Management Team Quotes

There is immense power when a group of people with similar interests gets together to work toward the same goals.

Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.

If you always do what you've always done, you'll always get what you always got.

I want to see a world in which entrepreneurs give time to their visions to reality so that they have more money, more family time, and more support, a world in which they can stop working so hard and start living!

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

Hard work without a solid plan isn’t likely to get you where you want to be. You need to be teachable; you need to be dedicated, and you need to work smart.

A leader can bring the solution to people, but sometimes a leader has to bring the people to the solution.

You are either supporting the vision or supporting division

Entrepreneurs aren’t looking to go backward. They are looking to go forward, toward their prize of realizing their dreams.

The bottom line in managing your emotions is that you should put others – not yourself – first in how you handle and process them. Whether you delay or display your emotions should not be for your own gratification. You should ask yourself, What does the team need? Not, What will make me feel better?

And you managed to pick up on all that while being hung upside down by a fellow agent, getting yourself beat to shit by your new Team Leader and tormenting your baby brother in the showers?” “Yes. I would have had more, but you know, I was momentarily distracted by all the soapy six-packs.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

The manager’s function is not to make people work, but to make it possible for people to work.

The job facing production managers focuses on how to help their team maintain hope while also addressing the sometimes brutal or dismal facts of their situation. If the truth of their position remains unseen, they will never grow the skills necessary to resolve it.

Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people. The management team

You can’t sell it outside if you can’t sell it inside.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can.

A good Board Of Directors team is one where ideas are flowing fluidly - and where each idea is met with an initial welcome, an intellectual challenge, an expression of gratitude, a rigorous scrutiny and a readiness for action.

The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

A psychiatrist would diagnose Jolene—and possibly every member of Cade Chase’s team—as having a benign form of psychosis. Benign, because she had not experienced a psychotic break. She was far short of being psychotic, but only because her brain and soul allowed her to manage her dissociative behavior well. The unconscious guides such people.

She remembered Kelsier, standing boldly before a small group of thieves, proclaiming that they would overthrow the Lord Ruler and free the empire. We're thieves, he'd said. And we're extraordinarily good ones. We can rob the unrobbable and fool the unfoolable. We know how to take an incredibly large task and break it down to manageable pieces, then deal with each of those pieces. That day, when he'd written up the team's goals and plans on a small board, Vin had been amazed by how possible he had made an impossible task seem. That day, a little bit of her had begun to believe that Kelsier could overthrow the Final Empire.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.

Ego is the ultimate killer on a team

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

A baseball manager recognizes a nonphysical talent, hustle, as an essential gift of great players and great teams. It is the characteristic of running faster than necessary, moving sooner than necessary, trying harder than necessary. It is essential for great programming teams, too.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

When the people have to manage dangers from inside the organization, the organization itself becomes less able to face the dangers from outside.

It is the nature of being the general manager of a baseball team that you have to remain on familiar terms with people you are continually trying to screw.

True leaders live their values everywhere, not just in the workplace.

I don’t think anyone ever gets completely used to conflict. If it’s not a little uncomfortable, then it’s not real. The key is to keep doing it anyway

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?’" Change Management Handbook - The Leadership of Change Volume 3

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

This is the crux of management: It is the belief that a team of people can achieve more than a single person going it alone. It is the realization that you don’t have to do everything yourself, be the best at everything yourself, or even know how to do everything yourself. Your job, as a manager, is to get better outcomes from a group of people working together.

No matter how much long-distance running might suit me, of course there are days when I feel kind of lethargic and don’t want to run. Actually, it happens a lot. On days like that, I try to think of all kinds of plausible excuses to slough it off. Once, I interviewed the Olympic running Toshihiko Seko, just after he retired from running and became manager of the S&B company team. I asked him, “Does a runner at your level ever feel like you’d rather not run today, like you don’t want to run and would rather just sleep in?” He stared at me and then, in a voice that made it abundantly clear how stupid he thought the question was, replied, “Of course. All the time!

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

I know of no case study in history that describes an organization that has been managed out of a crisis. Every single one of them was led.

Change management is a broad term for the many ways of preparing, supporting, and helping businesses, teams, and organizations adapt to, thrive through and initiate change.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

We spend most of the time justifying the situation and not finding the real problem thus leaving minimal chance of solutions.

Every team member has the responsibility to stop the line every time they see something that is out of standard. That's how we put the responsibility for quality in the hands of our team members.

To my surprise, Brooke smiled, and I realized that even though two of the other teams had managed to bug their marks' cell phones, the information Tara and I had received might just prove it self to be even more useful. Take that Chloe!

It’s brutally hard to tell people when they are screwing up. You don’t want to hurt anyone’s feelings; that’s because you’re not a sadist. You don’t want that person or the rest of the team to think you’re a jerk. Plus, you’ve been told since you learned to talk, “If you don’t have anything nice to say, don’t say anything at all.” Now all of a sudden it’s your job to say it. You’ve got to undo a lifetime of training. Management is hard.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Knowing your feelings won't change the facts, but knowing the facts can change your feelings.

Values are the individual biases that allow you to decide which actions are true for you alone.

Values are deeply held personal beliefs that form your own priority code for living.

Very few managers know how to effectively tap the biggest source of performance improvement available to them: namely, the creativity and knowledge of the people who work for them.

When manipulation flutters around everywhere, neither pull nor push anyone. Just do one thing - don't trust anyone!

We practice mastering ourselves in the moment so that we can better open ourselves to being a servant leader and to harness our emotions and choose what to do with our reactions.

One of your many jobs as manager is information conduit, and the rules are deceptively simple: for each piece of information you see, you must correctly determine who on your team needs that piece of information to do their job.

A good manager is always looking to cultivate talent in people, and a good manager is always looking to find employees doing something right so they can give compliments and encourage the team to keep doing the good things they're doing.

I figured I’d spend my first thousand years of Hell in some entry-level position, but after that I wanted to move into management. Be a real team player. Hell is going to see enormous growth in market share over the next millennium. I wanted to ride the crest. The agent said that sounded pretty realistic.

You don't treat the so-called little people poorly, because we don't have any little people here! The trainers, the managers, the secretaries, the people who work in the dorms and cafeterias and classroom buildings are all professionals, and they're all important or they wouldn't be working for Michigan football.

The secret killer of innovation is shame. You can’t measure it, but it is there. Every time someone holds back on a new idea, fails to give their manager much needed feedback, and is afraid to speak up in front of a client you can be sure shame played a part. That deep fear we all have of being wrong, of being belittled and of feeling less than, is what stops us taking the very risks required to move our companies forward. If you want a culture of creativity and innovation, where sensible risks are embraced on both a market and individual level, start by developing the ability of managers to cultivate an openness to vulnerability in their teams. And this, paradoxically perhaps, requires first that they are vulnerable themselves. This notion that the leader needs to be “in charge” and to “know all the answers” is both dated and destructive. Its impact on others is the sense that they know less, and that they are less than. A recipe for risk aversion if ever I have heard it. Shame becomes fear. Fear leads to risk aversion. Risk aversion kills innovation.

We must recognize that no amount of formal planning can anticipate changes such as globalization and the information revolution we’ve referred to above. Does that mean that you shouldn’t plan? Not at all. You need to plan the way a fire department plans. It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.

If you want to build a truly great company you have got to ride a really big wave. And you’ve got to be able to look at market waves and technology waves in a different way than other folks and see it happening sooner, know how to position yourself out there, prepare yourself, pick the right surfboard—in other words, bring the right management team in, build the right platform underneath you. Only then can you ride a truly great wave. At the end of the day, without that great wave, even if you are a great entrepreneur, you are not going to build a really great business.

You’ve told me repeatedly now that you find me blindingly attractive.” “That doesn’t mean I like you. Besides, your brand of pretty is like a weapon. You reel victims in with it, just like a vampire does. I wouldn’t be surprised if you sparkle in the sun.” “I cannot believe I’m arguing with a woman who references Twilight.” “The fact that you know I’m referencing Twilight betrays you as a secret Edward-loving fanboy.” His snort is loud and scathing. “Team Jacob all the way.” I can’t help it, my eyes fly open, and I lift a corner of my mask to glare at him. “That’s it. We can never be friends.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

The myth of management is that your personal values are irrelevant or inappropriate at work.

The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don’t know how to think different. It isn’t something that they learn within their company, and it certainly isn’t something they are taught in business school. Business schools teach people how to be deliverers, not discoverers.

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

Typically, in politics, more than one horse is owned and managed by the same team in an election. There's always and extra candidate who will slightly mimic the views of their team's opposing horse, to cancel out that person by stealing their votes just so the main horse can win. Elections are puppet shows. Regardless of their rainbow coats and many smiles, the agenda is one and the same.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

Women and people of color who advocate for diversity and equity are often punished for their efforts in peer, team, and management evaluations. Ironically, the people who are not penalized in their evaluations for their diversity and equity efforts are—say it with me—white men.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As

As an associate at McKinsey & Company, my first assignment was on a team that consisted of a male senior engagement manager (SEM) and two other male associates, Abe Wu and Derek Holley. When the SEM wanted to talk to Abe or Derek, he would walk over to their desks. When he wanted to talk to me, he would sit at his desk and shout, "Sandberg, get over here!" with the tone one might use to call a child or, even worse, a dog. It made me cringe every time. I never said anything, but one day Abe and Derek started calling each other "Sandberg" in that same loud voice. The self-absorbed SEM never seemed to notice. They kept it up. When having too many Sandbergs got confusing, they decided we needed to differentiate. Abe started calling himself "Asian Sandberg," Derek dubbed himself "good-looking Sandberg," and I became "Sandberg Sandberg." My colleagues turned an awful situation into one where I felt protected. They stood up for me and made me laugh. They were the best mentors I could have had.

I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product.

Ultimately, though, bosses are responsible for results. They achieve these results not by doing all the work themselves but by guiding the people on their teams. Bosses guide a team to achieve results. The questions I get asked next are clustered around each of these three areas of responsibility that managers do have: guidance, team-building, and results.

A shout and the sound of plasma fire distracted the security team for a fraction of a second. Bast tensed, wondering if she could take out all three Security officers. Before she could act, however, all three were giving their attention to her again. Under her breath she cursed again, but managed to play the role she’d set herself. “Oh! What was that about?

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Holacracy includes the following elements: • a constitution, which sets out the “rules of the game” and redistributes authority • a new way to structure an organization and define people’s roles and spheres of authority within it • a unique decision-making process for updating those roles and authorities • a meeting process for keeping teams in sync and getting work done together

This woman controls my heartbeats. Every love lyric I sing each night is made for her. Every melody chases her heartbeat, and every chorus begs for her love. It has been brought to my attention that a few people on my management team have chosen to approach the love of my life and tell her that she wasn't good for my image. Due to her looks and the past she had no say in creating, they said she wasn't good enough. It's true, we grew up in the same town, but that didn't mean our home lives were built on the same steady foundation. I was blessed enough to never know struggle. This girl had to fight tooth and nail for everything she was given. She sacrificed her own youth, because she didn't want her little sister to go into the foster system. She gave up love, in order for me to go chase my dreams. She gives and gives in order to make others happy, because that's the person she is. She's the most beautiful human being alive, and for anyone--especially people who are supposed to be in my corner--to say differently disgusts me to my core. I am not a robot. I hurt, I ache, I love, and I cry. And it breaks me to live in a world where I have to be afraid of showing who I really am in order to gain followers. So if you don't like this fact--that I am not single and that I am hopelessly in love--then that's fine. If I lose fans over this, I'm okay with that. I will make every sacrifice in the world from this point on in order to give my love fully to the woman who has given more than she ever should've had to give. I love you, Haze. From the new moon to the fullest. From now until forever.

But as I stood across from Archer, I couldn't forget that I was completely, stupidly in love with the one person I could never have. The laughter died on my lips, and I dashed at my eyes with the back of my hand. "I need to get back," I said. "Right," he replied. He was still holding his sword in his right hand, and he twirled the hilt, the point sratching the wooden floor. "So this is it. We're done." "Yeah," I said, my voice cracking. I cleared my throat. "And I have to say, the world's first and last Eye-demon reconnaissance mission went pretty well." It was a struggle to meet his eyes, but I managed it. "Thank you." He shrugged, his dark gaze full of something I couldn't quite read. "We were a good team." "We were." In more ways than one, I thought. Which is why this sucked so bad. I stepped back. "Anyway, I should go. See ya,Cross." Then I laughed, only it sounded suspiciously like another sob. "Except I won't, will I So I guess I should say goodbye." I felt like I was about to shatter into a million tiny shards, like the mirrors I'd broken with Dad. "okay, well, best of luck with the whole Eye thing, then. Try not to kill anyone I know." I turned away, but he reached out and caught my wrist. I could feel my pulse hammering under his fingers. "Mercer, that day in the cellar..." He searched my face, and I could sense him struggling for what he wanted to say. Then finally, "I didn't kiss you back because I had to. I kissed you because I wanted to." His eyes dropped to my lips,and it was like the whole world had shrunk to just me and him and the shaft of light between us. "I still want to," he said hoarsely. He tugged my wrist and pulled me into his arms. My brain registered the sound of his sword clattering to he ground as his other hand came up to grab the back of my neck, but once his lips were on mine, everything else faded away. I clutched at his shoulders, raising up on my tiptoes, and kissed him with everything I had in me. As the kiss deepened, we held each other tighter, so I didn't know if the pounding heartbeat I felt was mine or his. How stupid,I thought dreamily, to have ever thought I could give this up. Not just the kissing, although, as Archer's hands cupped my face, I had to admit that part was pretty awesome. But all of it: joking with him and working beside him. Being with a guy who was my friend and could still make me feel like this.

For all the talk about the need to be a likable "team player," many people work in a fairly cutthroat environment that would seem to be especially challenging to those who possess the recommended traits. Cheerfulness, upbeatness, and compliance: these are the qualities of subordinates -- of servants rather than masters, women (traditionally, anyway) rather than men. After advising his readers to overcome the bitterness and negativity engendered by frequent job loss and to achieve a perpetually sunny outlook, management guru Harvey Mackay notes cryptically that "the nicest, most loyal, and most submissive employees are often the easiest people to fire." Given the turmoil in the corporate world, the prescriptions of niceness ring of lambs-to-the-slaughter.

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.

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

Where once universities, corporations, movie studios, and the like had been governed by a combination of relatively simple chains of command and informal patronage networks, we now have a world of funding proposals, strategic vision documents, and development team pitches—allowing for the endless elaborations of new and ever more pointless levels of managerial hierarchy, staffed by men and women with elaborate titles, fluent in corporate jargon, but who either have no firsthand experience of what it's like to do the work they are supposed to be managing, or who have done everything in their power to forget it.

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

One reason she had been as successful an assassin had always been her attention to detail, but the weeks of using the cream to maintain her disguise as the hapless dock technician, were taking their toll. Details slipped her mind occasionally, and concentrating was sometimes hard. She’d used the time she had available to study her target, learn his mannerisms and speech pattern, food and clothing preferences. Most of this possible with the right programs and access to the dock AI system. Those hours ‘at work’ in the Fabrication Unit had been well spent, and supplemented by frequenting places where she could observe him. The lack of her usual team of ‘daemons’ had created a number of difficulties, and though she wondered how Security had managed to take them down so quickly, she didn’t waste time worrying over it. Now she knew who he associated with, and his sexuality—all of it vital if she was to escape detection in such a high profile role.

What this means is that the converse is also true. A supportive and well-managed work environment is good for one’s health. Those who feel they have more control, who feel empowered to make decisions instead of waiting for approval, suffer less stress. Those only doing as they are told, always forced to follow the rules, are the ones who suffer the most. Our feelings of control, stress, and our ability to perform at our best are all directly tied to how safe we feel in our organizations. Feeling unsafe around those we expect to feel safe—those in our tribes (work is the modern version of the tribe)—fundamentally violates the laws of nature and how we were designed to live.

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

I think that happiness is very important. But I will also say that the most effective people I know are not the happiest, and there is something to be said for effectiveness. Even if we were managing a team of nearly a hundred thousand volunteer social media users, living with my girlfriend and my monkey, watching Netflix, having breakfast, and taking care of a single lovingly spoiled potato plant was pretty fucking relaxing. But I think there's somethng inside of us, something that blooms in us in adolescence and never leaves...and it's just...want. Some people have more of it than others, but I think we all have it. And the most amazing tool that I think anyone in the world can have is the ability to control and direct that want. Some people work to minimize it with mindfulness and meditation; some people let it grow and run free and take over their lives. But some people, and I consider myself one of them, study their want, refine it, and build an engine that burns it. Even if their want pushes all in one direction, they can tack against it like a sailboat, getting somewhere better than where they wanted to be.

Gustavo Tiberius speaking." “It’s so weird you do that, man,” Casey said, sounding amused. “Every time I call.” “It’s polite,” Gus said. “Just because you kids these days don’t have proper phone etiquette.” “Oh boy, there’s the Grumpy Gus I know. You miss me?” Gus was well aware the others could hear the conversation loud and clear. He was also aware he had a reputation to maintain. “Hadn’t really thought about it.” “Really.” “Yes.” “Gus.” “Casey.” “I miss you.” “I miss you too,” Gus mumbled into the phone, blushing fiercely. “Yeah? How much?” Gus was in hell. “A lot,” he said truthfully. “There have been allegations made against my person of pining and moping. False allegations, mind you, but allegations nonetheless.” “I know what you mean,” Casey said. “The guys were saying the same thing about me.” Gus smiled. “How embarrassing for you.” “Completely. You have no idea.” “They’re going to get you packed up this week?” “Ah, yeah. Sure. Something like that.” “Casey.” “Yes, Gustavo.” “You’re being cagey.” “I have no idea what you mean. Hey, that’s a nice Hawaiian shirt you’ve got on. Pink? I don’t think I’ve seen you in that color before.” Gus shrugged. “Pastor Tommy had a shitload of them. I think I could wear one every day for the rest of the year and not repeat. I think he may have had a bit of a….” Gus trailed off when his hand started shaking. Then, “How did you know what I was wearing?” There was a knock on the window to the Emporium. Gus looked up. Standing on the sidewalk was Casey. He was wearing bright green skinny jeans and a white and red shirt that proclaimed him to be a member of the 1987 Pasadena Bulldogs Women’s Softball team. He looked ridiculous. And like the greatest thing Gus had ever seen. Casey wiggled his eyebrows at Gus. “Hey, man.” “Hi,” Gus croaked. “Come over here, but stay on the phone, okay?” Gus didn’t even argue, unable to take his eyes off Casey. He hadn’t expected him for another week, but here he was on a pretty Saturday afternoon, standing outside the Emporium like it was no big deal. Gus went to the window, and Casey smiled that lazy smile. He said, “Hi.” Gus said, “Hi.” “So, I’ve spent the last two days driving back,” Casey said. “Tried to make it a surprise, you know?” “I’m very surprised,” Gus managed to say, about ten seconds away from busting through the glass just so he could hug Casey close. The smile widened. “Good. I’ve had some time to think about things, man. About a lot of things. And I came to this realization as I drove past Weed, California. Gus. It was called Weed, California. It was a sign.” Gus didn’t even try to stop the eye roll. “Oh my god.” “Right? Kismet. Because right when I entered Weed, California, I was thinking about you and it hit me. Gus, it hit me.” “What did?” Casey put his hand up against the glass. Gus did the same on his side. “Hey, Gus?” “Yeah?” “I’m going to ask you a question, okay?” Gustavo’s throat felt very dry. “Okay.” “What was the Oscar winner for Best Song in 1984?” Automatically, Gus answered, “Stevie Wonder for the movie The Woman in Red. The song was ‘I Just Called to Say I Love You.’” It was fine, of course. Because he knew answers to all those things. He didn’t know why Casey wanted to— And then he could barely breathe. Casey’s smile wobbled a little bit. “Okay?” Gus blinked the burn away. He nodded as best he could. And Casey said, “Yeah, man. I love you too.” Gus didn’t even care that he dropped his phone then. All that mattered was getting as close to Casey as humanely possible. He threw open the door to the Emporium and suddenly found himself with an armful of hipster. Casey laughed wetly into his neck and Gus just held on as hard as he could. He thought that it was possible that he might never be in a position to let go. For some reason, that didn’t bother him in the slightest.

I just came from Bunker Hill,’ I told Sam. ‘Hel offered me a reunion with my mother.’ I managed to tell her the story. Samirah reached out as if to touch my arm, then apparently changed her mind. ‘I’m so sorry, Magnus. But Hel lies. You can’t trust her. She’s just like my father, only colder. You made the right choice.’ ‘Yeah … still. You ever do the right thing, and you know it’s the right thing, but it leaves you feeling horrible?’ ‘You’ve just described most days of my life.’ Sam pulled up her hood. ‘When I became a Valkyrie … I’m still not sure why I fought that frost giant. The kids at Malcolm X were terrible to me. The usual garbage: they asked me if I was a terrorist. They yanked off my hijab. They slipped disgusting notes and pictures into my locker. When that giant attacked … I could’ve pretended to be just another mortal and got myself to safety. But I didn’t even think about running away. Why did I risk my life for those kids?’ I smiled. ‘What?’ she demanded. ‘Somebody once told me that a hero’s bravery has to be unplanned – a genuine response to a crisis. It has to come from the heart, without any thought of reward.’ Sam huffed. ‘That somebody sounds pretty smug.’ ‘Maybe you didn’t need to come here,’ I decided. ‘Maybe I did. To understand why we’re a good team.

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

Most of this fixation was easy to explain. Brady was a midfield player, a passer, and Arsenal haven’t really had one since he left. It might surprise those who have a rudimentary grasp of the rules of the game to learn that a First Division football team can try to play football without a player who can pass the ball, but it no longer surprises the rest of us: passing went out of fashion just after silk scarves and just before inflatable bananas. Managers, coaches and therefore players now favour alternative methods of moving the ball from one part of the field to another, the chief of which is a sort of wall of muscle strung across the half-way line in order to deflect the ball in the general direction of the forwards. Most, indeed all, football fans regret this. I think I can speak for all of us when I say that we used to like passing, that we felt that on the whole it was a good thing. It was nice to watch, football’s prettiest accessory (a good player could pass to a team-mate we hadn’t seen, or find an angle we wouldn’t have thought of, so there was a pleasing geometry to it), but managers seemed to feel that it was a lot of trouble, and therefore stopped bothering to produce any players who could do it. There are still a couple of passers in England, but then, there are still a number of blacksmiths.

The eccentric passion of Shankly was underlined for me by my England team-mate Roger Hunt's version of the classic tale of the Liverpool manager's pre-game talk before playing Manchester United. The story has probably been told a thousand times in and out of football, and each time you hear it there are different details, but when Roger told it the occasion was still fresh in his mind and I've always believed it to be the definitive account. It was later on the same day, as Roger and I travelled together to report for England duty, after we had played our bruising match at Anfield. Ian St John had scored the winner, then squared up to Denis Law, with Nobby finally sealing the mood of the afternoon by giving the Kop the 'V' sign. After settling down in our railway carriage, Roger said, 'You may have lost today, but you would have been pleased with yourself before the game. Shanks mentioned you in the team talk. When he says anything positive about the opposition, normally he never singles out players.' According to Roger, Shankly burst into the dressing room in his usual aggressive style and said, 'We're playing Manchester United this afternoon, and really it's an insult that we have to let them on to our field because we are superior to them in every department, but they are in the league so I suppose we have to play them. In goal Dunne is hopeless- he never knows where he is going. At right back Brennan is a straw- any wind will blow him over. Foulkes the centre half kicks the ball anywhere. On the left Tony Dunne is fast but he only has one foot. Crerand couldn't beat a tortoise. It's true David Herd has got a fantastic shot, but if Ronnie Yeats can point him in the right direction he's likely to score for us. So there you are, Manchester United, useless...' Apparently it was at this point the Liverpool winger Ian Callaghan, who was never known to whisper a single word on such occasions, asked, 'What about Best, Law and Charlton, boss?' Shankly paused, narrowed his eyes, and said, 'What are you saying to me, Callaghan? I hope you're not saying we cannot play three men.

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.

The last time I’d been unwell, suicidally depressed, whatever you want to call it, the reactions of my friends and family had fallen into several different camps: The Let’s Laugh It Off merchants: Claire was the leading light. They hoped that joking about my state of mind would reduce it to a manageable size. Most likely to say, ‘Feeling any mad urges to fling yourself into the sea?’ The Depression Deniers: they were the ones who took the position that since there was no such thing as depression, nothing could be wrong with me. Once upon a time I’d have belonged in that category myself. A subset of the Deniers was The Tough Love people. Most likely to say, ‘What have you got to be depressed about?’ The It’s All About Me bunch: they were the ones who wailed that I couldn’t kill myself because they’d miss me so much. More often than not, I’d end up comforting them. My sister Anna and her boyfriend, Angelo, flew three thousand miles from New York just so I could dry their tears. Most likely to say, ‘Have you any idea how many people love you?’ The Runaways: lots and lots of people just stopped ringing me. Most of them I didn’t care about, but one or two were important to me. Their absence was down to fear; they were terrified that whatever I had, it was catching. Most likely to say, ‘I feel so helpless … God, is that the time?’ Bronagh – though it hurt me too much at the time to really acknowledge it – was the number one offender. The Woo-Woo crew: i.e. those purveying alternative cures. And actually there were hundreds of them – urging me to do reiki, yoga, homeopathy, bible study, sufi dance, cold showers, meditation, EFT, hypnotherapy, hydrotherapy, silent retreats, sweat lodges, felting, fasting, angel channelling or eating only blue food. Everyone had a story about something that had cured their auntie/boss/boyfriend/next-door neighbour. But my sister Rachel was the worst – she had me plagued. Not a day passed that she didn’t send me a link to some swizzer. Followed by a phone call ten minutes later to make sure I’d made an appointment. (And I was so desperate that I even gave plenty of them a go.) Most likely to say, ‘This man’s a miracle worker.’ Followed by: ‘That’s why he’s so expensive. Miracles don’t come cheap.’ There was often cross-pollination between the different groupings. Sometimes the Let’s Laugh It Off merchants teamed up with the Tough Love people to tell me that recovering from depression is ‘simply mind over matter’. You just decide you’re better. (The way you would if you had emphysema.) Or an All About Me would ring a member of the Woo-Woo crew and sob and sob about how selfish I was being and the Woo-Woo crew person would agree because I had refused to cough up two grand for a sweat lodge in Wicklow. Or one of the Runaways would tiptoe back for a sneaky look at me, then commandeer a Denier into launching a two-pronged attack, telling me how well I seemed. And actually that was the worst thing anyone could have done to me, because you can only sound like a self-pitying malingerer if you protest, ‘But I don’t feel well. I feel wretched beyond description.’ Not one person who loved me understood how I’d felt. They hadn’t a clue and I didn’t blame them, because, until it had happened to me, I hadn’t a clue either.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

You have something to say to me, Cassidy, say it. Or shut the fuck up.” “All right,” Jules said. “I will.” He took a deep breath. Exhaled. “Okay, see, I, well, I love you. Very, very much, and . . .” Where to go from here . . .? Except, his plain-spoken words earned him not just a glance but Max’s sudden full and complete attention. Which was a little alarming. But it was the genuine concern in Max’s eyes that truly caught Jules off-guard. Max actually thought . . . Jules laughed his surprise. “Oh! No, not like that. I meant it, you know, in a totally platonic, non-gay way.” Jules saw comprehension and relief on Max’s face. The man was tired if he was letting such basic emotions show. “Sorry.” Max even smiled. “I just . . .” He let out a burst of air. “I mean, talk about making things even more complicated . . .” It was amazing. Max hadn’t recoiled in horror at the idea. His concern had been for Jules, about potentially hurting his tender feelings. And even now, he wasn’t trying to turn it all into a bad joke. And he claimed they weren’t friends. Jules felt his throat tighten. “You can’t know,” he told his friend quietly, “how much I appreciate your acceptance and respect.” “My father was born in India,” Max told him, “in 1930. His mother was white—American. His father was not just Indian, but lower caste. The intolerance he experienced both there and later, even in America, made him a . . . very bitter, very hard, very, very unhappy man.” He glanced at Jules again. “I know personality plays into it, and maybe you’re just stronger than he was, but . . . People get knocked down all the time. They can either stay there, wallow in it, or . . . Do what you’ve done—what you do. So yeah. I respect you more than you know.” Holy shit. Weeping was probably a bad idea, so Jules grabbed onto the alternative. He made a joke. “I wasn’t aware that you even had a father. I mean, rumors going around the office have you arriving via flying saucer—” “I would prefer not to listen to aimless chatter all night long,” Max interrupted him. “So if you’ve made your point . . .?” Ouch. “Okay,” Jules said. “I’m so not going to wallow in that. Because I do have a point. See, I said what I said because I thought I’d take the talk-to-an-eight-year-old approach with you. You know, tell you how much I love you and how great you are in part one of the speech—” “Speech.” Max echoed. “Because part two is heavily loaded with the silent-but-implied ‘you are such a freaking idiot.’” “Ah, Christ,” Max muttered. “So, I love you,” Jules said again, “in a totally buddy-movie way, and I just want to say that I also really love working for you, and I hope to God you’ll come back so I can work for you again. See, I love the fact that you’re my leader not because you were appointed by some suit, but because you earned very square inch of that gorgeous corner office. I love you because you’re not just smart, you’re open-minded—you’re willing to talk to people who have a different point of view, and when they speak, you’re willing to listen. Like right now, for instance. You’re listening, right?” “No.” “Liar.” Jules kept going. “You know, the fact that so many people would sell their grandmother to become a part of your team is not an accident. Sir, you’re beyond special—and your little speech to me before just clinched it. You scare us to death because we’re afraid we won’t be able to live up to your high standards. But your back is strong, you always somehow manage to carry us with you even when we falter. “Some people don’t see that; they don’t really get you—all they know is they would charge into hell without hesitation if you gave the order to go. But see, what I know is that you’d be right there, out in front—they’d have to run to keep up with you. You never flinch. You never hesitate. You never rest.