Issues Team Quotes

I remember not belonging. I was always Summer’s older sister—the plain one with the red hair and a gap between her front teeth. The first boy I had a crush on said my teeth looked like piano keys. My smile hid behind by hand until one day the captain of the hockey team said I looked like Madonna. It was like instant validation. Mine wasn’t a flaw, it was a feature . . . my unique trademark. I knew then I didn’t want to be perfect nor was my self-esteem tied to any clique. Starla reassuring teenage Willa of the correct perspective on self esteem and self-worth.

as a lobbyist he had long ago concluded there was no difference in how Democrats and Republicans conducted the business of government. The game stayed the same: It was always about favors and friends, and who controlled the dough. Party labels were merely a way to keep track of the teams; issues were mostly smoke and vaudeville. Nobody believed in anything except hanging on to power, whatever it took. .....

Hanuman has no issues being Angad’s follower. This is Hanuman’s personality—always a team player, ever willing to serve, with absolutely no desire to dominate.

Members of teams that tend to avoid conflict must occasionally assume the role of a “miner of conflict”—someone who extracts buried disagreements within the team and sheds the light of day on them. They must have the courage and confidence to call out sensitive issues and force team members to work through them. This requires a degree of objectivity during meetings and a commitment to staying with the conflict until it is resolved. Some

Angry issues need settling time.

When we sense that leaders aren’t being authentic—whether they’re intentionally misleading us or simply behaving in opposition to their values—we can smell it a mile away. This causes team members to avoid bringing up issues for fear of retribution, as Mulally’s executive team initially did, and reality gets buried under a torrent of excuses and finger-pointing.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

In the November 2006 issue of Science, a report by an international team of scientists studying a vast amount of data gathered between 1950 and 2003 declared that if current trends of fishing and pollution continue, every fishery in the world's oceans will collapse by 2048...The oceans as an ecosystem would completely collapse.

The best leaders are those that lead by example and are both team followers as well as team leaders. We believe that in general, the best ideas and decisions are made from the bottom up, meaning by those on the front lines that are closest to the issues and/or the customers. The role of a manager is to remove obstacles and enable his/her direct reports to succeed. This means the best leaders are servant-leaders. They serve those they lead.

What do you have to forget or overlook in order to desire that this dysfunctional clan once more occupies the White House and is again in a position to rent the Lincoln Bedroom to campaign donors and to employ the Oval Office as a massage parlor? You have to be able to forget, first, what happened to those who complained, or who told the truth, last time. It's often said, by people trying to show how grown-up and unshocked they are, that all Clinton did to get himself impeached was lie about sex. That's not really true. What he actually lied about, in the perjury that also got him disbarred, was the women. And what this involved was a steady campaign of defamation, backed up by private dicks (you should excuse the expression) and salaried government employees, against women who I believe were telling the truth. In my opinion, Gennifer Flowers was telling the truth; so was Monica Lewinsky, and so was Kathleen Willey, and so, lest we forget, was Juanita Broaddrick, the woman who says she was raped by Bill Clinton. (For the full background on this, see the chapter 'Is There a Rapist in the Oval Office?' in the paperback version of my book No One Left To Lie To. This essay, I may modestly say, has never been challenged by anybody in the fabled Clinton 'rapid response' team.) Yet one constantly reads that both Clintons, including the female who helped intensify the slanders against her mistreated sisters, are excellent on women's 'issues.

On occasion Jobs would use the semi-abandoned Woodside home, especially its swimming pool, for family parties. When Bill Clinton was president, he and Hillary Clinton stayed in the 1950s ranch house on the property on their visits to their daughter, who was at Stanford. Since both the main house and ranch house were unfurnished, Powell would call furniture and art dealers when the Clintons were coming and pay them to furnish the houses temporarily. Once, shortly after the Monica Lewinsky flurry broke, Powell was making a final inspection of the furnishings and noticed that one of the paintings was missing. Worried, she asked the advance team and Secret Service what had happened. One of them pulled her aside and explained that it was a painting of a dress on a hanger, and given the issue of the blue dress in the Lewinsky matter they had decided to hide it. (During one of his late-night phone conversations with Jobs, Clinton asked how he should handle the Lewinsky issue. “I don’t know if you did it, but if so, you’ve got to tell the country,” Jobs told the president. There was silence on the other end of the line.)

Today’s rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

Indian cricket, and the youngsters themselves, are dealing with issues inconceivable a few summers ago. Riches and all the attendant temptations are thrown at them before they have started shaving regularly. It's not their fault. It's no one's fault. That is the marketplace. Inevitably, though, it can distract attention from the long struggle towards mastery. Cricket does not give itself away; it expects players to apply themselves, to think and study and seek. It plays tricks, too, pretends that sixes and slower balls and the other shortcuts matter. Cricket sets traps, flatters players and calls them kings when they are barely princes.

Keep in mind that a real team should be spending considerable time together in meetings and working sessions. In fact, it is not uncommon that as much as 20 percent of each team member’s time is spent working through issues and solving problems with the team as a whole. p. 105

The man in the headdress nodded. “On that note, I’d like to quickly ask David if there’s been any headway in getting the air conditioning back online.” A slight murmur of discontent indicated the importance of this matter, directed at a blond young man with a tanning-bed complexion. “Well, Gary,” he sighed. “There isn’t much we can do without electricity, but my team has been researching alternatives. One of my engineers proposed a system of fans powered by dogs in giant hamster wheels, but the major issue there is our limited dog inventory. We’ll keep looking into it.

Combat, like anything in life, has inherent layers of complexities. Simplifying as much as possible is crucial to success. When plans and orders are too complicated, people may not understand them. And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

Westrum’s description of a rule-oriented culture is perhaps best thought of as one where following the rules is considered more important than achieving the mission—and we have worked with teams in the US Federal Government we would have no issue describing as generative, as well as startups that are clearly pathological.

Maybe fearing that Vaughan won’t understand why Debbie’s correct, Elliot chimes in: Debbie is 100% right here. Vaughan, you need to appreciate that “respecting the rule of law” only goes so far to explain or justify government behavior. To many people who follow human rights issues and international law, the foundation of international law is the rejection of the so-called Nuremberg defense—the claim by Nazi’s that they “were just following orders” and respecting the laws and policies of the Nazi state. Vaughan simply thanks Elliot for “the articulate background.” I can’t tell if he’s being brazen or genuine. There is simply no putting this man off his putt. Either way, I think the point at which you have to explain Nuremberg to the head of the team leading your China entry is probably a red flag.

Basically, management issues the orders and employees outside the US are expected to comply. He lectures the team that Mark’s been clear on the two principles. Everything stays up unless Facebook is going to be blocked or someone is arrested and sitting in a jail cell with no way out. How many times does he have to say it?

To make the timing work and get Mark a slot onstage after the UN luncheon and the pop-up, I’d asked the festival organizers to move Big Bird. They initially said no, insisting that my Big Bird problem created issues for Malala and Beyoncé. Then they relented and moved Big Bird so he’s right before Mark. Big Bird’s fine with this, but the Facebook team does not think that this sets the right tone—Elliot doesn’t want Mark to follow a giant yellow Muppet—so I need Big Bird moved again.

Laughter paves the way for many things. It's one way to build intimacy between people, something every healthy team needs. Humor has always been a primary part of how I lead. If I can get someone to laugh, they're at ease. If they see me laugh at things, they're at ease. It creates emotional space, a kind of trust, to use in a relationship. Sharing laughter also creates a bank account of positive energy you can withdraw from, or borrow against, when dealing with tough issues at work. It's a relationship cushion.

And then there was Joss. I met him in a dimly lit office, where he regaled me with tales of adventure, swashbuckling, shootings, spaceships, and narrow escapes. Um, where do I sign? He gave me a new identity, a costume, a gun, and a long brown duster for a cape. I remember that meeting so well; it was like a superhero "origin" issue. I remember Joss looking at Polaroid photos of my first costume fitting, holding up the one with the duster and gun saying, "Action figure, anyone?" Never in my wildest. Like some sort of super-team benefactor, Joss made superheroes out of all of us, complete with a super-hideout spaceship. During filming, we'd all retreat to our dressing room trailers and emerge like Supermen with our alter egos. The boots, the suspenders, gun holstered low on my hip... with a flick and a spin of that wicked awesome coat over my shoulders, I became someone else.

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

As he rounded a hillock, he perceived that the roadway was now a crying mass of wagons, teams, and men. From the heaving tangle issued exhortations, commands, imprecations. Fear was sweeping it all along. The cracking whips bit and horses plunged and tugged. The white-topped wagons strained and stumbled in their exertions like fat sheep. The youth felt comforted in a measure by this sight. They were all retreating. Perhaps, then, he was not so bad after all. He seated himself and watched the terror-stricken wagons. They fled like soft, ungainly animals.

The “9/11 truth movement” seemed to reach peak momentum around 2006. Possible factors in the slow-down since then include infiltration, infighting and fatigue. The economic crisis focused concern on existential issues. Elections under the two-party system always force attention to the politically correct middle ground, and the color revolution of the false prophet Obama sapped the energies of many idealists. Regime rotation removed Bush, the target the opposition most loved to hate. With him and his neo-con team went also much of the immediate and obvious relevance of 9/11. Is there still a way forward with 9/11 awareness as a political force? There needs to be, if only because if they can get away with 9/11, they can get away with anything.

Tortured Genius.” By this, he did not mean the artist or musician who suffers from mental health issues, but in the context of ownership. No matter how obvious his or her failing, or how valid the criticism, a Tortured Genius, in this sense, accepts zero responsibility for mistakes, makes excuses, and blames everyone else for their failings (and those of their team). In their mind, the rest of the world just can’t see or appreciate the genius in what they are doing. An individual with a Tortured Genius mind-set can have catastrophic impact on a team’s performance.

When team members do not openly debate and disagree about important ideas, they often turn to back channel personal attacks, which are far nastier and more harmful than any heated argument over issues

For ten years after the atomic bomb was dropped there was so little public discussion of the bomb or of radioactivity that even the Chugoku Shinbun, the major newspaper of the city where the atomic bomb was dropped, did not have the movable type for 'atomic bomb' or 'radioactivity'. The silence continued so long because the U.S. Army Surgeons Investigation Team in the fall of 1945 had issued a mistaken statement: all people expected to die from the radiation effects of the atomic bomb had by then already died; accordingly, no further cases of physiological effects due to residual radiation would be acknowledged.

Often this is an orthogonality issue. When teams are organized with lots of overlap, members are confused about responsibilities. Every change needs a meeting of the entire team, because any one of them might be affected.

Have you noticed how some project teams are efficient, with everyone knowing what to do and contributing fully, while the members of other teams are constantly bickering and don't seem able to get out of each other's way? Often this is an orthogonality issue. When teams are organized with lots of overlap, members are confused about responsibilities. Every change needs a meeting of the entire team, because any one of them might be affected.

In the United States, the two-party system works as a way to manufacture an artificial group identity, akin to an ethnic or national one or an allegiance to a sports team. Part of the identity seems to consist in allegiance to certain conclusions on a range of “hot button” political issues. On those issues, political party affiliation does seem to result in rigidly held belief and loyalty in the voting booth. Allegiance to the group identity forged by political party affiliation renders Americans blind to the essential similarities between the agendas of the two parties, similarities that can be expected to be exactly the ones that run counter to public interest, in other words, those interests of the deep-pocketed backers of elections to which any politician must be subservient in order to raise the kind of money necessary to run for national office. Satisfaction at having one’s group “win” seems to override the clearly present fundamental dissatisfaction with the lack of genuine policy options.33 If the function of the two parties is to hide the fact that the basic agenda of both is shared, and irrational adherence to one of the two parties is used propagandistically to mask their fundamental overlap, then we can see how Burnham’s prediction may have come to pass, despite the existence of two distinct political parties.

Apparently all the girls on his team seem to have an issue with me, especially since this is the second one I’ve met and she’s regarding me with a scowl. Don’t these women know that it’s dangerous to piss off a highly trained killer?

You see, girls are supposed to run. "It can damage the reproductive system"... The issue is put to a vote and Cheryl is eventually allowed on track provided that she keeps away from the boys on the team as she represents a "distraction".

Harmony itself is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict. But if it comes only as a result of people holding back their opinions and honest concerns, then it’s a bad thing.

Ironically, for peer-to-peer accountability to become a part of a team’s culture, it has to be modeled by the leader. That’s right. Even though I said earlier that the best kind of accountability is peer-to-peer, the key to making it stick is the willingness of the team leader to do something I call “enter the danger” whenever someone needs to be called on their behavior or performance. That means being willing to step right into the middle of a difficult issue and remind individual team members of their responsibility, both in terms of behavior and results. But most leaders I know have a far easier time holding people accountable for their results than they do for behavioral issues. This is a problem because behavioral problems almost always precede results. That means team members have to be willing to call each other on behavioral issues, as uncomfortable as that might be, and if they see their leader balk at doing this, then they aren’t going to do it themselves.

When it comes to two women having a private conversation, they tune it out. I think they’re terrified we might be talking about PMS. They’d rather charge into a building full of gun-toting psychopaths than overhear a woman discussing feminine issues.

The upper management team had informed me that an employee that worked for me was a poor performer and would be terminated soon. This employee was clearly displaying mental health issues that were causing problems in the workplace. When I followed the company procedures and reported this to human resources, their response was to inform me that my contract would not be renewed and I would be immediately fired if anyone complained about me. This was my introduction to how mental health issues are handled in the USA.

I’d just like to point out that I have a serious issue with the fact that we’ve sat here all night watching Eric hack into a hundred different secure and confidential websites and databases—including some really scary federal places—yet he refuses to get us free cable TV.” “That’d be illegal.

Democratic periodicals in the North warned that the governor’s stance would compromise highly profitable New York trade connections with Virginia and other slave states. Seward was branded “a bigoted New England fanatic.” This only emboldened Seward’s resolve to press the issue. He spurred the Whig-dominated state legislature to pass a series of antislavery laws affirming the rights of black citizens against seizure by Southern agents, guaranteeing a trial by jury for any person so apprehended, and prohibiting New York police officers and jails from involvement in the apprehension of fugitive slaves.

started hearing people talking about racial issues. In the military, that really wasn’t even a thing as far as I experienced. No one cared if you were Black, Hispanic, or Estonian or whatever because we were all on the same team. We were a tribe. But we were fighting for this country where everyone was divided. I just thought, Are you people out of your minds?

When the Nazis overran France in the spring of 1940, much of its Jewish population tried to escape the country. In order to cross the border south, they needed visas to Spain and Portugal, and tens of thousands of Jews, along with many other refugees, besieged the Portuguese consulate in Bordeaux in a desperate attempt to get the life-saving piece of paper. The Portuguese government forbade its consuls in France to issue visas without prior approval from the Foreign Ministry, but the consul in Bordeaux, Aristides de Sousa Mendes, decided to disregard the order, throwing to the wind a thirty-year diplomatic career. As Nazi tanks were closing in on Bordeaux, Sousa Mendes and his team worked around the clock for ten days and nights, barely stopping to sleep, just issuing visas and stamping pieces of paper. Sousa Mendes issued thousands of visas before collapsing from exhaustion. The Portuguese government – which had little desire to accept any of these refugees – sent agents to escort the disobedient consul back home, and fired him from the foreign office. Yet officials who cared little for the plight of human beings nevertheless had deep respect for documents, and the visas Sousa Mendes issued against orders were respected by French, Spanish and Portuguese bureaucrats alike, spiriting up to 30,000 people out of the Nazi death trap. Sousa Mendes, armed with little more than a rubber stamp, was responsible for the largest rescue operation by a single individual during the Holocaust.

The only way you can light other people on fire is to be lit yourself, from the inside. Professional, cool, focused. If you had a bad night and you can’t show up the next day ready to go, or you can’t show up at all, that doesn’t affect just you, it affects everyone around you. A professional doesn’t let other people down just because of personal issues. If you need to show up, you show up. You might detest every individual in the room, but if your presence makes them all feel better, if it pulls the team together, if it results in better performances, then you’ve helped yourself to get one step closer to your own goal. That’s how you get others to come up to your level: show them where it is, and set the example that allows them to get there.

There is another issue with the largely cognitive approach to management, which we had big-time at Google. Smart, analytical people, especially ones steeped in computer science and mathematics as we were, will tend to assume that data and other empirical evidence can solve all problems. Quants or techies with this worldview tend to see the inherently messy, emotional tension that’s always present in teams of humans as inconvenient and irrational—an irritant that will surely be resolved in the course of a data-driven decision process. Of course, humans don’t always work that way. Things come up, tensions arise, and they don’t naturally go away. People do their best to avoid talking about these situations, because they’re awkward. Which makes it worse.

When I interviewed with the Chief of Family Medicine at a large medical corporation on the West Coast, he explained that, since he was part of a team of people who arranged for pharmaceutical companies to issue cash grants, he was in a position to offer me a particularly enticing salary. “What are the grants for?” I asked. “We have a quality improvement program that tracks physician prescribing patterns. We call it ‘quality’ but it’s really about money.” And that’s all it’s about. It works like this. In his organization, any patient with LDL cholesterol over 100 is put on a cholesterol-lowering medication. Any person with a blood pressure higher than 140/90 is put on a blood pressure medication. Any person with “low bone density” is put on a bone-remodeling inhibitor. And so on. The doctors who prescribe the most get big bonuses. Those who prescribe the least get fired. With a hint of incredulousness in his voice, he explained, “So far, every time we’ve asked for funding for our program, the drug companies give it to us.” If this is where healthcare is headed, then these hybrid physicians-executives will instinctively turn their gaze to our children and invent more creative methods to bulldoze an entire generation into the bottomless pit of chronic disease.

The physical board had a huge psychological effect compared to anything we got from the electronic tracking tool we used at Microsoft. By attending the standup each day, team members were exposed to a sort of time-lapse photography of the flow of work across the board. Blocked work items were marked with pink tickets, and the team became much more focused on issue resolution and maintaining flow. Productivity jumped dramatically.

It’s the lack of conflict that’s a problem. Harmony itself is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict. But if it comes only as a result of people holding back their opinions and honest concerns, then it’s a bad thing. I’d trade that false kind of harmony any day for a team’s willingness to argue effectively about an issue and then walk away with no collateral damage.

There are people who learn political information for reasons other than becoming better voters. Just as sports fans love to follow their favorite teams even if they cannot influence the outcomes of games, so there are also “political fans” who enjoy following political issues and cheering for their favorite candidates, parties, or ideologies. Unfortunately, much like sports fans, political fans tend to evaluate new information in a highly biased way. They overvalue anything that supports their preexisting views, and to undervalue or ignore new data that cuts against them, even to the extent of misinterpreting simple data that they could easily interpret correctly in other contexts. Moreover, those most interested in politics are also particularly prone to discuss it only with others who agree with their views, and to follow politics only through like-minded media.

Remy, we don’t have time for this. Yes, I know about werewolves. Yes, Rufus was one. And yes, I know that you and your friends from Dallas are all werewolves too. Alphas, actually. Which I have to admit caught me off guard, since it’s very unusual to see multiple alphas able to coexist like the four of you do. Regardless, now that we have the werewolf crap out of the way, can we get back to the important issue of your going to rescue my daughter?

The Mongols loved competitions of all sorts, and they organized debates among rival religions the same way they organized wrestling matches. It began on a specific date with a panel of judges to oversee it. In this case Mongke Khan ordered them to debate before three judges: a Christian, a Muslim, and a Buddhist. A large audience assembled to watch the affair, which began with great seriousness and formality. An official lay down the strict rules by which Mongke wanted the debate to proceed: on pain of death “no one shall dare to speak words of contention.” Rubruck and the other Christians joined together in one team with the Muslims in an effort to refute the Buddhist doctrines. As these men gathered together in all their robes and regalia in the tents on the dusty plains of Mongolia, they were doing something that no other set of scholars or theologians had ever done in history. It is doubtful that representatives of so many types of Christianity had come to a single meeting, and certainly they had not debated, as equals, with representatives of the various Muslim and Buddhist faiths. The religious scholars had to compete on the basis of their beliefs and ideas, using no weapons or the authority of any ruler or army behind them. They could use only words and logic to test the ability of their ideas to persuade. In the initial round, Rubruck faced a Buddhist from North China who began by asking how the world was made and what happened to the soul after death. Rubruck countered that the Buddhist monk was asking the wrong questions; the first issue should be about God from whom all things flow. The umpires awarded the first points to Rubruck. Their debate ranged back and forth over the topics of evil versus good, God’s nature, what happens to the souls of animals, the existence of reincarnation, and whether God had created evil. As they debated, the clerics formed shifting coalitions among the various religions according to the topic. Between each round of wrestling, Mongol athletes would drink fermented mare’s milk; in keeping with that tradition, after each round of the debate, the learned men paused to drink deeply in preparation for the next match. No side seemed to convince the other of anything. Finally, as the effects of the alcohol became stronger, the Christians gave up trying to persuade anyone with logical arguments, and resorted to singing. The Muslims, who did not sing, responded by loudly reciting the Koran in an effort to drown out the Christians, and the Buddhists retreated into silent meditation. At the end of the debate, unable to convert or kill one another, they concluded the way most Mongol celebrations concluded, with everyone simply too drunk to continue.

It wasn’t until I got to the law firm that things started hitting me. First, the people around me seemed pretty unhappy. You can go to any corporate law firm and see dozens of people whose satisfaction with their jobs is below average. The work was entirely uninspiring. We were for the most part grease on a wheel, helping shepherd transactions along; it was detail-intensive and often quite dull. Only years later did I realize what our economic purpose was: if a transaction was large enough, you had to pay a team of people to pore over documents into the wee hours to make sure nothing went wrong. I had zero attachment to my clients—not unusual, given that I was the last rung down on the ladder, and most of the time I only had a faint idea of who my clients were. Someone above me at the firm would give me a task, and I’d do it. I also kind of thought that being a corporate lawyer would help me with the ladies. Not so much, just so you know. It was true that I was getting paid a lot for a twenty-four-year-old with almost no experience. I made more than my father, who has a PhD in physics and had generated dozens of patents for IBM over the years. It seemed kind of ridiculous to me; what the heck had I done to deserve that kind of money? As you can tell, not a whole lot. That didn’t keep my colleagues from pitching a fit if the lawyers across the street were making one dollar more than we were. Most worrisome of all, my brain started to rewire itself after only the first few months. I was adapting. I started spotting issues in offering memoranda. My ten-thousand-yard unblinking document review stare got better and better. Holy cow, I thought—if I don’t leave soon, I’m going to become good at this and wind up doing it for a long time. My experience is a tiny data point in a much bigger problem.

I was on the first one when I felt his fingers encircle my wrist. “Sophie, come on. I don’t want to fight with you.” Turning, I opened my mouth to say I didn’t want to fight with him either. But before I could, I saw the telltale flash out of the corner of my eye, and the next thing I knew, my arm was jerking out of his grasp. “If you don’t want to fight with her, maybe you shouldn’t suggest she team up with people who want to kill her,” my voice snarled. Archer backed up so fast he nearly stumbled, and I wasn’t sure I’d ever seen him look so freaked out. But he recovered quickly. “Elodie, if I wanted to talk to you, I’d do a séance or something. Maybe go on an episode of Ghost Hunters. But right now, I want to talk to Sophie. So clear out.” Elodie had no intention of doing that. “You always were a crappy boyfriend,” she said. “Once you left, I chalked that up to you, you know, not actually liking me. But unless I’m blind as well as dead, you really like Sophie. In fact, hard as it is for me to fathom, I think you love her.” Shut up, shut up, shut up! Screw that, she retorted. You two spend all your time making stupid jokes and being all witty. Someone has to get real. “What’s your point?” Archer asked, narrowing his eyes at me. Her. Whatever. God, this was getting confusing. “Cal loves her, too, you know. And the last time I checked, he wasn’t part of a cult of monster killers. I’m just saying that if you’re going have loyalties that divided, maybe it’s time to bow out gracefully.” You couldn’t say Elodie didn’t know how to make a dramatic exit. The next thing I knew, I was pitching forward into Archer’s arms, my head swimming. Archer clutched my waist and then abruptly shoved me at arm’s length. “Sophie?” he asked, looking intently into my eyes. “Yeah,” I said, my voice shaking. “I’m back.” His fingers loosened, becoming more of a caress than a grip. “So you can’t control when she swoops in like that? She can just take you over…whenever?” I tried to laugh, but it came out more of a cough. “You know Elodie. I don’t think anyone has ever controlled her.” Frowning, Archer pulled his hands back and shoved them in his pockets. “Well, that’s awesome.” I grabbed the railing to steady myself. “Archer…that stuff she said. You know it’s not true.” He shrugged and moved past me onto the steps. “Saying the most hateful things possible is like Elodie’s superpower. Don’t worry about it.” He paused and looked over his shoulder. “We should probably go tell Jenna what we found down here.” Oh, right. We’d just unearthed a whole bunch of demons. That probably trumped over relationship issues. Another few seconds passed. “Come on, Mercer,” Archer said, holding his hand out to me. This time, I took it.

Just as in combat, priorities can rapidly shift and change. When this happens, communication of that shift to the rest of the team, both up and down the chain of command, is critical. Teams must be careful to avoid target fixation on a single issue. They cannot fail to recognize when the highest priority task shifts to something else. The team must maintain the ability to quickly reprioritize efforts and rapidly adapt to a constantly changing battlefield.

Another challenge in making strategic meetings work is the failure to do research and preparation ahead of time. The quality of a strategic discussion, and the decision that results from it, are improved greatly by a little preliminary work. This eliminates the all-too-common reliance on anecdotal decision making. The key to ensuring that preparation occurs is to let team members know as far in advance as possible what issues will be discussed during the Monthly or Ad Hoc Strategic.

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

Twenty minutes later, I was sitting in the federal building that housed the Department of Homeland Security, about fifteen stories up, locked in a standard federal issue interrogation room. Metal chair, metal table, big one-way mirror window, just like the movies. My arms were bound behind me with at least three flex-cuffs. The only addition to the room were the four tactical team members standing in each corner of the room, M4 rifles slung across their chests. Books, Splitter, Data and old Rattler himself, Agent Simmons.

The Portuguese government forbade its consuls in France to issue visas without prior approval from the Foreign Ministry, but the consul in Bordeaux, Aristides de Sousa Mendes, decided to disregard the order, throwing to the wind a thirty-year diplomatic career. As Nazi tanks were closing in on Bordeaux, Sousa Mendes and his team worked around the clock for ten days and nights, barely stopping to sleep, just issuing visas and stamping pieces of paper. Sousa Mendes issued thousands of visas before collapsing from exhaustion.

Today the intellectual leaders of the Republican Party are the paranoids, kooks, know-nothings, and bigots who once could be heard only on late-night talk shows, the stations you listened to on long drives because it was hard to fall asleep while laughing. When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty. It’s not just that no one knows anything about the subject; they don’t remotely care. All Republicans want to do is beat the team playing the Giants. They aren’t voters using active intelligence or participants in a civil democracy; they are fans. Their role is to cheer and fund their team and trash-talk whatever team is on the other side. This removes any of the seeming contradiction of having spent years supporting principles like free trade and personal responsibility to suddenly stop and support the opposite. Think of those principles like players on a team. You cheered for them when they were on your team, but then management fired them or traded them to another team, so of course you aren’t for them anymore. If your team suddenly decides to focus on running instead of passing, no fan cares—as long as the team wins. Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

I spent my afternoons forming a government. A new administration brings less turnover than most people imagine: Of the more than three million people, civilian and military, employed by the federal government, only a few thousand are so-called political appointees, serving at the pleasure of the president. Of those, he or she has regular, meaningful contact with fewer than a hundred senior officials and personal aides. As president, I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to the country at large. But to do all this, I would be dependent on the handful of people serving as my eyes, ears, hands, and feet—those who would become my managers, executors, facilitators, analysts, organizers, team leaders, amplifiers, conciliators, problem solvers, flak catchers, honest brokers, sounding boards, constructive critics, and loyal soldiers.

I like to watch Peter when he doesn’t know I’m looking. I like to admire the straight line of his jaw, the curve of his cheekbone. There’s an openness to his face, an innocence--a certain kind of niceness. It’s the niceness that touches my heart the most. It’s Friday night at Gabe Rivera’s house after the lacrosse game. Our school won, so everyone is in very fine spirits, Peter most of all, because he scored the winning shot. He’s across the room playing poker with some of the guys from his team; he is sitting with his chair tipped back, his back against the wall. His hair is still wet from showering after the game. I’m on the couch with my friends Lucas Krapf and Pammy Subkoff, and they’re flipping through the latest issue of Teen Vogue, debating whether or not Pammy should get bangs. “What do you think, Lara Jean?” Pammy asks, running her fingers through her carrot-colored hair. Pammy is a new friend--I’ve gotten to know her because she dates Peter’s good friend Darrell. She has a face like a doll, round as a cake pan, and freckles dust her face and shoulders like sprinkles. “Um, I think bangs are a very big commitment and not to be decided on a whim. Depending on how fast your hair grows, you could be growing them out for a year or more. But if you’re serious, I think you should wait till fall, because it’ll be summer before you know it, and bangs in the summer can be sort of sticky and sweaty and annoying…” My eyes drift back to Peter, and he looks up and sees me looking at him, and raises his eyebrows questioningly. I just smile and shake my head. “So don’t get bangs?” My phone buzzes in my purse. It’s Peter. Do you want to go? No. Then why were you staring at me? Because I felt like it.

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I hid behind a wall and looked inside: there were three adult men getting changed and throwing money around like they were in some Hollywood movie. Shocked and delighted, I couldn’t contain my excitement: ‘Bloody hell, Theo, you’ve found them, you’ve bloody found them!’ I whispered and gave him a stroke, my heart pounding. Theo had found the team of armed robbers. What I was feeling inevitably went down the lead. Theo was whimpering, he was expecting the challenges to be issued, but I couldn’t with so many of them. There was a chance he’d fare okay against three but it was unlikely even with the element of surprise on our side.

Developing a culture of operating from commander’s intent demanded a higher level of unit discipline and self-discipline than issuing voluminous, detailed instructions. In drafting my intent, I learned to provide only what is necessary to achieve a clearly defined end state: tell your team the purpose of the operation, giving no more than the essential details of how you intend to achieve the mission, and then clearly state your goal or end state, one that enables what you intend to do next. Leave the “how” to your subordinates, who must be trained and rewarded for exercising initiative, taking advantage of opportunities and problems as they arise.

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.

Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

we know intuitively and from experience that we work better in a complex interdependent task with someone we know and trust, but we are not prepared to spend the effort, time, and money to ensure that such relationships are built. We value such relationships when they are built as part of the work itself, as in military operations where soldiers form intense personal relationships with their buddies. We admire the loyalty to each other and the heroism that is displayed on behalf of someone with whom one has a relationship, but when we see such deep relationships in a business organization, we consider it unusual. And programs for team building are often the first things cut in the budget when cost issues arise. The

of the remains you receive will be affected by this change.” Hirsch also revealed that our legal team had assembled a plan to issue death certificates for victims of the attacks based on two affidavits—one from the family and one from the employer of the missing person. “There will certainly be some victims who will never be positively identified, even by DNA,” he said. In those cases, the legal requirement for a death certificate would have to be met through sworn testimony of the people who last saw or heard from the vanished persons. “We will link the cases electronically once, and if, DNA or some other method identifies a missing person who has been issued a death certificate by judicial decree.” Dr. Hirsch finished his presentation that

Three years ago, researchers at Purdue University began monitoring every hit sustained by two high school teams. The goal was to study the effect of concussions. But when researchers administered cognitive tests to players who had never been concussed, hoping to set up a control group, they discovered that these teens showed diminished brain function as well. As the season wore on, their cognitive abilities plummeted. In some cases, brain activity in the frontal lobes—the region responsible for reasoning—nearly disappeared by season’s end. "You have the classic stereotype of the dumb jock and I think the real issue is that’s not how they start out," explained Thomas Talavage, one of the professors of the study. "We actually create that individual.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

Josh’s father felt Josh should bond with his fellow injured patients in the ward. This was something I really dissuaded Josh from doing. I didn’t want him to hear the hardships, battles, and frustrations that others were going through. I also didn’t want Josh to take on their fears and frustrations. We were always pleasant and polite to everyone else in the ward, but my only concern was Josh, and it was enough for us to focus just on his issues. I found the whole Acute Spinal Ward experience extremely negative and distressingly sad with no great healing or recovery objective. The message from the medical team was always, without fail, acceptance of the prognosis. This was totally the opposite message of what we presented and instilled into Josh. We slowly gained evidence that our non-traditional approach was working.

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

Oklahoma’s ultra Conservative government after years of aggressive tax cuts even during the boom years had been corrupted the state. Social services, mental health programs, public transportation and infrastructure were all in various stages of collapse. The public education budget was stripped so bear that teachers had started flooding out to neighbouring states in search of living wages, forcing Oklahoma to patch the gaps by issuing hundreds of emergency teaching licenses and even cutting some of the school back to 4 days a week. It was a radical experiment in ante government governance and it was failing miserably. In 2014, Oklahoma botched an execution so badly that it horrified the entire world. The state was becoming what it used to be: a nowhere place that occasionally erupted with very bad reviews, a kind of grim American joke.

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Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

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That trust takes time. But when you love each other, it shouldn't be scary to be vulnerable and it shouldn't be hard to compromise. I'd like to share with you what we like to call SACRED HEALING. We use it every day of our marriage, and it hasn't failed us yet! When you have something you need to communicate, those words are SACRED: 1. STOP when you register something's wrong. 2. ADMIT that you have an issue to discuss. 3. CALMLY express your feelings. 4. REFLECT on why you're feeling this way. 5. ENGAGE with your partner to actively fix the issue. 6. DEVOTE time after conflict to returning to a loving state. And when your partner is saying something SACRED, it's your job to get the leader of the HEALING: 1. HEAR your partner's words. 2. ENGAGE with your questions for clarification and understanding. 3. ACKNOWLEDGE that what they're saying is important. 4. LOOK BACK on your own role in the conflict. 5. INITIATE discussion without anger or defense. 6. NEGOTIATE a solution with pure intentions. 7. GROW as partners and individuals by fixing the problem as a team.

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

The shoot-to-kill order came through at zero one fifteen, relayed over a satellite radio. It’d been just three hours since the two-man reconnaissance team had reported the sighting. They lay in a shallow dugout on a windblown ridge, the leeward slope falling away steeply to an impassable boulder field. A desert-issue tarp all but covered the hole, protected from view on the flanks by thorny scrub. Shivering, they blew into their bunched trigger-finger mitts. The daytime temperature had dropped twenty degrees or more, and fine sleet was melting on their blackened faces. Darren Proctor extended the folded stock of his L115A3 sniper rifle. He split the legs of the swivel bi-pod and aligned the swivel cheek piece with the all-weather scope. Flipping open the lens cap, he glassed the terrain cast a muted green by the night vision. The tree line was sparse, a smattering of pines and cedars shuddering in the biting wind. Glimpsing movement on a scree slope fifty metres or so beyond, he focused in. The eyes of a striped hyena shone like glow sticks. He watched as the scavenger ripped at the carcass of an ibex or wild sheep. A second later it sniffed the air, ears pricked, and scampered off.

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

The problem with binary thinking isn't only that it shuts us off from each other personally, or that it allows the government to get away with corruption, but that it can shut us off from being open to solutions or help people just because of their political team. It's more than just the things we lose as individuals; we're also losing as a society by being hesitant to come together and hear each other out. If we did, if we could just realize that a political label or difference of opinion on one issue was no reason to discount a person on everything, we could solve so many of our problems-- or, at the very least, come together and agree to stop bowing the knee to the ruling class, which routinely abuses partisan loyalties and plays us against one another for the sake of gaining and maintaining its own power and control. Of course, I understand that the politicians we elect do have an impact on our lives. But the preoccupation with partisan fighting distracts us from the fact that there's a much better approach to quelling these concerns. To me, there is far too much focus on which specific people we will put into positions of power, and not enough focus on the amount of power that those positions have. Put another way? we shouldn't have to freak out about what might happen if This Guy or That Guy got elected if the people we elected didn't have so much authority over us in the first place.

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The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

In the spring of 1940, when the Nazis overran France from the north, much of its Jewish population tried to escape the country towards the south. In order to cross the border, they needed visas to Spain and Portugal, and together with a flood of other refugees, tens of thousands of Jews besieged the Portuguese consulate in Bordeaux in a desperate attempt to get that life-saving piece of paper. The Portuguese government forbade its consuls in France to issue visas without prior approval from the Foreign Ministry, but the consul in Bordeaux, Aristides de Sousa Mendes, decided to disregard the order, throwing to the wind a thirty-year diplomatic career. As Nazi tanks were closing in on Bordeaux, Sousa Mendes and his team worked around the clock for ten days and nights, barely stopping to sleep, just issuing visas and stamping pieces of paper. Sousa Mendes issued thousands of visas before collapsing from exhaustion. 22. Aristides de Sousa Mendes, the angel with the rubber stamp. 22.​Courtesy of the Sousa Mendes Foundation. The Portuguese government – which had little desire to accept any of these refugees – sent agents to escort the disobedient consul back home, and fired him from the foreign office. Yet officials who cared little for the plight of human beings nevertheless had a deep reverence for documents, and the visas Sousa Mendes issued against orders were respected by French, Spanish and Portuguese bureaucrats alike, spiriting up to 30,000 people out of the Nazi death trap. Sousa Mendes, armed with little more than a rubber stamp, was responsible for the largest rescue operation by a single individual during the Holocaust.2 The sanctity of written records often had far less positive effects. From 1958 to 1961 communist China undertook the Great Leap Forward, when Mao Zedong wished to rapidly turn China into a superpower. Intending to use surplus grain to finance ambitious industrial projects, Mao ordered the doubling and tripling of agricultural production. From the government offices in Beijing his impossible demands made their way down the bureaucratic ladder, through provincial administrators, all the way down to the village headmen. The local officials, afraid of voicing any criticism and wishing to curry favour with their superiors, concocted imaginary reports of dramatic increases in agricultural output. As the fabricated numbers made their way back up the bureaucratic hierarchy, each official exaggerated them further, adding a zero here or there with a stroke of a pen. 23.

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WHITE SOLIDARITY White solidarity is the unspoken agreement among whites to protect white advantage and not cause another white person to feel racial discomfort by confronting them when they say or do something racially problematic. Educational researcher Christine Sleeter describes this solidarity as white “racial bonding.” She observes that when whites interact, they affirm “a common stance on race-related issues, legitimating particular interpretations of groups of color, and drawing conspiratorial we-they boundaries.”10 White solidarity requires both silence about anything that exposes the advantages of the white position and tacit agreement to remain racially united in the protection of white supremacy. To break white solidarity is to break rank. We see white solidarity at the dinner table, at parties, and in work settings. Many of us can relate to the big family dinner at which Uncle Bob says something racially offensive. Everyone cringes but no one challenges him because nobody wants to ruin the dinner. Or the party where someone tells a racist joke but we keep silent because we don’t want to be accused of being too politically correct and be told to lighten up. In the workplace, we avoid naming racism for the same reasons, in addition to wanting to be seen as a team player and to avoid anything that may jeopardize our career advancement. All these familiar scenarios are examples of white solidarity. (Why speaking up about racism would ruin the ambiance or threaten our career advancement is something we might want to talk about.) The very real consequences of breaking white solidarity play a fundamental role in maintaining white supremacy. We do indeed risk censure and other penalties from our fellow whites. We might be accused of being politically correct or might be perceived as angry, humorless, combative, and not suited to go far in an organization. In my own life, these penalties have worked as a form of social coercion. Seeking to avoid conflict and wanting to be liked, I have chosen silence all too often. Conversely, when I kept quiet about racism, I was rewarded with social capital such as being seen as fun, cooperative, and a team player. Notice that within a white supremacist society, I am rewarded for not interrupting racism and punished in a range of ways—big and small—when I do. I can justify my silence by telling myself that at least I am not the one who made the joke and that therefore I am not at fault. But my silence is not benign because it protects and maintains the racial hierarchy and my place within it. Each uninterrupted joke furthers the circulation of racism through the culture, and the ability for the joke to circulate depends on my complicity. People of color certainly experience white solidarity as a form of racism, wherein we fail to hold each other accountable, to challenge racism when we see it, or to support people of color in the struggle for racial justice.

Fourth and finally, I must point out that any philosophical view is unlikely to gain wide acceptance among either philosophers or the wider public. This is especially true of a view like cognitivist misanthropy. Human beings excel at ignoring or denying unpleasant ideas, regardless of strong evidence in their favor—climate change, racism, evolution, heliocentrism, and so on. The idea that one’s own species is bad is especially unpleasant, so it is untenable to think that human beings would adopt the misanthropist view at any appreciable scale. To take an analogy, we might consider the epistemic standards of the home crowd at any sporting event. When judging the quality of the officiating, the crowd relies on the standard of whether or not the officials’ calls favor the home team. The crowd approves of calls that are to the benefit of its favored team while disapproving vehemently of calls that are to that team’s detriment. It matters not to the crowd whether the officials’ calls are, in fact, correct. Even if video replay clearly shows that the home team violated one of the rules of the game, the crowd will repudiate the officials’ “unfair” treatment of its team. I suspect that the public’s estimation of cognitivist misanthropy would be similar, in the unlikely event that anyone outside academia learns of it. The view would be rejected because it is unpleasant or perhaps because it does not fit with preconceptions. In that case, there is virtually no chance for cognitivist misanthropy to cause harm, because there is virtually no chance that it will be accepted by more than a few people. One might object that my analogy is unfair. The behavior of a crowd at a sporting event should not be taken too seriously. It is merely in good fun that the crowd abandons reasonable epistemic standards for a few hours, and surely the individuals who comprise such crowds return to reason when it comes to serious matters. I wish that were true, but the analogy seems apt to me, at least in many arenas of human life. Politics is an obvious example. It is very difficult to look at elections, for example, as involving much in the way of epistemic reasonableness. Support or opposition to some candidate or policy seems to depend on cultural commitments to a far greater extent than considerations of facts, coherence, plausibility, the content of a candidate’s platform, and so on. For instance, when asked by pollsters, a high proportion of supporters of Donald Trump claim to believe many obvious falsehoods. This is puzzling if we assume that the respondents are behaving as genuine epistemic agents who seek to understand reality. How could persons capable of running their own lives believe in absurd conspiracy theories, for example? If we instead assume that the respondents are behaving as supporters of their favored “team,” their behavior makes much more sense. When it comes to politics and social issues, many people simply do not care very much about the truth. Instead, they are invested in promoting the “right” candidate, value, idea, or institution. This is not limited to false views.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

Think about it,” Obama said to us on the flight over. “The Republican Party is the only major party in the world that doesn’t even acknowledge that climate change is happening.” He was leaning over the seats where Susan and I sat. We chuckled. “Even the National Front believes in climate change,” I said, referring to the far-right party in France. “No, think about it,” he said. “That’s where it all began. Once you convince yourself that something like that isn’t true, then…” His voice trailed off, and he walked out of the room. For six years, Obama had been working to build what would become the Paris agreement, piece by piece. Because Congress wouldn’t act, he had to promote clean energy, and regulate fuel efficiency and emissions through executive action. With dozens of other nations, he made climate change an issue in our bilateral relationship, helping design their commitments. At international conferences, U.S. diplomats filled in the details of a framework. Since the breakthrough with China, and throughout 2015, things had been falling into place. When we got to Paris, the main holdout was India. We were scheduled to meet with India’s prime minister, Narendra Modi. Obama and a group of us waited outside the meeting room, when the Indian delegation showed up in advance of Modi. By all accounts, the Indian negotiators had been the most difficult. Obama asked to talk to them, and for the next twenty minutes, he stood in a hallway having an animated argument with two Indian men. I stood off to the side, glancing at my BlackBerry, while he went on about solar power. One guy from our climate team came over to me. “I can’t believe he’s doing this,” he whispered. “These guys are impossible.” “Are you kidding?” I said. “It’s an argument about science. He loves this.” Modi came around the corner with a look of concern on his face, wondering what his negotiators were arguing with Obama about. We moved into the meeting room, and a dynamic became clear. Modi’s team, which represented the institutional perspective of the Indian government, did not want to do what is necessary to reach an agreement. Modi, who had ambitions to be a transformative leader of India, and a person of global stature, was torn. This is one reason why we had done the deal with China; if India was alone, it was going to be hard for Modi to stay out. For nearly an hour, Modi kept underscoring the fact that he had three hundred million people with no electricity, and coal was the cheapest way to grow the Indian economy; he cared about the environment, but he had to worry about a lot of people mired in poverty. Obama went through arguments about a solar initiative we were building, the market shifts that would lower the price of clean energy. But he still hadn’t addressed a lingering sense of unfairness, the fact that nations like the United States had developed with coal, and were now demanding that India avoid doing the same thing. “Look,” Obama finally said, “I get that it’s unfair. I’m African American.” Modi smiled knowingly and looked down at his hands. He looked genuinely pained. “I know what it’s like to be in a system that’s unfair,” he went on. “I know what it’s like to start behind and to be asked to do more, to act like the injustice didn’t happen. But I can’t let that shape my choices, and neither should you.” I’d never heard him talk to another leader in quite that way. Modi seemed to appreciate it. He looked up and nodded.

Luit never came out of the anesthesia. He paid dearly for having stood up to two other males, frustrating them by his steep ascent. Those two had been plotting against him in order to take back the power they had lost. The shocking way they did so opened my eyes to how deadly seriously chimpanzees take their politics. Two-against-one maneuvering is what lends chimpanzee power struggles both their richness and their danger. Coalitions are key. No male can rule by himself, at least not for long, because the group as a whole can overthrow anybody. Chimpanzees are so clever about banding together that a leader needs allies to fortify his position as well as the greater community’s acceptance. Staying on top is a balancing act between forcefully asserting dominance, keeping supporters happy, and avoiding mass revolt. If this sounds familiar, it’s because human politics works exactly the same. Before Luit’s death, the Arnhem colony was ruled jointly by Nikkie, a young upstart, and Yeroen, an over-the-hill conniver. Barely adult at seventeen, Nikkie was a brawny character with a dopey expression. He was very determined, but not the sharpest knife in the drawer. He was supported by Yeroen, who was physically not up to the task of being a leader anymore, yet who wielded enormous influence behind the scenes. Yeroen had a habit of watching disputes unfold from a distance, stepping in only when emotions were flaring to calmly support one side or the other, thus forcing everybody to pay attention to his decisions. Yeroen shrewdly exploited the rivalries among younger and stronger males. Without going into the complex history of this group, it was clear that Yeroen hated Luit, who had wrested power from him years before. Luit had defeated Yeroen in a struggle that had taken three hot summer months of daily tensions involving the entire colony. The next year, Yeroen had gotten even by helping Nikkie dethrone Luit. Ever since, Nikkie had been the alpha male with Yeroen as his right-hand man. The two became inseparable. Luit was unafraid of either one of them alone. In one-on-one encounters in the night cages, Luit dominated every other male in the colony, taking away their food or chasing them around. No single one of them could possibly have kept him in his place. This meant that Yeroen and Nikkie ruled as a team, and only as a team. They did so for four long years. But their coalition eventually began to unravel, and as is not uncommon among men, the divisive issue was sex. Being the kingmaker, Yeroen had enjoyed extraordinary sexual privileges. Nikkie would not let any other males get near the most attractive females, but for Yeroen he had always made an exception. This was part of the deal: Nikkie had the power, and Yeroen got a slice of the sexual pie. This happy arrangement ended only when Nikkie tried to renegotiate its terms. In the four years of his rule, he had grown increasingly self-confident. Had he forgotten who had helped him get to the top? When the young leader began to throw his weight around, interfering with the sexual adventures not only of other males but also of Yeroen himself, things got ugly. Infighting within the ruling coalition went on for months, until one day Yeroen and Nikkie failed to reconcile after a spat. With Nikkie following him around, screaming and begging for their customary embrace, the old fox finally walked away without looking back. He’d had it. Luit filled the power vacuum overnight. The most magnificent chimpanzee male I have known, both in body and spirit, quickly grew in stature as the alpha male. Luit was popular with females, a mighty arbiter of disputes, protector of the downtrodden, and effective at disrupting bonding among rivals in the divide-and-rule tactic typical of both chimp and man. As soon as Luit saw other males together he would either join them or perform a charging display to disband them.

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.

What I did not realize when I was reporting worker behavioral problems to the professional astronomy management team was the astronomers probably had comparable health issues.

Short of funds, they found that they could bring down the cost of solving myriad design issues by simulating and testing them on computers. Some things, however, had to be done in the real world. They could not afford a multimillion-dollar crash-test facility. Yet they needed to test battery safety. “We realized we could basically simulate this if we just held things up in the air and dropped them,” said Straubel. And so they rented a crane and dropped batteries. “It was really a shoestring way of making it work,” said Straubel. “We were innovating at an amazing pace with a very small team with few resources.” Every system needed to be redesigned and then redesigned again.

Ethereum initially planned to issue 18 million ether each year in perpetuity. The thinking was that as the underlying base of ether grew, these 18 million units would become an increasingly small percentage of the monetary base. As a result, the rate of supply inflation would ultimately converge on 0 percent. The Ethereum team is currently rethinking that issuance strategy due to an intended change in its consensus mechanism. Choosing to change the issuance schedule of a cryptoasset from the plan at time of launch is more the exception than the norm, though since the asset class is still young we are not surprised by such experimentation.

When you come down to it, alignment is about helping people understand what you want them to do. Most contributors will be motivated to ladder up to the top-line OKRs—assuming they know where to set the ladder. As our team got larger and more layered, we confronted new issues. One product manager was working on Premium, the enhanced subscription version of our app. Another focused on our API platform, to enable third parties like Fitbit to connect to MyFitnessPal and write data to it or applications on top of it. The third addressed our core login experience. All three had individual OKRs for what they hoped to accomplish—so far, so good. The problem was our shared engineering team, which got caught in the middle. The engineers weren’t aligned with the product managers’ objectives. They had their own infrastructure OKRs, to keep the plumbing going and the lights on. We assumed they could do it all—a big mistake. They got confused about what they should be working on, which could change without notice. (Sometimes it boiled down to which product manager yelled loudest.) As the engineers switched between projects from week to week, their efficiency dragged.

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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.

You’re already dangerous enough, Temple. I’m not going to give you two super-powered zombies with anger management issues to put on your team. It will be like they missed a night of sleep. Nothing more.

As I’ve said before, I’m not very interested in individual performance; I’m only interested in team performance. I can double a team’s productivity in a month, but an individual? That could take a year. And a whole bunch of individuals? A whole division? A whole company? That could take forever. So I use transparency to focus on improving the team. I find that the team itself usually can address individual performance issues.

Science has a raft of studies attempting to probe this issue. Many point to the physiological arousal supporters experience whilst watching games. We feel alive. More than that, we experience communion and community with others, which feeds our sense of self. None more than the few occasions when the team muster a win to be savored when we “BIRG,” the psychological shorthand for “basking in reflected glory.” BIRG-ing is great for you. That goal you neither assisted on nor scored does wonders for your self-esteem.

This is the playbook the Obama team is using today to create the appearance of “issues and problems” and a general sense of desperation among Millennials so that people will “feel so frustrated, so defeated, so lost, so futureless” that they turn to them for solutions.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

Janet, a chemist and a team leader at a pharmaceutical company, received glowing comments from her peers and superiors during her 360-degree review but was surprised by the negative feedback she got from her direct reports. She immediately concluded that the problem was theirs: “I have high standards, and some of them can’t handle that,” she remembers thinking. “They aren’t used to someone holding their feet to the fire.” In this way, she changed the subject from her management style to her subordinates’ competence, preventing her from learning something important about the impact she had on others. Eventually the penny dropped, Janet says. “I came to see that whether it was their performance problem or my leadership problem, those were not mutually exclusive issues, and both were worth solving.” She was able to disentangle the issues and talk to her team about both. Wisely, she began the conversation with their feedback to her, asking, “What am I doing that’s making things tough? What would improve the situation?

He was appalled to see the expedition so casually misreported. Like everyone else in the team, Hunt thought that the issue of who had stepped on the summit first was absurd but he was also irked by repeated references to Tenzing “having guided” the British team. The Everest victory was the result of teamwork and everyone had played a role.

Roxanne Stern is a dedicated educator currently serving as a Civics and Senior Projects Teacher and Team Lead for 12th-grade students in Denver. With a teaching career spanning seven years, she has developed a strong bond with her students and is passionate about their growth and development. Roxanne believes that teaching is one of the most important professions, with the power to address social issues and promote positive change.

Reconstructive surgeon and ‘world-renowned vaginoplasty specialist’ Marci Bowers voiced concerns over blocking puberty too early in those born male. Not only can surgery be more difficult because of lack of penile tissue to use (a warning that GIDS clinicians had been issued in 2016 and the Dutch team have discussed), but those children would not be able to achieve orgasm as adults. ‘If you’ve never had an orgasm pre-surgery, and then your puberty’s blocked, it’s very difficult to achieve that afterwards…I consider that a big problem, actually. It’s kind of an overlooked problem that in our “informed consent” of children undergoing puberty blockers, we’ve in some respects overlooked that a little bit.

Teams were involved in creating new technologies, processes, and systems. • Cross-functional teams were formed around new great ideas. • Customers were involved from the inception of each feature concept. It’s important to understand that the old approach did not lack customer feedback or customer involvement in the planning process. In the true spirit of genchi gembutsu, Intuit product managers (PMs) would do “follow-me-homes” with customers to identify problems to solve in the next release. However, the PMs were responsible for all the customer research. They would bring it back to the team and say, “This is the problem we want to solve, and here are ideas for how we could solve it.” Changing to a cross-functional way of working was not smooth sailing. Some team members were skeptical. For example, some product managers felt that it was a waste of time for engineers to spend time in front of customers. The PMs thought that their job was to figure out the customer issue and define what needed to be built. Thus, the reaction of some PMs to the change was: “What’s my job? What am I supposed to be doing?” Similarly, some on the engineering side just wanted to be told what to do; they didn’t want to talk to customers. As is typically the case in large-batch development, both groups had been willing to sacrifice the team’s ability to learn in order to work more “efficiently.

The issue is not that teams never work, but that team dynamics are powerful but delicate, and expansion is a surefire way to break them.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

The focus shouldnt be about a person's potential. Everyone has potential. The issue is, if people dont see a future or prospect, they will not expand on their potential.

cohesive teams fight. But they fight about issues, not personalities. Most important, when they are done fighting, they have an amazing capacity to move on to the next issue, with no residual feelings.

Every company has interesting, difficult issues to wrestle with, and a lack of interest during meetings is a pretty good indication that the team may be avoiding issues because they are uncomfortable with one another. Remember, there is no excuse for having continually boring meetings.

When I reported to SEAL Team One after completing Basic Underwater Demolition / SEAL Training (BUD/S), there was no leadership course. New SEALs were issued no books or materials of any kind on the subject. We were expected to learn to lead the way SEALs had learned for our entire existence—through OJT, or on-the-job training.

told the team we were staying the course. But honestly, my decision didn’t have much to do with how lucky I felt. Rahm wasn’t wrong about the risks, and perhaps in a different political environment, on a different issue, I might have accepted his idea of negotiating with the GOP for half a loaf. On this issue, though, I saw no indication that Republican leaders would throw us a lifeline. We were wounded, their base wanted blood, and no matter how modest the reform we proposed, they were sure to find a whole new set of reasons for not working with us. More than that, a scaled-down bill wasn’t going to help millions of people who were desperate, people like Laura Klitzka in Green Bay. The idea of letting them down—of leaving them to fend for themselves because their president hadn’t been sufficiently brave, skilled, or persuasive to cut through the political noise and get what he knew to be the right thing done—was something I couldn’t stomach.

What he really had was a team of misfits captained by a goalie with anger-management issues and a facial piercing, coached by the man who ended Max’s professional hockey career, and owned and managed by a sleazy asshole who was going to use that for publicity.

my captions, I poke fun at my images and my feed a lot. I am basically sending the message that the photos they see are just a highly curated highlight reel and it’s mostly inspirational. The real me is just like most working women: working our asses off till 2 A.M. regularly, dealing with week-old laundry. And all the flawless photos are the product of a team working together and post editing. When they ask, I tell them that a photo has been retouched. I also post about the fact that I do have problems—I struggle with skin issues, weight issues, and work issues just like everyone else. And that it’s okay and normal.

If we’re struggling with trust issues, it means we made a poor hiring decision. If a team member isn’t producing good results or can’t manage their own schedule and workload, we aren’t going to continue to work with that person. It’s as simple as that. We employ team members who are skilled professionals, capable of managing their own schedules and making a valuable contribution to the organization. We have no desire to be babysitters during the day.

Our captain, Nick Mackie, for some reason didn’t trust that Roger and I could interview anybody, so Mackie decided that the first round of interviews with witnesses at Lake Sam would be done by a team of local mental health professionals led by Dr. John Liebert and Dr. John Berberich, since deceased. Liebert is a forensic psychiatrist, and Berberich was a clinical psychologist, who advised police departments on internal issues. Both men taught at the University of Washington. Liebert advised King County Superior Court Judges on murder defendants’ potential for violence. For 20 years or more, he had interviewed every convicted murderer in the county and prepared a post-sentence report for the court.

WITH THE ECONOMY in a tailspin, the politics around climate change actually worsened after the election (“Nobody gives a shit about solar panels when their home’s in foreclosure,” Axe said bluntly), and there was speculation in the press that we might quietly put the issue on the back burner. I suppose it’s a measure of both my cockiness at the time and the importance of the issue that the thought never crossed my mind. Instead, I told Rahm to put climate change on the same priority footing as healthcare, and to start assembling a team capable of moving our agenda forward.

Nichols said only one player needed to sign on, but the call ended with all five of them agreeing to do it, as long as the rest of the national team wasn’t against it. “For the last several years, we had team meetings every single camp,” says Alex Morgan. “A lot of the issues with equitable pay, equal treatment, and equal opportunity for the women’s team in comparison to the men’s team surfaced and were the sticking points. We weren’t aware of the EEOC and the possibility of them coming to our defense before it was brought up by Rich Nichols and Jeffrey Kessler, but that was something that, as a team, we decided to move forward with.

Lauer then asked the rest of the group: “Ladies, you complained to the U.S. Soccer Federation in the past. What’s been their response when you talk about these equal pay issues?” “You know, Matt, I’ve been on this team for a decade and a half,” said Hope Solo. “I’ve been through numerous CBA negotiations and, honestly, not much has changed. We continue to be told we should be grateful just to have the opportunity to play professional soccer and to be paid for doing it.” Officials from U.S. Soccer braced themselves for the appearance. The Today show had reached out to head of communications Neil Buethe the night before to get a statement. Lauer read the statement on air: “While we have not seen this complaint and can’t comment on the specifics of it, we are disappointed about this action. We have been a world leader in women’s soccer and are proud of the commitment we have made to building the women’s game in the United States over the past 30 years.” With

Lauer then asked the rest of the group: “Ladies, you complained to the U.S. Soccer Federation in the past. What’s been their response when you talk about these equal pay issues?” “You know, Matt, I’ve been on this team for a decade and a half,” said Hope Solo. “I’ve been through numerous CBA negotiations and, honestly, not much has changed. We continue to be told we should be grateful just to have the opportunity to play professional soccer and to be paid for doing it.” Officials from U.S. Soccer braced themselves for the appearance. The Today show had reached out to head of communications Neil Buethe the night before to get a statement. Lauer read the statement on air: “While we have not seen this complaint and can’t comment on the specifics of it, we are disappointed about this action. We have been a world leader in women’s soccer and are proud of the commitment we have made to building the women’s game in the United States over the past 30 years.” With the short heads-up, the federation arranged a conference call with a small, select group of trusted reporters to take place after the Today show aired. They sent information to those reporters showing how the men’s team brought in more revenue and more value to the federation. The men’s team had higher gate receipts and higher TV ratings, which made the men more attractive to sponsors, the federation said. Sunil Gulati—the U.S. Soccer president who had avoided some of the very public fights of his predecessors with the women’s national team—told reporters he was surprised by the filing. “I’m cordial with Sunil, and this wasn’t to spite him,” Lloyd says now. “We just knew we had to step up as a leadership group to make things better for the future. The only way that was going to happen was if we spoke our minds.” Meanwhile, the reaction to the Today show appearance was already spreading quickly on social media—and it was largely in the favor of the women. After all, a record audience had watched them win the World Cup not even a year earlier. Many fans surely assumed the women were being treated like champions. “The

Fans who had only just seen the team win the 2015 World Cup probably weren’t aware of what the players had been through in the past—boycotting games to earn comparable pay to the men, threatening to retire in the face of a lawsuit, asking the U.S. Olympic Committee to intervene, and so on. These sorts of battles were built into the DNA of the team. Their drive to win and their drive to stand up for themselves seemed to go hand in hand. For Lloyd, the appearance on the Today show and the public decision to file the EEOC claim gave the players a chance to help people understand that this sort of substandard treatment was the reality of the women’s national team. She laments that some people mistook the players’ stance as fighting against the men’s team itself, but she says it shined a light on the issues confronting the women’s team. “A lot of people didn’t realize the history of this team and what we’ve had to fight for,” Lloyd says. “When I first joined the team in 2005, they were fighting for salaries, healthcare, pregnancy leave—basic stuff.” Like many American women, the players had their own struggles with equal pay, fair treatment, maternity leave, and other issues that are as endemic in the United States as they are disheartening. As it turned out, even World Cup champions faced the same challenges as other women.

The Canadians blamed the referee and floated conspiracy theories. Christine Sinclair, who told reporters that the game “was taken from us” and “the ref decided the result before it started,” was issued for a fine and a four-game suspension for allegedly calling referee Christina Pedersen a profanity after the game. Melissa Tancredi told the referee after the match: “I hope you can sleep tonight and put on your American jersey, because that’s who you played for today.” But

Team sources say some players were still upset with how Sundhage handled the Hope Solo situation and Sundhage’s tendency to brush issues with her aside. Another player says Sundhage made the players write essays after every game, whether it was for club or country, and constantly checked up on players. She also wasn’t open to feedback from players.

The good news for the national team, at least, was that now the distraction of Solo’s legal issues was in the past and the team could focus on the Women’s World Cup, which was now only a few months away. But that didn’t quite happen. On January 19, 2015, Solo made headlines again. She was at the national team’s annual January camp outside of Los Angeles when she allowed her visiting husband, Jerramy Stevens, to drive a U.S. Soccer–rented car. Stevens had been drinking and was pulled over after police allegedly saw the car swerving off the road. Stevens was arrested on DUI charges, and Solo, who was the passenger, was reported to have been “belligerent” toward the arresting officers. The federation didn’t know about the incident until celebrity tabloid TMZ reported the news. After the federation had been slammed by the media for not punishing Solo throughout the episode surrounding her arrest, there was little choice this time. Solo was suspended from the team for 30 days. Her suspension was scheduled to end about four months before the World Cup was set to start.

By this point, Solo was hardly a stranger to controversy within the national team. The world had seen how she’d criticized Greg Ryan’s decision at the 2007 World Cup and was kicked off the team. During the 2012 Olympics, she’d called out Brandi Chastain, who was a commentator for NBC, tweeting: “Lay off commentating about defending and goalkeeping until you get more educated @brandichastain. The game has changed from a decade ago.” Now, her arrest and assault charges were front-page news. But there was a history within the team of things involving Solo that needed to be dealt with, even if they were never made public. Pia Sundhage admits she had to deal with a couple of issues while she coached Solo, but she didn’t let it become the focus of what she was doing. “There were one or two things, but you have to be respectful, you have to be smart, and you have to just talk to people,” Sundhage says. “We worked it out. We wanted to train. We wanted to improve the game.

This time it was with FIFA, the organization that oversees soccer throughout the world and organizes the Women’s World Cup. FIFA, along with the Canadian Soccer Association, or CSA, planned to put every game of the 2015 Women’s World Cup on artificial turf, something that had never been proposed for a senior World Cup before, including all 20 men’s World Cups prior. Artificial turf has become a necessity in some climates where it’s hard to maintain grass or at venues that need to stand up to constant use. Where natural grass isn’t a viable option, artificial turf is the next-best alternative. But generally, soccer is supposed to be played on natural grass. Players report getting injured more and recovery time taking longer when they play on artificial turf. Some studies have supported this perception, while some have been inconclusive. But when Sydney Leroux posted a photo of her legs covered with bloody scrapes from slide tackling on artificial turf, it was a clear example of why there’s a consensus among soccer players. Kelley O’Hara responded to Leroux’s photo: “You should probs tweet that to FIFA.” It may be less of an issue in other sports, but in soccer, turf can be especially hard on a player’s body.

The reality is, the men would never play the World Cup on field turf,” Abby Wambach said after the complaint was filed. “So for me, it’s a women’s rights issue—it’s an equality issue.” Of course, FIFA treating the Women’s World Cup like it was less important than the men’s event wasn’t new. Take, for instance, the prize money that FIFA offered the winners. For whoever won the 2015 World Cup, a $2 million team prize was on the line. If that seems like a lot, it shouldn’t—the German men’s team won $35 million for winning the 2014 World Cup. That’s roughly six cents on the dollar for the women. The last-place men’s team at the 2014 World Cup earned $8 million, four times what the winner of the 2015 Women’s World Cup would earn. FIFA may have been a so-called not-for-profit organization that was heading into the 2015 Women’s World Cup with around $1.5 billion in cash reserves, but FIFA secretary general Jérôme Valcke argued the women would have to wait 13 more World Cups to see the sort of cash prize the men get.

We are a family owned and run Window and Door supply and installation business, set up by Steven and Jacqueline Lancaster, a husband and wife team, who have many years experience in this industry. Academically we are both legally trained and have also worked within the legal system, therefore we are able to advise and assist you with regards to any planning laws, conservation issues, technicalities surrounding listed buildings etc. We can help with these issues as part of our service and try to make it as hassle free process as possible.

The players’ demands included better conditions and noneconomic issues, but the sticking points largely came down to compensation. For the months when the players had games to play, the federation was paying the most veteran players a modest $3,150 per month while newer players earned even less. The players had earned about $5,000 per month during the World Cup—a combined wage between U.S. Soccer and the World Cup organizing committee—and that’s what they wanted in their new contract. Even more of an issue than the amount of compensation was the reliability of it. Payment was contingent on the team’s schedule, which U.S. Soccer set, so if there were no camps or games in a month, the players got nothing. If a player got injured and couldn’t play, she no longer got paid, either.

Amid the fight over whether the team would play a real schedule in 2005, the team’s contract expired, bringing both issues to a head. Contract negotiations were ongoing throughout the back-and-forth over the schedule, and they were highly contentious. In the end, the national team ended up playing only nine games in 2005, which included the Algarve Cup and a few friendlies in the United States. That was better than what had been initially proposed by the federation, but it still fell well short of what had, by now, become the team’s usual schedule. As part of the contract negotiations, the federation gave the players a retroactive payment of around $50,000 each to make up for the quiet schedule they played. It was tantamount to an admission that the federation was wrong to “go dark” in 2005.

The group was divided, almost entirely along generational lines. The older and more senior members of my team—Joe, Hillary, Gates, and Panetta—counseled caution, all of them having known and worked with Mubarak for years. They emphasized the role his government had long played in keeping peace with Israel, fighting terrorism, and partnering with the United States on a host of other regional issues. While they acknowledged the need to press the Egyptian leader on reform, they warned that there was no way of knowing who or what might replace him.

The other issue with Harvs was the way the message was delivered. Like all good coaches, he was trying to be hard and demanding on the players, but the message became garbled - to the point where a player would walk out of a team meeting and ask, ‘What was that all about?

Note: I am sure that now they will approach Medium to stop me from writing. Let’s see what happens. “A genuine person or celebrity doesn’t need a certificate or blue tick. Such ways are blackmailing your passion, emotion, or willingness. Criminals and money-mongers misuse and try to earn in an ugly and easy way. This trend also discriminates against others who cannot afford such an awkward notion.” Istay determined every day. I cannot tolerate liars and those who misuse their authority and attempt to victimize the righteous for their will and purpose in an illegitimate way to please their godfathers of the mafia and international criminal intelligence agencies. I am pretty sure, after reviewing again the replies from the Twitter team that mirror and endorse the Twitter team, that someone works for intelligence agencies or criminal and mafia groups. Since the beginning months of this year, I have been continuously victimized without specifying why I was posting the wrong things. I am going to publish a few emails that will exhibit the picture of how I was being victimized, harassed, and even threatened about things that I was neither aware of nor that the team explained. I was already under the attacks of criminals and even the gang of filthy-minded gays who were suffering from mental issues and sexual frustration; knowing it, I am not gay. In the Twitter team, the presence of such ones is not excluded since I felt a similar style of victimization. How do they dare to adopt such mean tactics to gain their will and desire? This reply email shows that a screenshot article has been displayed since 2020. After four years, it became an issue for someone in the Twitter team who continued to lock my account and tag the restriction flag. Text of my emails; “I am still uncertain about what to post and what not to post. You didn’t specify why my account was locked, whether it was because of the content I removed or something else. Is it permissible for me to share media and social media links in which my quotes are mentioned? My writings do not contain any personal attacks; nonetheless, thank you.” “You locked my Twitter, @EhsanSehgal, again; you know why you are doing it. Now, I can say only goodbye to my locked account and enjoy your terror. It is not a protection of my account; it is victimization. No more requests to unlock my account. Someone of angelic character will do it without my request. Shame on you all, involved ones.” Team replied; Hello, “We had a look at your account, and it appears that everything is now resolved! If that’s not the case, please reply to this message, and we’ll continue to help. Thanks,” X Support This was a screenshot article from Wikipedia about me on my profile that was illegitimately removed by such people as the Twitter team forced me to remove. Despite that, they continued locking my account to identify and provide an ID or passport. I did that twice and identified several times, but the team seemed not satisfied since their goal was something else; they would not approach nor be able to do it. To stop such criminal torture, I deactivated my account and decided never to come back there again.

I’m not real certain we were ready for the kind of desegregation that currently exists. I think it would have caused some bad feelings and potentially would have hurt the school system,” said Bunton, who was ultimately appointed a federal judge by President Carter and went on to issue a landmark decision finding the FBI guilty of racial bias in the treatment of its Hispanic agents. At that time there were three high schools in the town: Ector, which was located on the Southside and 90 percent minority; Odessa High, the town’s first high school, which was 93 percent white; and Permian, which served the newer parts of town and was 99 percent white. One obvious way of accomplishing desegregation would have been to shift students among these three

schools and change the compositions of their respective enrollments. But in Odessa, the drawback of doing that was obvious. “That would have destroyed the football program, and that’s why we didn’t do it,” said Bunton. The issue of race in the schools did not come up again for almost another ten years. The federal government’s suit sat untouched in the federal court. Then it came to the forefront again, spearheaded by a total stranger. III

The US high command had issued orders to commission civilians all over New York to watch the shores. Coastguardsmen called “sand pounders” paced every inch of beach on Long Island. Also on Long Island, private yachts began making up what was called “the Hooligan Navy.” They patrolled the water for enemy U-boats—some of them were even armed with machine guns—and were joined by other civilians who flew their private planes for sub watch patrols.

They ask us, 'Aren't there bigger issues than the name of a football team?' Well, we know the answer. Of course there are. But the Washington Post doesn't ever phone us to talk about contaminated water.

Thomas Edison is legendary for learning from his failures. So much so that he refused to even call them failures. In the 1890s, for example, Edison and his team were trying to develop a nickel-iron battery. Over the course of about six months, they created more than nine thousand prototypes that all failed. When one of his assistants commented that it was a shame they hadn’t produced any promising results, Edison said, “Why, man, I have gotten a lot of results! I know several thousand things that won’t work.” This was how Edison looked at the world—as a scientist, an inventor, and a businessman. It was this kind of positive mindset, this sort of brilliant reframing of failure, that led Edison to the invention of the lightbulb barely a decade earlier and to the thousand other patents issued to him by the time he died.

The complexity and ambiguity of the issues you are dealing with increase every time you get promoted. So you’ll need to rethink what you delegate. No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

Writing about conflict resolution and issues relating to identity, Barbour and Bourne (2020) have highlighted the usefulness of adapting the same questions to reflect on the future relationship. For example: How do we need to perceive ourselves as a team? How do we need to perceive the other team? How do we need the other team to perceive us? How do we need the other team to perceive themselves?

To brainstorm challenges or problems you have faced, consider if you’ve encountered any of the following issues at work: Ethical dilemmas. Conflicting incentives. Insufficient resources (time, money, expertise). Incomplete or inaccurate information. Low morale, interpersonal issues, or other emotional problems (with teammates or the team as a whole). Cultural or workstyle conflicts. Changing demands. Inability to accomplish a task or meet expectations.

Our support team offers some of the best IT support services around. If you want a hardworking fully managed support team without the cost associated with internal IT teams, then Your IT has you covered. We offer the latest technical solutions and ongoing advice for all IT issues. From server support to general IT solutions, our team of expert technicians offer exceptional remote support for your IT systems.

At Elite Sprinkler Repair, we are one of the leading and most trusted names in the sprinkler repair and installation industry. Our team has years of experience repairing and installing sprinklers of all types. We also provide professional maintenance to ensure that your sprinkler system, not just the sprinkler heads continues to operate optimally. Our vans are stocked, which allows us to handle most issues on the spot; we can also handle the most challenging sprinkler system repairs right away.

Uber’s app was initially outsourced to Mexico, so that when later engineers joined the company, they needed to be issued Spanish-to-English dictionaries to understand the comments and source code. In these cases it isn’t until later, as the product hits scale, that the engineering teams are upgraded.

My friend Bangaly Kaba, formerly head of growth at Instagram, called this idea the theory of “Adjacent Users.” He describes his experience at Instagram, which several years post-launch was growing fast but not at rocketship speed: When I joined Instagram in 2016, the product had over 400 million users, but the growth rate had slowed. We were growing linearly, not exponentially. For many products, that would be viewed as an amazing success, but for a viral social product like Instagram, linear growth doesn’t cut it. Over the next 3 years, the growth team and I discovered why Instagram had slowed, developed a methodology to diagnose our issues, and solved a series of problems that reignited growth and helped us get to over a billion users by the time I left. Our success was anchored on what I now call The Adjacent User Theory. The Adjacent Users are aware of a product and possibly tried using it, but are not able to successfully become an engaged user. This is typically because the current product positioning or experience has too many barriers to adoption for them. While Instagram had product-market fit for 400+ million people, we discovered new groups of billions of users who didn’t quite understand Instagram and how it fit into their lives.67 In my conversations with Bangaly on this topic, he described his approach as a systematic evaluation of the network of networks that constituted Instagram. Rather than focusing on the core network of Power Users—the loud and vocal minority that often drive product decisions—instead the approach was to constantly figure out the adjacent set of users whose experience was subpar. There might be multiple sets of nonfunctional adjacent networks at any given time, and it might require different approaches to fix each one. For some networks, it might be the features of the product, like Instagram not having great support for low-end Android apps. Or it might be because of the quality of their networks—if the right content creators or celebrities hadn’t yet arrived. You fix the experience for these users, then ask yourself again, who are the adjacent users? Then repeat. Bangaly describes this approach: When I started at Instagram, the Adjacent User was women 35–45 years old in the US who had a Facebook account but didn’t see the value of Instagram. By the time I left Instagram, the Adjacent User was women in Jakarta, on an older 3G Android phone with a prepaid mobile plan. There were probably 8 different types of Adjacent Users that we solved for in-between those two points. To solve for the needs of the Adjacent User, the Instagram team had to be nimble, focusing first on pulling the audience of US women from the Facebook network. This required the team to build algorithmic recommendations that utilized Facebook profiles and connections, so that Instagram could surface friends and family on the platform—not just influencers. Later on, targeting users in Jakarta and in other developing countries might involve completely different approaches—refining apps for low-end Android phones with low data connections. As the Adjacent User changes, the strategy has to change as well.

WE CAN BELIEVE ALMOST ANYTHING THAT SUPPORTS OUR TEAM Many political scientists used to assume that people vote selfishly, choosing the candidate or policy that will benefit them the most. But decades of research on public opinion have led to the conclusion that self-interest is a weak predictor of policy preferences. Parents of children in public school are not more supportive of government aid to schools than other citizens; young men subject to the draft are not more opposed to military escalation than men too old to be drafted; and people who lack health insurance are not more likely to support government-issued health insurance than people covered by insurance.35 Rather, people care about their groups, whether those be racial, regional, religious, or political. The political scientist Don Kinder summarizes the findings like this: “In matters of public opinion, citizens seem to be asking themselves not ‘What’s in it for me?’ but rather ‘What’s in it for my group?’ ”36 Political opinions function as “badges of social membership.”37 They’re like the array of bumper stickers people put on their cars showing the political causes, universities, and sports teams they support. Our politics is groupish, not selfish.

And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.