Operations Excellence Quotes

companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.

The secret is that everything is always on the line. The more present we are at practice, the more present we will be in competition, in the boardroom, at the exam, the operating table, the big stage. If we have any hope of attaining excellence, let alone of showing what we’ve got under pressure, we have to be prepared by a lifestyle of reinforcement. Presence must be like breathing.

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.

An economist is a surgeon with an excellent scalpel and a rough-edged lancet, who operates beautifully on the dead and tortures the living.

A Persian fairy tale tells of the Three Princes of Serendip, who “were always making discoveries, by accident and sagacity, of things they were not in quest of.”7 Creativity in the wild operates much like that.

For leaders to get results they need all three kinds of focus. Inner focus attunes us to our intuitions, guiding values, and better decisions. Other focus smooths our connections to the people in our lives. And outer focus lets us navigate in the larger world. A leader tuned out of his internal world will be rudderless; one blind to the world of others will be clueless; those indifferent to the larger systems within which they operate will be blindsided.

When you marry operating excellence with innovation, you multiply the value of your creativity.

AWS is customer obsessed, inventive and experimental, long-term oriented, and cares deeply about operational excellence.

Nor is it a short experience that can instruct us [...], because the real effects of moral causes are not always immediate; that which in the first instance is prejudicial may be excellent in its remoter operation, and its excellence may arise even from the ill effects it produces in the beginning.

But the compulsive overachievement of today's elite college students - the sense that they need to keep running as fast as they can - is not the only thing that keeps them from forming the deeper relationships that might relieve their anguish. Something more insidious is operating, too: a resistance to vulnerability, a fear of looking like the only one who isn't capable of handling the pressure. These are young people who have always succeeded at everything, in part by projecting the confidence that they always will. Now, as they get to college, the stakes are higher and the competition fiercer. Everybody thinks that they are the only one who's suffering, so nobody says anything, so everybody suffers. Everyone feels like a fraud; everybody thinks that everybody else is smarter than they are.

Bob Iger, Disney's chief operating officer, had to step in and do damage control. He was as sensible and solid as those around him were volatile. His background was in television; he had been president of the ABC network, which was acquired in 1996 by Disney. His reputation was as an corporate suit, and he excelled at deft management, but he also had a sharp eye for talent, a good-humored ability to understand people, and a quiet flair that he was secure enough to keep muted. Unlike Eisner and Jobs, he had a disciplined calm, which helped him deal with large egos. " Steve did some grandstanding by announcing that he was ending talks with us," Iger later recalled. " We went into crisis mode and I developed some talking points to settle things down.

Surveyor, in your thoughts you may be reproaching Sordini for not having been prompted by my claim to make inquiries about the matter in other departments. But that would have been wrong, and I want this man cleared of all blame in your thoughts. One of the operating principles of authorities is that the possibility of error is simply not taken into account. This principle is justified by the excellence of the entire organization and is also necessary if matters are to be discharged with the utmost rapidity. So Sordini couldn’t inquire in other departments, besides those departments wouldn’t have answered, since they would have noticed right away that he was investigating the possibility of an error.” “Chairman, allow me to interrupt you with a question,” said K., “didn’t you mention a control agency? As you describe it, the organization is such that the very thought that the control agency might fail to materialize is enough to make one ill.” “You’re very severe,” said the chairman, “but multiply your severity by a thousand and it will still be as nothing compared with the severity that the authorities show toward themselves. Only a total stranger could ask such a question. Are there control agencies? There are only control agencies. Of course they aren’t meant to find errors, in the vulgar sense of that term, since no errors occur, and even if an error does occur, as in your case, who can finally say that it is an error.

Science is not simply a matter of observing the world, experimenting with its elements and drawing reasonable conclusions. Otherwise, we would have to recognize children, so-called primitives and a good many animals as excellent scientists. But the practical experiments carried out by all of us every day lack a few necessary factors, the first and most important of which is the concept of the universe as a single entity operating under universal, rational, knowable laws. Without this foundation, science cannot operate as such.

A good sherris-sack hath a twofold operation in it. It ascends me into the brain, dries me there all the foolish and dull and crudy vapors which environ it, makes it apprehensive, quick, forgetive, full of nimble, fiery, and delectable shapes, which, delivered o'er to the voice, the tongue, which is the birth, becomes excellent wit.

When you apply principles that operate on earth, you will get the results

Dreaming of being on Moon cannot get you there. It requires a focused & intelligent effort to achieve what you Dream.

and it might be only small things that separate guys who are very good from guys who are absolutely excellent, outstanding.

Problems grow the size they need in order to be acknowledged. An organization that is slow in acknowledging problems will find itself with big problems.

Communication doesn’t happen when a message is first said; it happens when it cannot be mistaken anymore.

Bad managers are volatile in the application of the standards they set. They believe that workers respond to the average application of the standard. Instead, workers remember the extremes.

But the compulsive overachievement of today’s elite college students—the sense that they need to keep running as fast as they can—is not the only thing that keeps them from forming the deeper relationships that might relieve their anguish. Something more insidious is operating, too: a resistance to vulnerability, a fear of looking like the only one who isn’t capable of handling the pressure.

The more the manager takes “easy choices” by sacrificing clarity, fairness or consistency, the more his subordinates will take “easy choices” themselves by sacrificing performance, quality and teamwork.

Money is a byproduct of excellence, not a goal. Our overriding objective is excellence and constant improvement at Bridgewater. To be clear, it is not to make lots of money. The natural extension of this is not that you should be happy with little money. On the contrary—you should expect to make a lot. If we operate consistently with this philosophy we should be productive and the company should do well financially.

When managers fail to set clear objectives, it is not because of a lack of skills. Rather, it is because of some mental patterns of theirs that makes them believe that setting unclear objectives is the optimal choice.

Decisions taken in the managers’ office remain in there. They do not have the power to affect the way of working of their subordinates unless the manager translates them into visible actions at their subordinates’ workplace.

By the way, Doctor, I shall want your co-operation.” “I shall be delighted.” “You don’t mind breaking the law?” “Not in the least.” “Nor running a chance of arrest?” “Not in a good cause.” “Oh, the cause is excellent!” “Then I am your man.

Money is a byproduct of excellence, not a goal. Our overriding objective is excellence and constant improvement at Bridgewater. To be clear, it is not to make lots of money. The natural extension of this is not that you should be happy with little money. On the contrary—you should expect to make a lot. If we operate consistently with this philosophy we should be productive and the company should do well financially. There is comparatively little age- and seniority-based hierarchy.

Great managers demand conflict (by asking everyone to voice their concerns), then demand commitment (by asking everyone to promise what they will do) and finally demand results (by letting everyone know that they will be held accountable for doing whatever the team decided).

Excellent as the KGB had been, the FBI was just as good. It had a long-standing institutional brilliance at false-flag operations, which, in the case of the couriers, had compromised a large number of sensitive operations run by the “Active Measures” people in KGB’s Service A.

By the way, Doctor, I shall want your co-operation." "I shall be delighted." "You don't mind breaking the law?" "Not in the least." "Nor running a chance of arrest?" "Not in a good cause." "Oh, the cause is excellent!" "Then I am your man." "I was sure that I might rely on you.

Whenever you notice your mind wandering,” a fundamental instruction in meditation advises, “bring your mind back to its point of focus.” The operative phrase here is whenever you notice. As our mind drifts off, we almost never notice the moment it launches into some other orbit on its own.

Sherlock to Watson "By the way, Doctor, I shall want your co-operation.” “I shall be delighted.” “You don’t mind breaking the law?” “Not in the least.” “Nor running a chance of arrest?” “Not in a good cause.” “Oh, the cause is excellent!” “Then I am your man.” “I was sure that I might rely on you.

Every passion that acts upon mankind has a peculiar mode of operation. Many of them are temporary and fluctuating; they admit of cessation and variety. But avarice is a fixed, uniform passion. It neither abates of its vigor nor changes its object; and the reason why it does not is founded in the nature of things, for wealth has not a rival where avarice is a ruling passion. One beauty may excel another, and extinguish from the mind of man the pictured remembrance of a former one: but wealth is the phoenix of avarice, and therefore it cannot seek a new object, because there is not another in the world.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

Their faith may be described as childlike, but the end it serves is often sinister. It may, indeed, “keep them happy”—a phrase carrying the inescapable inference that the way of life imposed on Negroes makes them quite actively unhappy—but also, and much more significantly, religion operates here as a complete and exquisite fantasy revenge: white people own the earth and commit all manner of abomination and injustice on it; the bad will be punished and the good rewarded, for God is not sleeping, the judgment is not far off. It does not require a spectacular degree of perception to realize that bitterness is here neither dead nor sleeping, and that the white man, believing what he wishes to believe, has misread the symbols. Quite often the Negro preacher descends to levels less abstract and leaves no doubt as to what is on his mind: the pressure of life in Harlem, the conduct of the Italian-Ethiopian war, racial injustice during the recent war, and the terrible possibility of yet another very soon. All these topics provide excellent springboards for sermons thinly coated with spirituality but designed mainly to illustrate the injustice of the white American and anticipate his certain and long overdue punishment.

Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.

From the beginning, Microsoft had proven the mantra that good artists copy but great artists steal. Its first operating system (MS-DOS) was actually a clone of CP/M, another operating system.* Microsoft Windows was a rip-off of the Apple Macintosh operating system; Microsoft Word and Excel were copies of Wordperfect and Lotus 1-2-3, respectively.

Mother Nature, truly we are grateful for what you have made us. No doubt you did the best you could. However, with all due respect, we must say that you have in many ways done a poor job with the human constitution. You have made us vulnerable to disease and damage. You compel us to age and die – just as we’re beginning to attain wisdom. And, you forgot to give us the operating manual for ourselves! … What you have made is glorious, yet deeply flawed … We have decided that it is time to amend the human constitution … We do not do this lightly, carelessly, or disrespectfully, but cautiously, intelligently, and in pursuit of excellence … Over the coming decades we will pursue a series of changes to our own constitution … We will no longer tolerate the tyranny of aging and death … We will expand our perceptual range … improve on our neural organization and capacity … reshape our motivational patterns and emotional responses … take charge over our genetic programming and achieve mastery over our biological and neurological processes.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

Excellent. The process for problem-solving is first to explain and explore the situation and objectives. We can ask questions and share information, but we can’t propose solutions. Then we require an incubation period for subconscious problem-solving, during which we undertake some mundane activity. As we have only one day total, I recommend we allow three to four hours. Then we co-operate on finding solutions.

Yet few leaders exploit the power of this rapid wake-up call. Rather, they do the opposite. They try to garner support based on a numbers case that lacks urgency and emotional impetus. Or they try to put forth the most exemplary case of their operational excellence to garner support. Although these alternatives may work, neither leads to tipping superiors’ cognitive hurdle as fast and stunningly as showing the worst. When

Murphy’s approach to the roll-up was different. He moved slowly, developed real operational expertise, and focused on a small number of large acquisitions that he knew to be high-probability bets. Under Murphy, Capital Cities combined excellence in both operations and capital allocation to an unusual degree. As Murphy told me, “The business of business is a lot of little decisions every day mixed up with a few big decisions.

Brzeziński: According to the official version of history, CIA aid to the mujahideen began during 1980, that is, after the Soviet army had invaded Afghanistan on December 24, 1979. But the truth, kept secret up to now, is quite different: it was in fact on July 3, 1979, that President Carter signed the first directive on clandestine aid to opponents of the pro-Soviet regime in Kabul. And on that very day I wrote a note to the president in which I explained to him that in my view aid was going to bring about a Soviet military intervention. Nouvel Observateur: When the Soviets justified their intervention by claiming that they meant to counter a secret intervention by the United States in Afghanistan, no one believed them. However there was some truth in that.... You don't regret anything today? Brzeziński: Regret what? That secret operation was an excellent idea. Its effect was to draw the Russians into the Afghan trap and you want me to regret it? The day the Soviets officially crossed the border I wrote to President Carter roughly the following: "We now have the opportunity to give the USSR its own Vietnam War". [warmonger's unrepentant admission that the U.S. overthrew the government of the People's Democratic Party of Afghanistan and sold it as a Soviet invasion]

The faculty of re-solution is possibly much invigorated by mathematical study, and especially by that highest branch of it which, unjustly, and merely on account of its retrograde operations, has been called, as if par excellence, analysis. Yet to calculate is not in itself to analyse. A chess-player, for example, does the one without effort at the other. It follows that the game of chess, in its effects upon mental character, is greatly misunderstood. I am not now writing a treatise, but simply prefacing a somewhat peculiar narrative by observations very much at random; I will, therefore, take occasion to assert that the higher powers of the reflective intellect are more decidedly and more usefully tasked by the unostentatious game of draughts than by a the elaborate frivolity of chess. In this latter, where the pieces have different and bizarre motions, with various and variable values, what is only complex is mistaken (a not unusual error) for what is profound. The attention is here called powerfully into play. If it flag for an instant, an oversight is committed resulting in injury or defeat. The possible moves being not only manifold but involute, the chances of such oversights are multiplied; and in nine cases out of ten it is the more concentrative rather than the more acute player who conquers. In draughts, on the contrary, where the moves are unique and have but little variation, the probabilities of inadvertence are diminished, and the mere attention being left comparatively unemployed, what advantages are obtained by either party are obtained by superior acumen. To be less abstract, let us suppose a game of draughts where the pieces are reduced to four kings, and where, of course, no oversight is to be expected. It is obvious that here the victory can be decided (the players being at all equal) only by some recherché movement, the result of some strong exertion of the intellect. Deprived of ordinary resources, the analyst throws himself into the spirit of his opponent, identifies himself therewith, and not unfrequently sees thus, at a glance, the sole methods (sometime indeed absurdly simple ones) by which he may seduce into error or hurry into miscalculation.

When a CEO looks around her staff meeting, a good rule of thumb is that at least 50 percent of the people at the table should be experts in the company’s products and services and responsible for product development. This will help ensure that the leadership team maintains focus on product excellence. Operational components like finance, sales, and legal are obviously critical to a company’s success, but they should not dominate the conversation.

I’m not saying that they don’t have political and other challenges that lead to disagreements, including some brutal fights over what should be done, because they do (in private). What I am saying is that the Chinese have much longer-term and historically based perspectives and planning horizons, which they break down into shorter-term plans and ways of operating, and they have done an excellent job of achieving what they have set out to do by following this approach.

Their faith may be described as childlike, but the end it serves is often sinister. It may, indeed, “keep them happy”—a phrase carrying the inescapable inference that the way of life imposed on Negroes makes them quite actively unhappy—but also, and much more significantly, religion operates here as a complete and exquisite fantasy revenge: white people own the earth and commit all manner of abomination and injustice on it; the bad will be punished and the good rewarded, for God is not sleeping, the judgment is not far off. It does not require a spectacular degree of perception to realize that bitterness is here neither dead nor sleeping, and that the white man, believing what he wishes to believe, has misread the symbols. Quite often the Negro preacher descends to levels less abstract and leaves no doubt as to what is on his mind: the pressure of life in Harlem, the conduct of the Italian-Ethiopian war, racial injustice during the recent war, and the terrible possibility of yet another very soon. All these topics provide excellent springboards for sermons thinly coated with spirituality but designed mainly to illustrate the injustice of the white American and

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Software tends to be either so powerful that its wealth of features is buried to all but the most intrepid explorers (think Excel) or so specific that it sacrifices features for increased usability, essentially doing few things very well (think mobile apps). In both cases, they force you to operate within a framework of their choosing. This is the main challenge with many productivity systems: They struggle to address the limitless variability and evolutionary nature of our individual needs. Notebooks, in contrast, are beholden to their authors. Their function is limited only by the imagination of their owner.

I. IDEAS A. The Death Instinct and the Life Instinct: The Death Instinct: separation, individuality, Avant-Garde par excellence; to follow one’s own path—do your own thing; dynamic change. The Life Instinct: unification; the eternal return; the perpetuation and MAINTENANCE of the species; survival systems and operations, equilibrium.26 The life force is concerned with cyclicality, care, and regeneration; the death force sounds to me a lot like “disrupt.” Obviously, some amount of both is necessary, but one is routinely valorized, not to mention masculinized, while the other goes unrecognized because it has no part in “progress.

Good faith, this same young sober-blooded boy doth not love me; nor a man cannot make him laugh—but that's no marvel; he drinks no wine. There's never none of these demure boys come to any proof; for thin drink doth so over-cool their blood, and making many fish-meals, that they fall into a kind of male green-sickness; and then, when they marry, they get wenches. They are generally fools and cowards-which some of us should be too, but for inflammation. A good sherris-sack hath a two-fold operation in it. It ascends me into the brain; dries me there all the foolish and dull and crudy vapours which environ it; makes it apprehensive, quick, forgetive, full of nimble, fiery, and delectable shapes; which delivered o'er to the voice, the tongue, which is the birth, becomes excellent wit. The second property of your excellent sherris is the warming of the blood; which before, cold and settled, left the liver white and pale, which is the badge of pusillanimity and cowardice; but the sherris warms it, and makes it course from the inwards to the parts extremes. It illumineth the face, which, as a beacon, gives warning to all the rest of this little kingdom, man, to arm; and then the vital commoners and inland petty spirits muster me all to their captain, the heart, who, great and puff'd up with this retinue, doth any deed of courage—and this valour comes of sherris. So that skill in the weapon is nothing without sack, for that sets it a-work; and learning, a mere hoard of gold kept by a devil till sack commences it and sets it in act and use. Hereof comes it that Prince Harry is valiant; for the cold blood he did naturally inherit of his father, he hath, like lean, sterile, and bare land, manured, husbanded, and till'd, with excellent endeavour of drinking good and good store of fertile sherris, that he is become very hot and valiant. If I had a thousand sons, the first humane principle I would teach them should be to forswear thin potations and to addict themselves to sack.

Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company. The architecture might include the organizational design, meetings, processes, email, yammer, and even one-on-one meetings with managers and employees. Absent a well-designed communication architecture, information and ideas will stagnate, and your company will degenerate into a bad place to work. While it is quite possible to design a great communication architecture without one-on-one meetings, in most cases one-on-ones provide an excellent mechanism for information and ideas to flow up the organization and should be part of your design.

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One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

Brute spent almost as much time with frontline units as he did at Shepherd’s command post. For his role in the invasion, he would receive the Legion of Merit, the citation for which praises him for bringing the division to “a state of complete readiness” and for providing Shepherd with advice “of immeasurable value, being always sound, and based upon comprehensive and excellent tactical judgment and a consistently complete grasp of the situation.” It also notes that to better acquaint himself with fluid battlefield conditions, Krulak frequently was on the front lines, where he exposed himself to enemy artillery and small-arms fire, and that his coordination of subordinate units “contributed materially to the success of this difficult operation.

The safe answer is also close to my own operational answer throughout the rest of the book, as I use eminence to characterize people and importance to characterize events; words with meanings that overlap with fame. But if fame were at the core of what I really meant, the exercise would not be worth my time to conduct nor yours to read. Who cares who the most famous artists are, if their fame signifies nothing more substantive than celebrity? Let it be understood from the outset that I do not consider eminence and importance to be slightly glorified measures of fame, but more than that. They are reflections of excellence in human accomplishment. The Sistine Chapel keeps popping up because it is home to one of the greatest works of art ever to come from a human hand and mind.

Because ease of use is the purpose, this ratio of function to conceptual complexity is the ultimate test of system design. Neither function alone nor simplicity alone defines a good design. This point is widely misunderstood. Operating System/360 is hailed by its builders as the finest ever built, because it indisputably has the most function. Function, and not simplicity, has always been the measure of excellence for its designers. On the other hand, the Time-Sharing System for the PDP-10 is hailed by its builders as the finest, because of its simplicity and the spareness of its concepts. By any measure, however, its function is not even in the same class as that of OS/360. As soon as ease of use is held up as the criterion, each of these is seen to be unbalanced, reaching for only half of the true goal.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

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Lazlo Bock, senior vice president of people operations at Google, made the following comments in an interview published by the New York Times in June 2013: “One of the things we’ve seen from all our data crunching is that G.P.A.’s (grade point averages) are worthless as a criteria for hiring, and test scores are worthless. Google famously used to ask everyone for a transcript and G.P.A.’s and test scores, but we don’t anymore…. We found that they don’t predict anything. What’s interesting is the proportion of people without any college education at Google has increased over time as well. So we have teams where you have 14 percent of the team made up of people who’ve never gone to college.” Doing well in college—earning high test scores and grades—has no measurable correlation with becoming an effective worker or manager.  This is incontrovertible evidence that the entire Higher Education system is detached from the real economy: excelling in higher education has little discernible correlation to real-world skills or performance.

We aren’t simply looking at a demographically induced economic breakdown; we are looking at the end of a half millennium of economic history. At present, I see only two preexisting economic models that might work for the world we’re (d)evolving into. Both are very old-school: The first is plain ol’ imperialism. For this to work, the country in question must have a military, especially one with a powerful navy capable of large-scale amphibious assault. That military ventures forth to conquer territories and peoples, and then exploits said territories and peoples in whatever way it wishes: forcing conquered labor to craft products, stripping conquered territories of resources, treating conquered people as a captive market for its own products, etc. The British Empire at its height excelled at this, but to be honest, so did any other post-Columbus political entity that used the word “empire” in its name. If this sounds like mass slavery with some geographic and legal displacement between master and slave, you’re thinking in the right general direction. The second is something called mercantilism, an economic system in which you heavily restrict the ability of anyone to export anything to your consumer base, but in which you also ram whatever of your production you can down the throats of anyone else. Such ramming is often done with a secondary goal of wrecking local production capacity so the target market is dependent upon you in the long term. The imperial-era French engaged in mercantilism as a matter of course, but so too did any up-and-coming industrial power. The British famously product-dumped on the Germans in the early 1800s, while the Germans did the same to anyone they could reach in the late 1800s. One could argue (fairly easily) that mercantilism was more or less the standard national economic operating policy for China in the 2000s and 2010s (under American strategic cover, no less). In essence, both possible models would be implemented with an eye toward sucking other peoples dry, and transferring the pain of general economic dislocation from the invaders to the invaded. Getting a larger slice of a smaller pie, as it were. Both models might theoretically work in a poorer, more violent, more fractured world—particularly if they are married. But even together, some version of imperialist mercantilism faces a singular, overarching, likely condemning problem: Too many guns, not enough boots.

KOPI LUWAK In Indonesia, Kopi Luwak refers to coffees that are produced by collecting the droppings of civet cats that have eaten coffee cherries. This semi-digested coffee is separated from the faecal matter and then processed and dried. In the last decade it has come to be seen as an amusing novelty, with unattributed claims of its excellent flavours, and it sells for spectacularly high prices. This has caused two main problems. Firstly, the forgery of this coffee is quite commonplace. Several times more is sold than produced, and often low-grade Robusta is being passed off at high prices. Secondly, it has encouraged unscrupulous operators on the islands to trap and cage civet cats, force-feed them with coffee cherries and keep them in terrible conditions. I find Kopi Luwak abhorrent on just about every level. If you are interested in delicious coffee then it is a terrible waste of money. One-quarter of the money you might spend on a bag could instead buy you a stunning coffee from one of the very best producers in the world. I can only regard the practice as abusive and unethical and I believe people should avoid all animal-processed coffees, and not reward this despicable behaviour with their money.

Lovelace defined as an ‘operation’ the control of material and symbolic entities beyond the second-order language of mathematics (like the idea, discussed in chapter 1, of an algorithmic thinking beyond the boundary of computer science). In a visionary way, Lovelace seemed to suggest that mathematics is not the universal theory par excellence but a particular case of the science of operations. Following this insight, she envisioned the capacity of numerical computers qua universal machines to represent and manipulate numerical relations in the most diverse disciplines and generate, among other things, complex musical artefacts: [The Analytical Engine] might act upon other things besides number, were objects found whose mutual fundamental relations could be expressed by those of the abstract science of operations, and which should be also susceptible of adaptations to the action of the operating notation and mechanism of the engine … Supposing, for instance, that the fundamental relations of pitched sounds in the science of harmony and of musical composition were susceptible of such expression and adaptations, the engine might compose elaborate and scientific pieces of music of any degree of complexity or extent.

A postscript on Ryan: Ryan did recover, but he was left permanently blind. His girlfriend Kelly stayed by his side through his recovery, and they soon married. I’m happy to say that we all became good friends. Ryan had an indomitable spirit that infected everyone he met. He used to say that he suspected God had chosen him to be wounded, rather than someone else, because He knew he could bear it. If so, it was an excellent choice, for Ryan inspired many others to deal with their own handicaps as he dealt with his. He went hunting with the help of friends and special devices. His wound inspired the logo Chris would later use for his company; it was a way for Chris to continue honoring him. Ryan and his wife were expecting their first child in 2009 when Ryan went into the hospital for what seemed like a routine operation, part of follow-up treatment for his wounds. Tragically, he ended up dying. I remember looking at his wife at the funeral, so brave yet so devastated, and wondering to myself how we could live in such a cruel world. My enduring vision of Ryan is outside one of the hospitals where he was recovering from an operation. He was in his wheelchair with some of the Team guys. Head bandaged and clearly in pain, he asked to be pointed toward the American flag that flew in the hospital yard; once there, he held his hand up in a long and poignant salute, still a patriot.

Society would have much to gain from decriminalization. On the immediate practical level, we would feel safer in our homes and on our streets and much less concerned about the danger of our cars being burgled. In cities like Vancouver such crimes are often committed for the sake of obtaining drug money. More significantly perhaps, by exorcising this menacing devil of our own creation, we would automatically give up a lot of unnecessary fear. We could all breathe more freely. Many addicts could work at productive jobs if the imperative of seeking illegal drugs did not keep them constantly on the street. It’s interesting to learn that before the War on Drugs mentality took hold in the early twentieth century, a prominent individual such as Dr. William Stewart Halsted, a pioneer of modern surgical practice, was an opiate addict for over forty years. During those decades he did stellar and innovative work at Johns Hopkins University, where he was one of the four founding physicians. He was the first, for example, to insist that members of his surgical team wear rubber gloves — a major advance in eradicating post-operative infections. Throughout his career, however, he never got by with less than 180 milligrams of morphine a day. “On this,” said his colleague, the world-renowned Canadian physician Sir William Osler, “he could do his work comfortably and maintain his excellent vigor.” As noted at the Common Sense for Drug Policy website: Halsted’s story is revealing not only because it shows that with a morphine addiction the proper maintenance dose can be productive. It also illustrates the incredible power of the drug in question. Here was a man with almost unlimited resources — moral, physical, financial, medical — who tried everything he could think of and he was hooked until the day he died. Today we would send a man like that to prison. Instead he became the father of modern surgery.

I have seen and heard of expression of discontent in the public journals at the result of the expedition. I do not know how far this feeling extends in the army. My brother officers have been too kind to report it, and so far the troops have been too generous to exhibit it. It is fair, however, to suppose that it does exist, and success is so necessary to us that nothing should be risked to secure it. I therefore, in all sincerity, request Your Excellency to take measures to supply my place. I do this with the more earnestness because no one is more aware than myself of my inability for the duties of my position. I cannot even accomplish what I myself desire. How can I fulfill the expectations of others? In addition I sensibly feel the growing failure of my bodily strength. I have not yet recovered from the attack I experienced the past spring. I am becoming more and more incapable of exertion, and am thus prevented from making the personal examinations and giving the personal supervision to the operations in the field which I feel to be necessary. I am so dull that in making use of the eyes of others I am frequently misled. Everything, therefore, points to the advantages to be derived from a new commander, and I the more anxiously urge the matter upon Your Excellency from my belief that a younger and abler man than myself can readily be obtained.… I have no complaints to make of anyone but myself. I have received nothing but kindness from those above me, and the most considerate attention from my comrades and companions at arms. To Your Excellency I am specially indebted for uniform kindness and consideration. You have done everything in your power to aid me in the work committed to my charge, without omitting anything to promote the general welfare. I pray that your efforts may at length be crowned with success, and that you may long live to enjoy the thanks of a grateful people. With sentiments of great esteem, I am very respectfully and truly yours, R. E. LEE, General

Once, I was doing a late-night case with one of the neurosurgery attendings, a suboccipital craniectomy for a brain-stem malformation. It’s one of the most elegant surgeries, in perhaps the most difficult part of the body—just getting there is tricky, no matter how experienced you are. But that night, I felt fluid: the instruments were like extensions of my fingers; the skin, muscle, and bone seemed to unzip themselves; and there I was, staring at a yellow, glistening bulge, a mass deep in the brain stem. Suddenly, the attending stopped me. “Paul, what happens if you cut two millimeters deeper right here?” He pointed. Neuroanatomy slides whirred through my head. “Double vision?” “No,” he said. “Locked-in syndrome.” Another two millimeters, and the patient would be completely paralyzed, save for the ability to blink. He didn’t look up from the microscope. “And I know this because the third time I did this operation, that’s exactly what happened.” Neurosurgery requires a commitment to one’s own excellence and a commitment to another’s identity. The decision to operate at all involves an appraisal of one’s own abilities, as well as a deep sense of who the patient is and what she holds dear. Certain brain areas are considered near-inviolable, like the primary motor cortex, damage to which results in paralysis of affected body parts. But the most sacrosanct regions of the cortex are those that control language. Usually located on the left side, they are called Wernicke’s and Broca’s areas; one is for understanding language and the other for producing it. Damage to Broca’s area results in an inability to speak or write, though the patient can easily understand language. Damage to Wernicke’s area results in an inability to understand language; though the patient can still speak, the language she produces is a stream of unconnected words, phrases, and images, a grammar without semantics. If both areas are damaged, the patient becomes an isolate, something central to her humanity stolen forever. After someone suffers a head trauma or a stroke, the destruction of these areas often restrains the surgeon’s impulse to save a life: What kind of life exists without language? When I was a med student,

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The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary ... You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

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This operational excellence is based in part on tools and quality improvement methods

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

When we identify an operational function and then go looking for a warm body to fill that function, we are being shortsighted. We’re treating people as just another category of things.

Sugarcane entailed a variety of operations that favored the diffusion of the fearful yellow fever insect vector. First was the process of forest clearing, which destroyed the natural habitat of the insect-devouring birds that kept mosquito numbers in check. Land clearance thus enabled Aedes aegypti arriving as stowaways to establish the critical mass necessary to survive in the Caribbean. Deforestation led in turn to soil erosion, siltage, flooding, and the formation of marshes along the coasts that were the delight of flying insects. After the forest was cleared, the planting and cultivation of the sugar fields created further opportunities for Aedes aegypti. The mosquito does not require large expanses of water for breeding, preferring the sides of containers for laying its eggs at or slightly above the waterline. Thus, cisterns, water barrels, pots, and broken crockery were ideal. The innumerable clay pots that plantations used for the first stages of refining sugar and extracting molasses were also perfect, and the sweet liquid was an excellent nutrient for newly hatched larvae.

The talent required within the CoE is wide and ranges from business and operations excellence to risk and IT departments. According to McKinsey’s survey, the CoE of top-performing companies includes a large variety of profiles such as delivery managers, data scientists, data engineers, workflow integrators, system architects, developers, and, most critically, translators and business analysts.152 A

They share a distinctive organizational culture that cares deeply about and acts with conviction on a small number of principles. I’m talking about customer obsession rather than competitor obsession, eagerness to invent and pioneer, willingness to fail, the patience to think long-term, and the taking of professional pride in operational excellence. Through that lens, AWS and Amazon retail are very similar indeed. A

Throughout the development of these projects, we adhered to Amazon’s distinctive management practices. Above all, they are examples of Amazonian long-term thinking, customer obsession, willingness to invent, and operational excellence. Throughout, we were stubborn on the vision and flexible on the details.

First, I am thrilled that paramedics are finally getting the respect they deserve for being the professionals they can be. The scope of practice is expanding, and patient care modalities are improving, seemingly by the minute. Patient outcomes are also improving as a result, and EMS is passing through puberty and forging into adulthood. On the other hand, autonomy in the hands of the “lesser-motivated,” can be a very dangerous thing. You know as well as I do that there are still plenty of providers who operate from a subjective, complacent, and downright lazy place. Combined with the ever-expanding autonomy, that provider just became more dangerous than he or she ever has been – to the patients and to you. Autonomy in patient care places more pressure for excellence on the provider charged with delivering it, and also on the partner and crew members on scene. Since the base hospital is not involved like it once was, they are likewise less responsible for the errors and omissions of the medics on the scene. Now more than ever, crew members are being held to answer for the mistakes and follies of their coworkers; now more than ever, EMS providers are working without a net. What’s next? I predict (and hope) emergency medical Darwinism is going to force some painful and necessary changes. First, increasing autonomy is going to result in the better and best providing superior patient care. More personal ownership of the results is going to manifest in outcomes such as increased cardiac arrest survival rates, faster and more complete stroke recovery, and significantly better outcomes for STEMI patients, all leading to the brass ring: EMS as a profession, not just a job. On the flip side of that coin, you will see consequences for the not-so-good and completely awful providers. There will be higher instances of licensure action, internal discipline, and wash-out. Unfortunately, all those things will stem from generally preventable negative patient outcomes. The danger for the better provider will be in the penumbra; the murky, gray area of time when providers are self-categorizing. Specifically, the better provider who is aware of the dangerously poor provider but does nothing to fix or flush him or her, is almost certain to be caught up in a bad situation caused by sloppy, complacent, or ultimately negligent patient care that should have been corrected or stopped. The answer is as simple as it is difficult. If you are reading this, it is more likely because you are one of the better, more committed, more professional providers. This transition is up to you. You must dig deep and find the strength necessary to face the issue and force the change; you have to demand more from yourself and from those around you. You must have the willingness to help those providers who want it – and respond to those who need it, but don’t want it – with tough love by showing them the door. In the end, EMS will only ever be as good as you make it. If you lay silent through its evolution, you forfeit the right to complain when it crumbles around you.

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

Articulate the core elements of the company’s culture, as Amazon did with long-term thinking, customer obsession, eagerness to invent, and operational excellence. Then build these into every process and discussion. Do not assume that simply stating them and displaying them will have any significant effect.

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I quit and joined him and went on strike,” said Hugh Akston, “because I could not share my profession with men who claim that the qualification of an intellectual consists of denying the existence of the intellect. People would not employ a plumber who’d attempt to prove his professional excellence by asserting that there’s no such thing as plumbing—but, apparently, the same standards of caution are not considered necessary in regard to philosophers. I learned from my own pupil, however, that it was I who made this possible. When thinkers accept those who deny the existence of thinking, as fellow thinkers of a different school of thought—it is they who achieve the destruction of the mind. They grant the enemy’s basic premise, thus granting the sanction of reason to formal dementia. A basic premise is an absolute that permits no co-operation with its antithesis and tolerates no tolerance. In the same manner and for the same reason as a banker may not accept and pass counterfeit money, granting it the sanction, honor and prestige of his bank, just as he may not grant the counterfeiter’s demand for tolerance of a mere difference of opinion—so I may not grant the title of philosopher to Dr. Simon Pritchett or compete with him for the minds of men. Dr. Pritchett has nothing to deposit to the account of philosophy, except his declared intention to destroy it. He seeks to cash in—by means of denying it—on the power of reason among men. He seeks to stamp the mint-mark of reason upon the plans of his looting masters. He seeks to use the prestige of philosophy to purchase the enslavement of thought. But that prestige is an account which can exist only so long as I am there to sign the checks. Let him do it without me. Let him—and those who entrust to him their children’s minds—have exactly that which they demand: a world of intellectuals without intellect and of thinkers who proclaim that they cannot think. I am conceding it. I am complying. And when they see the absolute reality of their non-absolute world, I will not be there and it will not be I who will pay the price of their contradictions.

You can do as much leadership development programmes, seminars or workshops, if you don't like people, if you don't love your team, you will not enjoy being leader. Leading is about people and their wellbeing the first foundation to the organisations wellbeing.

Above all, leaders are talent coordinators. Find the talent, foster talent and fit the individual talent to create a dynamic team

As Lean Startups grow, they can use adaptive techniques to develop more complex processes without giving up their core advantage: speed through the Build-Measure-Learn feedback loop. In fact, one of the primary benefits of using techniques that are derived from lean manufacturing is that Lean Startups, when they grow up, are well positioned to develop operational excellence based on lean principles. They already know how to operate with discipline, develop processes that are tailor-made to their situation, and use lean techniques such as the Five Whys and small batches. As a successful startup makes the transition to an established company, it will be well poised to develop the kind of culture of disciplined execution that characterizes the world’s best firms, such as Toyota

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Risk culture is the area where the Board’s engagement is key. It is good practice to develop a set of questions that a Board should be constantly asking itself, to prompt good risk conversations. These may include, for example, how it perceives the tone it is setting from the top; whether decisions are taken within the stated risk appetite; and what mechanisms are in place to ensure that new joiners absorb the desired values of the firm.

Few have cared to appreciate that the job of a switchboard operator demanded a high level of communication skills and an exceptional grip over the English language, besides decent telephone manners. This is a major reason why switchboard operating was one of the first careers completely dominated by women. Yet, the lady telephone operator has been parodied, often in bad taste, in the media, in films and on television soaps. One important reason why women were preferred is because they talked in soft tones, sometimes in whispers and had excellent telephone manners. This has been a trait injected into the female of the species almost from the time she learns how to speak. Imposing silence on women is one of the most invisible forms of violence perpetrated on girls and women across the world.

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idea 22: Customer expectations are rising across all sectors and experiences. Delivering to those expectations and competing in the digital era are enabled by operational excellence. Digital experiences and the Internet of Things (IoT) offer opportunities to enhance your operational excellence programs.

Robert S. Kaplan said, “Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

If you value high performamce, you must highly value people.

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The role of school administrators extends beyond managing operations; they are advocates for student success and champions of educational excellence.

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The behavioral level in human beings is especially valuable for well-learned, routine operations. This is where the skilled performer excels.