Integrated Team Quotes

I often warn people: "Somewhere along the way, someone is going to tell you, 'There is no "I" in team.' What you should tell them is, 'Maybe not. But there is an "I" in independence, individuality and integrity.

I don't like ass kissers, flag wavers or team players. I like people who buck the system. Individualists. I often warn people: "Somewhere along the way, someone is going to tell you, 'There is no "I" in team.' What you should tell them is, 'Maybe not. But there is an "I" in independence, individuality and integrity.'" Avoid teams at all cost. Keep your circle small. Never join a group that has a name. If they say, "We're the So-and-Sos," take a walk. And if, somehow, you must join, if it's unavoidable, such as a union or a trade association, go ahead and join. But don't participate; it will be your death. And if they tell you you're not a team player, congratulate them on being observant.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Leadership is about integrity, honesty and accountability. All components of trust.

Integrity is when our words and deeds are consistent with our intentions.

Nagumo was suddenly on his own. At this crucial time, the cost of his failure to learn the complicated factors that played into carrier operations suddenly exploded. Now, when every minute counted, it was too late to learn the complexities involved in loading different munitions on different types of planes on the hangar deck, too late to learn how the planes were organized and spotted on the flight decks, too late to learn the flight capabilities of his different types of planes, and far too late to know how to integrate all those factors into a fast-moving and efficient operation with the planes and ordnance available at that moment. Commander Genda, his brilliant operations officer, couldn’t make the decisions for him now. It was all up to Nagumo. At 0730 on June 4, 1942, years of shipbuilding, training, and strategic planning had all come to this moment. Teams of highly trained pilots, flight deck personnel, mechanics, and hundreds of other sailors were ready and awaiting his command. The entire course of the battle, of the Combined Fleet, and even perhaps of Japan were going to bear the results of his decisions, then and there.

Incorporate market research as an integral part of your business, and you’ll not just become competitive, but also profitable.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Iubirea e nesăţioasă, de un egoism sălbatic, vrea să-i sacrifici tot fără a-i cere nimic în schimb, mulţumindu-te doar cu ceea ce-ţi oferă. Eu am rîvnit totul de la tine pentru că îţi dădusem totul. Oricum, ceva mai bun decît mine nu puteam să-ţi dau. De aici a pornit eroarea, de la acest schimb în aparenţă just. Dar ce experienţă aveam, de unde să ştiu că iubirea dintre două fiinţe nu e egală, că balanţa atîrnă cînd într-o parte, cînd într-alta după imponderabile de care arar ne dăm seama. În cazul nostru balanţa atîrna în favoarea ta, lanţurile cu care mă încătuşai erau mai puternice decît ale mele. De ce te-am judecat luîndu-mă pe mine drept unitate de măsură? Bărbatul, datorită se vede eului său aşa-zis "superior", se dă dragostei cu prudenţă, păstrînd rezerve pentru sine, de aceea îşi păstrează, măcar parţial, echilibrul. Pe cînd noi, femeile, cînd iubim, ne dăm integral mistuindu-ne în aşa fel încît nu ne rămîne decît umbra celor ce am fost. Iată de ce prăbuşirea noastră în lipsa coloanei vertebrale e aşa de catastrofală.

Lincoln understood the importance, as one delegate put it, of integrating “all the elements of the Republican party—including the impracticable, the Pharisees, the better-than-thou declaimers, the long-haired men and the short-haired women.

As integral as religion was to his sense of self, it was not until he reached West Point and combined his spiritual discipline with Blaik’s military discipline that his coaching persona began to take its mature form. Everything he knew about organizing a team and preparing it to play its best, Lombardi said later, he learned at West Point. “It all came from Red Blaik.

Become faithful to yourself, if you do, it will come natural towards everyone else.

PICK THE RIGHT PLAYERS THE TOP CHARACTERISTICS TO LOOK FOR ARE SMARTS AND HEARTS: THE ABILITY TO LEARN FAST, A WILLINGNESS TO WORK HARD, INTEGRITY, GRIT, EMPATHY, AND A TEAM-FIRST ATTITUDE.

Don't apologize for expressing passion. Don't back down when it comes to your integrity. Don't let anyone undermine your standards for the sake of ease. Be a character of excellence, NOT excuses.

SOME COMPANIES PUT a lot of effort into bringing employees together outside of the office. It might be a happy hour, or a holiday party, or an off-site event. While retreats and parties can be productive if people on your team really want them, it is best to remember that mostly you get to know the people you work with on the job, every day, as an integrated part of the work rhythm, not at the annual holiday party.

Knaves are not to be confused with divas. Knavish behavior is a product of low integrity; diva-ish behavior is one of high exceptionalism. Knaves prioritize the individual over the team; divas think they are better than the team, but want success equally for both. Knaves need to be dealt with as quickly as possible.

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

Individual creators started out with lower innovativeness than teams—they were less likely to produce a smash hit—but as their experience broadened they actually surpassed teams: an individual creator who had worked in four or more genres was more innovative than a team whose members had collective experience across the same number of genres. Taylor and Greve suggested that “individuals are capable of more creative integration of diverse experiences than teams are.

An architect is a generalist, not a specialist-the conductor of a symphony, not a virtuoso who plays every instrument perfectly. As a practitioner, an architect coordinates a team of professionals that include structural and mechanical engineers, interior designers, building-code consultants, landscape architects, specifications writers, contractors, and specialists from other disciplines. Typically, the interests of some team members will compete with the interests of others. An architect must know enough about each discipline to negotiate and synthesize competing demands while honoring the needs of the client and the integrity of the entire project.

Today I am more convinced than ever. Conceptual integrity is central to product quality. Having a system architect is the most important single step toward conceptual integrity. These principles are by no means limited to software systems, but to the design of any complex construct, whether a computer, an airplane, a Strategic Defense Initiative, a Global Positioning System. After teaching a software engineering laboratory more than 20 times, I came to insist that student teams as small as four people choose a manager and a separate architect. Defining distinct roles in such small teams may be a little extreme, but I have observed it to work well and to contribute to design success even for small teams.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team. Ego can prevent a leader from conducting an honest, realistic assessment of his or her own performance and the performance of the team.

Salespeople must take time to research the prospect before the first call and then integrate that information into their call.

To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.

ReThink Real Success: Keeping your word to others and never lying to yourself

three ways to improve your team’s motive-based trust in you: self-disclosure, demonstrating fairness, and acting with integrity.

Where is the integrity in telling the team they “must have all this done by this date” when you haven’t asked the team if it is even possible?

There are fewer things more poisonous than unresolved issues, resentment, and distrust within a leadership team.

Mutual respect is an integral part of communication.

One of the great myths in America is that sports build character. They can and they should. Indeed, sports may be the perfect venue in which to build character. But sports don’t build character unless a coach possesses character and intentionally teaches it. Sports can team with ethics and character and spirituality; virtuous coaching can integrate the body with the heart, the mind, and the soul.

Every little thing now has to be about maximising your potential, and perfecting yourself, and honing yourself, and getting the best deal out of your life, and out of your body, and out of your precious fucking time. Everything’s a corporate retreat now. Everything has utility. You want to get fucked up and just escape your own existence for once, just check out of your life for a while, like every other human being who has ever lived? No. Even a fucking acid trip has to be a means to an end. It has to be about team-building. It has to be about trust and wellness and creativity. It has to be about your authentic journey towards physical and psychological perfection. It has to be about you asserting the integrity of your choice to do it in the first place. It can’t be a lapse of judgment. There are no lapses of judgment. It can’t be wrong. There are no wrongs. There’s just choice, and choice is neutral, and we’re neutral, and everything is neutral, and everything’s a game, and if you want to win the game then you’re going to have to optimise yourself, and actualise yourself, and utilise yourself, and get the edge, and God forbid that you should have an actual human experience of frailty, or mortality, or limitation, or humanity, or of the fucking onward march of time – those are just distractions, those are obstacles, they’re defects, they’re inconveniences in the face of our curated, bespoke, freely fucking chosen authentic existence, and sure, we can never quite decide if we’re the consumers of our lives or the products of them, but there’s one thing we are damn sure of, which is that nobody on earth has any right to pass any judgment on us, either way. Freedom in the marketplace! It’s the only thing that matters! It’s the only thing that exists!

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

A Gallup Study completed in 2008 asked followers which qualities they most wanted from their leaders. The expected descriptors—vision, purpose, drive, ambition, wisdom—were largely absent. Instead, the qualities people most want from their leaders are trust, compassion, stability and hope, honesty, integrity and respect.17

Failure is a good teacher, and Bill learned from these experiences that loyalty and commitment are easy when you are winning and much harder when you are losing. But that’s, as Dan’s story highlights, when loyalty, commitment, and integrity are even more important. When things are going badly, teams need even more of those characteristics from their leaders.

Every change that is made to an application’s configuration, source code, environment, or data, triggers the creation of a new instance of the pipeline. One of the first steps in the pipeline is to create binaries and installers. The rest of the pipeline runs a series of tests on the binaries to prove that they can be released. Each test that the release candidate passes gives us more confidence that this particular combination of binary code, configuration information, environment, and data will work. If the release candidate passes all the tests, it can be released. The deployment pipeline has its foundations in the process of continuous integration and is in essence the principle of continuous integration taken to its logical conclusion. The aim of the deployment pipeline is threefold. First, it makes every part of the process of building, deploying, testing, and releasing software visible to everybody involved, aiding collaboration. Second, it improves feedback so that problems are identified, and so resolved, as early in the process as possible. Finally, it enables teams to deploy and release any version of their software to any environment at will through a fully automated process.

American Indians share a magnificent history — rich in its astounding diversity, its integrity, its spirituality, its ongoing unique culture and dynamic tradition. It's also rich, I'm saddened to say, in tragedy, deceit, and genocide. Our sovereignty, our nationhood, our very identity — along with our sacred lands — have been stolen from us in one of the great thefts of human history. And I am referring not just to the thefts of previous centuries but to the great thefts that are still being perpetrated upon us today, at this very moment. Our human rights as indigenous peoples are being violated every day of our lives — and by the very same people who loudly and sanctimoniously proclaim to other nations the moral necessity of such rights. Over the centuries our sacred lands have been repeatedly and routinely stolen from us by the governments and peoples of the United States and Canada. They callously pushed us onto remote reservations on what they thought was worthless wasteland, trying to sweep us under the rug of history. But today, that so-called wasteland has surprisingly become enormously valuable as the relentless technology of white society continues its determined assault on Mother Earth. White society would now like to terminate us as peoples and push us off our reservations so they can steal our remaining mineral and oil resources. It's nothing new for them to steal from nonwhite peoples. When the oppressors succeed with their illegal thefts and depredations, it's called colonialism. When their efforts to colonize indigenous peoples are met with resistance or anything but abject surrender, it's called war. When the colonized peoples attempt to resist their oppression and defend themselves, we're called criminals. I write this book to bring about a greater understanding of what being an Indian means, of who we are as human beings. We're not quaint curiosities or stereotypical figures in a movie, but ordinary — and, yes, at times, extraordinary — human beings. Just like you. We feel. We bleed. We are born. We die. We aren't stuffed dummies in front of a souvenir shop; we aren't sports mascots for teams like the Redskins or the Indians or the Braves or a thousand others who steal and distort and ridicule our likeness. Imagine if they called their teams the Washington Whiteskins or the Washington Blackskins! Then you'd see a protest! With all else that's been taken from us, we ask that you leave us our name, our self-respect, our sense of belonging to the great human family of which we are all part. Our voice, our collective voice, our eagle's cry, is just beginning to be heard. We call out to all of humanity. Hear us!

Leadership, the Marines understand, is not about being right all the time. Leadership is not a rank worn on a collar. It is a responsibility that hinges almost entirely on character. Leadership is about integrity, honesty and accountability. All components of trust. Leadership comes from telling us not what we want to hear, but rather what we need to hear. To be a true leader, to engender deep trust and loyalty, starts with telling the truth.

When I was younger, I took a lot of pride in coming up with interview questions. I now believe the best interview technique is no technique at all: you simply have enough of a conversation that you can get to know the person a little bit. Do they seem curious and passionate about what we’re trying to build? Do they have integrity; are they someone I can respect? Is this someone I can imagine myself—and my team—happily spending a lot of time with?

the fact is, our relationships to these corporations are not unambiguous. some memebers of negativland genuinely liked pepsi products. mca grew up loving star wars and didn't mind having his work sent all over the united states to all the "cool, underground magazines" they were marketing to--why would he? sam gould had a spiritual moment in the shower listening to a cd created, according to sophie wong, so that he would talk about tylenol with his independent artist friends--and he did. many of my friends' daughters will be getting american girl dolls and books as gifts well into the foreseeable future. some skateboarders in washington, dc, were asked to create an ad campaign for the east coast summer tour, and they all love minor threat--why not use its famous album cover? how about shilling for converse? i would have been happy to ten years ago. so what's really changed? the answer is that two important things have changed: who is ultimately accountable for veiled corporate campaigns that occasionally strive to obsfucate their sponsorship and who is requesting our participation in such campaigns. behind converse and nike sb is nike, a company that uses shit-poor labor policies and predatory marketing that effectively glosses over their shit-poor labor policies, even to an audience that used to know better. behind team ouch! was an underground-savvy brainreservist on the payroll of big pharma; behind the recent wave of street art in hip urban areas near you was omd worldwide on behalf of sony; behind your cool hand-stenciled vader shirt was lucasfilm; and behind a recent cool crafting event was toyota. no matter how you participated in these events, whether as a contributor, cultural producer, viewer, or even critic, these are the companies that profited from your attention.

Here are seven powerful, positive slight edge habits:   Show up: be the frog who jumps off the lily pad. Show up consistently: keep showing up when others fade out. Cultivate a positive outlook: see the glass as overflowing. Be committed for the long haul: remember the 10,000-hour rule. Cultivate a burning desire backed by faith: not hoping or wishing—knowing. Be willing to pay the price: sometimes you have to quit the softball team. Practice slight edge integrity: do the things you’ve committed to doing, even when no one else is watching.

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

Authoritarian managers use power, often in the form of fear, to get people to do something their way. Leaders depend for the most part on influence rather than power, and influence derives from respect rather than fear. Respect, in turn, is based on qualities such as integrity, ability, fairness, truthfulness—in short, on character. Leaders are part of the team, and although they are given organizational authority, their real authority isn't delegated top-down but earned bottom-up. From the outside, a managed team and a led team can look the same, but from the inside they feel very different.

The black newspaper writers were nearly unanimous in their support for integration, and so were the owners of Negro-league teams, even though Jim Crow was essential to the success of both their industries. The few voices crying out for the protection and preservation of black baseball tended to be whites, including Calvin Griffith, owner of the Washington Senators, who wrote that white baseball had “no right to destroy” the Negro leagues. He continued: “Your two [Negro] leagues have established a splendid reputation and now have the support and respect of the colored people all over this country as well as the decent white people. . . . Anything that is worthwhile is worth fighting for...

Leadership begins with the courage to believe in a better future and the commitment to make it happen." "A leader inspires not by words alone, but by living the values they wish to see in others." "True leaders don’t just create followers; they cultivate more leaders." "Effective leadership is about creating an environment where people feel safe to express themselves and innovate." "Leadership is not a title but a series of actions rooted in accountability and trust." "A great leader balances strength with humility, authority with empathy." "Leaders see beyond obstacles; they envision possibilities and guide others towards them." "Leadership is knowing when to take the lead and when to step back, allowing others to shine." "In moments of crisis, true leaders rise with resilience, guiding their teams through uncertainty." "The essence of leadership is empowering others to discover their own potential and purpose.

The case of a patient with dissociative identity disorder follows: Cindy, a 24-year-old woman, was transferred to the psychiatry service to facilitate community placement. Over the years, she had received many different diagnoses, including schizophrenia, borderline personality disorder, schizoaffective disorder, and bipolar disorder. Dissociative identity disorder was her current diagnosis. Cindy had been well until 3 years before admission, when she developed depression, "voices," multiple somatic complaints, periods of amnesia, and wrist cutting. Her family and friends considered her a pathological liar because she would do or say things that she would later deny. Chronic depression and recurrent suicidal behavior led to frequent hospitalizations. Cindy had trials of antipsychotics, antidepressants, mood stabilizers, and anxiolytics, all without benefit. Her condition continued to worsen. Cindy was a petite, neatly groomed woman who cooperated well with the treatment team. She reported having nine distinct alters that ranged in age from 2 to 48 years; two were masculine. Cindy’s main concern was her inability to control the switches among her alters, which made her feel out of control. She reported having been sexually abused by her father as a child and described visual hallucinations of him threatening her with a knife. We were unable to confirm the history of sexual abuse but thought it likely, based on what we knew of her chaotic early home life. Nursing staff observed several episodes in which Cindy switched to a troublesome alter. Her voice would change in inflection and tone, becoming childlike as ]oy, an 8-year-old alter, took control. Arrangements were made for individual psychotherapy and Cindy was discharged. At a follow-up 3 years later, Cindy still had many alters but was functioning better, had fewer switches, and lived independently. She continued to see a therapist weekly and hoped to one day integrate her many alters.

When we get down to potential versus reality in relationships, we often see disappointment, not successful achievement. In the Church, if someone creates nuclear fallout in a calling, they are often released or reassigned quickly. Unfortunately, we do not have that luxury when we marry. So many of us have experienced this sad realization in the first weeks of our marriages. For example, we realized that our partner was not going to live up to his/her potential and give generously to the partnership. While fighting the mounting feelings of betrayal, we watched our new spouses claim a right to behave any way they desired, often at our expense. Most of us made the "best" of a truly awful situation but felt like a rat trapped in maze. We raised a family, played our role, and hoped that someday things would change if we did our part. It didn't happen, but we were not allowed the luxury of reassigning or releasing our mates from poor stewardship as a spouse or parent. We were stuck until we lost all hope and reached for the unthinkable: divorce. Reality is simple for some. Those who stay happily married (the key word here is happily are the ones who grew and felt companionship from the first days of marriage. Both had the integrity and dedication to insure its success. For those of us who are divorced, tracing back to those same early days, potential disappeared and reality reared its ugly head. All we could feel, after a sealing for "time and all eternity," was bound in an unholy snare. Take the time to examine the reality of who your sweetheart really is. What do they accomplish by natural instinct and ability? What do you like/dislike about them? Can you live with all the collective weaknesses and create a happy, viable union? Are you both committed to making each other happy? Do you respect each other's agency, and are you both encouraging and eager to see the two of you grow as individuals and as a team? Do you both talk-the-talk and walk-the-walk? Or do you love them and hope they'll change once you're married to them? Chances are that if the answer to any of these questions are "sorta," you are embracing their potential and not their reality. You may also be embracing your own potential to endure issues that may not be appropriate sacrifices at this stage in your life. No one changes without the internal impetus and drive to do so. Not for love or money. . . . We are complex creatures, and although we are trained to see the "good" in everyone, it is to our benefit to embrace realism when it comes to finding our "soul mate." It won't get much better than what you have in your relationship right now.

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

Brain imaging studies suggest that a couple brain areas in particular are involved in cognitive control: the anterior cingulate cortex (ACC) and the lateral prefrontal cortex (lateral PFC). We’ll be referring to these together as the “cognitive control regions” of the brain. There is still some debate about the precise role played by each of these regions, but one plausible characterization is that the ACC is a kind of smoke detector, and the lateral PFC is the fire response team. Like a smoke detector, the ACC is in constant monitoring mode, waiting to detect a whiff of danger, such as an instance of cognitive conflict. In the case of the Stroop task, we’ve got two automatic processes that are in conflict: the identification of a typeface or color versus the automatic processing of a simple word (assuming you’re literate and it’s your native language). This conflict alerts the ACC, which then sends out an alarm to the lateral PFC to come deal with the situation. The lateral PFC is responsible for many higher cognitive functions, such as the integration of conscious and unconscious knowledge, working memory (the small spotlight of consciousness that allows us to focus on explicit information), and conscious planning. Most relevantly, when it comes to the case of the Stroop task, the lateral PFC also exerts control over other areas of the brain by strengthening the activation of task-relevant networks at the expense of other networks. By weakening certain neural pathways, the lateral PFC essentially tells them to stop doing what they are doing, which is the neural equivalent of fire-retarding foam. In the Stroop task presented above,

All this self-optimising, self-actualising bullshit,’ she imagined him saying as she crouched down to open the valve on the gas tank, and then pressed the ignition switch until it clicked, ‘you can’t fucking get away from it. Every little thing now has to be about maximising your potential, and perfecting yourself, and honing yourself, and getting the best deal out of your life, and out of your body, and out of your precious fucking time. Everything’s a corporate retreat now. Everything has utility. You want to get fucked up and just escape your own existence for once, just check out of your life for a while, like every other human being who has ever lived? No. Even a fucking acid trip has to be a means to an end. It has to be about team-building. It has to be about trust and wellness and creativity. It has to be about your authentic journey towards physical and psychological perfection. It has to be about you asserting the integrity of your choice to do it in the first place. It can’t be a lapse of judgment. There are no lapses of judgment. It can’t be wrong. There are no wrongs. There’s just choice, and choice is neutral, and we’re neutral, and everything is neutral, and everything’s a game, and if you want to win the game then you’re going to have to optimise yourself, and actualise yourself, and utilise yourself, and get the edge, and God forbid that you should have an actual human experience of frailty, or mortality, or limitation, or humanity, or of the fucking onward march of time–those are just distractions, those are obstacles, they’re defects, they’re inconveniences in the face of our curated, bespoke, freely fucking chosen authentic existence, and sure, we can never quite decide if we’re the consumers of our lives or the products of them, but there’s one thing we are damn sure of, which is that nobody on earth has any right to pass any judgment on us, either way. Freedom in the marketplace! It’s the only thing that matters! It’s the only thing that exists!

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

a handful of decisions that only the board can make: the decisions to select, retain, or dismiss the chief executive; to establish a climate of ethics and integrity; to set the goals and incentives for the executive team; and to pinpoint the company’s central idea, risk appetite, and capital structure.

A team of sociologists used survey results to argue that Christian nationalism was the foundation of Trump’s religious support. Opposition to Islam and keeping the United States a “Christian nation” was found to be more significant than biblical convictions.

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

To Bring Acquisitions into the Fold . . . •​Put integration plans in place before the deal closes, covering management, metrics, and other relevant topics. •​Personally review and approve the plan. •​Tighten up the executional details. •​Put dedicated, full-time integration teams in place, and assemble these teams early. •​Make changes and communicate them immediately to shape the mind-set. •​Stay alert for processes in acquired companies that you like, and introduce them as innovations into your own company. •​Personally perform regular follow-up to ensure that the acquisition really is performing even better than predicted by the valuation model.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

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

CHECK YOURSELF: TWELVE CORE MANAGEMENT COMPETENCIES Maintaining and raising quality_________________ Developing and improving systems______________ Coaching employee performance_________________ Communicating across the organization____________________________________________ Collaborating across the organization_________________________________________________ Resolving conflicts______________________ Building employee motivation_________________ Leading with emotional intelligence_________________ Building teams and team performance____________________________________________________ Managing change_____________________________ Managing your time and priorities________________ Working with ethics and integrity_________________

The LBDQ-VII is one of the earliest and most widely used instruments of leadership behavior. It emerged from the Ohio State leadership research teams and evolved to its present form to cover 12 aspects of leadership behavior. These were representation, demand reconciliation, tolerance of uncertainty, persuasiveness, initiating structure, tolerance of freedom, role assumption, consideration, production emphasis, predictive accuracy, integration, and superior orientation.

I felt super-frustrated. We’d hired all these talented people and were spending tons of money, but we weren’t going any faster. Things came to a head over a top-priority marketing OKR for personalized emails with targeted content. The objective was well constructed: We wanted to drive a certain minimum number of monthly active users to our blog. One important key result was to increase our click-through rate from emails. The catch was that no one in marketing had thought to inform engineering, which had already set its own priorities that quarter. Without buy-in from the engineers, the OKR was doomed before it started. Even worse, Albert and I didn’t find out it was doomed until our quarterly postmortem. (The project got done a quarter late.) That was our wake-up call, when we saw the need for more alignment between teams. Our OKRs were well crafted, but implementation fell short. When departments counted on one another for crucial support, we failed to make the dependency explicit. Coordination was hit-and-miss, with deadlines blown on a regular basis. We had no shortage of objectives, but our teams kept wandering away from one another. The following year, we tried to fix the problem with periodic integration meetings for the executive team. Each quarter our department heads presented their goals and identified dependencies. No one left the room until we’d answered some basic questions: Are we meeting everyone’s needs for buy-in? Is a team overstretched? If so, how can we make their objectives more realistic?

Meet with the team of best occupational therapist for your pediatric ot session Los Angeles. The occupational therapist at OT Studios provides pediatric therapy services which includes ot sensory integration.

When I started exploring what flag I should plant back in 2009, there was a confluence of events in the works. The business world was increasingly using a methodology called Agile as its preferred product-development process while, at the same time, digital design was becoming increasingly important. Technology was rapidly evolving, and design was becoming a key differentiating factor for success—this was just a couple of years after the introduction of the iPhone. Companies were struggling to figure out how to integrate these two trends successfully, which created an opportunity for me—no one had solved this problem. This is where I decided to plant my flag—because I had the expertise, the opportunity, a real problem to solve that many people were dealing with, and the credibility to speak to it. I decided to work on solving this challenge and to bring everyone willing along with me on my journey. My teams and I started experimenting, trying different ways of working. We often failed, but as we were going through our ups and downs, I was sharing—publicly writing and giving talks about—what we were trying to do. Turned out I wasn’t the only one struggling with this issue. The more I wrote and the more I presented, the more widely I became known out in the world as someone who was not only working to solve this issue, but who was a source of ideas, honesty, and inspiration. So, when I left TheLadders, I had already planted my flag. I had found the thing I wanted to be known for and the work I was passionate about. A quick word of warning… Success on this path is a double-edged sword and you should approach this process with eyes open. The flag you plant today may very well be with you for the rest of your life—especially if you build widespread credibility on the topic. It’s going to follow you wherever you go and define you. No matter what else I do out in the world, I will forever be Jeff Gothelf—the Lean UX guy.

Character: developing the moral character of athletes—items such as empathy, respect, and integrity—so that athletes are also good role models

Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.

True leadership is about charting a course through uncharted waters, guiding your team not by sight, but by vision, integrity, and understanding.

Defining the user set. The larger and more amorphous the user set, the more necessary it is to define it explicitly if one is to achieve conceptual integrity. Each member of the design team will surely have an implicit mental image of the users, and each designer's image will be different. Since an architect's image of the user consciously or subconsciously affects every architectural decision, it is essential for a design team to arrive at a single shared image. And that requires writing down the attributes of the expected user set, including: • Who they are • What they need • What they think they need • What they want

A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

Jealousy was a too-sensitive teenager’s reaction. If it had been any other week, it would have passed through him like a cool breeze. Instead, it was lodged in his chest like a little chip of ice. He just—wanted to play. Dex, all his life, had wanted to feel that he was part of a team, a member of the cast—an integral member of an ensemble that appreciated his comedic timing, his showboating, his talents, before they withered to dust. Though he supposed the vast majority of humans felt like unpaid extras. Milling about, uselessly waiting to be discovered, recognized for their innate yet invisible value, but doomed never to be anything but human scenery. Maybe that was his team, and he was already on it. Had been on it, in fact, forever.

By 2020, the tradeoff between growth and integrity work was well accepted inside Facebook. The company could accurately deny that News Feed promoted hate and lies to boost growth, but it could not say that promoting growth in News Feed didn’t boost hate and lies as a side effect. This reality led to continued negotiations between growth- and integrity-focused teams. If the company altered News Feed in a way that caused sensationalism to spike globally, it could downrank sensationalism in the United States or Germany to offset it. But for many markets lumped into the category known as “Rest of World,” no such response was possible.

Integrity is defined as “being honest and principled.” Integrity is a compass directing and guiding individual, team, and company actions.

Nordstrom, the high-end retailer, was one of the earliest to launch an innovation lab back in 2013. Two years later, the brand announced that it was shrinking its lab and reassigning its employees into other groups. When asked about it by online site Geekwire, a Nordstrom spokesperson said, “rather than just a team focused on innovation, it’s now everyone’s job.” The natural evolution of any external skillset that starts with being “insourced” is to eventually become integrated into the overall way business is done.

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.

The sixth chakra is called the Agnya which is found in the forehead. The single is the reigning world. The Chakra of Agnya contains our ego and our conditioning. On the other hand the Sun forms our character and sense of being in accordance with the energy of the sign in which it is situated. "I'" is the keyword The sign in which the Sun is located is our main sign, and it signifies the stage of evolution with which we were born on this earth as well as the lessons we need to learn in life. It is what constitutes our sense of identity. We all have distinct identities which make us unique. Our family, education, friends, view of the world, the teams we support, and so on. All identities, however, are created by our ego. When our Agnya chakra opens our ego and conditioning cannot rule over us. We perceive our spirit within us which is a deeper identity. We continue to create modesty within us, and the fact that we are pure spirit. Dominant sun energy in the birth chart can make a dominant, conceited and selfish person. What blocks the sixth chakra is pride that makes a person feel superior to others. Other than this, redemption is dawning within us as we sense the pure spirit within each. •       Our Sahasrara, the seventh chakra, is the fontanelle area on top of our head which was soft when we were small. The governing planet is the Sun, which controls the Cancer sign as well. The chakra of Sahasrara is above all chakras, and consists of a combination of all the chakras on top of our head. Emotions, instincts, and mind are governed by the Moon. The opening of the seventh chakra helps integrate the chakras within us and establishes a strong connection between us and the cosmic energy. This incorporation beyond consciousness carries an individual. Throughout astrology, the moon determines our character's unconscious state, implying a region outside our consciousness. This unconscious state has always existed, and it will always exist, since it is the all-pervading power that embraces the whole universe. The Sahasrara chakra is a door that opens to the knowledge of the all-pervading forces from our individual consciousness. At the time of birth, a bright moon makes a person receptive, instinctive, imaginative, sacrificial, capable of understanding others and spiritual. The Moon also reflects prosperity, femininity and motherhood experiences that have grown within us. In a birth chart with a dominant moon, the personality has a changing nature, because the moon is the fastest to tour the zodiac. The energy which it reflects changes and flows constantly. The moon also affords a good adaptability. Likewise, the universe is constantly changing and flowing too. When our seventh chakra is open and connected to the universal energy, we feel like a drop mixed in the ocean and our being is in harmony with that great flow.

Integration has torn down some barriers,” he said. “There is not as much taboo in whites’ attitudes towards blacks. But I think that is all it has done.

Jim Moore, the last principal of Ector High School before it was closed down as a means of achieving desegregation, felt the same way. Moore, who was white, saw no great social motive in the desegregation effort. It had nothing to do with true assimilation of the races and everything to do with percentages—how many whites, how many blacks, how many browns—little numbers that could be written down and submitted to a judge as proof that there was no longer any racism. “There’s no integration,” said Moore. “There is desegregation. There is no integration in this community, the same as any community in America.” II

live each day connected to our values. We can work toward our goals, however ambitious, with integrity and authenticity. We can treat every person the way we would like to be treated. The difference that this can make to an individual, a team, and the working atmosphere is astounding. We can still achieve all that we desire, whether as small as buying a cup of coffee or as meteoric as building a global business, by treating others with appreciation and respect.

The company’s new approach was best summed up in a series of presentations accompanying yet another shake-up announced in mid-2022. All of the company’s Integrity and societally focused teams would report into a new structure with a mission to “amplify the good that happens on Meta’s technology platforms.

The company’s new approach was best summed up in a series of presentations accompanying yet another shake-up announced in mid-2022. All of the company’s Integrity and societally focused teams would report into a new structure with a mission to “amplify the good that happens on Meta’s technology platforms.” That structure would, in turn, support efforts on the Facebook and Instagram apps to “increase awareness of Meta’s positive impact on the world” and ultimately “win hearts and shift perceptions.

If any of the news coverage had drawn blood, Meta wasn’t going to show it. Zuckerberg told the company’s People Planning team to bring him an aggressive hiring target for 2022. When they brought him an unprecedentedly ambitious plan to bring on 40,000 new staffers that year, Zuckerberg took the one-page document—known as “the napkin”—and then passed it back with a handwritten instruction to hire 8,000 more. “If we don’t hit these targets it’s game over,” Recruiting VP Miranda Kalinowski told the managers on her staff. To handle the deluge of hiring, Meta brought on an additional 1,000 recruiters between the last quarter of 2021 and the first quarter of the following year. Few of the new staffers would be slated to go into integrity work. Zuckerberg had declared that the company’s existing products were no longer its future, and Haugen’s document breach had solidified a sense that researchers and data scientists working on societal problems contained a potential corporate fifth column.

Proficient teaming often requires integrating perspectives from a range of disciplines, communicating despite the different mental models that accompany different areas of expertise, and being able to manage the inevitable conflicts that arise when people work together.

Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team. Ego can prevent a leader from conducting an honest, realistic assessment of his or her own performance and the performance of the team.

True Built Fencing is your trusted local Austin fencing company. We take pride in using only quality/sustainable materials with attention to detail in installation. True Built Fencing is fully insured and can fully meet your fencing needs & expectation. We also highly value communication and transparency. Our company strives serve all of our customers with excellence so that you feel like your project is the primary project. At True Built Fencing, you will find that humility and integrity is an integral part of our business and the core of each of our team members.

There is another, equally critical, factor for success in companies: teams that act as communities, integrating interests and putting aside differences to be individually and collectively obsessed with what’s good for the company. Research shows that when people feel like they are part of a supportive community at work, they are more engaged with their jobs and more productive. Conversely, a lack of community is a leading factor in job burnout.10

Miguel Antunes, R&D Principle Software Engineer at OutSystems, a low-code platform vendor, relayed an example of this very challenge. Their Engineering Productivity team at OutSystems was five years old. The team’s mission was to help product teams run their builds efficiently, maintain infrastructure, and improve test execution. The team kept growing and took on extra responsibilities around continuous integration (CI), continuous delivery (CD), and infrastructure automation.

Anti-Network Effects Hit the Google+ Launch A charismatic executive from one of the most powerful technology companies in the world introduces a new product at a conference. This time, it’s June 2011 at the Web 2.0 Summit, where Google vice president Vic Gundotra describes the future of social networking and launches Google+. This was Google’s ambitious strategy to counteract Facebook, which was nearing their IPO. To give their new networked product a leg up, as many companies do, it led with aggressive upsells from their core product. The Google.com homepage linked to Google+, and they also integrated it widely within YouTube, Photos, and the rest of the product ecosystem. This generated huge initial numbers—within months, the company announced it had signed up more than 90 million users. While this might superficially look like a large user base, it actually consisted of many weak networks that weren’t engaged, because most new users showed up and tried out the product as they read about it in the press, rather than hearing from their friends. The high churn in the product was covered up by the incredible fire hose of traffic that the rest of Google’s network generated. Even though it wasn’t working, the numbers kept going up. When unengaged users interact with a networked product that hasn’t yet gelled into a stable, atomic network, then they don’t end up pulling other users into the product. In a Wall Street Journal article by Amir Efrati, Google+ was described as a ghost town even while the executives touted large top-line numbers: To hear Google Inc. Chief Executive Larry Page tell it, Google+ has become a robust competitor in the social networking space, with 90 million users registering since its June launch. But those numbers mask what’s really going on at Google+. It turns out Google+ is a virtual ghost town compared with the site of rival Facebook Inc., which is preparing for a massive initial public offering. New data from research firm comScore Inc. shows that Google+ users are signing up—but then not doing much there. Visitors using personal computers spent an average of about three minutes a month on Google+ between September and January, versus six to seven hours on Facebook each month over the same period, according to comScore, which didn’t have data on mobile usage.86 The fate of Google+ was sealed in their go-to-market strategy. By launching big rather than focusing on small, atomic networks that could grow on their own, the teams fell victim to big vanity metrics. At its peak, Google+ claimed to have 300 million active users—by the top-line metrics, it was on its way to success. But network effects rely on the quality of the growth and not just its quantity

First, he seeks “profitable businesses with good returns on capital and not too much leverage.” Second, the management team must have “equal measures of talent and integrity.” Third, the company should have ample opportunity to reinvest its profits at handsome rates of return. Fourth, the stock must be available to him at a “reasonable” price.

This analysis leads me to conclude that DevSecOps should not be defined as a team consisting of development, operations and security roles. In fact, I believe that DevSecOps is a term that describes a cross-functional DevOps team that integrates security practices within their own processes to deliver secure software and infrastructure. To put it another way, DevSecOps is DevOps done securely. In the words of Eliza-May Austin, ‘DevSecOps teams simply don’t exist.

At the end of every learning cycle, teams have Learning Cycle Events to share what they’ve learned. When it’s time to make Key Decisions, teams have Integration Events to bring together the decision makers with the knowledge the team has built to close the decisions.

another, equally critical, factor for success in companies: teams that act as communities, integrating interests and putting aside differences to be individually and collectively obsessed with what’s good for the company.

It used to be that developers rarely wrote tests. If tests were written at all, they were written by a separate QA team. However, one of the tenets of agile development is that testing should be tightly integrated with development, and programmers should write tests for their own code. This practice has now become widespread.

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The guys didn't consider her an integral part of the team. No matter that she'd proved herself over and over.

Zapier is the prototypical example of this. It’s a juggernaut, and not only because it’s integrated with over 3,000 apps. It has widened its moat with nonpublic API integrations, meaning that if you want to compete with it, you have to go to that other company and get their internal development team to build an API for you. That’s a huge hill to climb if you want to launch a Zapier competitor.

One of the key tasks of any board is to constantly find the best integration and alignment of all stakeholder interests.

Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer's response to their latest ideas. Bad teams think they are the customer. Good teams know that many of their favorite ideas won't end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor. Bad teams complain they are slow because their colleagues are not working hard enough. Good teams make high‐integrity commitments after they've evaluated the request and ensured they have a viable solution that will work for the customer and the business. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.

One way to make yourself less vulnerable to copycats is to build a moat around your business. How Can I Build a Moat? As you scale your company, you need to think about how to proactively defend against competition. The more success you have, the more your competitors will grab their battering ram and start storming the castle. In medieval times, you’d dig a moat to keep enemy armies from getting anywhere near your castle. In business, you think about your economic moat. The idea of an economic moat was popularized by the business magnate and investor Warren Buffett. It refers to a company’s distinct advantage over its competitors, which allows it to protect its market share and profitability. This is hugely important in a competitive space because it’s easy to become commoditized if you don’t have some type of differentiation. In SaaS, I’ve seen four types of moats. Integrations (Network Effect) Network effect is when the value of a product or service increases because of the number of users in the network. A network of one telephone isn’t useful. Add a second telephone, and you can call each other. But add a hundred telephones, and the network is suddenly quite valuable. Network effects are fantastic moats. Think about eBay or Craigs-list, which have huge amounts of sellers and buyers already on their platforms. It’s difficult to compete with them because everyone’s already there. In SaaS—particularly in bootstrapped SaaS companies—the network effect moat comes not from users, but integrations. Zapier is the prototypical example of this. It’s a juggernaut, and not only because it’s integrated with over 3,000 apps. It has widened its moat with nonpublic API integrations, meaning that if you want to compete with it, you have to go to that other company and get their internal development team to build an API for you. That’s a huge hill to climb if you want to launch a Zapier competitor. Every integration a customer activates in your product, especially if it puts more of their data into your database, is another reason for them not to switch to a competitor. A Strong Brand When we talk about your brand, we’re not talking about your color scheme or logo. Your brand is your reputation—it’s what people say about your company when you’re not around.

THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.

The steering group that charters and integrates the breakthroughs becomes the principal orchestrator of the change. The number of teams is important. Setting up too many teams will fragment the problem and fail to confront the real issues of organizational complexity and distance. Too few teams will overwhelm each team with an impossible charter. Breakthrough teams should be set up to succeed.

the development teams learn the product or the feature from the business owner’s point of view. They use the features. They understand more than what the feature does; they understand how the feature is intended to be integrated into the product. They understand the role of the feature in the intended customer experience. With this insight, the development team can make recommendations that simplify the experience and enable even more efficient future development. And with the trust that has been established, and with the credibility that the development team has earned by learning the experience of the product, they can challenge the requirements. They can make suggestions and recommendations from the customer perspective, not exclusively from a developer’s perspective. They immerse in the product to learn the experience of the product.