be found at the accompanying connection: Digital Course Kit Requirements and Instructions.

Studies confirm a troubling, deeply-entrenched systematic and insidious problem, one which will not easily be redressed. Congress passed in 2003 the Prison Rape Elimination Act (PREA), but it was not set into action until midway through the administration of President Barack Obama in 2012. In spite of the delayed implementation—and advocacy groups for the sexually violated played a key role in the struggle to enforce it[112]—sexual violence is still an entrenched feature of U.S. mass incarceration and its social life. David

Inside the Football are papers that are (arguably) the single-most highly classified set of documents in the United States government. Called Presidential Emergency Action Documents (PEADs), they are executive orders and messages that can be put into effect the moment an emergency scenario like a nuclear attack comes to pass. “They are designed ‘to implement extraordinary presidential authority in response to extraordinary situations,’ ” reports the Brennan Center for Justice. “PEADs are classified ‘secret,’ and no PEAD has ever been declassified or leaked.

Once you’ve narrowed down your list of potential approaches, you can use any prioritization framework to sort them. I’ve found the ICE framework helpful for this purpose. ICE stands for: Impact: If this works, how big will the potential impact be? Confidence: How likely is this to succeed? Ease of implementation: How easy is this to execute? ICE is often used to prioritize feature development, but it’s also a good tool for prioritizing marketing. To do this, list potential approaches in a spreadsheet and rate them on a scale of one through 10 for each of the above characteristics. I’ve seen people use several methods to get the score. Score = Impact x Confidence x Ease: This gives you a score with an exponential impact. In other words, the higher you rate any one area, the more confident you need to be. Score = (Impact + Confidence + Ease)/3: This gives you an average of these three scores. However you rank those facets, using the ICE framework is a way to get your approaches into a spreadsheet and figure out which are the best to start with. You can list things by high-level approaches (content marketing, PPC) or by individual tactics (ebook, blog post, guest posting, YouTube ads, Facebook ads). You can also start by ranking high-level approaches, then start a new tab in the spreadsheet to break down the top approaches by individual tactics. Then tackle the highest-rated approaches and tactics first.

I understood how to implement the Laws of Combat that Jocko had taught us: Cover and Move, Simple, Prioritize and Execute, and Decentralized Command. The Laws of Combat were the key to not just surviving a dire situation such as this, but actually thriving, enabling us to totally dominate the enemy and win. They guided my next move.