Integrated Team Quotes

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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.
George Carlin
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.
George Carlin
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.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Leadership is about integrity, honesty and accountability. All components of trust.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
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.
Dale A. Jenkins (Diplomats & Admirals: From Failed Negotiations and Tragic Misjudgments to Powerful Leaders and Heroic Deeds, the Untold Story of the Pacific War from Pearl Harbor to Midway)
Incorporate market research as an integral part of your business, and you’ll not just become competitive, but also profitable.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
Integrity is when our words and deeds are consistent with our intentions.
Simon Sinek (Leaders Eat Last Deluxe: Why Some Teams Pull Together and Others Don't)
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.
Suzy Kassem (Rise Up and Salute the Sun: The Writings of Suzy Kassem)
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.
Mihail Drumeş (Invitaţia la vals)
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.
Doris Kearns Goodwin (Team of Rivals: The Political Genius of Abraham Lincoln)
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.
David Maraniss (When Pride Still Mattered: A Life of Vince Lombardi)
Become faithful to yourself, if you do, it will come natural towards everyone else.
Unarine Ramaru
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.
Eric Schmidt (Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell)
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.
Janna Cachola
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.
Eric Schmidt (How Google Works)
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.
Walter Isaacson (Steve Jobs)
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.
Kim Malone Scott (Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity)
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.
Frederick P. Brooks Jr. (The Mythical Man-Month: Essays on Software Engineering)
three ways to improve your team’s motive-based trust in you: self-disclosure, demonstrating fairness, and acting with integrity.
Tasha Eurich (Bankable Leadership : Happy People, Bottom-Line Results, and the Power to Deliver Both)
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.
Stan Slap
ReThink Real Success: Keeping your word to others and never lying to yourself
Tony Dovale (Tony Dovale's SoulShift - 1 Minute Wisdom Poetry & insights to transform your life. (1 Minute Wisdom for... a Happier Life))
Salespeople must take time to research the prospect before the first call and then integrate that information into their call.
Josiane Chriqui Feigon (Smart Sales Manager: The Ultimate Playbook for Building and Running a High-Performance Inside Sales Team)
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?
Pollyanna Pixton (Agile Culture, The: Leading through Trust and Ownership)
There are fewer things more poisonous than unresolved issues, resentment, and distrust within a leadership team.
Sabrina Horn (Make It, Don't Fake It: Leading with Authenticity for Real Business Success)
Mutual respect is an integral part of communication.
Rajen Jani (Once Upon A Time: 100 Management Stories)
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.
Joe Ehrmann (insideout coaching)
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.
Matthew Frederick (101 Things I Learned in Architecture School (The MIT Press))
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.
Walter Isaacson (Steve Jobs)
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
Marie R. Miyashiro (The Empathy Factor: Your Competitive Advantage for Personal, Team, and Business Success)
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.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
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.
Eric Schmidt (Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell)
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.
David Farley (Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation)
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!
Eleanor Catton (Birnam Wood)
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.
Anne Elizabeth Moore (Unmarketable: Brandalism, Copyfighting, Mocketing, and the Erosion of Integrity)
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.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
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.
Jeff Olson (The Slight Edge: Turning Simple Disciplines into Massive Success and Happiness)
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.
Andrew Yang (Smart People Should Build Things: How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America)
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.
Jim Highsmith (Agile Project Management: Creating Innovative Products)
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!
Leonard Peltier (Prison Writings: My Life Is My Sun Dance)
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...
Jonathan Eig
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.
Donald W. Black (Introductory Textbook of Psychiatry, Fourth Edition)
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.
Jennifer James
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,
Edward Slingerland (Trying Not to Try: Ancient China, Modern Science, and the Power of Spontaneity)
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.
James G. Stavridis (The Leader's Bookshelf)
Aggressively whisk the egg mix until it's well integrated with the ale. Once the two of them are over their differences and appear to be getting along well, introduce the gin. Your aggressive whisking will make the ale, eggs and gin forget their differences as they vow to team up against you.
Chris-Rachael Oseland (SteamDrunks: 101 Steampunk Cocktails and Mixed Drinks)
facebook game development india FuGenX, a leading Facebook game development company India, the technical team provides a real world gaming experience. Our Facebook app developers integrate exciting features to enjoy the pleasure of playing games with real identities, that can offer rich competition among other Facebook game development companies in India. We take you through the journey of addictive gaming thrill with all the audio visual effects and allow you to make use of the well-known interactive and responsive features, on the social networking site.
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In social media, employees are the channel, not brands.
Chris Boudreaux (The Most Powerful Brand on Earth: How to Transform Teams, Empower Employees, Integrate Partners, and Mobilize Customers to Beat the Competition in Digital and Social Media)
define integrity as having firm and well-articulated principles and acting in a manner that is consistent with them. Integrity is a key ingredient of trust: If your team can’t predict how you’ll behave with relative accuracy, they will feel uneasy.
Tasha Eurich (Bankable Leadership : Happy People, Bottom-Line Results, and the Power to Deliver Both)
As I said earlier, for the first several months under Obama, it took a lot of discipline to sit quietly at the table as everyone from the president on down took shots at Bush and his team. Sitting there, I would often think to myself, Am I invisible? During those excoriations, there was never any acknowledgment that I had been an integral part of that earlier team.
Robert M. Gates (Duty: Memoirs of a Secretary at War)
the enablers of situational leadership are empathy, active listening and a propensity to understand complex human and team interactions. The challenge in leadership is all about applying the proper situational behavior. We have to analyze the situation and shift from our incumbent approach towards a situation, to the style which the situation warrants and which leads to the optimal outcome. By integrating and implementing ideas of situational leadership in our work place we can become better leaders.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
You can’t make a renaissance person anymore, because the range of what you would need to do is just impossible. But you could actually assemble a renaissance team.”7 The integrative thinkers rely on their “renaissance teams” to broaden salience, maintain sophisticated causality, and create a holistic architecture in their drive for creative resolution.
Roger L. Martin (The Opposable Mind: How Successful Leaders Win Through Integrative Thinking)
I read a couple days ago Ben Smith saying that in three years he doesn't think BuzzFeed will exist in its current form. Can you tell me what Ben was talking about and what you think that means? He was talking about all the stuff we've been talking about. It's hard to predict three years out, so part of it was saying, "Who knows what'll happen in three years, what the web will be like in three years?" We've been based on a model of continual change. Three years ago, BuzzFeed had no reporters. Two years ago we had no video. One year ago we didn't have foreign correspondents around the world or an investigative team. Three years ago we were a cat site, an internet meme site. So a lot has changed in three years. It's an out-of-context quote — Ben was talking about the changes that have happened in three years. We went from the traditional media model of content and distribution to the vertically-integrated model of content distribution technology to the network-integrated model of technology helping at every level. Technology helping with content creation and then that content going on our platforms, distributed across the web, potentially going to traditional platforms like television or print. We don't really have plans to do any print. "Three years ago we were a cat site." But there's a possibility of having something that you look at and think that this isn't a site, this is a global media company. It's not just a site, it's a whole process for distributing news, buzz, life, on the web, mobile, native apps, and it looks very different than it looks today.
Anonymous
IT needs to be freed from its silo and become an integral part of the organization, typically as a multidisciplinary team focused on delivering benefits to the business - one of the core principles of Devops.
Andrew Phillips (The IT Manager’s Guide to Continuous Delivery: Delivering Software in Days)
From July to November 2013, 56 college student integrity experts grouped into teams of 4 to 6 students (11 groups in total) and planned and created firsthand the educational
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From July to August 2013, the integrity coaches grouped into teams of up to 4 people (4 groups in total, 20 people) and developed integrity education programs focusing on
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LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.
Anonymous
M113 Family of Vehicles Mission Provide a highly mobile, survivable, and reliable tracked-vehicle platform that is able to keep pace with Abrams- and Bradley-equipped units and that is adaptable to a wide range of current and future battlefield tasks through the integration of specialised mission modules at minimum operational and support cost. Entered Army Service 1960 Description and Specifications After more than four decades, the M113 family of vehicles (FOV) is still in service in the U.S. Army (and in many foreign armies). The original M113 Armoured Personnel Carrier (APC) helped to revolutionise mobile military operations. These vehicles carried 11 soldiers plus a driver and track commander under armour protection across hostile battlefield environments. More importantly, these vehicles were air transportable, air-droppable, and swimmable, allowing planners to incorporate APCs in a much wider range of combat situations, including many "rapid deployment" scenarios. The M113s were so successful that they were quickly identified as the foundation for a family of vehicles. Early derivatives included both command post (M577) and mortar carrier (M106) configurations. Over the years, the M113 FOV has undergone numerous upgrades. In 1964, the M113A1 package replaced the original gasoline engine with a 212 horsepower diesel package, significantly improving survivability by eliminating the possibility of catastrophic loss from fuel tank explosions. Several new derivatives were produced, some based on the armoured M113 chassis (e.g., the M125A1 mortar carrier and M741 "Vulcan" air defence vehicle) and some based on the unarmoured version of the chassis (e.g., the M548 cargo carrier, M667 "Lance" missile carrier, and M730 "Chaparral" missile carrier). In 1979, the A2 package of suspension and cooling enhancements was introduced. Today's M113 fleet includes a mix of these A2 variants, together with other derivatives equipped with the most recent A3 RISE (Reliability Improvements for Selected Equipment) package. The standard RISE package includes an upgraded propulsion system (turbocharged engine and new transmission), greatly improved driver controls (new power brakes and conventional steering controls), external fuel tanks, and 200-amp alternator with four batteries. Additional A3 improvements include incorporation of spall liners and provisions for mounting external armour. The future M113A3 fleet will include a number of vehicles that will have high speed digital networks and data transfer systems. The M113A3 digitisation program includes applying hardware, software, and installation kits and hosting them in the M113 FOV. Current variants: Mechanised Smoke Obscurant System M548A1/A3 Cargo Carrier M577A2/A3 Command Post Carrier M901A1 Improved TOW Vehicle M981 Fire Support Team Vehicle M1059/A3 Smoke Generator Carrier M1064/A3 Mortar Carrier M1068/A3 Standard Integrated Command Post System Carrier OPFOR Surrogate Vehicle (OSV) Manufacturer Anniston Army Depot (Anniston, AL) United Defense, L.P. (Anniston, AL)
Russell Phillips (This We'll Defend: The Weapons & Equipment of the US Army)
Assuming that you already have the respect of your team members   This is one of the most common mistakes made by rookie managers. They think that merely by the process of their being inducted into management, they have already garnered the respect o their team members. The truth is, the only way you will come to be admired and respected by your team member is by the way in which you ‘act’. You have to ‘earn’ your team’s respect by showing your character, integrity and your skills to do things. You have to show them that there is a reason that you are here in the first place; and only then will you get the respect and admiration you seek from them.
Richard Klop (Management for Beginners: The Ultimate Beginner’s Guide To Successful Management (Entrepreneurship, Business Model Generation, Startup, Management, Business Model Development))
Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?
William Bridges (Managing Transitions: Making the Most of Change)
We believe in four key things; quality of design, integrity of build, outstanding service and a passion for the products we produce. These are the core characteristics of our company that was started by a professional team with over 60 year’s experience in the industry.
Louis Mark
A classroom library containing both fiction and non-fiction books should be located centrally, and include newspapers, magazines, telephone books, restaurant menus, etc. Teachers should also integrate literacy across the curriculum by reading and assigning texts that support their learning units in subjects such as mathematics, sciences, and social studies.
MTEL Exam Secrets Test Prep Team (MTEL Foundations of Reading (90) Exam Secrets Study Guide: MTEL Test Review for the Massachusetts Tests for Educator Licensure)
Most of us would not consider visiting a scientist’s laboratory to investigate whether he or she was following the procedures and methods described in published papers. In fact, scientific journals do not routinely send out investigative teams to investigate the honesty and integrity of scientists whose papers are accepted for publication. Peer review does not include a review of laboratories. The process is based on trust. It is assumed that scientists will not cheat, though it is known that occasionally a small number of scientists in any field will. Catching cheaters happens occasionally, but it does not usually happen by journals sending out investigative teams to laboratories. Once
Robert Carroll (Unnatural Acts: Critical Thinking, Skepticism, and Science Exposed!)
integrate technology team are experts in installing a satellite dish in dubai. integrate technology team are experts in installing a satellite dish and TV antennae to receive programming from satellite providers and local broadcast networks in Dubai,UAE.
integrate Technology
In large, traditional organizations, however, most of the time individual teams can’t independently deliver value to the customer because it requires integrating work across hundreds of developers and addressing all the inefficiencies of coordinating this work. These are issues that the individual teams can’t and won’t solve on their own. This is why the executives need to lead the transformation. They are uniquely positioned to lead the all-important cultural changes and muster the resources to make the necessary organization-wide technical changes.
Gary Gruver (Leading the Transformation: Applying Agile and DevOps Principles at Scale)
The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.
S. Ramadorai (The TCS Story ...and Beyond)
In recognition of his standing and commitment to conservation and research, the University of Queensland was about to appoint him as an adjust professor, an honor bestowed on only a few who have made a significant contribution to their field. Steve didn’t know this had happened. The letter from the university arrived at Australia Zoo while we were in the field studying crocs during August 2006. He never got back to the pile of mail that included that letter. I know he would have proudly accepted the recognition of his achievement, but I also suspect that he would have remained humble and given credit to those around him, especially Terri, his mum and dad, Wes, John Stainton, and the incredible team at Australia Zoo. A year later, in 2007, we are back here in northern Australia, continuing the research in his name. There is a big gap in all our lives, but I feel he is here, all around us. One sure sign is that the sixteen-foot crocodile we named “Steve” keeps turning up in our traps. My life has been enriched by my friendship with Steve. I now sit around the fire with Terri, his family, and mates from Australia Zoo chatting about crocodiles and continuing the legacy Steve has left behind. Terri and Bob Irwin are now leading the croc-catching team from Australia Zoo, and Bindi is helping to affix the tracking devices to crocs, and so the tradition continues. I miss him. We all do. But I can sit at the campfire and look into the coals and hear his voice, always intense, always passionate, telling us stories and goading us on to achieve more. The enthusiasm and determination Steve shared with us is alive and well. He has touched so many lives. His memory will never fade, and this book will be one of the ways we can remind ourselves of our brush with the indomitable spirit of a loving husband, father, and son; a committed wildlife ambassador and conservationist; and a great mate. Professor Craig E. Franklin, School of Integrative Biology University of Queensland Lakefield National Park August 2007
Terri Irwin (Steve & Me)
BB didn’t say a word. Maybe integrating into Naomi’s systems had shut him up for once. Mal decided to keep a watchful eye on the relationship. Everyone was getting on fine: better than fine, in fact, a really close-knit and easy-going team. The last thing they needed was a Spartan saddled with an AI she didn’t want. But that wasn’t a problem he could solve, given that they were the two most advanced and expensive pieces of defense technology the UNSC had ever produced. They were stuck with each other.
Karen Traviss (Glasslands (Halo, #8))
Sean deliberately loitered on the patio with his grandmother and the other septuagenarians before going to the kitchen to pour May Ellen and Lily’s drinks. He wanted to give them a bit of privacy. As for me, Sean thought—drawing deep drafts of the scented, heavy Florida night air into his lungs--I need to pull myself together. Because it was happening already: the Lily Effect was at work on his brain. Why in God’s name had he told her he’d be accompanying her and the team on some dives, when that was the last thing he wanted to do . . . especially if he intended to maintain his sanity? Unfortunately, as dumb as he was feeling, Sean had the answer to that one. It pained him to realize that he was still as hung up on Lily as ever—and just as susceptible to her disdain. It had taken her, what, two hours since she waltzed back into Coral Beach to accuse him of crooked politics? Did Lily have any idea of the high-wire act he was attempting by trying to get the reef accurately documented and assessed before he took a public stance on the marina development? No, of course not. Sean might have filled her in, if she hadn’t made it clear she assumed his sole motivation was political gain. Stung, he’d retaliated in kind, implying that Lily might stoop so low as to manipulate the reef study—even though Sean knew the sun would set in the east before Lily Banyon committed an act of professional dishonesty. Her integrity had always been one of the things he admired most about her. That Lily actually fell for his bogus threat merely showed how profound her distrust, her dislike of him was. At the Rusted Keel, Dave had urged him to seize the opportunity to go on the research boat and work on charming Lily. Yeah, Sean thought acidly, as he carried the cocktails toward the living room. He and Lily were off to their usual great start.
Laura Moore (Night Swimming: A Novel)
One of Henry’s toughest jobs when he arrived in the post was trying to eradicate the All Black’s inherent binge drinking culture. Previous All Black regimes had never challenged the idea of professional athletes knocking back the pop. For coaches and players who emerged through the amateur era it was hard to change the mindset. Booze had been an integral part of the culture in that period. There were no body fat tests or other high tech assessments of this, that and the other back then. As amateurs it was their right to have a few beers – that was kind of the point of playing. Rugby has never been just about what happens on the field. The camaraderie has always extended into the bar and a rugby team that hadn’t drunk together was not a team.
Gregor Paul (Redemption: How the All Blacks Defied History to Win the World Cup)
Observation, its assessment, documentation and integration with other knowledge, existing or pending, is the manner by which all distinguishable ideas come to evolve.
TZM Lecture Team (The Zeitgeist Movement Defined: Realizing a New Train of Thought)
The Integrity Mortgage team works hard for every client to ensure the best service and home buying experience. Let us take care of all the hard work when it comes to getting your home loan.
Integrity Mortgage & Financial Inc.
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.
H.G. Bissinger (Friday Night Lights: A Town, a Team, and a Dream)
When you lead with integrity you won't always win, but you will always do the right thing.
Jon Gordon (You Win in the Locker Room First: The 7 C's to Build a Winning Team in Business, Sports, and Life (Jon Gordon))
I mostly saw Vince Foster in the hallways. He was Mrs. Clinton’s personal attaché, a lawyer from Arkansas. Word circulated that she berated him mercilessly. The first time I saw Foster I figured he wouldn’t last a year. He looked uncomfortable and unhappy in the White House. I knew what it was like to be yelled at by superiors, but Mrs. Clinton never hesitated to launch a tirade. Yet her staffers never dared say, “I don’t have to take this shit!” They reminded me of battered wives: too loyal, too unwilling to acknowledge they’d never assuage her. They had no one to blame but themselves, but they could never admit it. She criticized Foster for failing to get ahead of the constant scandals, for cabinet positions not confirmed, and for the slowness of staffing the White House. Foster eventually took his own life in Fort Marcy Park. In his briefcase was a note torn into twenty-seven pieces, blaming the FBI, the media, the Republicans—even the White House Ushers Office. A rumor circulated among law enforcement types that contended his suicide weapon had to be repaired in order for the forensics team to fire it since it wouldn’t function for them. Maybe his final shot misaligned the cylinders and later prevented contact with the bullet primers. But that, along with many other public details of the case (carpet fibers on his suit coat, etc.), made his case spooky. The last lines of his sparse suicide note read: “I was not meant for the job or the spotlight of public life in Washington. Here ruining people is considered sport.” A UD friend of mine, Hank O’Neil, was posted outside of Foster’s office as part of the FBI’s investigation of his suicide. Maggie Williams, Mrs. Clinton’s always well dressed chief of staff, physically pushed her way past Hank into Foster’s office, arguing that he had no right to block her entrance. She removed boxes that were never recovered; they were destroyed. Congressmen bashed Officer O’Neil’s integrity, but he held firm. He reported exactly what he saw and didn’t make any inferences about it, but they were sure he held some smoking gun and was protecting the Clintons.
Gary J. Byrne (Crisis of Character: A White House Secret Service Officer Discloses His Firsthand Experience with Hillary, Bill, and How They Operate)
Temporary and foster or foster/adopt family. With regard to kinship adoption, and all other adoptions, it is important that the original/emergency foster placement of a child be temporary, and that those parents be part of a team that will work together with the birth family, kin connections, and professionals to determine—as quickly as possible—whether the child will be moved to a kin placement, or moved to another foster family that has been determined to be an appropriate family for that particular child, should the placement become permanent. All parents in this position should know that in fostering a child, providing a bridge family, and making a permanent kinship connection, they are doing a great deal to foster health and healing. If they should become the permanent family of that child, they will have understood the need for the more positive connections to birth family and community. If they should be a bridge to a placement with birth parents or kin, they should be honored and respected as extended family in that process, having played an integral role in providing safety and continuity for that child.
Joyce Maguire Pavao (The Family of Adoption: Completely Revised and Updated)
The coaching team put a lot of effort into growing us as people, and developing our leadership and decision-making skills. The only way of doing that is by giving us players real power over our own systems and protocols, and by integrating them into all the major decisions.
Richie McCaw (The Real McCaw: The Autobiography)
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.
Simon Sinek (Leaders Eat Last: Why Some Teams Pull Together and Others Don't)
True leaders do the right thing when the team's success is at stake and integrity is challenged. They just commit to personal excellence~Bluenscottish
Bluenscottish
Are we caring for our volunteers properly? Are we providing the right training? Is there a better way we could recruit? What are the faithful volunteers in our church actually experiencing? Are they growing spiritually? Do they feel like an integral part of a team?
Bill Hybels (The Volunteer Revolution: Unleashing the Power of Everybody)
We are a digital media agency bringing local businesses and companies more customers by using SEO (Search Engine Optimization) strategies and marketing techniques. Haiku Steps specializes in SEO, SEM (Search Engine Marketing), PPC (Pay Per Click) such as Google Ads & Facebook Ads, Website Development, SMM (Social Media Management), Content Creation, and Ecommerce Solutions. Our team has become the trusted agency for local, national, and online businesses because of our honesty and integrity.
Haiku Steps Digital Marketing
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?
John Doerr (Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs)
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).
David Cote (Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term)
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.
Aiden Brown
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.
David Cote (Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term)
Fred Tingey, a colleague, once observed that incremental development can be disconcerting for teams and management who aren’t used to it because it front-loads the stress in a project. Projects with late integration start calmly but generally turn difficult towards the end as the team tries to pull the system together for the first time.
Steve Freeman (Growing Object-Oriented Software, Guided by Tests (Addison-Wesley Signature Series (Beck)))
am impressed with how well they do in a world where street crime seems to be increasing exponentially. There is an obvious economic relationship between the amount of “free crime” at the top of the economic food chain, and the increases in poverty, hopelessness addiction and street crime at the bottom. The police are doing a great job (on the streets) in my view. If memory serves me they responded to 35,000 calls in one year with their $40 million dollar budget. However, the public must know that they (police) rarely respond or get involved in high value economic crime, and often they tell victims of million dollar crimes, that their complaint is a “civil matter” and should be dealt with in the civil courts. They do a great job at the level of street safety and property protection, but at most crimes over a certain financial level, or complexity, they defer to others. Police do not appear to function in government buildings and office suites, like they do in the streets. My government has offices for high value economic crimes. These are commercial crime police units called the RCMP Integrated Markets Enforcement Teams. (RCMP IMET) By some coincidence they also operate on a budget in the neighborhood of $40 Million dollars…but $40 Million is what they have for the protection of the entire country of Canada. They handle perhaps a dozen cases a year, and we rarely hear of a successful prosecution. I believe it is intentional. No person power finds it wise…to investigate persons in power.
Larry Elford (Farming Humans: Easy Money (Non Fiction Financial Murder Book 1))
The war against Perot escalated quickly. The booster club geared up a letter-writing campaign to him, state legislators, and the governor. Nearly a thousand letters were sent in protest of Perot’s condemnation of Odessa. Some of the ones to him were addressed “Dear Idiot” or something worse than that, and they not so gently told him to mind his own damn business and not disturb a way of life that had worked and thrived for years and brought the town a joy it could never have experienced anywhere else. “It’s our money,” said Allen of the funds that were used to build the stadium. “If we choose to put it into a football program, and the graduates from our high schools are at or above the state level of standards, then screw you, leave us alone.” At one point Perot, believing his motives had been misinterpreted and hoping to convince people that improving education in Texas was not a mortal sin, contemplated coming to Odessa to speak. But he decided against it, to the relief of some who thought he might be physically harmed if he did. “There are so few other things we can look at with pride,” said Allen. “We don’t have a large university that has thirty or forty thousand students in it. We don’t have the art museum that some communities have and are world-renowned. When somebody talks about West Texas, they talk about football. “There is nothing to replace it. It’s an integral part of what made the community strong. You take it away and it’s almost like you strip the identity of the people.
H.G. Bissinger (Friday Night Lights: A Town, a Team, and a Dream)
here is an early version of principles established by a client adopting LeSS Huge in a product group: 1. The perfection goal is to have a releasable product all the time. Release stabilization periods need to be reduced and eventually eliminated. 2. Co-located, self-managing, cross-functional, Scrum teams are the basic organizational building block. Responsibility and accountability are on team level. 3. The majority of the teams are organized as customer-centric feature teams. 4. Product management steers the development through the Product Owner role. Release commitments are not forced on teams. 5. The line organization is cross-functional. The functional-specialized line organizations are gradually integrated in the cross-functional line organization. 6. Special coordination roles (such as project managers) are avoided and teams are responsible for coordination. 7. The main responsibility of management is improvement—improve team’s learning, efficiency, and quality. The content of the work always comes from the Product Owner. 8. There is no branching in development. And product variation is not to be reflected in the version control system. 9. All tests are automated with the exception of (1) exploratory test, (2) usability test, and (3) tests that require physical movement. All people must learn test automation skills. 10. Adoption is gradual and evolutionary. These principles are considered in every decision.
Craig Larman (Large-Scale Scrum: More with LeSS)
They start making a list: Every developer uses a common build environment. Every developer is supported by a continuous build and integration system. Everyone can run their code in production-like environments. Automated test suites are built to replace manual testing, liberating QA people to do higher value work. Architecture is decoupled to liberate feature teams, so developers can deliver value independently. All the data that teams need is put in easily consumed APIs
Gene Kim (The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data)
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.
Ben Horowitz (What You Do Is Who You Are: How to Create Your Business Culture)
Shearwater TSCM specialises in the design, manufacture and training for integrated counter surveillance solutions. Our clients include government, military organisations, police, larger corporations and professional sweep teams. Shearwater's equipment is deployed around the world. The close relationship the company has with it's clients, through training and feedback from field operations, ensures that ongoing development focuses on leading edge, maintaining a 'Defence in Breadth' philosophy.
Shearwater TSCM
There was virtually nothing from some shows in which Fosse developed his history—the erotic Dream Ballet from New Girl in Town (1957), for whose integrity he had to fight the entire production team; the “Uncle Sam Rag” from Redhead (1959), in which Fosse embodied the music’s counterpoint in groupings of “counterpointed” dancers; “Coffee Break” or “A Secretary Is Not a Toy” from How To Succeed in Business Without Really Trying (1961);2 “Rich Kids’ Rag” from Little Me (1962).
Ethan Mordden (The Happiest Corpse I've Ever Seen: The Last Twenty-Five Years of the Broadway Musical (The History of the Broadway Musical Book 7))
Business as usual produces predictable results. But if you want something fresh, something new, that takes vision. Greatness only happens by design. And, while the vision-driven leader is committed to designing and pursuing a desirable future outcome for their organization, they recognize resistance is part of realizing their vision. To become the most effective vision-driven leader, tenacity, integrity, and courage are essential.
Michael Hyatt (The Vision Driven Leader: 10 Questions to Focus Your Efforts, Energize Your Team, and Scale Your Business)
It was in this crucible that Murdock and his team reshaped the culture of O.C. Tanner. “We tweaked it,” he said. “We didn’t want to touch the core values—the integrity, the commitment to continuous improvement, the customer intimacy. Obert believed in truth, goodness, and beauty, and so did the rest of us. But we had to add some new values, like humility and learning. Those came from me because I didn’t know what to do.” Murdock also encouraged a level of debate that hadn’t gone on previously. “We got into a Hegelian dialectic. I wanted forces to clash so that synergy could emerge. Before, bad news would stay down, out of sight. I wanted a war of ideas, and no silos. Anyone could speak to anyone else.
Bo Burlingham (Small Giants: Companies That Choose to Be Great Instead of Big)
Your teams need the ability—and the manpower—to relentlessly pursue a specific objective; asking a team to split its time between two different business lines is likely to result in the failure of both. This is especially true when the main thread is a business line that has matured. In their Harvard Business Review article “The Ambidextrous Organization,” Charles A. O’Reilly III and Michael L. Tushman draw the distinction between “exploiting” and “exploring.” Mature business lines focus on incremental innovations that help them exploit a well-known market, whereas new threads focus on more radical innovations and exploring a new market opportunity. They examined thirty-five attempts to spin up new threads, across nine different industries. What they found was that these efforts were most likely to be successful in “ambidextrous” organizations, where the new threads were organized as structurally independent units but integrated into the existing management structure. In other words, the leaders of the new threads not only have the freedom to innovate but also the ability to coordinate with senior leadership to leverage existing resources and expertise from more mature threads.
Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
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.
Ronald J. Sider (The Spiritual Danger of Donald Trump: 30 Evangelical Christians on Justice, Truth, and Moral Integrity)
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.
Ram Charan (Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way)
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.
Phil Jackson (Eleven Rings: The Soul of Success)
What we, as team members, want from you, our team leader, is firstly that you make us feel part of something bigger, that you show us how what we are doing together is important and meaningful; and secondly, that you make us feel that you can see us, and connect to us, and care about us, and challenge us, in a way that recognizes who we are as individuals. We ask you to give us this sense of universality—all of us together—and at the same time to recognize our own uniqueness; to magnify what we all share, and to lift up what is special about each of us. When you come to excel as a leader of a team it will be because you’ve successfully integrated these two quite distinct human needs.
Marcus Buckingham (Nine Lies About Work: A Freethinking Leader’s Guide to the Real World)
America's attention had turned to race relations during that winter of 1954-55, largely driven by the U.S. Supreme Court ruling that the nation's public schools would eventually have to be racially integrated. Crispus Attucks students were studying black history without being fully aware that their basketball team was making it.
Phillip Hoose (Attucks!: Oscar Robertson and the Basketball Team That Awakened a City)