Presenting Team Quotes

Q: You'er presented with a smooth-faced, eight-foot-high wooden wall. Your objective? Get over it. To, like, save comrades or something. How to accomplish this? A: Take a running start, brace one foot against the wall, throw one hand to the top, try to hang on long enough for a comrade to either grab your hand at the top or for another comrade to push your butt up from below. It takes team work! BKA (bird kid answer): Or you could just, like, fly over it.

From the onset of polio in 1921 until his death, Franklin, his family, his inner circle of advisers, and teams of physicians assiduously disguised the state of his health, promoting the fantasy of a robust leader who was always in excel- lent physical condition for a man his age. Severe heart disease was not admit- ted until twenty-five years after his death, and then only as part of a new and larger cover-up to conceal other severe medical problems. These deceptions still dominate the present-day narrative of Franklin’s health, especially so in his later years.

Whoever is present in your spring would more than likely have respected your winter.

With Levi present, his team tends to agree to my suggestions more quickly—a phenomenon known as Sausage Referencing™. Well, to Annie and me, at least. In Cockcluster™ or WurstFest™ situations, having a man vouch for you will help you be taken seriously—the better-regarded the man, the higher his Sausage Referencing™ power.

Something that’s bothered me for a while now is the current profligacy in YA culture of Team Boy 1 vs Team Boy 2 fangirling. [...] Despite the fact that I have no objection to shipping, this particular species of team-choosing troubled me, though I had difficulty understanding why. Then I saw it applied to Suzanne Collins’s The Hunger Games trilogy – Team Peeta vs Team Gale – and all of a sudden it hit me that anyone who thought romance and love-triangles were the main event in that series had utterly missed the point. Sure, those elements are present in the story, but they aren’t anywhere near being the bones of it, because The Hunger Games, more than anything else, is about war, survival, politics, propaganda and power. Seeing such a strong, raw narrative reduced to a single vapid argument – which boy is cuter? – made me physically angry. So, look. People read different books for different reasons. The thing I love about a story are not necessarily the things you love, and vice versa. But riddle me this: are the readers of these series really so excited, so thrilled by the prospect of choosing! between! two! different! boys! that they have to boil entire narratives down to a binary equation based on male physical perfection and, if we’re very lucky, chivalrous behaviour? While feminism most certainly champions the right of women to chose their own partners, it also supports them to choose things besides men, or to postpone the question of partnership in favour of other pursuits – knowledge, for instance. Adventure. Careers. Wild dancing. Fun. Friendship. Travel. Glorious mayhem. And while, as a woman now happily entering her fourth year of marriage, I’d be the last person on Earth to suggest that male companionship is inimical to any of those things, what’s starting to bother me is the comparative dearth of YA stories which aren’t, in some way, shape or form, focussed on Girls Getting Boyfriends, and particularly Hot Immortal Or Magical Boyfriends Whom They Will Love For All Eternity. Blog post: Love Team Freezer

As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be present when your customers and team mebers most need you. And should you feel your enegery lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear - and make their day.

Civilization, as a process, is indistinguishable from diminishing time-preference (or declining concern for the present in comparison to the future). Democracy, which both in theory and evident historical fact accentuates time-preference to the point of convulsive feeding-frenzy, is thus as close to a precise negation of civilization as anything could be, short of instantaneous social collapse into murderous barbarism or zombie apocalypse (which it eventually leads to). As the democratic virus burns through society, painstakingly accumulated habits and attitudes of forward-thinking, prudential, human and industrial investment, are replaced by a sterile, orgiastic consumerism, financial incontinence, and a ‘reality television’ political circus. Tomorrow might belong to the other team, so it’s best to eat it all now.

I would not choose to live in any age but my own; advances in medicine alone, and the consequent survival of children with access to these benefits, should preclude any temptation to trade for the past. But we cannot understand history if we saddle the past with pejorative categories based on our bad habits for dividing continua into compartments of increasing worth towards the present. These errors apply to the vast paleontological history of life, as much as to the temporally trivial chronicle of human beings. I cringe every time I read that this failed business, or that defeated team, has become a dinosaur is succumbing to progress. Dinosaur should be a term of praise, not opprobrium. Dinosaurs reigned for more than 100 million years and died through no fault of their own; Homo sapiens is nowhere near a million years old, and has limited prospects, entirely self-imposed, for extended geological longevity.

The U.S. Navy SEAL Teams were at the forefront of this leadership transformation, emerging from the triumphs and tragedies of war with a crystallized understanding of what it takes to succeed in the most challenging environments that combat presents.

Every successful start-up is built on four pillars. Team, Idea, Passion & Presentations

The different shades of colours present cultural diversity.

Any software project must have a technical leader, who is responsible for all technical decisions made by the team and have enough authority to make them. Responsibility and authority are two mandatory components that must be present in order to make it possible to call such a person an architect.

Shortly before she left for New York, she received an unwelcome present from South Carolina—a painting depicting Lincoln “with a rope around his neck, his feet chained and his body adorned with tar and feathers.

Inspired in part by Steinhardt, Nygren conducts a “devil’s advocate review” before buying any stock. One analyst on his team presents the bullish case. Another is tasked with “putting together the strongest bearish case.… By better understanding what we’re betting against, we’re more likely to make the right decision.

I get naming your sports team gators, but ducks? Ducks are toothless, and they fight like pillows—all feathers and no punch—so what’s the point of them as your mascot, trying to make your opponent go to sleep on you?

The only purpose of starting is to finish, and while the projects we do are never really finished, they must ship. Shipping means hitting the publish button on your blog, showing a presentation to the sales team, answering the phone, selling the muffins, sending out your references. Shipping is the collision between your work and the outside world.

While Elizabeth was fast to catch on to engineering concepts, Sunny was often out of his depth during engineering discussions. To hide it, he had a habit of repeating technical terms he heard others using. During a meeting with Arnav’s team, he latched onto the term “end effector,” which signifies the claws at the end of a robotic arm. Except Sunny didn’t hear “end effector,” he heard “endofactor.” For the rest of the meeting, he kept referring to the fictional endofactors. At their next meeting with Sunny two weeks later, Arnav’s team brought a PowerPoint presentation titled “Endofactors Update.” As Arnav flashed it on a screen with a projector, the five members of his team stole furtive glances at one another, nervous that Sunny might become wise to the prank. But he didn’t bat an eye and the meeting proceeded without incident. After he left the room, they burst out laughing.

In early 2002, as part of a new personal ritual, he took time after the holidays to think and read. (In this respect, Microsoft’s Bill Gates, who also took such annual think weeks, served as a positive example.) Returning to the company after a few weeks, Bezos presented his next big idea to the S Team in the basement of his Medina, Washington, home. The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems.

She gasps, tipping her chin back, studying me. What I’m not seeing is a get the fuck off me right now red light and it’s impossible to ask me to wait a second longer to taste her, not with the hollow rush of blood through my ears. “Have to kiss you, Bexley.” Another little sexy gasp and her pupils blow out to pure black. And then like it’s the biggest imposition to her, she huffs, chewing her lip again and presents her mouth. “Fine, get it over with.” Another time I will joke about how she’s taking one for the team or something equally lame like that, but I’m a frantic man and I’ve just been given the keys to heaven again. No way am I pumping the breaks on my lust to say some damn joke. My lips take hers; I try to go gentle, I really do, but there’s something so drugging about Bexley that pulls me in. Almost like she has full control over my body, because the kiss becomes feral in seconds.

Color blindness has become a powerful weapon against progress for people of color, but as a denial mindset, it doesn’t do white people any favors, either. A person who avoids the realities of racism doesn’t build the crucial muscles for navigating cross-cultural tensions or recovering with grace from missteps. That person is less likely to listen deeply to unexpected ideas expressed by people from other cultures or to do the research on her own to learn about her blind spots. When that person then faces the inevitable uncomfortable racial reality—an offended co-worker, a presentation about racial disparity at a PTA meeting, her inadvertent use of a stereotype—she’s caught flat-footed. Denial leaves people ill-prepared to function or thrive in a diverse society. It makes people less effective at collaborating with colleagues, coaching kids’ sports teams, advocating for their neighborhoods, even chatting with acquaintances at social events.

To me, the simplest gift that a husband or a wife can do for their partner is to remind them of their precious visions, goals and dreams. What a gift that is to have a voice of reason right in your corner when you sometimes need a little nudge to get back on track. To have a team player to cheer you on and to support your efforts is indeed a massive present from the universe. Whomever has such a gift should surely treasure and protect it for all its worth. It's worth is invaluable to the world.

I had no idea that the Scottish so loathed the English that their favorite team in the world is whichever one is presently playing England.

Your information can be summarized by one big idea. You actually present the big idea. You organize everything under one main message.

Engagement is on task behaviour, Engagement gets the job done. Presence is an emotional behaviour, Presence is the seed for excellence. Don't just engage in your work, be present too.

During a meeting with Arnav’s team, he latched onto the term “end effector,” which signifies the claws at the end of a robotic arm. Except Sunny didn’t hear “end effector,” he heard “endofactor.” For the rest of the meeting, he kept referring to the fictional endofactors. At their next meeting with Sunny two weeks later, Arnav’s team brought a PowerPoint presentation titled “Endofactors Update.

This year, I had decided to get a job. The highest-paying student job, Dorm Crew, was presented as a fun team-building experience, except that instead of going to the wilderness, you cleaned other kids’ bathrooms.

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

She glanced up with a cheerful grin. “We’ll be like a Rounders team.” Annabelle regarded her skeptically. “You’re referring to the game in which gentlemen take turns whacking a leather ball with a flat-sided bat?” “Not only gentlemen,” Lillian replied. “In New York, ladies may play also, as long as they don’t forget themselves in the excitement.” Daisy smiled slyly. “Such as the time Lillian became so incensed by a bad call that she pulled a sanctuary post out of the ground.” “It was already loose,” Lillian protested. “A loose post could have presented a danger to one of the runners.” “Particularly while you were hurling it at them,” Daisy said, meeting her older sister’s frown with a sweet smirk.

In a flash I had a change of heart. Even one precious life was worth saving. Japan was defeated; but the wounded were still alive. The war was over; but the work of our relief team remained. Our country was destroyed; but medical science still existed. Wasn't our work only beginning? Irrespective of the rise and fall of our country, wasn't our main duty to attend to the life and death of each single person? the very basis of the Red Cross was to attend to the wounded, be they friend or foe. Precisely because we Japanese had treated human life so simply and so carelessly--precisely for this reason we were reduced to our present miserable plight. Respect for the life of every person--this must be the foundation stone on which we would built a new society. Our people had been told that they must suffer these terrible wounds to win the war; but in fact they had suffered in order to lose. Now they were thrown into the most pitiable and desperate situation. And there was no one to console them, no one to help them except us. We must stand and come to their aid. I stood there unsteadily on my tottering legs. And then the whole group stood up beside me. Our courage came back. The determination to continue our work gave us strength and joy.

He could tell when the bullying, the relentless sarcasm, the constant, all-encompassing vigilance had become too exhausting. When one of his people was fed up with staying awake at night anticipating his likes and dislikes, was sick of charting his mood swings, was tired of feeling demeaned and beaten down after being asked, for instance, to clean out the grease trap, was ready to burst into tears and quit, then suddenly Bigfoot would appear with court side seats for a play-off game, a restaurant warm-up jacket (given out only to Most Honored Veterans), or a present for the wife or girlfriend — something thoughtful like a Movado watch. He always waited until the last possible second, when you were ready to shave your head, climb a tower and start gunning down strangers, when you were ready to strip off your clothes and run barking into the street, to scream to the world that you'd never never never again work for that manipulative, Machiavellian psychopath. And he'd get you back on the team, often with a gesture as simple and inexpensive as a baseball cap or a T-shirt. The timing was what did it, that he knew. He knew just when to apply that well-timed pat on the back, the strangled and difficult-for-him 'Thank you for your good work' appreciation of your labors.

Leadership involves moving a system from where it is now to some other, better place. It means that one often is at the margins of what people presently like and want, working close to the edge of what is acceptable rather than at the center of the collective consensus.

Au contraire, he's the person you wanted to be. One who was less arrogant, and undisciplined as a youth. One who was less like me. The Jean-Luc Picard you wanted to be, the one who did not fight the Nausicaan, had quite a different career from the one you remember. That Picard never had a brush with death, never came face to face with his own mortality, never realised how fragile life is or how important each moment must be. So his life never came into focus. He drifted for much of his career, with no plan or agenda, going from one assignment to the next, never seizing the opportunities that presented themselves. He never lead the away team on Milika Three to save the ambassador, or take charge of the Stargazer's Bridge when its Captain was killed. And no one ever offered him a command. He learned to play it safe. And he never, ever got noticed by anyone.

What’s the difference? Happiness involves a victory for the self, an expansion of self. Happiness comes as we move toward our goals, when things go our way. You get a big promotion. You graduate from college. Your team wins the Super Bowl. You have a delicious meal. Happiness often has to do with some success, some new ability, or some heightened sensual pleasure. Joy tends to involve some transcendence of self. It’s when the skin barrier between you and some other person or entity fades away and you feel fused together. Joy is present when mother and baby are gazing adoringly into each other’s eyes, when a hiker is overwhelmed by beauty in the woods and feels at one with nature, when a gaggle of friends are dancing deliriously in unison. Joy often involves self-forgetting. Happiness is what we aim for on the first mountain. Joy is a by-product of living on the second mountain.

One team even managed to present a pattern of light to fetuses through the wall of the uterus.21 Surprisingly, the researchers showed that three dots arranged in the shape of a face () attracted the fetus more than three dots arranged in the shape of a pyramid (). Face recognition seems to start in utero!

The Pilot had teams scouring the fields and meadows near the city of Camas, with instructions not to pull up everything so that the flowers can grow back in case we'll need them again. I wonder if they'll be able to resist. It's not exactly easy to save things for the future when the present is so uncertain.

I noticed a bumper sticker that said, simply, "gravity works." yes it does. Rock climbers know this and plan for it. So do agile coaches. I use this metaphor to illustrate that, in our physical environment, somethings are simply taken as a given. Constant. Always present. Undeniable. So, too, in our work environment.

teams of phrenologists were sent to Indian country. Using the theory and practice of craniometry developed by Samuel George Morton (which determined “scientifically” that Caucasians had the largest brain capacity—1,426 cubic centimeters versus a paltry 1,344 for American Indians and 1,278 for blacks), the phrenologists set about measuring skulls,

And what about this. When we’re thrust into it, we anxious folk can often deal with the present really rather well. It’s worth remembering this. As real, present-moment disasters occur, we invariably cope, and often better than others. The day after no sleep, I get on with things. At funerals, or when I’ve fallen off my bike, or the time I had to attend to my grandmother when she stopped breathing, or whenever a major work disaster plays out leaving my team in a panic, I’m a picture of calm. Dad used to call me “the tower of strength” in such moments. I also don’t tend to have a lot of bog-standard fear (as opposed to anxiety). In fact, I relish real, present-moment fear and actively seek it out.

Take it all, all of it!" Greg cried out. "These things here...I've been making them better, fixing them. It doesn't matter...they don't matter. I've been here before." He paused to try to collect himself. "It's my past, my present...these things--" He lifted a hand out to the objects around him. "These things are me." Now whispering, "Can't you see me?

At present there are only two land-based cranes in the world that could lift weights of this magnitude. At the very frontiers of construction technology, these are both vast, industrialized machines, with booms reaching more than 220 feet into the air, which require on-board counterweights of 160 tons to prevent them from tipping over. The preparation-time for a single lift is around six weeks and calls for the skills of specialized teams of up to 20 men.13 In other words, modern builders with all the advantages of high-tech engineering at their disposal, can barely hoist weights of 200 tons. Was it not, therefore, somewhat surprising that the builders at Giza had hoisted such weights on an almost routine basis?

What’s the best way to manage rock stars, the people whom you can count on to deliver great results year after year? You need to recognize them to keep them happy. For too many bosses, “recognition” means “promotion.” But in most cases, this is a big mistake. Promotion often puts these people in roles they are not as well-suited for or don’t want. The key is to recognize their contribution in other ways. It may be a bonus or a raise. Or, if they like public speaking, get them to present at your all-hands meetings or other big events. If they like teaching, get them to help new people learn their roles faster. Or if they are shy, make sure that you and others on the team thank them privately for the work they do.

After the Macintosh team returned to Bandley 3 that afternoon, a truck pulled into the parking lot and Jobs had them all gather next to it. Inside were a hundred new Macintosh computers, each personalized with a plaque. “Steve presented them one at a time to each team member, with a handshake and a smile, as the rest of us stood around cheering,” Hertzfeld recalled.

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

The first thing she did when she became management was get rid of unnecessary company dinners, retreats, and workshops. She guaranteed maternity and paternity leave. She said she’d never forget how proud she felt when she presented a bouquet of flowers as a welcome-back present to one of her team members, who returned from a year-long maternity leave for the first time in the company’s history.

Italy still has a provincial sophistication that comes from its long history as a collection of city states. That, combined with a hot climate, means that the Italians occupy their streets and squares with much greater ease than the English. The resultant street life is very rich, even in small towns like Arezzo and Gaiole, fertile ground for the peeping Tom aspect of an actor’s preparation. I took many trips to Siena, and was struck by its beauty, but also by the beauty of the Siennese themselves. They are dark, fierce, and aristocratic, very different to the much paler Venetians or Florentines. They have always looked like this, as the paintings of their ancestors testify. I observed the groups of young people, the lounging grace with which they wore their clothes, their sense of always being on show. I walked the streets, they paraded them. It did not matter that I do not speak a word of Italian; I made up stories about them, and took surreptitious photographs. I was in Siena on the final day of the Palio, a lengthy festival ending in a horse race around the main square. Each district is represented by a horse and jockey and a pair of flag-bearers. The day is spent by teams of supporters with drums, banners, and ceremonial horse and rider processing round the town singing a strange chanting song. Outside the Cathedral, watched from a high window by a smiling Cardinal and a group of nuns, with a huge crowd in the Cathedral Square itself, the supporters passed, and to drum rolls the two flag-bearers hurled their flags high into the air and caught them, the crowd roaring in approval. The winner of the extremely dangerous horse race is presented with a palio, a standard bearing the effigy of the Virgin. In the last few years the jockeys have had to be professional by law, as when they were amateurs, corruption and bribery were rife. The teams wear a curious fancy dress encompassing styles from the twelfth to the eighteenth centuries. They are followed by gangs of young men, supporters, who create an atmosphere or intense rivalry and barely suppressed violence as they run through the narrow streets in the heat of the day. It was perfect. I took many more photographs. At the farmhouse that evening, after far too much Chianti, I and my friends played a bizarre game. In the dark, some of us moved lighted candles from one room to another, whilst others watched the effect of the light on faces and on the rooms from outside. It was like a strange living film of the paintings we had seen. Maybe Derek Jarman was spying on us.

Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd. The process is about finishing. Finishing games. Finishing workouts. Finishing film sessions. Finishing drives. Finishing reps. Finishing plays. Finishing blocks. Finishing the smallest task you have right in front of you and finishing it well. Whether

PATRICK HENRY HIGH SCHOOL  Department of Social Studies   SPECIAL NOTICE to all students Course 410    (elective senior seminar) Advanced Survival, instr. Dr. Matson, 1712-A MWF   1. There will be no class Friday the 14th. 2. Twenty-Four Hour Notice is hereby given of final examination in Solo Survival. Students will present themselves for physical check at 0900 Saturday in the dispensary of Templeton Gate and will start passing through the gate at 1000, using three-minute intervals by lot. 3. TEST CONDITIONS: a) ANY planet, ANY climate, ANY terrain; b) NO rules, ALL weapons, ANY equipment; c) TEAMING IS PERMITTED but teams will not be allowed to pass through the gate in company; d) TEST DURATION is not less than forty-eight hours, not more than ten days. 4. Dr. Matson will be available for advice and consultation until 1700 Friday. 5. Test may be postponed only on recommendation of examining physician, but any student may withdraw from the course without administrative penalty up until 1000 Saturday. 6. Good luck and long life to you all!   (s) B. P. Matson, Sc.D.    Approved: J. R. Roerich, for the Board

They told me they were headed for a planet the name of which I had not heard before, and they talked among themselves, gaily and happily, but in such a way that I did not seem to be left out. From their talk I gained the fact that some form of art was being presented at the festival on this planet. The art form was not alone of music or painting, but was composed of sound and color and emotion and form and other qualities for which there seem to be no words in the language of the Earth, and which I do not entirely recognize, only gaining the very faintest inkling of what they were talking of in this particular regard. I gained the impression of a three-dimensional symphony, although this is not entirely the right expression, which had been composed, not by a single being, but by a team of beings. They talked of the art form enthusiastically and I seemed to understand that it would last for not only several hours, but for days, and that it was an experience rather than a listening or seeing and that the spectators or audience did not merely sit and listen, but could, if they wished, and must, to get the most out of it, be participants.

In full disclosure, this diet—like all other diets—hasn’t been fully proven. The pilot project didn’t include a control group and wasn’t intended as scientific research. We can’t be sure how these outcomes would apply to the general public. But the ideas presented in this book culminate a century of research questioning the calorie balance model of obesity, and represent a fundamentally different way to understand why we gain weight and what we can do about it.7 For those of you with a scientific bent, I’ve included hundreds of supporting studies from many research teams among the references.

The forest reveals what was in the seed. The hen reveals what was in the egg. The storm reveals what was in the clouds. The light reveals what was in the star. The perfume reveals what was in the flower. The honey reveals what was in the bee. The fruit reveals what was in the tree. The rose reveals what was in the thorn. The web reveals what was in the spider. The butterfly reveals what was in the caterpillar. The venom reveals what was in the serpent. The pearl reveals what was in the oyster. The diamond reveals what was in the rock. The flame reveals what was in the spark. The nest reveals what was in the bird. The roar reveals what was in the lion. The leaf reveals what was in the plant. The fire reveals what was in the wood. The droplet reveals what was in the ocean. The rainbow reveals what was in the storm. The ocean reveals what was in the shark. The desert reveals what was in the camel. The sky reveals what was in the eagle. The jungle reveals what was in the elephant. The team reveals what was in the coach. The flock reveals what was in the shepherd. The crew reveals what was in the captain. The army reveals what was in the general. The tower reveals what was in the architect. The sculpture reveals what was in the sculptor. The painting reveals what was in the painter. The symphony reveals what was in the composer. The sensation reveals what was in the body. The tongue reveals what was in the mind. The action reveals what was in the heart. The character reveals what was in the soul. Spring reveals what was in winter. Summer reveals what was in spring. Autumn reveals what was in summer. Summer reveals what was in spring. The past reveals what was in the beginning. The present reveals what was in the past. The future reveals what was in the present. The afterlife reveals what was in the future.

From Mike Markkula he had learned the importance of packaging and presentation. People do judge a book by its cover, so for the box of the Macintosh, Jobs chose a full-color design and kept trying to make it look better. “He got the guys to redo it fifty times,” recalled Alain Rossmann, a member of the Mac team who married Joanna Hoffman. “It was going to be thrown in the trash as soon as the consumer opened it, but he was obsessed by how it looked.” To Rossmann, this showed a lack of balance; money was being spent on expensive packaging while they were trying to save money on the memory chips. But for Jobs, each detail was essential to making the Macintosh amazing.

The U.S. Census Bureau considers mothers the "designated parent," even when both parents are present in the home. When mothers care for their children, it's "parenting," but when fathers care for their children, the government deems it a "child care arrangement." I have even heard a few men say that they are heading home to "babysit" for their children. I have never heard a woman refer to taking care of her own children as "babysitting." A friend of mine ran a team-building exercise during a company retreat where people were asked to fill in their hobbies. Half of the men in the group listed "their children" as hobbies. A hobby? For most mothers, kids are not a hobby. Showering is a hobby.

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

Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.

Seward’s only hope for reelection lay in Weed’s ability to cobble together an antislavery majority from among the various discordant elements in the state legislature. In the weeks before the legislature was set to convene, Weed entertained the members in alphabetical groups, angling for every possible vote, including a few Know Nothings who might put their antislavery principles above their anti-Catholic sentiments. At one of these lavish dinners, the story is told, three or four Know Nothings on a special tour of Weed’s house confronted a portrait of Weed’s good friend New York’s bishop John Hughes. The stratagem would be doomed if the identity of the man in the portrait was known, so they were told that it was George Washington in his Continental robes, presented to Weed’s father by Washington himself!

One of the most closely guarded secrets of advanced capitalist societies involves the possibility—the real possibility—of radically transforming the nature of housework. A substantial portion of the housewife’s domestic tasks can actually be incorporated into the industrial economy. In other words, housework need no longer be considered necessarily and unalterably private in character. Teams of trained and well-paid workers, moving from dwelling to dwelling, engineering technologically advanced cleaning machinery, could swiftly and efficiently accomplish what the present-day housewife does so arduously and primitively. Why the shroud of silence surrounding this potential of radically redefining the nature of domestic labor? Because the capitalist economy is structurally hostile to the industrialization of housework.

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

Achild acquires stuffed animals throughout their life, but the core team is usually in place by the time they’re five. Louise got Red Rabbit, a hard, heavy bunny made of maroon burlap, for her first Easter as a gift from Aunt Honey. Buffalo Jones, an enormous white bison with a collar of soft wispy fur, came back with her dad from a monetary policy conference in Oklahoma. Dumbo, a pale blue hard rubber piggy bank with a detachable head shaped like the star of the Disney movie, had been spotted at Goodwill and Louise claimed him as “mine” when she was three. Hedgie Hoggie, a plush hedgehog Christmas ornament, had been a special present from the checkout girl after Louise fell in love with him in the supermarket checkout line and would strike up a conversation with him every time they visited. But Pupkin was their leader.

CHAPTER THREE IN ONE PAGE Multitrack     1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain.     2. When you consider multiple options simultaneously, you learn the “shape” of the problem.     •  When designers created ads simultaneously, they scored higher on creativity and effectiveness.     3. Multitracking also keeps egos in check—and can actually be faster!     •  When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan.     4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions.     5. Beware “sham options.”     •  Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options.     6. Toggle between the prevention and promotion mindsets.     •  Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes.     •  Companies who used both mindsets performed much better after a recession.     •  Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress.     7. Push for “this AND that” rather than “this OR that.

After almost eighteen months of trying to convince Kiran to dilute her stakes, a large delegation, which included the global head of R&D at Unilever and his team, came to Bengaluru. In the opening meeting, Kiran gave a presentation, and her first slide, memorable to many, declared that there were three types of companies: # Companies which make things happen # Companies which watch things happen # Companies which wonder what happened Biocon India, she said, was the first type of company and Unilever was the third type. That in-your-face presentation left everyone stunned. ‘We didn’t know where to look. There were board members, some senior managers and the head of Hindustan Unilever. Those days we did not have [smart] phones to fiddle with, we just went red in the face,’ recalls Bharadwaj. If egos were bruised, nobody showed it.

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

If the interest of a scientific expositor ought to be measured by the importance of the subject, I shall be applauded for my choice. In fact, there are few questions which touch more closely the very existence of man than that of animated motors—those docile helps whose power or speed he uses at his pleasure, which enjoy to some extent his intimacy, and accompany him in his labors and his pleasures. The species of animal whose coöperation we borrow are numerous, and vary according to latitude and climate. But whether we employ the horse, the ass, the camel, or the reindeer, the same problem is always presented: to get from the animal as much work as possible, sparing him, as far as we can, fatigue and suffering. This identity of standpoint will much simplify my task, as it will enable me to confine the study of animated motors to a single species: I have chosen the horse as the most interesting type. Even with this restriction the subject is still very vast, as all know who are occupied with the different questions connected therewith. In studying the force of traction of the horse, and the best methods of utilizing it, we encounter all the problems connected with teams and the construction of vehicles. But, on a subject which has engaged the attention of humanity for thousands of years, it seems difficult to find anything new to say. If in the employment of the horse we consider its speed and the means of increasing it, the subject does not appear less exhausted. Since the chariot-races, of which Greek and Roman antiquity were passionately fond, to our modern horse-races, men have never ceased to pursue with a lively interest the problem of rapid locomotion. What tests and comparisons have not been made to discover what race has most speed, what other most bottom, what crossings, what training give reason to expect still more speed?

We should not, therefore, be too taken aback when unexpected and upsetting and discouraging things happen to us now. What do they mean? Why, simply that God in His wisdom means to make something of us which we have not attained yet, and is dealing with us accordingly. Perhaps He means to strengthen us in patience, good humour, compassion, humility, or meekness, by giving us some extra practice in exercising these graces under specially difficult conditions. Perhaps He has new lessons in self-denial and self-distrust to teach us. Perhaps He wishes to break us of complacency, or unreality, or undetected forms of pride and conceit. Perhaps His purpose is simply to draw us closer to Himself in conscious communion with Him; for it is often the case, as all the saints know, that fellowship with the Father and the Son is most vivid and sweet, and Christian joy is greatest, when the cross is heaviest…. Or perhaps God is preparing us for forms of service of which at present we have no inkling.

Here are some practical Dataist guidelines for you: ‘You want to know who you really are?’ asks Dataism. ‘Then forget about mountains and museums. Have you had your DNA sequenced? No?! What are you waiting for? Go and do it today. And convince your grandparents, parents and siblings to have their DNA sequenced too – their data is very valuable for you. And have you heard about these wearable biometric devices that measure your blood pressure and heart rate twenty-four hours a day? Good – so buy one of those, put it on and connect it to your smartphone. And while you are shopping, buy a mobile camera and microphone, record everything you do, and put in online. And allow Google and Facebook to read all your emails, monitor all your chats and messages, and keep a record of all your Likes and clicks. If you do all that, then the great algorithms of the Internet-of-All-Things will tell you whom to marry, which career to pursue and whether to start a war.’ But where do these great algorithms come from? This is the mystery of Dataism. Just as according to Christianity we humans cannot understand God and His plan, so Dataism declares that the human brain cannot fathom the new master algorithms. At present, of course, the algorithms are mostly written by human hackers. Yet the really important algorithms – such as the Google search algorithm – are developed by huge teams. Each member understands just one part of the puzzle, and nobody really understands the algorithm as a whole. Moreover, with the rise of machine learning and artificial neural networks, more and more algorithms evolve independently, improving themselves and learning from their own mistakes. They analyse astronomical amounts of data that no human can possibly encompass, and learn to recognise patterns and adopt strategies that escape the human mind. The seed algorithm may initially be developed by humans, but as it grows it follows its own path, going where no human has gone before – and where no human can follow.

the community; injustice would only occur, on Plato’s definition, if there were men in the other classes who were wiser than some of the guardians. That is why Plato provides for promotion and degradation of citizens, although he thinks that the double advantage of birth and education will, in most cases, make the children of guardians superior to the children of others. If there were a more exact science of government, and more certainty of men following its precepts, there would be much to be said for Plato’s system. No one thinks it unjust to put the best men into a football team, although they acquire thereby a great superiority. If football were managed as democratically as the Athenian government, the students to play for their university would be chosen by lot. But in matters of government it is difficult to know who has the most skill, and very far from certain that a politician will use his skill in the public interest rather than in his own or in that of his class or party or creed.

Professor Napier and his colleague Victor Clube, formerly dean of the Astrophysics Department at Oxford University, go so far as to describe the 'unique complex of debris' within the Taurid stream as 'the greatest collision hazard facing the earth at the present time.' Coordination of their findings with those of Allen West, Jim Kennett, and Richard Firestone, as led both teams--the geophysicists and the astronomers--to conclude that it was very likely objects from the then much younger Taurid meteor stream that hit the earth around 12,800 years ago and caused the onset of the Younger Dryas. These objects, orders of magnitude larger than the one that exploded over Tunguska, contained extraterrestrial platinum, and what the evidence from the Greenland ice cores seems to indicate is an epoch of 21 years in which the earth was hit every year, with the bombardments increasing annually in intensity until the fourteenth year, when they peaked and then began to decline before ceasing in the twenty-first year.

[Q]uantum objects present us with a choice of languages, but it’s too easily forgotten that this is precisely what it is: a struggle to formulate the right words, not a description of the reality behind them. Quantum objects are not sometimes particles and sometimes waves, like a football fan changing her team allegiance according to last week’s results. Quantum objects are what they are, and we have no reason to suppose that ‘what they are’ changes in any meaningful way depending on how we try to look at them. Rather, all we can say is that what we measure sometimes looks like what we would expect to see if we were measuring discrete little ball-like entities, while in other experiments it looks like the behaviour expected of waves of the same kind as those of sound travelling in air, or that wrinkle and swell on the sea surface. So the phrase ‘wave–particle duality’ doesn’t really refer to quantum objects at all, but to the interpretation of experiments – which is to say, to our human-scale view of things.

As the other startups do at the end of their presentations, Shen offers to the batch the expertise of his team's members: "Kalvin and Randy are developers," he says, and as for himself, he knows how to stay motivated in the face of rejection. "I've gotten rejected thirty days in a row," he says, a reference to his putting himself through "Rejection Therapy," in which one must make unreasonable requests so that one is rejected by a different person, at least once, every single day- inuring one to the pain of rejection. (One example of Shen's first bid to be rejected: he asked a flight attendant if he could move up to first class for free. In another case, he saw an attractive woman on the train and decided he would ask her for her phone number, and when she would turn him down, he would have fulfilled the day's required quota of rejection. He sat near her, fell into a conversation, and when they got off the train and he asked for her number, she said, "Sure." He categorized this as "Failed Rejection.") "So if you need to get pumped up for your sales calls, talk to me. p121

When a victim does go for help, she is seen as attacking the assailant. These are separate; seeking aid is her primary motive, his fallout is a secondary effect. But we are taught, if you speak, something bad happens to him. You will be blamed for every job he doesn’t get, every game he doesn’t play. His family, friends, community, team, will unleash hell on you, are you sure you want that? We force her to think hard about what this will mean for his life, even though he never considered what his actions would do to her. Inherently the victim is outnumbered. She is the sole object of his sexual aggression, expected to single-handedly undo all of their staunch beliefs, backed by years of amiable stories. They’ll say, We’ve never seen him behave that way, so you must be lying. This sentiment was echoed in Brock’s sister’s statement: The evidence presented during his trial and the conclusions that were made about his character were only from one night of his life, from strangers that didn’t know him: a fraction of a fraction of his existence. Victims are not fractions; we are whole.

[There is] no direct relationship between IQ and economic opportunity. In the supposed interests of fairness and “social justice”, the natural relationship has been all but obliterated. Consider the first necessity of employment, filling out a job application. A generic job application does not ask for information on IQ. If such information is volunteered, this is likely to be interpreted as boastful exaggeration, narcissism, excessive entitlement, exceptionalism [...] and/or a lack of team spirit. None of these interpretations is likely to get you hired. Instead, the application contains questions about job experience and educational background, neither of which necessarily has anything to do with IQ. Universities are in business for profit; they are run like companies, seek as many paying clients as they can get, and therefore routinely accept people with lukewarm IQ’s, especially if they fill a slot in some quota system (in which case they will often be allowed to stay despite substandard performance). Regarding the quotas themselves, these may in fact turn the tables, advantaging members of groups with lower mean IQ’s than other groups [...] sometimes, people with lower IQ’s are expressly advantaged in more ways than one. These days, most decent jobs require a college education. Academia has worked relentlessly to bring this about, as it gains money and power by monopolizing the employment market across the spectrum. Because there is a glut of college-educated applicants for high-paying jobs, there is usually no need for an employer to deviate from general policy and hire an applicant with no degree. What about the civil service? While the civil service was once mostly open to people without college educations, this is no longer the case, and quotas make a very big difference in who gets hired. Back when I was in the New York job market, “minorities” (actually, worldwide majorities) were being spotted 30 (thirty) points on the civil service exam; for example, a Black person with a score as low as 70 was hired ahead of a White person with a score of 100. Obviously, any prior positive correlation between IQ and civil service employment has been reversed. Add to this the fact that many people, including employers, resent or feel threatened by intelligent people [...] and the IQ-parameterized employment function is no longer what it was once cracked up to be. If you doubt it, just look at the people running things these days. They may run a little above average, but you’d better not be expecting to find any Aristotles or Newtons among them. Intelligence has been replaced in the job market with an increasingly poor substitute, possession of a college degree, and given that education has steadily given way to indoctrination and socialization as academic priorities, it would be naive to suppose that this is not dragging down the overall efficiency of society. In short, there are presently many highly intelligent people working very “dumb” jobs, and conversely, many less intelligent people working jobs that would once have been filled by their intellectual superiors. Those sad stories about physics PhD’s flipping burgers at McDonald's are no longer so exceptional. Sorry, folks, but this is not your grandfather’s meritocracy any more.

Fox was the most junior member of a group assigned to the Team Disney Building in Burbank. Her first job was typical grunt work, laying out bathrooms in the executive wing. MICHAEL GRAVES: Bernadette was driving everyone insane. She wanted to know how much time the executives spent in their offices, how often they’d be in meetings, at what time of day, how many people would be in attendance, the ratio of men to women. I picked up the phone and asked her what the hell she was doing. She explained, “I need to know what problems I’m solving with my design.” I told her, “Michael Eisner needs to take a piss, and he doesn’t want everyone watching.” I’d like to say I kept her around because I recognized the talent that would emerge. But really, I liked the sweaters. She knitted me four, and I still have them. My kids keep trying to steal them. My wife wants to give them to Goodwill. But I won’t part with them. The Team Disney Building was repeatedly delayed because of the permitting process. During an all-firm meeting, Fox presented a flowchart on how to game the building department. Graves sent her to Los Angeles to work on-site. MICHAEL GRAVES: I was the only one sad to see her go.

in my name to train young women for global leadership. Wellesley’s twelfth and thirteenth presidents, Diana Chapman Walsh and Kim Bottomly, embraced the idea and, over several years, helped put the pieces together. In January 2010, I traveled to Massachusetts for the inaugural session. The Albright Institute was founded on the belief that a student doesn’t have to major in international relations to have a global mind-set. By giving young women the chance to work in partnership with peers from a variety of disciplines and countries, we encourage them to see differences of perspective as a strength and even as a tool to help solve complex problems. To that end, we provide an intense course of study over a three-week period between the fall and spring semesters, complemented by summer internships. Of the hundreds of Wellesley juniors and seniors who apply annually, forty are selected. In the first two weeks of each session, we offer classes run by professors, former government officials, nonprofit leaders, and businesspeople. During the final seven days, the fellows work in teams to analyze and make recommendations regarding a thorny international problem. At the end, they present their findings, which we pick apart and discuss.

In any case, we should expect that in due time we will be moved into our eternal destiny of creative activity with Jesus and his friends and associates in the “many mansions” of “his Father’s house.” Thus, we should not think of ourselves as destined to be celestial bureaucrats, involved eternally in celestial “administrivia.” That would be only slightly better than being caught in an everlasting church service. No, we should think of our destiny as being absorbed in a tremendously creative team effort, with unimaginably splendid leadership, on an inconceivably vast plane of activity, with ever more comprehensive cycles of productivity and enjoyment. This is the “eye hath not seen, neither ear heard” that lies before us in the prophetic vision (Isa. 64:4). This Is Shalom When Saint Augustine comes to the very end of his book The City of God, he attempts to address the question of “how the saints shall be employed when they are clothed in immortal and spiritual bodies.”15 At first he confesses that he is “at a loss to understand the nature of that employment.” But then he settles upon the word peace to describe it, and develops the idea of peace by reference to the vision of God—utilizing, as we too have done, the rich passage from 1 Corinthians 13. Thus he speaks of our “employment” then as being “the beatific vision.” The eternal blessedness of the city of God is presented as a “perpetual Sabbath.” In words so beautiful that everyone should know them by heart, he says, “There we shall rest and see, see and love, love and praise. This is what shall be in the end without end. For what other end do we propose to ourselves than to attain to the kingdom of which there is no end?” And yet, for all their beauty and goodness, these words do not seem to me to capture the blessed condition of the restoration of all things—of the kingdom come in its utter fullness. Repose, yes. But not as quiescence, passivity, eternal fixity. It is, instead, peace as wholeness, as fullness of function, as the restful but unending creativity involved in a cosmoswide, cooperative pursuit of a created order that continuously approaches but never reaches the limitless goodness and greatness of the triune personality of God, its source. This, surely, is the word of Jesus when he says, “Those who overcome will be welcomed to sit with me on my throne, as I too overcame and sat down with my Father on his throne. Those capable of hearing should listen to what the Spirit is saying to my people” (Rev. 3:21

Barr decided to write a second letter to Congress, which would detail the special counsel’s principal conclusions. He and his team scanned the Mueller report looking for sentences that they could quote in the letter that summarized the special counsel’s findings or reflected the bottom line. They found the report to be a garbled mess and struggled to find something worth quoting. At one point, O’Callaghan homed in on this line: “While this report does not conclude that the President committed a crime, it also does not exonerate him.” “If we don’t include that, people are going to criticize us,” O’Callaghan said. Barr agreed. “You know what, Ed? That’s a good point. Let’s put that in there,” he said. As they finalized the draft of the letter, O’Callaghan called Aaron Zebley, Mueller’s chief of staff. He told Zebley that Barr would be laying out Mueller’s bottom-line conclusions and asked if he would want to read the draft before it was released. Zebley responded no, telling O’Callaghan that they did not need to see it. Zebley was hoping and assuming that Barr’s letter would quote the summaries the team had spent so much time on. But he didn’t say that to O’Callaghan. Yet again, the Mueller team declined an opportunity to weigh in on how their investigation’s findings would be presented to the public.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

In the chaos of sport, as in life, process provides us a way. It says: Okay, you’ve got to do something very difficult. Don’t focus on that. Instead break it down into pieces. Simply do what you need to do right now. And do it well. And then move on to the next thing. Follow the process and not the prize. The road to back-to-back championships is just that, a road. And you travel along a road in steps. Excellence is a matter of steps. Excelling at this one, then that one, and then the one after that. Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd. The process is about finishing. Finishing games. Finishing workouts. Finishing film sessions. Finishing drives. Finishing reps. Finishing plays. Finishing blocks. Finishing the smallest task you have right in front of you and finishing it well. Whether it’s pursuing the pinnacle of success in your field or simply surviving some awful or trying ordeal, the same approach works. Don’t think about the end—think about surviving. Making it from meal to meal, break to break, checkpoint to checkpoint, paycheck to paycheck, one day at a time. And when you really get it right, even the hardest things become manageable. Because the process is relaxing. Under its influence, we needn’t panic. Even mammoth tasks become just a series of component parts.

I am truly happy for people who have depth and can see beyond the present not spiritually now but in terms of process and knowing that anything and everything good must take time. I am truly happy for people who know that you must sow before reaping. I am truly happy for people who know that you must count 1 before 2. I went to an organization today and spent most part of my time there. I watched this organization grow and also recruited for them apart from using the place as set for OMA LIVING SHOW. They were occupying a small space in one of the phase 2 districts in Abuja... Today, they are occupying a big edifice all by themselves and to say I am proud of them is an understatement. I am happy for the team members and staff who did not run away because of SMALL SALARY like most of us will call it. They have been there and growing with the company. They will be called LUCKY for having this job by the same people who carry shoulders up and quote things like; “I KNOW MY WORTH, I can’t work for less than 1 million Naira per second”... They will be called lucky by those who sit and complain about unemployment day in day out while rejecting every job offer on account of the most flimsy and watery reasons... But I will always say it... Nobody is lucky! Some people simply decided to face reality and abide by certain principles. Many authentic beginnings are small... But most don’t know it because they want to make it overnight! But I am happy at the revolution that is happening. This is a good time to embrace process. Start building today.

For a team facing a 12-run deficit, the game is all but over. Almost always. Three times in major league history, though, a club has come from down by a dozen to win. The Chicago White Sox were the first in 1911; fourteen years later, the Philadelphia Athletics duplicated the feat. Then seventy-six years would pass before it happened again. Enter the 2001 Cleveland Indians, battling for their sixth playoff spot in seven years. Hosting the red-hot Seattle Mariners, who would win a major league record 116 games that season, the Tribe found themselves trailing 12–0 after just three innings. In the middle of the seventh, Seattle led 14–2—at which point the Indians began their historic comeback. Scoring three in the seventh, four in the eighth, and five in the ninth, Cleveland forced extra innings. In the bottom of the eleventh, utility man Jolbert Cabrera slapped a broken-bat single to score Kenny Lofton for one of the more remarkable wins in the annals of baseball. On August 6, 2001, not even a 12-run deficit could stop the Cleveland Indians. Those of us who follow Jesus Christ can expect even greater victories. “I am convinced,” the apostle Paul wrote, “that neither death nor life, neither angels nor demons, neither the present nor the future, nor any powers, neither height nor depth, nor anything else in all creation, will be able to separate us from the love of God that is in Christ Jesus our Lord” (Romans 8:38–39). If you’re deep in the hole today, take heart. As God’s child, you’re always still in the game. We have this hope as an anchor for the soul, firm and secure. HEBREWS

Second, most of the officers in this study did not have experience as tactical officers, and the teams they formed had very limited practice time together. It is possible that, with practice and experience, the effects of a threat on the performance of the dumps observed here can be overcome. This is the essence of the habituation findings in the orienting response literature (Sokolov et al., 2002). A SWAT team that regularly practices may be able to overcome the natural tendency to orient on a threat and cover their respective areas, producing exposure times that are consistent with those produced by the slice (many SWAT officers that we have spoken to insist that this is the case); however, we would like to point out that this means conducting training specifically to overcome a natural instinct, and this process is likely to take considerable effort and time. In the case of patrol officers, who are likely to be the first on the scene during an active shooter event, the officers are unlikely to receive the amount of training that is needed to overcome these natural instincts. With these caveats in mind, we think it is clear that the slice is a better style of entry to teach to patrol officers during active shooter training. The structure of the slice does not attempt to overcome the officer’s natural tendencies. It allows these tactically less-experienced officers to deal with the problem in smaller pieces and provides the officers with more time to think through the situation. For these reasons, the specific entries tested in the other studies presented in this book are conducted using a slice style.

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

Dear Mother, . . . We have been putting in our time here at very hard drilling, and are supposed to have learned in six weeks what the ordinary recruit, in times of peace, takes all his two years at. We rise at 5, and work stops in the afternoon at 5. A twelve hours day at one sou a day. I hope to earn higher wages than this in time to come, but I never expect to work harder. The early rising hour is splendid for it gives one the chance to see the most beautiful part of these beautiful autumn days in the South. We march up to a lovely open field on the end of the ridge behind the barracks, walking right into the rising sun. From this panorama, spread about on three sides is incomparably fine—yellow cornfields, vineyards, harvest-fields where the workers and their teams can be seen moving about in tiny figures—poplars, little hamlets and church-towers, and far away to the south the blue line of the Pyrenees, the high peaks capped with snow. It makes one in love with life, it is all so peaceful and beautiful. But Nature to me is not only hills and blue skies and flowers, but the Universe, the totality of things, reality as it most obviously presents itself to us; and in this universe strife and sternness play as big a part as love and tenderness, and cannot be shirked by one whose will it is to rule his life in accordance with the cosmic forces he sees in play about him. I hope you see the thing as I do, and think that I have done well, being without responsibilities and with no one to suffer materially by my decision, in taking upon my shoulders, too, the burden that so much of humanity is suffering under, and, rather than stand ingloriously aside when the opportunity was given me, doing my share for the side that I think right. . . .

The word “justice,” as still used in the law, is more similar to Plato’s conception than it is as used in political speculation. Under the influence of democratic theory, we have come to associate justice with equality, while for Plato it has no such implication. “Justice,” in the sense in which it is almost synonymous with “law”—as when we speak of “courts of justice”—is concerned mainly with property rights, which have nothing to do with equality. The first suggested definition of “justice,” at the beginning of the Republic, is that it consists in paying debts. This definition is soon abandoned as inadequate, but something of it remains at the end. There are several points to be noted about Plato’s definition. First, it makes it possible to have inequalities of power and privilege without injustice. The guardians are to have all the power, because they are the wisest members of the community; injustice would only occur, on Plato’s definition, if there were men in the other classes who were wiser than some of the guardians. That is why Plato provides for promotion and degradation of citizens, although he thinks that the double advantage of birth and education will, in most cases, make the children of guardians superior to the children of others. If there were a more exact science of government, and more certainty of men following its precepts, there would be much to be said for Plato’s system. No one thinks it unjust to put the best men into a football team, although they acquire thereby a great superiority. If football were managed as democratically as the Athenian government, the students to play for their university would be chosen by lot. But in matters of government it is difficult to know who has the most skill, and very far from certain that a politician will use his skill in the public interest rather than in his own or in that of his class or party or creed.

Taking control of the situation There are a great many parents—as I’ve learned by attending endless parent support group meetings— who had the same high hopes for their families as I. If you’re such a parent, then you probably know that it isn’t just the child who can be out of control, but also the parent. Possibly you are also aware that continuous reacting on your part is useless as well as extremely hazardous to your health and well-being. The most ruinous thing you can do is to allow the situation to continue on its present destructive course. Here are some simple steps you can take to deactivate the negativity so rampant in your family dynamics. Please note that it takes courage and determination to carry this off successfully. Cut off all funds to the addict. Holding onto the purse strings with an iron fist will have immediate results, as well as repercussions. (Keep an eye on family valuables. In fact, lock them away.) Cut off all privileges accorded to your addicts— such as use of the family car or having their friends in your house. Carry out all threats you make. The fastest way to lose credibility with addicted children is to become a “softie” at the last minute. Refuse to rescue your addicts when they get into legal jams. Don’t pay their fines or their bail. Get yourself into a support group such as Al-Anon, Nar-Anon, Parents Anonymous, or Tough Love as fast as you can. Attempt to get your addicted kids into rehabs. If they’re underage you can sign them in. Adult admission is done on a voluntary basis, so you may be out of luck. Drugs erase any trace of conscience. Be aware that many of today’s drugged youths will think nothing of injuring or even murdering their parents for money. If you suspect that your child could resort to this level of violence, get in touch with the police. If you’re a single parent there will be one voice, but if you’re married there’ll be two. It’s important to merge those two voices so that a single, clear message reaches the addict. If you can work with your partner as a team to institute these simple steps when dealing with the addict, you’ll have done yourself and your family a great service. If, however, you entertain the notion that you were responsible for your child’s addictions in the first place, chances are you won’t be effective in enforcing these guidelines. That’s what the next chapter is all about. Note 1. Drug abuse and alcoholism are officially listed in The International Classification of Diseases, 4th edition, 9th revision, the World Health Organization’s directory on diseases.

Several teams of German psychologists that have studied the RAT in recent years have come up with remarkable discoveries about cognitive ease. One of the teams raised two questions: Can people feel that a triad of words has a solution before they know what the solution is? How does mood influence performance in this task? To find out, they first made some of their subjects happy and others sad, by asking them to think for several minutes about happy or sad episodes in their lives. Then they presented these subjects with a series of triads, half of them linked (such as dive, light, rocket) and half unlinked (such as dream, ball, book), and instructed them to press one of two keys very quickly to indicate their guess about whether the triad was linked. The time allowed for this guess, 2 seconds, was much too short for the actual solution to come to anyone’s mind. The first surprise is that people’s guesses are much more accurate than they would be by chance. I find this astonishing. A sense of cognitive ease is apparently generated by a very faint signal from the associative machine, which “knows” that the three words are coherent (share an association) long before the association is retrieved. The role of cognitive ease in the judgment was confirmed experimentally by another German team: manipulations that increase cognitive ease (priming, a clear font, pre-exposing words) all increase the tendency to see the words as linked. Another remarkable discovery is the powerful effect of mood on this intuitive performance. The experimenters computed an “intuition index” to measure accuracy. They found that putting the participants in a good mood before the test by having them think happy thoughts more than doubled accuracy. An even more striking result is that unhappy subjects were completely incapable of performing the intuitive task accurately; their guesses were no better than random. Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition. These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors. Here again, as in the mere exposure effect, the connection makes biological sense. A good mood is a signal that things are generally going well, the environment is safe, and it is all right to let one’s guard down. A bad mood indicates that things are not going very well, there may be a threat, and vigilance is required. Cognitive ease is both a cause and a consequence of a pleasant feeling.

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

WHY ADDICTION IS NOT A DISEASE In its present-day form, the disease model of addiction asserts that addiction is a chronic, relapsing brain disease. This disease is evidenced by changes in the brain, especially alterations in the striatum, brought about by the repeated uptake of dopamine in response to drugs and other substances. But it’s also shown by changes in the prefrontal cortex, where regions responsible for cognitive control become partially disconnected from the striatum and sometimes lose a portion of their synapses as the addiction progresses. These are big changes. They can’t be brushed aside. And the disease model is the only coherent model of addiction that actually pays attention to the brain changes reported by hundreds of labs in thousands of scientific articles. It certainly explains the neurobiology of addiction better than the “choice” model and other contenders. It may also have some real clinical utility. It makes sense of the helplessness addicts feel and encourages them to expiate their guilt and shame, by validating their belief that they are unable to get better by themselves. And it seems to account for the incredible persistence of addiction, its proneness to relapse. It even demonstrates why “choice” cannot be the whole answer, because choice is governed by motivation, which is governed by dopamine, and the dopamine system is presumably diseased. Then why should we reject the disease model? The main reason is this: Every experience that is repeated enough times because of its motivational appeal will change the wiring of the striatum (and related regions) while adjusting the flow and uptake of dopamine. Yet we wouldn’t want to call the excitement we feel when visiting Paris, meeting a lover, or cheering for our favourite team a disease. Each rewarding experience builds its own network of synapses in and around the striatum (and OFC), and those networks continue to draw dopamine from its reservoir in the midbrain. That’s true of Paris, romance, football, and heroin. As we anticipate and live through these experiences, each network of synapses is strengthened and refined, so the uptake of dopamine gets more selective as rewards are identified and habits established. Prefrontal control is not usually studied when it comes to travel arrangements and football, but we know from the laboratory and from real life that attractive goals frequently override self-restraint. We know that ego fatigue and now appeal, both natural processes, reduce coordination between prefrontal control systems and the motivational core of the brain (as I’ve called it). So even though addictive habits can be more deeply entrenched than many other habits, there is no clear dividing line between addiction and the repeated pursuit of other attractive goals, either in experience or in brain function. London just doesn’t do it for you anymore. It’s got to be Paris. Good food, sex, music . . . they no longer turn your crank. But cocaine sure does.

A famous British writer is revealed to be the author of an obscure mystery novel. An immigrant is granted asylum when authorities verify he wrote anonymous articles critical of his home country. And a man is convicted of murder when he’s connected to messages painted at the crime scene. The common element in these seemingly disparate cases is “forensic linguistics”—an investigative technique that helps experts determine authorship by identifying quirks in a writer’s style. Advances in computer technology can now parse text with ever-finer accuracy. Consider the recent outing of Harry Potter author J.K. Rowling as the writer of The Cuckoo’s Calling , a crime novel she published under the pen name Robert Galbraith. England’s Sunday Times , responding to an anonymous tip that Rowling was the book’s real author, hired Duquesne University’s Patrick Juola to analyze the text of Cuckoo , using software that he had spent over a decade refining. One of Juola’s tests examined sequences of adjacent words, while another zoomed in on sequences of characters; a third test tallied the most common words, while a fourth examined the author’s preference for long or short words. Juola wound up with a linguistic fingerprint—hard data on the author’s stylistic quirks. He then ran the same tests on four other books: The Casual Vacancy , Rowling’s first post-Harry Potter novel, plus three stylistically similar crime novels by other female writers. Juola concluded that Rowling was the most likely author of The Cuckoo’s Calling , since she was the only one whose writing style showed up as the closest or second-closest match in each of the tests. After consulting an Oxford linguist and receiving a concurring opinion, the newspaper confronted Rowling, who confessed. Juola completed his analysis in about half an hour. By contrast, in the early 1960s, it had taken a team of two statisticians—using what was then a state-of-the-art, high-speed computer at MIT—three years to complete a project to reveal who wrote 12 unsigned Federalist Papers. Robert Leonard, who heads the forensic linguistics program at Hofstra University, has also made a career out of determining authorship. Certified to serve as an expert witness in 13 states, he has presented evidence in cases such as that of Christopher Coleman, who was arrested in 2009 for murdering his family in Waterloo, Illinois. Leonard testified that Coleman’s writing style matched threats spray-painted at his family’s home (photo, left). Coleman was convicted and is serving a life sentence. Since forensic linguists deal in probabilities, not certainties, it is all the more essential to further refine this field of study, experts say. “There have been cases where it was my impression that the evidence on which people were freed or convicted was iffy in one way or another,” says Edward Finegan, president of the International Association of Forensic Linguists. Vanderbilt law professor Edward Cheng, an expert on the reliability of forensic evidence, says that linguistic analysis is best used when only a handful of people could have written a given text. As forensic linguistics continues to make headlines, criminals may realize the importance of choosing their words carefully. And some worry that software also can be used to obscure distinctive written styles. “Anything that you can identify to analyze,” says Juola, “I can identify and try to hide.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Having a talk was another buzzword phrase in our house, one that meant something was wrong. More often than not their talks we're controlled arguments that generally centered on housework (laundry piles still on the dining room table!) or the handling of us girls. Revelations gleaned in a typical talk: Dad didn't like the condescending tone Mom often used with is; Mom didn't like his yelling and its wildly inconst usage; Dad thought she was too quick to punish; Mom didn't like having her discipline edicts questioned in front of us. Initially acrimonious, their talks somehow managed to end like a pregame pep talk: rote promises to be rational in the face of our irrationality, a renewed commitment to present a united front, team play, then hands in the middle: Go, parents on three, ready, break!

CHAPTER THREE IN ONE PAGE Multitrack 1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain. 2. When you consider multiple options simultaneously, you learn the “shape” of the problem. • When designers created ads simultaneously, they scored higher on creativity and effectiveness. 3. Multitracking also keeps egos in check—and can actually be faster! • When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan. 4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions. 5. Beware “sham options.” • Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options. 6. Toggle between the prevention and promotion mindsets. • Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes. • Companies who used both mindsets performed much better after a recession. • Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress. 7. Push for “this AND that” rather than “this OR that.

Across the ancient Roman Empire there were only four chariot teams, each designated by a color. By the fifth century, those had been reduced to two, the Blues and the Greens. At least once a week the gates of the Hippodrome would open, allowing thousands of Constantinople’s citizens to file in. To the left were the seats reserved for aristocrats and governmental officials. The closer that one could sit to the imperial loge, of course, the better. To the right were the sections for the regular citizens. Here, too, there were sharp divisions, first by team supporters and then by social status. And the divisions went deeper than that. The Blues and the Greens were not simply teams, but highly competitive clubs of sports fans, whose activities extended well beyond the games. They were, as historians refer to them, circus factions, and they had a clear organization. The faction leaders sat directly opposite the emperor; they were present for the award ceremonies and, in later centuries, took part in virtually all civic ceremonies inside and outside the Hippodrome. Emperors usually expressed a preference for one faction or the other (usually the Blues), and in later years the favored faction could occasionally provide an emperor with armed support against urban insurrections. It is not true, as one sometimes reads, that the factions were political parties. Instead, they were extremely enthusiastic fan clubs whose members, when unhappy, could become very, very dangerous.

I assembled my carefully selected victims and once they were all present, got Miss Lee to lock the door. By exercising my fabled management skills, I alternately teased, bribed, threatened, called in favours, drowned them in tea, and refused to release them until I got what I wanted. I really can’t understand why some managers find it so difficult to motivate their teams.

Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.

another true Death Valley Days story is presented for your entertainment by the Pacific Coast Borax Company, producers of that famous family of products—20 Mule Team Borax, 20 Mule Team Borax Soap Chips, and Boraxo. Well, Old Ranger, what’s your story about tonight?” Through many changes of format, it remained a hardy perennial, eventually becoming a filmed TV series with Ronald Reagan as host.

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The GCHQ staff were sporty, providing most of the players in the Foreign Office football team that won the Civil Service Football Cup in 1952. This could present some peculiar problems. When local reporters covered matches in Cheltenham, they were told they could name the goal-scorers of the visitors, but not of the local team. Reporting these games tested their copywriting skills to the very limits.

Some of us face the very real threat of losing our livelihoods if we try something new and lose the company some money. Politics also present a constant threat—the fear that others are trying to keep us down so that they may advance their own careers. Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization. But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.

A few years ago, we engaged a team of experts to determine the “secret sauce” that propelled those rare leaders, organizations, and movements to success. They discovered five principles that are consistently present when transformational breakthroughs take place. To spark this sort of change, you must: 1. Make a Big Bet. So many people and organizations are naturally cautious. They look at what seemed to work in the past and try to do more of it, leading to only incremental advances. Every truly history-making transformation has occurred when people have decided to go for revolutionary change. 2. Be bold, take risks. Have the guts to try new, unproven things and the rigor to continue experimenting. Risk taking is not a blind leap off a cliff but a lengthy process of trial and error. And it doesn’t end with the launch of a product or the start of a movement. You need to be willing to risk the next big idea, even if it means upsetting your own status quo. 3. Make failure matter. Great achievers view failure as a necessary part of advancing toward success. No one seeks it out, but if you’re trying new things, the outcome is by definition uncertain. When failure happens, great innovators make the setback matter, applying the lessons learned and sharing them with others. 4. Reach beyond your bubble. Our society is in thrall to the myth of the lone genius. But innovation happens at intersections. Often the most original solutions come from engaging with people with diverse experiences to forge new and unexpected partnerships. 5. Let urgency conquer fear. Don’t overthink and overanalyze. It’s natural to want to study a problem from all angles, but getting caught up in questions like “What if we’re wrong?” and “What if there is a better way?” can leave you paralyzed with fear. Allow the compelling need to act to outweigh all doubts and setbacks. These five principles can be summarized in two words: Be Fearless.

DONALD J. TRUMP WAS inaugurated the forty-fifth president of the United States on January 20, 2017, before a crowd whose number immediately and famously came into dispute. The new president was determined to demonstrate that the number of spectators who turned out for him, which was sizable, surpassed the number of people present for Barack Obama’s 2009 inauguration. They did not. No evidence, photographic or otherwise, would move him off his view, which, as far as everyone but his press team seemed to agree, was simply false. This small moment was deeply disconcerting to those of us in the business of trying to find the truth, whether in a criminal investigation or in assessing the plans and intentions of America’s adversaries. Much of life is ambiguous and subject to interpretation, but there are things that are objectively, verifiably either true or false. It was simply not true that the biggest crowd in history attended the inauguration, as he asserted, or even that Trump’s crowd was bigger than Obama’s. To say otherwise was not to offer an opinion, a view, a perspective. It was a lie.

Love MINECRAFT? **Over 18,000 words of kid-friendly fun!** This high-quality fan fiction fantasy diary book is for kids, teens, and nerdy grown-ups who love to read epic stories about their favorite game! Meet the Skull Kids. They're three Minecraft players who hop from world to world, hunting zombies and searching for the elusive Herobrine--the ghost in the machine. Teleporting down into a new world, the group is surprised to find that the game has changed once again, rendering almost ALL of their technology and mods useless. And when two of the Skull Kids are starving and distracted by exploring a desert village on Day 1 of their new adventure, the whole group is in danger when the sun goes down. Will the Skull Kids survive? Thank you to all of you who are buying and reading my books and helping me grow as a writer. I put many hours into writing and preparing this for you. I love Minecraft, and writing about it is almost as much fun as playing it. It’s because of you, reader, that I’m able to keep writing these books for you and others to enjoy. This book is dedicated to you. Enjoy!! After you read this book, please take a minute to leave a simple review. I really appreciate the feedback from my readers, and love to read your reactions to my stories, good or bad. If you ever want to see your name/handle featured in one of my stories, leave a review and tell me about it in there! And if you ever want to ask me any questions, or tell me your idea for a cool Minecraft story, you can email me at steve@skeletonsteve.com. Are you on my Amazing Reader List? Find out at the end of the book! June 29th, 2016 Now I’m going to try something a little different. Tell me what you guys think! This ‘Players Series’ is going to be a continuing series of books following my new characters, the players Renzor51, Molly, and quantum_steve. Make sure to let me know if you like it or not! Would you still like to see more books about mobs? More books about Cth’ka the Creeper King? I’m planning on continuing that one. ;) Don’t forget to review, and please say hi and tell me your ideas! Thanks, Ryan Gallagher, for the ideas to continue the wolf pack book! Enjoy the story. P.S. - Have you joined the Skeleton Steve Club and my Mailing List?? You found one of my diaries!! This particular book is the continuing story of some Minecraft players—a trio of friends who leap from world to world, searching for the elusive Herobrine. They’re zombie hunters and planeswalkers. They call themselves “The Skull Kids”. Every time these Skull Kids hop into a new world, they start with nothing more than the clothes they’re wearing, and they end up dominating the realm where they decide to live. What you are about to read is the first collection of diary entries from Renzor51, the player and member of the Skull Kids who documents their adventures, from the day they landed on Diamodia and carved out their own little empire, and beyond. Be warned—this is an epic book! You’re going to care about these characters. You’ll be scared for them, feel good for them, and feel bad for them! It’s my hope that you’ll be sucked up into the story, and the adventure and danger will be so intense, you’ll forget we started this journey with a video game! With that, future readers, I present to you the tale of the Skull Kids, Book 1. The Skull Kids Ka-tet Renzor51 Renzor51 is the warrior-scribe of the group, and always documents the party’s adventures and excursions into game worlds. He’s a sneaky fighter, and often takes the role of a sniper, but can go head to head with the Skull Kids’ enemies when needed. A natural artist, Renzor51 tends to design and build many of the group’s fortresses and structures, and keeps things organized. He also focuses a lot on weapon-smithing and enchanting, always seeking out ways to improve his gear. Molly