Proven Team Quotes

...the Stone Table [was] a place that served as the OK Corral for the Faerie Courts when they decided to engage in diplomacy by means of murdering anyone on the other team.

Murphy, you rock! Go team Dresden!" "Hey, I'm the one who rocks... Go team Murphy.

Nobody achieves anything great by giving the minimum. No teams win championships without making sacrifices and giving their best.

Self-leadership always precedes team leadership.

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.

Mastery requires patience. The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: “When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it. Yet at the hundred and first blow it will split in two, and I know it was not that last blow that did it—but all that had gone before.

Good leadership isn’t about advancing yourself. It’s about advancing your team. The

First, decide who you want to be. This holds at any level—as an individual, as a team, as a community, as a nation. What do you want to stand for? What are your principles and values? Who do you wish to become?

Chinese laborers "finish" smartphones by wiping off any fingerprints with a highly toxic solvent proven to shorten the workers lives. That's how valuable it is for consumers to believe their devices have been assembled by magic rather than by the fingers of underpaid and poisoned children.

Now for the interesting question: If you completely ignored your goals and focused only on your system, would you still succeed? For example, if you were a basketball coach and you ignored your goal to win a championship and focused only on what your team does at practice each day, would you still get results? I think you would.

There’s a temptation for all of us to blame failures on factors outside our control: “the enemy was ten feet tall,” “we weren’t treated fairly,” or “it was an impossible task to begin with.” There is also comfort in “doubling down” on proven processes, regardless of their efficacy. Few of us are criticized if we faithfully do what has worked many times before. But feeling comfortable or dodging criticism should not be our measure of success. There’s likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that’s your mission.

When we buy into those limiting and marginalizing stories, our souls are in exile. We spend our days worrying about pleasing others rather than doing what’s right for us—and, ultimately, what’s right for our families, our community, and our world.

Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.

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 more deeply a thought or action is tied to your identity, the more difficult it is to change it. It can feel comfortable to believe what your culture believes (group identity), or to do what upholds your self-image (personal identity), even if it’s wrong. The biggest barrier to positive change at any level—individual, team, society—is identity conflict.

At times we think it might be easier to play small, to hide, and, for a time, it might be. But the soul’s calling is much more powerful. It never goes away. Listening to it brings us energy, peace, and a sense of excitement. Denying it—resisting our calling—is a path into the abyss of despair. We then look to food, alcohol, and unhealthy sexual partners to soothe our agony.

If it is humanly possible, you should plan to have one or more in-person meetings with your boss early on. It is essential to make face-to-face connections early on to begin to establish a basis of confidence and trust (the same is true if you’re leading a virtual team). So if this means you need to fight for the resources and fly halfway around the world, you should do it.

Build your team. If you are inheriting a team, you need to evaluate, align, and mobilize its members. You likely also need to restructure it to better meet the demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition and beyond.

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.

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.

On April 12, 1955, a team of scientists announced that Jonas Salk’s vaccine against polio—the disease that had killed thousands a year, paralyzed Franklin Roosevelt, and sent many children into iron lungs—was proven safe. According to Richard Carter’s history of the discovery, on that day “people observed moments of silence, rang bells, honked horns, blew factory whistles, fired salutes, . . . took the rest of the day off, closed their schools or convoked fervid assemblies therein, drank toasts, hugged children, attended church, smiled at strangers, and forgave enemies.”4 The city of New York offered to honor Salk with a ticker-tape parade, which he politely declined.

Here’s the second way a conversation with an MS employee ends. (MS—oh, God, they’ve got me doing it now!) Let’s say I’m at the playground with my daughter. I’m bleary-eyed, pushing her on the swings, and one swing over there’s an outdoorsy father—because fathers only come in one style here, and that’s outdoorsy. He has seen a diaper bag I’m carrying which isn’t a diaper bag at all, but one of the endless “ship gifts” with the Microsoft logo Elgie brings home. OUTDOORSY DAD: You work at Microsoft? ME: Oh, no, my husband does. (Heading off his next question at the pass) He’s in robotics. OUTDOORSY DAD: I’m at Microsoft, too. ME: (Feigning interest, because really, I could give a shit, but wow, is this guy chatty) Oh? What do you do? OUTDOORSY DAD: I work for Messenger. ME: What’s that? OUTDOORSY DAD: You know Windows Live? ME: Ummm… OUTDOORSY DAD: You know the MSN home page? ME: Kind of… OUTDOORSY DAD: (Losing patience) When you turn on your computer, what comes up? ME: The New York Times. OUTDOORSY DAD: Well, there’s a Windows home page that usually comes up. ME: You mean the thing that’s preloaded when you buy a PC? I’m sorry, I have a Mac. OUTDOORSY DAD: (Getting defensive because everyone there is lusting for an iPhone, but there’s a rumor that if Ballmer sees you with one, you’ll get shitcanned. Even though this hasn’t been proven, it hasn’t been disproven either.) I’m talking about Windows Live. It’s the most-visited home page in the world. ME: I believe you. OUTDOORSY DAD: What’s your search engine? ME: Google. OUTDOORSY DAD: Bing’s better. ME: No one said it wasn’t. OUTDOORSY DAD: If you ever, once, went to Hotmail, Windows Live, Bing, or MSN, you’d see a tab at the top of the page that says “Messenger.” That’s my team. ME: Cool! What do you do for Messenger? OUTDOORSY DAD: My team is working on an end-user, C Sharp interface for HTML5…

Positive psychology is the study of what constitutes excellence in individuals, communities, and workplaces. It incorporates the study of productivity, resilience, motivation, emotions, strengths, team dynamics, and more.

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.

In practice, ship and iterate means that marketing programs and PR pushes should be minimal at launch. If you are in the restaurant business, you call this a soft opening. When you push the babies out of the nest, don’t give them a jetpack or even a parachute—let them fly on their own. (Note: This is a metaphor.) Invest only when they get some lift. Google’s Chrome is a great example of this—it launched in 2008 with minimal fanfare and practically no marketing budget and gained terrific momentum on its own, based solely on its excellence. Later, around the time the browser pushed past seventy million users, the team decided to pour fuel on the fire and approved a marketing push (and even a TV advertising campaign). But not until the product had proven itself a winner did it get fed.

Another game-changing project is the BRCK, pronounced “brick,” created by the same team behind Ushahidi and iHub. On a flight back to Africa from the United States some years ago, Hersman looked down on our vast, rugged continent and wondered why it was that most routers and modems were built for the first-world comfort zones of, say, New York or London, whereas most Internet users actually live in the harsh, far less comfortable environments of Asia, Africa and Latin America. The team sketched out a design for a rugged portable connectivity device that could work in remote conditions where electrical power and Internet connections were a problem. The result is the BRCK, a sturdy, brick-shaped, cloud-enabled Wi-Fi hotspot router from which you can access the Internet from anywhere on the continent that is close to a signal. It has an antenna, charger, USB ports, 4 GB of storage, a built-in global SIM card and enough backup power to survive a blackout. The device sells for $199 online and is already being used in 45 countries around the world. Consider the provenance: designed in Nairobi, Kenya; manufactured in Austin, Texas. This is a complete reversal of the standard manufacturing paradigm. Again, an example of African technology going global.

No matter where you land, the keys to effective delegation remain much the same: you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

That’s what a team of researchers from Duke University attempted. They randomly assigned depressed men and women aged fifty or older to either begin an aerobic exercise program or take the antidepressant drug sertraline (Zoloft). Within four months, the mood of those in the drug group improved so much that they were, on average, no longer depressed. But the same powerful effect was found in the exercise group—that is, the group of people who weren’t taking any drugs. Exercise, it seemed, works about

Once we understand Hillary as single-mindedly pursuing her own interest and financial gain, we can for the first time make sense of recent Clinton scandals. Consider the email scandal. What we know is that Hillary created and maintained an entirely private email server, insulated from her State Department requirements. This took great effort and required the collaboration of a whole team of aides as well as State Department bureaucrats. Why did Hillary do this? Her official explanation is convenience. Hillary simply wanted to get things done, and she was a little careless about how she went about doing them. She claims she got into all this trouble because she didn’t want to have to carry two phones.1 But setting up a parallel email system is actually very inconvenient. Far from being careless, Hillary was careful to do it in a manner that would allow her to carry on private communications that would not show up on an official network, rendering the Freedom of Information Act useless. By doing this, in essence she stole the people’s property. Sending classified and secret information through a private network is not merely harmful to the national security; it is also illegal. Former CIA director John Deutch, former National Security Adviser Sandy Berger, and General David Petraeus were all punished for doing it. Their offenses pale before Hillary’s. Moreover, Hillary, in the middle of a government investigation, went through her private emails, deleting thousands of them that she didn’t want the government or the public to see. Normal people who do such things end up in prison. Hillary, clearly, sees herself as politically protected by the Obama gang. She acts like she’s above the law, and so far she has been proven correct.

The next step is, then, for each member of the group, beginning with the founder, to ask: ‘What are the activities that I am doing well? And what are the activities that each of my key associates in this business is actually doing well?’ Again, there is going to be agreement on most of the people and on most of their strengths. But, again, any disagreement should be taken seriously. Next, one asks: ‘Which of the key activities should each of us, therefore, take on as his or her first and major responsibility because they fit the individual’s strengths? Which individual fits which key activity?’ Then the work on building a team can begin. The founder starts to discipline himself (or herself) not to handle people and their problems, if this is not the key activity that fits him best. Perhaps this individual’s key strength is new products and new technology. Perhaps this individual’s key activity is operations, manufacturing, physical distribution, service. Or perhaps it is money and finance and someone else had better handle people. But all key activities need to be covered by someone who has proven ability in performance.

you build a team of competent people whom you trust, you establish goals and metrics to monitor their progress, you translate higher-level goals into specific responsibilities for your direct reports, and you reinforce them through process.

Brailsford and his team continued to find 1 percent improvements in overlooked and unexpected areas. They tested different types of massage gels to see which one led to the fastest muscle recovery. They hired a surgeon to teach each rider the best way to wash their hands to reduce the chances of catching a cold. They determined the type of pillow and mattress that led to the best night’s sleep for each rider. They even painted the inside of the team truck white, which helped them spot little bits of dust that would normally slip by unnoticed but could degrade the performance of the finely tuned bikes.

The more deeply a thought or action is tied to your identity, the more difficult it is to change it. It can feel comfortable to believe what your culture believes (group identity) or to do what upholds your self-image (personal identity), even if it’s wrong. The biggest barrier to positive change at any level—individual, team, society—is identity conflict.

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director of product management) where some number of product managers (usually somewhere between 3 and 10) report directly to you. The director of product management is really responsible for two things. The first is ensuring his or her product managers are all strong and capable. The second is product vision and strategy and connecting the dots between the product work of the many teams. This is also referred to as holistic view of product. But lots of strong senior product managers are not sure about their preferred career path at this stage, and the GPM role is a great way to get a taste of both worlds. The GPM is the actual product manager for one product team, but in addition, she is responsible for the development and coaching of a small number of additional product managers (typically, one to three others). While the director of product management may have product managers who work across many different areas, the GPM model is designed to facilitate tightly coupled product teams.

Leadership Leadership has a lot more to it than simply telling people what to do, keeping track of efforts, penalizing those who are late or who disrupt, and hiring / firing. Great leaders are also great workers with a level of competence and confidence learned on the job that others accept and are willing to follow. These leaders are good at working with themselves, they have developed discipline, an ability to delay gratification, curiosity as to why people think or do things the way they do, and are open minded and accepting of change. Just look at any sports team, military unit or successful company and you will read or hear about all the leaders that make up the company. Most frequently these leaders are not the ones with a title, but the ones who make the place run through their efforts, focus, determination and ability to overcome obstacles. It is from these ranks that titles are granted and rewards given. These people have proven that they can lead by example, are able to shoulder the load and have what it takes to lead others, helping them grow just as they were helped on their way. My book entitled YOU Working With YOU is all about you, helping you to become the leader that you are capable of becoming. Just showing up to work might keep you employed, stepping up and leading by example is what others will notice and align with.

Despite the obvious difficulties when it comes to social systems, social scientists have been very imaginative in devising analogous quantitative experiments to inspire and test hypotheses, and these have proven to give insight into social structure and dynamics. Many involve surveys and responses to various questionnaires and are subject to limitations that depend on the role of the experimental teams who have to interact with the subjects.

A Consciously Constructive organisation must equally balance the 6 Proven aspects of a High Performance Workplace using the proven CLEARx framework. Philosophy and System.

Don't Hire Good....Hire Great.

You Work For Your Team, They Don't Work For You.

Micromanagement could have unintended consequences. Instead of getting people in line, it may cause them to leave.

You can't run at your maximum if you're always pushing your limits. Neither can your team.

The nautical expression that “Rats leave a sinking ship” is an observed truth. Not only will they attempt to save themselves but they will also assist in saving others. In fact studies show that they will be more apt to help their fellow rats if they had experienced a previous dunking themselves. Although detested by human’s rats are in fact very compassionate social animals that crave company. Research has proven that they will help another rat in distress before searching for food even though they may be hungry. Although not proven it has been observed that they have an innate knowledge of impending disaster and if they are seen abandoning ship, it just might be wise to follow. This is born out in Shakespeare's The Tempest, Act I, Scene II where he wrote: “In few, they hurried us aboard a bark, bore us some leagues to the sea; where they prepared a rotten carcass of a boat, not rigged, nor tackle, sail, nor mast; the very rats instinctively had to quit it.” Of course this nautical concept is fortunately not frequently witnessed, however in a metaphorical sense it is now being witnessed politically. The New York Times's Maggie Haberman and Alexander Burns have written articles concerning the tumult behind the scenes in the world of Donald Trump. “In private, Mr. Trump's mood is often sullen and erratic, his associates say. He veers from barking at members of his staff to grumbling about how he was better off following his own instincts…” Many others claim that he is not up to the task and could actually be a danger to our country if not the World. On Twitter, Bill Kristol a conservative and the Editor at large of the Weekly Standard says that the New York Times story suggest suggests prominent members of Trump's team are already beginning their recriminations in anticipation of a Republican defeat in November. Although I usually save my political remarks for my personal Facebook page, the obvious cannot be ignored and it has been universally apparent that our “Ship of State” has been heading into uncharted waters, rife with dangers herebefore unknown!

There is a wealth of research that underlies the value of diverse teams and shows that being around people who are different from us makes us more creative, more diligent, and harder-working,6 and has also been proven to make companies more innovative and successful.7

In Robert Noyce’s office there hung a black-and-white photo that showed a jovial crew of young scientists offering a champagne toast to the smiling William Shockley. The picture was taken on November 1, 1956, a few hours after the news of Shockley’s Nobel Prize had reached Palo Alto. By the time that happy picture was taken, however, Shockley Semiconductor Laboratories was a chaotic and thoroughly unhappy place. For all his technical expertise, Shockley had proven to be an inexpert manager. He was continually shifting his researchers from one job to another; he couldn’t seem to make up his mind what, if anything, the company was trying to produce. “There was a group that worked for Shockley that was pretty unhappy,” Noyce recalled many years later. “And that group went to Beckman and said, hey, this isn’t working. . . . About that time, Shockley got his Nobel Prize. And Beckman was sort of between the devil and the deep blue sea. He couldn’t fire Shockley, who had just gotten this great international honor, but he had to change the management or else everyone else would leave.” In the end, Beckman stuck with Shockley—and paid a huge price. Confused and frustrated, eight of the young scientists, including Noyce, Moore, and Hoerni, decided to look for another place to work. That first group—Shockley called them “the traitorous eight”—turned out to be pioneers, for they established a pattern that has been followed time and again in Silicon Valley ever since. They decided to offer themselves as a team to whichever employer made the best offer. Word of this unusual proposal reached an investment banker in New York, who offered a counterproposal: Instead of working for somebody else, the eight scientists should start their own firm. The banker knew of an investor who would provide the backing—the Fairchild Camera and Instrument Corporation, which had been looking hard for an entrée to the transistor business. A deal was struck. Each of the eight young scientists put up $500 in earnest money, the corporate angel put up all the rest, and early in 1957 the Fairchild Semiconductor Corporation opened for business, a mile or so down the road from Shockley’s operation.

By the time you reach a final, the hard, physical work has already been done. Many teams have lost a final after changing what had worked for them and brought them to within touching distance of glory. They come up with new strategies and plays, and then find it difficult to execute those plans against a team that stuck to its proven formula.

If sales managers hire C-grade players and do everything else perfectly—onboarding, training, developing, and maintaining a great sales process—that team will still have a difficult time becoming the number one sales force. However, if you hire only grade A players and do everything else average, the A players will help you find a way to win.

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

From their hotel in Orlando, Florida, before team training on March 31, 2016, Hope Solo, Carli Lloyd, Becky Sauerbrunn, and Alex Morgan, joined by Jeffrey Kessler, spoke live with Matt Lauer over a video feed at the Today show studio in New York City. “Carli, you don’t just wake up one morning and say, We’re going to file a claim with the EEOC, and point a finger at U.S. Soccer,” Matt Lauer said to open the segment. “This has been simmering for a while. But why does it come to a head now?” “The timing is right,” Lloyd said. “We’ve proven our worth over the years, just coming off of a World Cup win, and the pay disparity between the men and women is just too large. We want to continue to fight. The generation of players before us fought, and now it is our job to keep on fighting.

Richard Delury - Proven Leader Richard Delury is highly skilled in the complex field of electric controls. He has over 15 years of experience as an electrician and is keen to continue. Richard Delury also has managerial experience and can keep even the most challenging team running efficiently.

Remember, before we began, your business was already (mostly) working, and we’ve modelled these systems from what your best team members are doing. We’re looking for consistency and aiming to bring all your team members to that level. It’s also comforting to know your new systems are always the worst they’re ever going to be the first time you create them.

the core benefit of project management software, which is to get your team to use the systems and to record their progress as they’re doing their work.

Managing when you are located far from your boss presents a different set of challenges. The risk is greater of falling out of step without realizing it. This puts the onus on you to exert even more discipline over communication, scheduling calls and meetings to be sure you stay aligned. It also is even more critical to establish clear and comprehensive metrics so that your boss gets a reasonable picture of what is going on and you can more effectively manage by exception. If it is humanly possible, you should plan to have one or more in-person meetings with your boss early on. It is essential to make face-to-face connections early on to begin to establish a basis of confidence and trust (the same is true if you’re leading a virtual team). So if this means you need to fight for the resources and fly halfway around the world, you should do it.

I also suggest getting clear on the qualities your team members need to have to succeed within your business and building that into your recruitment process.

The CCF focuses on the specific objective of having the business make money without being dependent on any one specific team member, so be sure that these systems are up and running.

Then there’s project management software (sometimes referred to as task management or jobs management), which acts as an accountability and management tool. The goal of this software is to track all of your projects and ensure that every team member knows the tasks they should be working on and when they’re due. This also gets all your team communication, relating to any project, out of your email and into a central location.

The remainder of this book will provide you with step-by-step instructions on how to build better habits in yourself, your family, your team, your company, and anywhere else you wish.

The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: "When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it. Yet at the hundred and first blow, it will split in two, and I know it was not that last blow that did it -- but all that had gone before.

The biggest barrier to positive change at any level—individual, team, society—is identity conflict. Good habits can make rational sense, but if they conflict with your identity, you will fail to put them into action.

The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: “When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it.19 Yet at the hundred and first blow it will split in two, and I know it was not that last blow that did it—but all that had gone before.

In many organizations, Clarity and Curiosity don’t coexist. Leaders focus on one or the other and experience predictable challenges. When you embrace Clarity to the exclusion of Curiosity, you miss opportunities that are hiding in plain sight. Silos and internal competition creep in as forward motion grinds to a halt. FOSU becomes an epidemic as people become more reluctant to challenge the proven status quo. You often lose top talent who want to innovate and achieve breakthrough results. Ultimately, you have teams full of people who just want to be told what to do and aren’t creating the future.

Good leaders don't take anything for granted. They keep working and keep leading. They understand that leadership must be earned and established. They remain dissatisfied in a way, because dissatisfaction is a good one-word definition for motivation. Good leaders strive to keep the people and organization moving forward toward its vision. They recognize that organizations can sometimes be filled with appointments, but teams can be built only by good leadership.

All great leaders are productive. However, it is possible to be a producer and not a leader. Personal success does not always translate into team success. Leadership is defined by what a person does with and for others. It is established by making the team better and more productive. It's measured by what the entire group accomplishes, not by the individual efforts of the person in charge. Good leadership is never based on what someone does by and for himself.

While the things we have in common may make relationships enjoyable, the differences are what really make them interesting. Good leaders deal successfully with these differences and leverage them for the benefit of the team and the organization. Good leaders are able to look at hard truths, see people's flaws, face reality, and do it in a spirit of grace and truth. They don't avoid problems; they solve them. Leaders who build relationships understand that conflict is part of the progress. Often it is even constructive.

As you lead your team, your goal should be to help every person get to the place where they are doing their should-dos and love-to-dos, because that is where they will be the most effective. As a rule of thumb, try to hire, train, and position people in such a way that: 80% of the time they work in their strength zone; 15% of the time they work in a learning zone; 5% of the time they work outside their strength zone; and 0% of the time they work in their weakness zone. To facilitate that, you must really know your people, understand their strengths and weaknesses, and be willing to have candid conversations with them.

Plan to meet with your team at least weekly to give feedback on performance. Practice the Pareto principle. Set aside a block of time to make a list of all your responsibilities. Then put them in order of importance according to the impact they make for the good of the company. On a daily basis for the tasks you must do. On a weekly basis on the team's priorities. Make sure that 80% of efforts are focused on the top 20% in terms of importance. Set aside an hour daily or regularly to think of five ways to change things for the better. Accept your role as change agent.

As you look at potential leaders, try to assess their capacity in the following areas: Stress Management - their ability to withstand and overcome pressure, failure, deadlines, and obstacles Skill - their ability to get specific tasks done Thinking - their ability to be creative, develop strategy, solve problems, and adapt Leadership - their ability to gather followers and build a team Attitude - their ability to remain positive and tenacious amidst negative circumstances As a leader, your goal should be to identify what their capacity is, recognize what they think their capacity is, and motivate, challenge, and equip them in such as way that they close the gap between the two.

So how do you stand up to a dictator? By embracing values defined early: honesty, vulnerability, empathy, moving away from emotions, embracing your fear, believing in the good. You can't do it alone. You have to create a team, strengthen your area of influence, then connect the bright spots and weave the mesh together. Avoid thinking in terms of 'us against them'. Stand in someone else's shoes and do onto others as you would have them do onto you. Technology has proven that human beings have far more in common than we have differences.

So how do you stand up to a dictator? By embracing values defined early(...): honesty, vulnerability, empathy, moving away from emotions, embracing your fear, believing in the good. You can't do it alone. You have to create a team, strengthen your area of influence, then connect the bright spots and weave the mesh together. Avoid thinking in terms of us against them. Stand in someone else's shoes and do onto others as you would have them do onto you. Technology has proven that human beings have far more in common than we have differences.

Many of us commit the error of following the rules of our cultural community, which prevents us from stepping out of our caves and sharing our gifts in the world.

My story is a perfect example of how, early in our lives, we follow the rules set down by those who come before us—often without questioning why these rules are in place. However, when we observe our circumstances, we may find that the rules keep the current ruler in power—not for the good of the whole, but for the good of the one or the few.

We’re held hostage by the stories that other people write for us and about us. We don’t stop long enough to question why the story was written and whose purpose it serves.

Fear is the enemy of our “Why”—our calling, our passion, our mission. It prevents us from taking our unique place in the world and sharing our gifts so that others may benefit from our courageous acts. It becomes our imprisoner and, in some cases, the executioner.

When we step into the leading role of our own life, rather than continue to play supporting roles in others, we are energized and vitalized. Work is no longer drudgery. It becomes fun, meaningful, productive, and often profitable.

Showing up in our own story—being present with it and embracing our mission—takes courage. It’s a ride to be enjoyed and not feared, and it requires dancing at our edges and taking risks to step out of our comfort zone. Often, we’re brought to our knees before we’re truly able to rise above the limitations and expectations we’ve accepted from others. It’s a journey—one that is for the warrior— not for the ego-driven coward who is merely looking for accolades. Humility and vulnerability are a must.

Women can learn to be more confident and protective of our gifts, unwilling to buy into the stories written for us by other people. We can learn to expect to be honored for what we bring to the table. We can learn to unite our natural tendencies to nurture and heal by committing to our purpose, our mission, and our stories—our “Why.

NEGOTIATE SUCCESS—CHECKLIST How effectively have you built relationships with new bosses in the past? What have you done well? Where do you need improvement? Create a plan for the situational conversation. Based on what you know now, what issues will you raise with your boss in this conversation? What do you want to say up front? In what order do you want to raise issues? Create a plan for the expectations conversation. How will you figure out what your new boss expects you to do? Create a plan for the style conversation. How will you figure out how best to work with your boss? What mode of communication does he prefer? How often should you interact? How much detail should you provide? What types of issues should you consult with him about before deciding? Create a plan for the resource conversation. Given what you need to do, what resources are absolutely needed? With fewer resources, what would you have to forgo? If you had more resources, what would the benefits be? Be sure to build the business case. Create a plan for the personal development conversation. What are your strengths, and where do you need improvement? What kinds of assignments or projects might help you develop skills you need? How might you use the five conversations framework to accelerate the development of your team? Where are you in terms of having the key conversations with each of your direct reports?

Once you have distilled these early discussions into a set of observations, questions, and insights, convene your direct reports as a group, feed them back your impressions and questions, and invite discussion. You will learn about both substance and team dynamics and will simultaneously demonstrate how quickly you have begun to identify key issues.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

Time is valuable, but investing in your leadership skills is invaluable for achieving success in your career.

Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

MATCH STRATEGY TO SITUATION—CHECKLIST What portfolio of STARS situations have you inherited? Which portions of your responsibilities are in start-up, turnaround, accelerated-growth, realignment, and sustaining-success modes? What are the implications for the challenges and opportunities you are likely to confront, and for the way you should approach accelerating your transition? What are the implications for your learning agenda? Do you need to understand only the technical side of the business, or is it critical that you understand culture and politics as well? What is the prevailing climate in your organization? What psychological transformations do you need to make, and how will you bring them about? How can you best lead change given the situations you face? Which of your skills and strengths are likely to be most valuable in your new situation, and which have the potential to get you into trouble? What are the implications for the team you need to build?

How do you stand up to a dictator? "By embracing values defined early. Honesty, vulnerability, empathy, moving away from emotions, embracing your fear, believing in the good. You can't do it alone. You have to create a team, strengthen your area of influence, then connect the bright spots and weave the mesh together. Avoid thinking in terms of us against them. Stand in someone else's shoes and do onto others as you would have them do onto you. Technology has proven that human beings have far more in common than we have differences.

So how do you stand up to a dictator? "By embracing values defined early. Honesty, vulnerability, empathy, moving away from emotions, embracing your fear, believing in the good. You can't do it alone. You have to create a team, strengthen your area of influence, then connect the bright spots and weave the mesh together. Avoid thinking in terms of us against them. Stand in someone else's shoes and do onto others as you would have them do onto you. Technology has proven that human beings have far more in common than we have differences.

Goldberg and Fab’s management team conducted cohort analysis and had a handle on deteriorating LTV/ CAC trends, but they did not act quickly enough on this data. In October 2013, three months after raising the VC round that made Fab a unicorn, Goldberg wrote in a memo to his team, “We spent $ 200 million and we haven’t proven out our business model… we haven’t proven that we know exactly what our customers want to buy.” He added a litany of his own mistakes as CEO, including: I guided us to go too fast. I didn’t insist on homing in on our target customer. I spent too much on marketing before we got the consumer value proposition right. I didn’t build enough discipline around costs and business metrics into our culture. I allowed us to over-invest in Europe. I didn’t see the need to course correct fast enough.

The biggest barrier to positive change at any level—individual, team, society—is identity conflict.

teamed up with Dr. Elizabeth Blackburn, who was awarded the 2009 Nobel Prize in Medicine for her discovery of telomerase. In a study funded in part by the U.S. Department of Defense, they found that three months of whole-food, plant-based nutrition and other healthy changes could significantly boost telomerase activity, the only intervention ever shown to do so.69 The study was published in one of the most prestigious medical

By comparing the defined target with actual results, the team can determine if its hypothesis was proven and make appropriate adjustments if it wasn't

The team repeated the prerelease protocol with John and Judy, but this time, they held the pair in an acclimation pen for six months. They also built a fixed-position telemetry antenna receiver on a 110-foot-high fire tower on the island. This freed them from needing to use the jeep to tail the wolves, which Carley feared may have proved too intrusive. The fixed-position antenna held a ten-mile range. Carley attached a portable telemetry antenna to an eighteen-foot speed boat in case they needed to pursue the animals across the inlets or open water - a possibility that Margie had proven likely. As a joke, Carley also posed by John and Judy’s kennel box with a long sheet of paper, from which he read aloud while a colleague snapped photos. “Since the animals seem to understand more than they let on, we did another thing differently” the second time around, Carley quipped while showing the photo in a public presentation. “We read them The Plan.

How to Create Your Proven Process Step 1 With your team, illustrate on a whiteboard what you believe are the major steps in your proven process and then give each step a name. These major steps are the touch points with your customers when you interface with them. The rule of thumb is three to seven steps.

Karl was next. ‘I know the problem. We are not one team. It makes us happy on the inside when we fail because in our egos we think failure is a lesson for someone else on this team. We don’t do what’s required because we are busy playing the game of superiority with each other. Unless people here function as a team, nothing will change. I have tried to have conversations with people, but nothing has changed’.

some other items you can include on your Project Completion Checklist. I encourage you to personalize it for your own needs: Answer postmortem questions: What did you learn? What did you do well? What could you have done better? What can you improve for next time? Communicate with stakeholders: Notify your manager, colleagues, clients, customers, shareholders, contractors, etc., that the project is complete and what the outcomes were. Evaluate success criteria: Were the objectives of the project achieved? Why or why not? What was the return on investment? Officially close out the project and celebrate: Send any last emails, invoices, receipts, feedback forms, or documents, and celebrate your accomplishments with your team or collaborators so you receive the feeling of fulfillment for all the effort you put in.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

This was not advice for a debate team; it was advice for martyrs! Peter asked his readers to take courage, to look into the eyes of their assailants with patience and compassion, gentleness and respect. He urged them to live lives that are beyond reproach, to follow the teachings of Jesus Christ and love their enemies to the point of death. This passage is not about fearlessly defending a set of propositions; it’s about fearlessly defending hope — a wild, bewitching, and reckless thing that cannot be systematized or proven or rationally explained

Here are some other items you can include on your Project Completion Checklist. I encourage you to personalize it for your own needs: Answer postmortem questions: What did you learn? What did you do well? What could you have done better? What can you improve for next time? Communicate with stakeholders: Notify your manager, colleagues, clients, customers, shareholders, contractors, etc., that the project is complete and what the outcomes were. Evaluate success criteria: Were the objectives of the project achieved? Why or why not? What was the return on investment? Officially close out the project and celebrate: Send any last emails, invoices, receipts, feedback forms, or documents, and celebrate your accomplishments with your team or collaborators so you receive the feeling of fulfillment for all the effort you put in.

Faris Team Real Estate consists of specialists in every field, from negotiation to marketing to even the most complex Real Estate agreements - all focused on delivering the best results in Naples, Florida for you based on proven systems and a tailored approach.

Paul Turovsky’s prolific experience in real estate has equipped him as an expert trainer for superintendents and agents. He understands the mechanics of property management and is well-versed in conflict resolution and tenant education. Mr. Turovsky brings over 15 years of experience to muti-level project management and has led accomplished teams of real estate professionals. He is people-oriented and has a proven track record of excellence.

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

Are you interested in attracting new customers every month who are interested in your services? JSB Digital Works helps businesses achieve that for service-based businesses in Metro Vancouver, Burnaby and beyond. With a specialization in organic growth, John and his team are search engine optimization (SEO) pros with a proven track record of increasing business sales. To find out how we can help you, give us a call!

This is the Prius,” he said. The car he pointed to was a shell with wires hanging out. “It is an example of what they look like when we are done,” he said. This particular examination had proven exceedingly useful because when the second-generation Prius was released in the mid-2000s, some wondered whether Toyota had cheated on the fuel economy tests. Hillebrand’s team had showed that, if the company wanted to, it in fact could game federal evaluators. That was because the car could be programmed with advance knowledge of the curves, stops, and hazards that all automakers knew the test featured. So armed, it could adjust and conserve gasoline. Hillebrand’s team did not demonstrate that the Prius folks did cheat. But the opportunity to do so was sufficient. He sent word to the Environmental Protection Agency, which devised a randomized test that was harder to con.

This is a story about the power and impact of “truly human” leadership. It is about bringing our deepest sense of right, authentic caring, and high ideals to business. It is about achieving success beyond success, measured in the flourishing of human lives. It is a story of an approach to business and leadership that emerged only in the last twenty years or so in the life of a 130-year-old company, but that has already built a strong track record of enriching the lives of team members and creating extraordinary shareholder value at the same time. It is an approach that has been tested, refined, and proven to work dozens of times in half a dozen very different countries and in numerous towns and cities across the United States.