Professional Team Quotes

THE FIRST TEN LIES THEY TELL YOU IN HIGH SCHOOL 1. We are here to help you. 2. You will have time to get to your class before the bell rings. 3. The dress code will be enforced. 4. No smoking is allowed on school grounds. 5. Our football team will win the championship this year. 6. We expect more of you here. 7. Guidance counselors are always available to listen. 8. Your schedule was created with you in mind. 9. Your locker combination is private. 10. These will be the years you look back on fondly. TEN MORE LIES THEY TELL YOU IN HIGH SCHOOL 1. You will use algebra in your adult lives. 2. Driving to school is a privilege that can be taken away. 3. Students must stay on campus during lunch. 4. The new text books will arrive any day now. 5. Colleges care more about you than your SAT scores. 6. We are enforcing the dress code. 7. We will figure out how to turn off the heat soon. 8. Our bus drivers are highly trained professionals. 9. There is nothing wrong with summer school. 10. We want to hear what you have to say.

We are adults undertaking a team-building activity in a professional capacity, so naturally we spend several minutes horsing around, striking poses with our paintball guns and making sound effects. Joshua and Sergeant Paintball watch us like orderlies at a mental facility.

Professionalism shouldn't be defined by a persons paycheck, role or title. It should be defined by a persons work ethic

My story—the story of the son of Jainulabdeen, who lived for over a hundred years on Mosque Street in Rameswaram island and died there; the story of a lad who sold newspapers to help his brother; the story of a pupil reared by Sivasubramania Iyer and Iyadurai Solomon; the story of a student taught by teachers like Pandalai; the story of an engineer spotted by MGK Menon and groomed by the legendary Prof. Sarabhai; the story of a scientist tested by failures and setbacks; the story of a leader supported by a large team of brilliant and dedicated professionals. This story will end with me, for I have no belongings in the worldly sense. I have acquired nothing, built nothing, possess nothing—no family, sons, daughters.

If you’re not certain of the value of mentorship, think of how many elite athletes or professional sports teams train without a coach. Zero. How many of your favorite films are made without a producer or director? Zero. How many of the best schools in the world function without teachers? Zero. It’s safe to say that every great leader, in any field, first had a great mentor. Finding a mentor who inspires and guides your growth is a life-changing experience. Mentors help us to transcend the limits, or perceived limits, of our abilities. A mentor can be anyone who teaches us and helps us to grow in ways we couldn’t have on our own.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

Today, we are the only people who are more likely to own a professional sports team than to play for one.

It was hard to know which of Billy's qualities was most important to his team's success: his energy, his resourcefulness, his intelligence, or his ability to scare the living shit out of even very large professional baseball players.

Holy Mother of God, who in the hell decided it was a good idea to mix his brothers, a team of professional mercenaries, and alcohol together? Whoever that was, the asshole needed to be shot. Somehow

Being the only woman on a nontechnical team, providing customer support to software developers, was like immersion therapy for internalized misogyny. I liked men—I had a brother. I had a boyfriend. But men were everywhere: the customers, my teammates, my boss, his boss. I was always fixing things for them, tiptoeing around their vanities, cheering them up. Affirming, dodging, confiding, collaborating. Advocating for their career advancement; ordering them pizza. My job had placed me, a self-identified feminist, in a position of ceaseless, professionalized deference to the male ego.

Race scholars use the term white supremacy to describe a sociopolitical economic system of domination based on racial categories that benefits those defined and perceived as white. This system of structural power privileges, centralizes, and elevates white people as a group. If, for example, we look at the racial breakdown of the people who control our institutions, we see telling numbers in 2016–2017: - Ten richest Americans: 100 percent white (seven of whom are among the ten richest in the world) - US Congress: 90 percent white - US governors: 96 percent white - Top military advisers: 100 percent white - President and vice president: 100 percent white - US House Freedom Caucus: 99 percent white - Current US presidential cabinet: 91 percent white - People who decide which TV shows we see: 93 percent white - People who decide which books we read: 90 percent white - People who decide which news is covered: 85 percent white - People who decide which music is produced: 95 percent white - People who directed the one hundred top-grossing films of all time, worldwide: 95 percent white - Teachers: 82 percent white - Full-time college professors: 84 percent white - Owners of men’s professional football teams: 97 percent white These numbers are not describing minor organizations. Nor are these institutions special-interest groups. The groups listed above are the most powerful in the country. These numbers are not a matter of “good people” versus “bad people.” They represent power and control by a racial group that is in the position to disseminate and protect its own self-image, worldview, and interests across the entire society.

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

You will never get the best out of anyone professionally unless you understand what motivates and makes them tick personally - as a human being

The problem with your company is not the economy, it is not the lack of opportunity, it is not your team. The problem is you. That is the bad news. The good news is, if you're the problem, you're also the solution. You're the one person you can change the easiest. You can decide to grow. Grow your abilities, your character, your education, and your capacity. You can decide who you want to be and get about the business of becoming that person.

Neither the great political and financial power structures of the world, nor the specialization-blinded professionals, nor the population in general realize that...it is now highly feasible to take care of everybody on earth at a “higher standard of living than any have ever known”. It no longer has to be you or me. Selfishness is unnecessary and henceforth unrationalizable as mandated by survival. War is obsolete.4 -R. Buckminster Fuller

Anybody can throw a basketball toward a hoop. But only a relative few can exercise the athletic prowess of dribbling down the court, account for and surpass a variety of obstacles, and actually get the ball into the hoop consistently and repetitively contributing toward an ultimate win for the team. In the same way, anyone can open an investment account with M1 or Acorns or Robinhood or Cashapp… or even with the big guys like Ameritrade or Fidelity or Charles Schwabb or Morgan Stanley… but only a relative few can navigate an ever-changing economic paradigm, overcome various financial, legal and social obstacles, maintaining alignment with values, and achieve substantial growth and profits - contributing toward an ultimate win for the team. It’s better to hire a professional investor if you expect professional results.

If it had been football, Laconia would have had a world-class goalie and a couple of professional strikers against Naomi’s team of four hundred grade school children and three Donnager-class football hooligans.

So let’s talk a little about April May’s theory of tiered fame. Tier 1: Popularity You are a big deal in your high school or neighborhood. You have a peculiar vehicle that people around town recognize, you are a pastor at a medium-to-large church, you were once the star of the high school football team. Tier 2: Notoriety You are recognized and/or well-known within certain circles. Maybe you’re a preeminent lepidopterist whom all the other lepidopterists idolize. Or you could be the mayor or meteorologist in a medium-sized city. You might be one of the 1.1 million living people who has a Wikipedia page. Tier 3: Working-Class Fame A lot of people know who you are and they are distributed around the world. There’s a good chance that a stranger will approach you to say hi at the grocery store. You are a professional sports player, musician, author, actor, television host, or internet personality. You might still have to hustle to make a living, but your fame is your job. You’ll probably trend on Twitter if you die. Tier 4: True Fame You get recognized by fans enough that it is a legitimate burden. People take pictures of you without your permission, and no one would scoff if you called yourself a celebrity. When you start dating someone, you wouldn’t be surprised to read about it in magazines. You are a performer, politician, host, or actor whom the majority of people in your country would recognize. Your humanity is so degraded that people are legitimately surprised when they find out that you’re “just like them” because, sometimes, you buy food. You never have to worry about money again, but you do need a gate with an intercom on your driveway. Tier 5: Divinity You are known by every person in your world, and you are such a big deal that they no longer consider you a person. Your story is much larger than can be contained within any human lifetime, and your memory will continue long after your earthly form wastes away. You are a founding father of a nation, a creator of a religion, an emperor, or an idea. You are not currently alive.

The Nike swoop, the three Adidas stripes, the little Polo player on a horse, the Hollister seagull, the symbols of Philadelphia's professional sports teams, even our high school mascot that you athletes wear to battle other schools - some of you wear our Mustang to class even when there is no sporting event scheduled. These are your symbols, what you wear to prove that your identity matches the identity of others. Much like the Nazis had their swastika.

President Barack Obama The White House 1600 Pennsylvania Avenue NW Washington, DC 20500 November 29, 2016 Dear President Obama, We are writing to express our grave concern regarding the mental stability of our President-Elect. Professional standards do not permit us to venture a diagnosis for a public figure whom we have not evaluated personally. Nevertheless, his widely reported symptoms of mental instability — including grandiosity, impulsivity, hypersensitivity to slights or criticism, and an apparent inability to distinguish between fantasy and reality — lead us to question his fitness for the immense responsibilities of the office. We strongly recommend that, in preparation for assuming these responsibilities, he receive a full medical and neuropsychiatric evaluation by an impartial team of investigators. Sincerely, Judith Herman, M.D. Professor of Psychiatry Harvard Medical School Nanette Gartrell, M.D. Dee Mosbacher, M.D.

It is foolish and childish, on the face of it, to affiliate ourselves with anything so insignificant and patently contrived and commercially exploitative as a professional sports team, and the amused superiority and icy scorn that the non-fan directs at the sports nut (I know this look - I know it by heart) is understandable and almost unanswerable. Almost. What is left out of this calculation, it seems to me, is the business of caring - caring deeply and passionately, really caring - which is a capacity or an emotion that has almost gone out of our lives. And so it seems possible that we have come to a time when it no longer matters so much what the caring is about, how frail or foolish is the object of that concern, as long as the feeling itself can be saved. Naïveté - the infantile and ignoble joy that sends a grown man or woman to dancing in the middle of the night over the haphazardous flight of a distant ball - seems a small price to pay for such a gift.

It’s striking that so many of the great economic initiatives of the Clinton presidency led eventually to catastrophe. But what really makes this story poisonous is that liberals by and large convinced themselves for many years that nothing had gone wrong at all. Everything Clinton’s team had done was an act of professional-class consensus. Because most of the fuses lit by Clinton and Co. didn’t actually detonate until after he had left office—and by then some science-denying Republican was in the Oval Office—they found it easy to absolve the Democrat from blame.

What was that sound? That rustling noise? It could be heard in the icy North, where there was not one leaf left upon one tree, it could be heard in the South, where the crinoline skirts lay deep in the mothballs, as still and quiet as wool. It could be heard from sea to shining sea, o'er purple mountains' majesty and upon the fruited plain. What was it? Why, it was the rustle of thousands of bags of potato chips being pulled from supermarket racks; it was the rustle of plastic bags being filled with beer and soda pop and quarts of hard liquor; it was the rustle of newspaper pages fanning as readers turned eagerly to the sports section; it was the rustle of currency changing hands as tickets were scalped for forty times their face value and two hundred and seventy million dollars were waged upon one or the other of two professional football teams. It was the rustle of Super Bowl week...

Stubbornness pays! We tend to think that it doesn’t, we might be hesitant to be stubborn – however only the stubborn succeed.

In short, professional competence is not enough to be a good leader; good leaders must truly care about those entrusted to their care.

I've believed in the Toronto Maple Leafs my entire life. The least you could do is believe in yourself.

To be full of love and enthusiasm for your work is a prerequisite for collaboration, a professional obligation;

We're not going to get carried away. Well, we are going to for the next couple of days!

Situational leadership articulates that effective leaders are the ones able to change their behavior according to the situation at hand. It identifies leadership styles relevant to specific situations.

In professional networks that acted as fertile soil for successful groups, individuals moved easily among teams, crossing organizational and disciplinary boundaries and finding new collaborators. Networks that spawned unsuccessful teams, conversely, were broken into small, isolated clusters in which the same people collaborated over and over. Efficient and comfortable, perhaps, but apparently not a creative engine.

An architect is a generalist, not a specialist-the conductor of a symphony, not a virtuoso who plays every instrument perfectly. As a practitioner, an architect coordinates a team of professionals that include structural and mechanical engineers, interior designers, building-code consultants, landscape architects, specifications writers, contractors, and specialists from other disciplines. Typically, the interests of some team members will compete with the interests of others. An architect must know enough about each discipline to negotiate and synthesize competing demands while honoring the needs of the client and the integrity of the entire project.

Transforming your customer service from mediocre to great won't happen overnight, though. It requires a serious commitment to meaningful change, a team of rockstar support professionals, and work across the entire organization.

They’re into a bit more than assassination,” said the Admiral, aka Mr Brown, “and not all of them are top agents—the ones that use the names of gods and goddesses to identify themselves. Some are called daemons, and they serve as apprentices to the top players. They’ve a large number of people in the mix. Same arrangement. A team of professional killers, safe crackers, explosives—you name it —round each one, and they’re not afraid to sacrifice members for the objective, or to protect the goddess or god heading it. Every time we get close to them we lose people. It’s as if they’re playing with us. We’re pretty sure they’re all very well connected, and some of them indulge in what they call ‘hunting’. Some poor bastard is abducted and dumped somewhere remote without the means to defend himself. Then he or she is hunted by one or more of the Pantheon. They’re psychopaths—but, as I said, they’re very well connected.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

worth. A baseball team, of all things, was at the center of a story about the possibilities—and the limits—of reason in human affairs. Baseball—of all things—was an example of how an unscientific culture responds, or fails to respond, to the scientific method. As I say, I fell in love with a story. The story is about professional baseball and the people who play it. At its center is a man whose life was turned upside down by professional baseball, and who, miraculously, found a way

It is everlasting and must be relevant in both your personal and professional life. It is a statement of your value at work as much as it is the reason your friends love you. We don’t have a professional WHY and personal WHY. We are who we are wherever we are.

Here you had the top professional soldier in Japan, and to think he didn’t know how to kill himself with a gun! They took him straight to the hospital, he got the best care the American medical team could give him, recovered, then was tried and hanged. It’s a terrible way to die.

Every Olympian wants to win a gold medal. Every candidate wants to get the job. And if successful and unsuccessful people share the same goals, then the goal cannot be what differentiates the winners from the losers.22 It wasn’t the goal of winning the Tour de France that propelled the British cyclists to the top of the sport. Presumably, they had wanted to win the race every year before—just like every other professional team. The goal had always been there. It was only when they implemented a system of continuous small improvements that they achieved a different outcome.

Loyalties of professional sports teams mystified him; they were rotating groups of paid professionals, usually with no ties other than their employment contract to the local area. One might as well feel loyalty to and cheer on the construction crew repairing the state highway nearest one's town

While delivering consistently good customer service requires work and alignment across your entire organization, a good place to start is your support team. It's important to hire people who genuinely want to help your customers succeed — and to pay rates that are attractive to skilled professionals.

Csikszentmihalyi teamed up with two other leading psychologists—Howard Gardner at Harvard, and William Damon at Stanford—to study these changes, and to see why some professions seemed healthy while others were growing sick. Picking the fields of genetics and journalism as case studies, they conducted dozens of interviews with people in each field. Their conclusion32 is as profound as it is simple: It’s a matter of alignment. When doing good (doing high-quality work that produces something of use to others) matches up with doing well (achieving wealth and professional advancement), a field is healthy. Genetics, for example, is a healthy field because all parties involved respect and reward the very best science. Even though pharmaceutical companies and market forces were beginning to inject vast amounts of money into university research labs in the 1990s, the scientists whom Csikszentmihalyi, Gardner, and Damon interviewed did not believe they were being asked to lower their standards, cheat, lie, or sell their souls. Geneticists believed that their field was in a golden age in which excellent work brought great benefits to the general public, the pharmaceutical companies, the universities, and the scientists themselves.

It is when you begin expressing your ideas and turning your knowledge into action that life really begins to change. You’ll read differently, becoming more focused on the parts most relevant to the argument you’re building. You’ll ask sharper questions, no longer satisfied with vague explanations or leaps in logic. You’ll naturally seek venues to show your work, since the feedback you receive will propel your thinking forward like nothing else. You’ll begin to act more deliberately in your career or business, thinking several steps beyond what you’re consuming to consider its ultimate potential. It’s not necessarily about becoming a professional artist, online influencer, or business mogul: it’s about taking ownership of your work, your ideas, and your potential to contribute in whatever arena you find yourself in. It doesn’t matter how impressive or grand your output is, or how many people see it. It could be just between your family or friends, among your colleagues and team, with your neighbors or schoolmates—what matters is that you are finding your voice and insisting that what you have to say matters. You have to value your ideas enough to share them. You have to believe that the smallest idea has the potential to change people’s lives. If you don’t believe that now, start with the smallest project you can think of to begin to prove to yourself that your ideas can make a difference.

The courtside entertainment provided similar commercial thrills. Smaller businesses that couldn't afford their own teams bought the right to have company mascots wander the aisles, where they posed for photographs, danced as much as their cumbersome costumes allowed, and further blurred the line between professional basketball and a Lewis Carroll acid trip.

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

Eighty-one is old, shockingly old. I’m shocked myself when I think about it. I don’t feel old, and over and over I wonder how I got to be eighty-one. I always used to be the youngest kid—in my classes, on my summer camp baseball team, on the tennis team—and now suddenly I’m the oldest person anywhere I go—restaurants, movies, professional conferences. I can’t get used to it.

The prosecution apparently also used other less-than-ethical and hardly professional tactics as well, including “hay stacking.” Hay stacking involves deliberately making it difficult for the other side to sort out documents and evidence - much like looking for a needle in a haystack. Along with delivering documents in disarray, another bratty move involves delivering evidence without giving the other side enough time to make sense of it. Like delivering piles of written evidence less than 30 minutes before court is scheduled to begin. On more than one occasion, Nelson was left scrambling to sort out hundreds, if not thousands of pages. Sure, things like this might happen occasionally. But [Attorney General] Ellison and his prosecution team were doing this repeatedly.

While the layman sees an opportunity and decides to take it, the professional criminal through the use of deceit and treachery, is able to create opportunities. This individual not only actively searches for a crime to commit, the professional criminal assembles teams of similar people and generates situations in which crime can be safely perpetrated in a controlled environment for maximum profit.

Wise leaders seek to understand how the brain reacts to stress and practise simple, almost meditative techniques to stay calm, clear and connected. They use maps, mantras and anchors to navigate their way through highly pressurized situations, both personal and professional, and to bring themselves back to the moment. In this way they and their teams stay on top of their game and on top of the situation.

Amat knows his options are limited, so his plan is simple: from here to the junior team, then the A-team, then professional. When his first wages reach his account he’ll grab that cleaning cart from his mother and never let her see it again. He’ll allow her aching fingers to rest and give her aching back a break. He doesn’t want possessions. He just wants to lie in bed one single night without having to count.

The secret to recruiting is not in convincing people, but in sorting people. You can wear yourself out and become discouraged, working with the same “empty oysters.” Your job as a professional recruiter is only to sort through the prospects until you find one who wants to be a distributor. It is ten times easier to locate a prospect who wants to work, than to convince an unwilling disinterested prospect to work.

...[A]s you read opinions and history in school about 2004... I want you to know... that going to this war was right. No matter what you hear 20 years from now by elite media and historians, things get distorted... Just like Vietnam, I fear OIF (Operation Iraqi Freedom) will be abused in the same way. Just as you hear more about American soldiers in Vietnam raping women and children and shooting unarmed men, today the media is focused about this detainee debacle for two weeks solid, in contrast to American Soldiers being dragged in the streets and dismembered, which was covered for less than 72 hours. I am part of the Special Operations Forces elite... We are harder than anyone at these detention centers and let me tell you, we treat these guys with the utmost professionalism. We do not hit them, we don't humiliate them or cause them any bodily harm for the purpose of entertainment. As a Christian, one assumes great compassion... This is WAR and treated very seriously. People are being killed and it is our job to get information... The humanity in me wants me to warm them, tell them their family is okay, feed them, and even embrace them in a loving way... Most, even in my stature, feel the same way. This is the American Soldier.

People who decide which books we read: 90 percent white • People who decide which news is covered: 85 percent white • People who decide which music is produced: 95 percent white • People who directed the one hundred top-grossing films of all time, worldwide: 95 percent white • Teachers: 82 percent white • Full-time college professors: 84 percent white • Owners of men’s professional football teams: 97 percent white

I had already been accepted by the University of Michigan, when this offer to me of an appointment to the United States Military Academy came out of the blue. The offer arrived at a low point in my father’s life, when he needed something to boast about which would impress our simple-minded neighbors. They would think an appointment to West Point was a great prize, like being picked for a professional baseball team.

In other words, the biblical writers were speaking to those who shared a rich cultural context, which shaped the way they communicated. I grew up in Detroit and share a rich cultural context with other Detroiters. When I say words like lions, tigers, and wings, I don’t have to specify that I mean the professional football, baseball, and hockey teams. Fellow Detroiters get it because we share a rich cultural context.

That night, Sadie tried to remember herself back in 1996. There were three things that had driven her, and none of them reflected a particular generosity of spirit on Sadie's part: (1) wanting to distinguish herself enough professionally so that everyone at MIT would know that Sadie Green had not been admitted to the college on a girl curve, (2) wanting Dov to know that he shouldn't have dumped her, and (3) wanting Sam to know that he was lucky to be working with her, that she was the great programmer on the team, that she was the one with the big ideas. But how to explain this to Destiny? How to explain to Destiny that the thing that made her work leap forward in 1996 was that she had been a dervish of selfishness, resentment, and insecurity? Sadie had willed herself to be great: art doesn't typically get made by happy people.

I’ve done enough movies in the last twenty-five years to know that this is always a difficult moment for an actor. Actors nearly always want to appear courageous and committed, willing to do anything for the team. So while it is perfectly acceptable to opt out of a stunt and let the professionals handle it, there is some pressure, mostly internal, to push yourself beyond your normal comfort zone. Typically, the director will follow up after the consultation with the stunt coordinator and special effects experts and the actors, just to make sure everyone is at ease with their respective roles when it comes to the stunt. Certainly that was the case on this occasion, as Rob consulted with both Robin and me about our willingness to do the stunt. But more so with her, seeing as she was the one who was actually going to be set on fire.

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.

Isn’t it interesting that you don’t even have to say “Duke Men’s Basketball”? You just say “Duke Basketball,” and everyone assumes you’re talking about the men’s team? As if the women’s team doesn’t exist? Isn’t it interesting that you just say “the NBA” and everyone knows you’re talking about the (Men’s) National Basketball Association? But if you want to talk about women’s professional basketball, you have to say “the WNBA”? Anyway.

eight-year-old because he’s too small. So he doesn’t get the extra practice. And without that extra practice, he has no chance at hitting ten thousand hours by the time the professional hockey teams start looking for players. And without ten thousand hours under his belt, there is no way he can ever master the skills necessary to play at the top level. Even Mozart—the greatest musical prodigy of all time—couldn’t hit his stride until he had his ten

And somebody might now want to ask me, “Can’t you ever be serious?” The answer is, “No.” When I was born at Methodist Hospital on November eleventh, 1922, and this city back then was as racially segregated as professional basketball and football teams are today, the obstetrician spanked my little rear end to start my respiration. But did I cry? No. I said, “A funny thing happened on the way down the birth canal, Doc. A bum came up to me and said he hadn’t had a bite for three days. So I bit him!

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

You are all more or less wearing the same types of clothes—look around the room and you will see it’s true. Now imagine you’re the only one not wearing a cool symbol. How would that make you feel? The Nike swoop, the three Adidas stripes, the little Polo player on a horse, the Hollister seagull, the symbols of Philadelphia’s professional sports teams, even our high school mascot that you athletes wear to battle other schools—some of you wear our Mustang to class even when there is no sporting event scheduled. These are your symbols, what you wear to prove that your identity matches the identity of others. Much like the Nazis had their swastika. We have a very loose dress code here and yet most of you pretty much dress the same. Why? Perhaps you feel it’s important not to stray too far from the norm. Would you not also wear a government symbol if it became important and normal to do so? If it were marketed the right way? If it was stitched on the most expensive brand at the mall? Worn by movie stars? The president of the United States?

Never rule out a goal because you think it’s unattainable. Be audacious. There is always a best possible path. Your job is to find it and have the courage to follow it. What you think is attainable is just a function of what you know at the moment. Once you start your pursuit you will learn a lot, especially if you triangulate with others; paths you never saw before will emerge. Of course there are some impossibilities or near-impossibilities, such as playing center on a professional basketball team if you’re short, or running a four-minute mile at age seventy.

In 10 years’ time, when Amit is playing hockey professionally, he won’t have forgotten this. Some of the guys here will have died of overdoses, others will have died violently, some will be in prison, and some will just have made a mess of their lives. But some will have lives—big, proud lives. And they will all know that here, for just one summer, they were running for something. Amit will be interviewed on television, in English, and the reporter will ask where he grew up and he will say, 'I’m from The Hollow.' And every single bastard here will know that he remembers them. He had no team, so they gave him an army.

am an American Soldier. I am a warrior and a member of a team. I serve the people of the United States, and live the Army Values. I will always place the mission first. I will never accept defeat. (This had been underlined.) I will never quit. I will never leave a fallen comrade. I am disciplined, physically and mentally tough, trained and proficient in my warrior task and drills. I always maintain my arms, my equipment and myself. I am an expert and I am a professional. I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat. I am a guardian of freedom and the American way of life. I am an American Soldier.

Like representative government, soccer has been imported from England and democratized in the United States. It has become the great social and athletic equalizer for suburban America. From kindergarten, girls are placed on equal footing with boys. In the fall, weekend soccer games are a prevalent in suburbia as yard sales. Girls have their own leagues, or they play with boys, and they suffer from no tradition that says that women will grow up professionally to be less successful than men. 'In the United States, not only are girls on equal footing, but the perception now is that American women can be better than American men,' said Donna Shalala, the Secretary of Health and Human Services. 'That's a turning point, a huge breakthrough in perception.

There has been so much misinformation spread about the nature of this interview that the actual events that took place merit discussion. After being discreetly delivered by the Secret Service to the FBI’s basement garage, Hillary Clinton was interviewed by a five-member joint FBI and Department of Justice team. She was accompanied by five members of her legal team. None of Clinton’s lawyers who were there remained investigative subjects in the case at that point. The interview, which went on for more than three hours, was conducted in a secure conference room deep inside FBI headquarters and led by the two senior special agents on the case. With the exception of the secret entry to the FBI building, they treated her like any other interview subject. I was not there, which only surprises those who don’t know the FBI and its work. The director does not attend these kinds of interviews. My job was to make final decisions on the case, not to conduct the investigation. We had professional investigators, schooled on all of the intricacies of the case, assigned to do that. We also as a matter of procedure don’t tape interviews of people not under arrest. We instead have professionals who take detailed notes. Secretary Clinton was not placed under oath during the interview, but this too was standard procedure. The FBI doesn’t administer oaths during voluntary interviews. Regardless, under federal law, it would still have been a felony if Clinton was found to have lied to the FBI during her interview, whether she was under oath or not. In short, despite a whole lot of noise in the media and Congress after the fact, the agents interviewed Hillary Clinton following the FBI’s standard operating procedures.

We tried a number of single-threaded efforts to meet the challenge. We rolled out features one after another, such as a recommendation engine for people that our users should meet and a professional Q&A service. None of them worked well enough to solve the problem. We concluded that the problem might require a Swiss Army knife approach with multiple use cases for multiple groups of users. After all, some people might want a news feed, some might want to track their career progress, and some might be keen on continuing education. Fortunately, LinkedIn had grown to the point where the organization could support multiple threads. We reorganized the product team so that each director of product could focus on a different approach to address engagement. Even though none of those efforts alone proved a silver bullet, the overall combination of them significantly improved user engagement.

I made arrangements with Bitaki, a teammate on the soccer team I played with, to go fishing with his brothers, who typically worked the waters off Maiana, the nearest island south of Tarawa. When I mentioned to Sylvia that I was going, she said: “No, you’re not.” “And what do you mean by ‘No, you’re not’?” I determined right then that I would go out fishing every week. No, every day. I would become a professional fisherman. I would become sun-browned and sea-weathered. I would smell like fish. I would be a Salty Dog. “I mean,” Sylvia said, “that when the engine dies and you start drifting, which will happen, because things like that do seem to happen to you, you will not survive two days. Your skin will fry, you will collapse from dehydration, and because you will be the most useless person on the boat, you will be regarded by the others as a potential food source.” I didn’t like the imagery here.

Baseball may be called the national pastime, but it survives on the sentimentality of middle-age men who wistfully dream of playing catch with their fathers and sons. Football, with its dull stoppages, lost its military-industrial relevance with the end of the Cold War, and has become as tired and predictable in performance as it is in political metaphor. The professional game floats on an ocean of gambling, the players' steroid-laced bodies having outgrown their muscular and skeletal carriages. Biceps rip from their moorings, ankles break on simple pivots. Achilles' tendons shrivel like slugs doused with salt. Soccer and basketball are the only mainstream sports that truly plug into the modem-pulse of a dot-com society. Soccer is perfectly suited for a country of the hamster-treadmill pace, the remote-control zap and the national attention deficit—two 45-minute halves, the clock never stops, no commercial interruptions, the final whistle blows in less than two hours. It is a fluid game of systemized chaos that, no matter how tightly scripted by coaches, cannot be regulated any more than information can be truly controlled on the Internet.

I was soon discharged from the rehab center and sent back to the SAS. But the doctor’s professional opinion was that I shouldn’t military parachute again. It was too risky. One dodgy landing, at night, in full kit, and my patched-up spine could crumple. He didn’t even mention the long route marches carrying huge weights on our backs. Every SF soldier knows that a weak back is not a good opener for life in an SAS squadron. It is also a cliché just how many SAS soldiers’ backs and knees are plated and pinned together, after years of marches and jumps. Deep down I knew the odds weren’t looking great for me in the squadron, and that was a very hard pill to swallow. But it was a decision that, sooner or later, I would have to face up to. The doctors could give me their strong recommendations, but ultimately I had to make the call. A familiar story. Life is all about our decisions. And big decisions can often be hard to make. So I thought I would buy myself some time before I made it. In the meantime, at the squadron, I took on the role of teaching survival to other units. I also helped the intelligence guys while my old team were out on the ground training. But it was agony for me. Not physically, but mentally: watching the guys go out, fired up, tight, together, doing the job and getting back excited and exhausted. That was what I should have been doing. I hated sitting in an ops room making tea for intelligence officers. I tried to embrace it, but deep down I knew this was not what I had signed up for. I had spent an amazing few years with the SAS, I had trained with the best, and been trained by the best, but if I couldn’t do the job fully, I didn’t want to do it at all. The regiment is like that. To keep its edge, it has to keep focused on where it is strongest. Unable to parachute and carry the huge weights for long distances, I was dead weight. That hurt. That is not how I had vowed to live my life, after my accident. I had vowed to be bold and follow my dreams, wherever that road should lead. So I went to see the colonel of the regiment and told him my decision. He understood, and true to his word, he assured me that the SAS family would always be there when I needed it. My squadron gave me a great piss-up, and a little bronze statue of service. (It sits on my mantelpiece, and my boys play soldiers with it nowadays.) And I packed my kit and left 21 SAS forever. I fully admit to getting very drunk that night.

[Charlie is dying:] After what seemed a long while, but hadn’t been, Marsh gave Paulette’s hand a warm and caring squeeze. “They’re here for him,” she said. But their heavenly visitors didn’t take him right away. They had to make room for the chaos of modern medical urgencies. To get out of the way of well-trained professionals who had dedicated their lives to holding back Heaven. Choppers are just as noisy and turbulent as we imagine them to be. One tore in over the hills and shattered every bit of peace Charlie otherwise could have lost himself into. In an instant the Med-Evac team was all over him. In the midst of that blatant orchestrated chaos Paulette fought to find her peace, and to hold him inside it. “Hang on, buddy,” techs kept telling him. “Don’t go leaving us now. You just hang in there.” But they didn’t understand, Paulette thought. It was his time. The chopper made a horrible racket carrying him off. Marsh, Paulette, and Ailana held their peace as its winds whipped their world into a froth. Harve’s face twisted with something that might conceivably have been rage. Then, all of a sudden, the birds sang, as though someone had given them a cue. “So that’s what it’s like,” Marsha said, very softly. “The afterlife. “My God, it’s so beautiful.

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

What would be the natural thing? A man goes to college. He works as he wants to work, he plays as he wants to play, he exercises for the fun of the game, he makes friends where he wants to make them, he is held in by no fear of criticism above, for the class ahead of him has nothing to do with his standing in his own class. Everything he does has the one vital quality: it is spontaneous. That is the flame of youth itself. Now, what really exists?" "...I say our colleges to-day are business colleges—Yale more so, perhaps, because it is more sensitively American. Let's take up any side of our life here. Begin with athletics. What has become of the natural, spontaneous joy of contest? Instead you have one of the most perfectly organized business systems for achieving a required result—success. Football is driving, slavish work; there isn't one man in twenty who gets any real pleasure out of it. Professional baseball is not more rigorously disciplined and driven than our 'amateur' teams. Add the crew and the track. Play, the fun of the thing itself, doesn't exist; and why? Because we have made a business out of it all, and the college is scoured for material, just as drummers are sent out to bring in business. "Take another case. A man has a knack at the banjo or guitar, or has a good voice. What is the spontaneous thing? To meet with other kindred spirits in informal gatherings in one another's rooms or at the fence, according to the whim of the moment. Instead what happens? You have our university musical clubs, thoroughly professional organizations. If you are material, you must get out and begin to work for them—coach with a professional coach, make the Apollo clubs, and, working on, some day in junior year reach the varsity organization and go out on a professional tour. Again an organization conceived on business lines. "The same is true with the competition for our papers: the struggle for existence outside in a business world is not one whit more intense than the struggle to win out in the News or Lit competition. We are like a beef trust, with every by-product organized, down to the last possibility. You come to Yale—what is said to you? 'Be natural, be spontaneous, revel in a certain freedom, enjoy a leisure you'll never get again, browse around, give your imagination a chance, see every one, rub wits with every one, get to know yourself.' "Is that what's said? No. What are you told, instead? 'Here are twenty great machines that need new bolts and wheels. Get out and work. Work harder than the next man, who is going to try to outwork you. And, in order to succeed, work at only one thing. You don't count—everything for the college.' Regan says the colleges don't represent the nation; I say they don't even represent the individual.

The more the State of Israel relied on force to manage the occupation, the more compelled it was to deploy hasbara. And the more Western media consumers encountered hasbara, the more likely they became to measure Israel’s grandiose talking points against the routine and petty violence, shocking acts of humiliation, and repression that defined its relationship with the Palestinians. Under the leadership of Prime Minister Benjamin Netanyahu, a professional explainer who spent the early years of his political career as a frequent guest on prime time American news programs perfecting the slickness of the Beltway pundit class, the Israeli government invested unprecedented resources into hasbara. Once the sole responsibility of the Israeli foreign ministry, the task of disseminating hasbara fell to a special Ministry of Public Diplomacy led by Yuli Edelstein, a rightist settler and government minister who called Arabs a “despicable nation.” Edelstein’s ministry boasted an advanced “situation room,” a paid media team, and coordination of a volunteer force that claimed to include thousands of volunteer bloggers, tweeters, and Facebook commenters fed with talking points and who flood social media with hasbara in five languages. The exploits of the propaganda soldiers conscripted into Israel’s online army have helped give rise to the phenomenon of the “hasbara troll,” an often faceless, shrill and relentless nuisance deployed on Twitter and Facebook to harass public figures who expressed skepticism of official Israeli policy or sympathy for the Palestinians.

Don’t I need to practice firing?” “Well, it’s not as if you’re going to shoot somebody with this. You’re just going to shoot yourself, right?” Aomame nodded. “In that case, you don’t have to practice firing. You just have to learn to load it, release the safety, and get the feel of the trigger. And anyway, where were you planning to practice firing it?” Aomame shook her head. She had no idea. “Also, how were you planning to shoot yourself? Here, give it a try.” Tamaru inserted the loaded magazine, checked to make sure the safety was on, and handed the gun to Aomame. “The safety is on,” he said. Aomame pressed the muzzle against her temple. She felt the chill of the steel. Looking at her, Tamaru slowly shook his head several times. “Trust me, you don’t want to aim at your temple. It’s a lot harder than you think to shoot yourself in the brain that way. People’s hands usually shake, and it throws their aim off. You end up grazing your skull, but not killing yourself. You certainly don’t want that to happen.” Aomame silently shook her head. “Look what happened to General Tojo after the war. When the American military came to arrest him, he tried to shoot himself in the heart by pressing the muzzle against his chest and pulling the trigger, but the bullet missed and hit his stomach without killing him. Here you had the top professional soldier in Japan, and to think he didn’t know how to kill himself with a gun! They took him straight to the hospital, he got the best care the American medical team could give him, recovered, then was tried and hanged. It’s a terrible way to die. A person’s last moments are an important thing. You can’t choose how you’re born, but you can choose how you die.

Michael Lewis, the author of The Blind Side, wrote about professional basketball player Shane Battier, who plays for the Houston Rockets, in an article titled “The No-Stats All-Star.” He describes Battier as follows: “Shane Battier is widely regarded inside the NBA as, at best, a replaceable cog in a machine driven by superstars. And yet every team he has ever played on has acquired some magical ability to win. [Because] Battier . . . seems to help the team in all sorts of subtle, hard-to-measure ways that appear to violate his personal interests.” Subtle, hard-to-measure ways. Lewis continues: Battier’s game is a weird combination of obvious weaknesses and nearly invisible strengths. When he is on the court, his teammates get better, often a lot better, and his opponents get worse—often a lot worse. He may not grab huge numbers of rebounds, but he has an uncanny ability to improve his teammates’ rebounding. He doesn’t shoot much, but when he does, he takes only the most efficient shots . . . On defense, although he routinely guards the NBA’s most prolific scorers, he significantly reduces shooting percentages. [We] call him Lego. When he’s on the court, all the pieces start to fit together. Husbands, children, and coworkers may not understand what it is exactly that we do. Yet because of who we are and what we do, whether in our home, community, or workplace, things magically work. Like Shane Battier, our very presence seems to just make everything and everyone work better together. It’s hard to put your finger on it, but in my experience this “magic” of bringing people together and enhancing their strengths is a talent that many women seem to have. It’s one reason we are so good at being a safe haven and playing a supporting role, but it’s a talent that we can use for great good when we dust off our dreams and put on our Batman suit.

Fidel Castro, who always enjoyed sports, promoted programs that helped Cuba become a front-runner in Latin America. The island nation fields outstanding baseball, soccer, basketball and volleyball teams. It also excels in amateur boxing. Believing that sports should be available for everyone, not just the privileged few, the phrase “Sports for all” is a motto frequently used. When Castro took power, he abolished all professional sports. Only amateur baseball has been played in Cuba since 1961. An unexpected consequence of this initiative was that many players discovered that they could get much better deals if they left Cuba. As an attempt to prevent this, Fidel forbade players from playing abroad and if they did leave the island, he would prevent their families from joining them. Originally, many Cuban baseball players played for teams in the American Negro league. This ended when Jackie Robinson was allowed to play with the Brooklyn Dodgers during the late 1940’s. Afterwards, all Cuban baseball players played for the regular leagues regardless of their race. The Negro National League ceased after the 1948 season, and the last All-Star game was held in 1962. The Indianapolis Clowns were the last remaining Negro/Latin league team and played until 1966. Cuban players with greater skill joined the Major League Baseball (MLB) teams. If they defected to the United States directly, they had to enter the MLB Draft. However, if they first defected to another country they could become free agents. Knowing this, many came to the United States via Mexico. In all, about 84 players have defected from Cuba since the Revolution. The largest contract ever given to a defector from Cuba was to Rusney Castillo. In 2014, the outfielder negotiated a seven-year contract with the Boston Red Sox for $72.5 million. Starting in 1999, about 21 Cuban soccer players have defected to the United States. The Cuban government considers these defectors as disloyal and treats their families with disrespect, even banning them from taking part in national sports.

He found that when the Montreal Canadiens ice hockey team—once described as the national team of French Canada—got knocked out of the playoffs early between 1951 and 1992, Quebecois males aged fifteen to thirty-four became more likely to kill themselves. Robert Fernquist, a sociologist at the University of Central Missouri, went further. He studied thirty American metropolitan areas with professional sports teams from 1971 to 1990 and showed that fewer suicides occurred in cities whose teams made the playoffs more often. Routinely reaching the playoffs could reduce suicides by about twenty each year in a metropolitan area the size of Boston or Atlanta, said Fernquist. These saved lives were the converse of the mythical Brazilians throwing themselves off apartment blocks. Later, Fernquist investigated another link between sports and suicide: he looked at the suicide rate in American cities after a local sports team moved to another town. It turned out that some of the fans abandoned by their team killed themselves. This happened in New York in 1957 when the Brooklyn Dodgers and New York Giants baseball teams left, in Cleveland in 1995–1996 when the Browns football team moved to Baltimore, and in Houston in 1997–1998 when the Oilers football team departed. In each case the suicide rate was 10 percent to 14 percent higher in the two months around the team’s departure than in the same months of the previous year. Each move probably helped prompt a handful of suicides. Fernquist wrote, “The sudden change brought about due to the geographic relocations of pro sports teams does appear to, at least for a short time, make highly identified fans drastically change the way they view the normative order in society.” Clearly none of these people killed themselves just because they lost their team. Rather, they were very troubled individuals for whom this sporting disappointment was too much to bear. Perhaps the most famous recent case of a man who found he could not live without sports was the Gonzo author Hunter S. Thompson. He shot himself in February 2005, four days after writing a note in black marker with the title, “Football Season Is Over”:

What exogenous causes are shifting the allocation of moral intuitions away from community, authority, and purity and toward fairness, autonomy, and rationality? One obvious force is geographic and social mobility. People are no longer confined to the small worlds of family, village, and tribe, in which conformity and solidarity are essential to daily life, and ostracism and exile are a form of social death. They can seek their fortunes in other circles, which expose them to alternative worldviews and lead them into a more ecumenical morality, which gravitates to the rights of individuals rather than chauvinistic veneration of the group. By the same token, open societies, where talent, ambition, or luck can dislodge people from the station in which they were born, are less likely to see an Authority Ranking as an inviolable law of nature, and more likely to see it as a historical artifact or a legacy of injustice. When diverse individuals mingle, engage in commerce, and find themselves on professional or social teams that cooperate to attain a superordinate goal, their intuitions of purity can be diluted. One example, mentioned in chapter 7, is the greater tolerance of homosexuality among people who personally know homosexuals. Haidt observes that when one zooms in on an electoral map of the United States, from the coarse division into red and blue states to a finer-grained division into red and blue counties, one finds that the blue counties, representing the regions that voted for the more liberal presidential candidate, cluster along the coasts and major waterways. Before the advent of jet airplanes and interstate highways, these were the places where people and their ideas most easily mixed. That early advantage installed them as hubs of transportation, commerce, media, research, and education, and they continue to be pluralistic—and liberal—zones today. Though American political liberalism is by no means the same as classical liberalism, the two overlap in their weighting of the moral spheres. The micro-geography of liberalism suggests that the moral trend away from community, authority, and purity is indeed an effect of mobility and cosmopolitanism.202

Areli kicked her dragon upwards and followed Aquilina and Fides through the lanterns and rock, out into clean mountain air. Aquilina had picked only the two, whom she said were hands down the greatest riders on the team, to ride with her. Areli didn’t know how to respond to that, except to turn red and cover her mouth with surprise. And now she was flying, not in an arena, but in free air, a privilege given to only the best professional riders. They flew over the city. The buildings looked like small blocks and the carriages looked like gold-colored ants roaming about. The sweep of the cool air was refreshing against Areli’s face. They flew over the trees leading to Emperor Abhiraja’s forest, which looked like nothing but a tossed salad from their view. And then they were over Emperor Abhiraja’s trees. Back at the boarding facility, before they left, Aquilina told them there was only one rule if they were to ride with her . . . keep up. Aquilina veered down towards the trees. Fides took after her and Areli followed. Areli sat hard into her seat and pulled the reins to her right. She leaned her leg into Kaia’s left shoulder and held on tight to the saddle horn. Kaia leaned her body and they knifed through the air. Areli shifted her legs and hands, chasing after Fides and Aquilina. They slipped through a tiny gap in the tops of the massive trees. Areli saw the red of Fidelja’s dragon ahead of her, and then it disappeared. She saw shades of brown and green coming up fast. Areli pulled on the reins, keeping her hands light, and sunk into the seat, leveling off their descent into the forest. She immediately started kicking Kaia forward as she saw Fides dragon’s tail wrap past a tree. Areli commanded Kaia in a way she never had before. Using every skill she ever learned, she cued Kaia right, then left, then into a roll to get through two narrowly placed trees, and then up, always following the blur of red in front of her. They came out above the trees again and then they swooped back down. This time it was into the Columns of Abhi. They curved around the large rock structures like a knife full of butter caressing a freshly baked roll. Areli didn’t think she could feel this exhilarated. But there was something utterly breathtaking about flying without walls, without spectators or trainers. This was true freedom, according to Areli. Freedom from homework, freedom from fears, freedom from worries. This was the place where she could be . . . just to be.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

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Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

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Leaders facilitating team responsibilities must link accountability to motivation in order to be highly effective.

He is the consummate professional, but never pompous or arrogant, and always ready to oblige and assist the production team, and credit them for their efforts.

Even though everyone on the team is presumably working toward the same goal, often how to accomplish that goal can become a battlefield of differing opinions, each informed by the professional experience and expertise of their owners.

In a sense, the Republicans and Democrats had been professional athletic teams, striving mightily to defeat each other for the money, the spectacle, for victory itself, but for nothing else. They might even exchange members, who would be expected to play as hard for their new team as they had for their old.

Seattle sports had once risen briefly to international prominence, in 1917, when the city’s professional hockey team, the Metropolitans, became the first American team to win the Stanley Cup,

Leadership – inborn or learnt? The case for situational leadership

It has been said that we have been given two ears and only one mouth, so we should listen twice as much as we talk. Listening is an art form, and asking questions is a tool to active listening. Yet, asking

stories. It is unimportant, disregard

The essence of business consulting Business consulting is becoming a well-liked hit everywhere in the world. Consultation providers are important to business folks since they help them in making informative choices. That is solely potential after serving to them understand the workforce within the enterprise world. Managers who analyze the functionality of their businesses are bound to make higher earnings than those that don’t consult an expert for surveillance. They should perceive the risks concerned, weaknesses and strengths in order for their businesses to survive competition. It is with enterprise consulting that companies are capable of analyze as well as improve upon their strategic operations. This turns into attainable because of the experience across assorted fields translating into a spectrum of new ideas. Any effective enterprise consulting will allow you to faucet into their varied sources, capabilities as well as services. Your online business will take pleasure in proven approaches, ideas and even methods. Because of this you would not have to reinvent the wheel again. You make use of confirmed strategies and construct upon them. In spite of everything, this can ultimately translate into increased productiveness in addition to more sales for your online business. As a Richmond Business Help way to grow to be more productive in addition to worthwhile, the companies of a enterprise consulting cannot be ignored. Simply just remember to are on the same page as them. It's highly vital for a business to be on the identical wavelength as their enterprise consulting team. The enterprise states its wishes whereas the enterprise consultants rework it into an achievable aim. The business states its desires and the enterprise consultants define whether or not it's practical and the simplest method to turn dreams into reality. Involving a professional guide will information you in making crucial choices. They usually present you with different scenarios that are more likely to happen in the market in the present day. Additionally they explain how your decisions are prone to impression on what you are promoting in the future. In addition they present strategies on find out how to diversify the product line rather than relying on a single product. They are going to guide you to ensure that there's utmost progress and competition is at per. Enterprise consultants enhance the information stage of a business. Their data is effective. They've been involved in varied tasks earlier than and understand all of the facets involved in the planning process. Additionally they have a clear understanding of the dangers concerned in each enterprise growth step. You possibly can due to this fact depend upon them for the event of your enterprise.

High power high interest stakeholders – manage closely; High power low interest stakeholders – keep satisfied; Low power high interest stakeholders – keep informed; Low power low interest stakeholders – monitor with minimal effort.

Leaders usually need to be directive and supportive during the forming stage,

Ask team members to share a favorite travel photo, but not name the place. Team members ask questions and try to figure out where the photo was taken. Ask team members to share their favorite photo and