Pulling Together As A Team Quotes

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

You can easily judge the character of a man by how he treats those who can do nothing for him.

As the Zen Buddhist saying goes, how you do anything is how you do everything.

The true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

Let us all be the leaders we wish we had.

Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.

It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.

We are not victims of our situation. We are the architects of it.

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

And when a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems and see to it that that leader’s vision comes to life the right way, a stable way and not the expedient way.

Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy.

Leadership is about integrity, honesty and accountability. All components of trust.

Van Houten, I’m a good person but a shitty writer. You’re a shitty person but a good writer. We’d make a good team. I don’t want to ask you any favors, but if you have time – and from what I saw, you have plenty – I was wondering if you could write a eulogy for Hazel. I’ve got notes and everything, but if you could just make it into a coherent whole or whatever? Or even just tell me what I should say differently. Here’s the thing about Hazel: Almost everyone is obsessed with leaving a mark upon the world. Bequeathing a legacy. Outlasting death. We all want to be remembered. I do, too. That’s what bothers me most, is being another unremembered casualty in the ancient and inglorious war against disease. I want to leave a mark. But Van Houten: The marks humans leave are too often scars. You build a hideous minimall or start a coup or try to become a rock star and you think, “They’ll remember me now,” but (a) they don’t remember you, and (b) all you leave behind are more scars. Your coup becomes a dictatorship. Your minimall becomes a lesion. (Okay, maybe I’m not such a shitty writer. But I can’t pull my ideas together, Van Houten. My thoughts are stars I can’t fathom into constellations.) We are like a bunch of dogs squirting on fire hydrants. We poison the groundwater with our toxic piss, marking everything MINE in a ridiculous attempt to survive our deaths. I can’t stop pissing on fire hydrants. I know it’s silly and useless – epically useless in my current state – but I am an animal like any other. Hazel is different. She walks lightly, old man. She walks lightly upon the earth. Hazel knows the truth: We’re as likely to hurt the universe as we are to help it, and we’re not likely to do either. People will say it’s sad that she leaves a lesser scar, that fewer remember her, that she was loved deeply but not widely. But it’s not sad, Van Houten. It’s triumphant. It’s heroic. Isn’t that the real heroism? Like the doctors say: First, do no harm. The real heroes anyway aren’t the people doing things; the real heroes are the people NOTICING things, paying attention. The guy who invented the smallpox vaccine didn’t actually invented anything. He just noticed that people with cowpox didn’t get smallpox. After my PET scan lit up, I snuck into the ICU and saw her while she was unconscious. I just walked in behind a nurse with a badge and I got to sit next to her for like ten minutes before I got caught. I really thought she was going to die, too. It was brutal: the incessant mechanized haranguing of intensive care. She had this dark cancer water dripping out of her chest. Eyes closed. Intubated. But her hand was still her hand, still warm and the nails painted this almost black dark blue and I just held her hand and tried to imagine the world without us and for about one second I was a good enough person to hope she died so she would never know that I was going, too. But then I wanted more time so we could fall in love. I got my wish, I suppose. I left my scar. A nurse guy came in and told me I had to leave, that visitors weren’t allowed, and I asked if she was doing okay, and the guy said, “She’s still taking on water.” A desert blessing, an ocean curse. What else? She is so beautiful. You don’t get tired of looking at her. You never worry if she is smarter than you: You know she is. She is funny without ever being mean. I love her. I am so lucky to love her, Van Houten. You don’t get to choose if you get hurt in this world, old man, but you do have some say in who hurts you. I like my choices. I hope she likes hers.

The rank of office is not what makes someone a leader. Leadership is the choice to serve others with or without any formal rank.

Every time I run into you for the rest of our lives, I'll ask you to make a game with me. There's some groove in my brain that insists it is a good idea." "Isn't that the definition of insanity? Doing the same thing over and over but expecting a different result." "That's a game character's life, too," Sam said. "The world of infinite restarts. Start again at the beginning, this time you might win. And it's not as if all our results were bad. I love the things we made. We were a great team." Sam offered Sadie his hand, and she shook it. She pulled him into her, and she kissed Sam on the cheek. "I love you, Sadie," Sam said. "I know, Sam. I love you, too.

Integrity is when our words and deeds are consistent with our intentions.

The ability of a group of people to do remarkable things hinges on how well those people pull together as a team.

Leadership is not a license to do less; it is a responsibility to do more.

Leadership takes work. It takes time and energy. The effects are not always easily measured and they are not always immediate. Leadership is always a commitment to human beings.

Leaps of greatness require the combined problem-solving ability of people who trust each other.

If our leaders are to enjoy the trappings of their position in the hierarchy, then we expect them to offer us protection. The problem is, for many of the overpaid leaders, we know that they took the money and perks and didn’t offer protection to their people. In some cases, they even sacrificed their people to protect or boost their own interests. This is what so viscerally offends us. We only accuse them of greed and excess when we feel they have violated the very definition of what it means to be a leader.

And that’s what trust is. We don’t just trust people to obey the rules, we also trust that they know when to break them.

The cost of leadership,” explains Lieutenant General George Flynn of the United States Marine Corps, “is self-interest.

All the perks, all the benefits and advantages you may get for the rank or position you hold, they aren’t meant for you. They are meant for the role you fill. And when you leave your role, which eventually you will, they will give the ceramic cup to the person who replaces you. Because you only ever deserved a Styrofoam cup.

It is not the demands of the job that cause the most stress, but the degree of control workers feel they have throughout their day. The studies also found that the effort required by a job is not in itself stressful, but rather the imbalance between the effort we give and the reward we feel. Put simply: less control, more stress.

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

Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.

It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

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

Leaders are the ones who are willing to give up something of their own for us. Their time, their energy, their money, maybe even the food off their plate. When it matters, leaders choose to eat last.

If good people are asked to work in a bad culture, one in which leaders do not relinquish control, then the odds of something bad happening go up. People will be more concerned about following the rules out of fear of getting in trouble or losing their jobs than doing what needs to be done. And when that happens, souls will be lost.

Being a leader is like being a parent, and the company is like a new family to join. One that will care for us like we are their own . . . in sickness and in health.

Trust is not formed through a screen, it is formed across a table. It takes a handshake to bind humans . . . and no technology yet can replace that. There is no such thing as virtual trust.

In time, as if by magic, we will realize that we have developed a deep bond with this person. The madness and excitement and spontaneity of the dopamine hit is replaced by a more relaxed, more stable, more long-term oxytocin-driven relationship. A vastly more valuable state if we have to rely on someone to help us do things and protect us when we’re weak. My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.

AUGUST 5, 1981. That’s the date it became official. It’s rare that we can point to an exact date when a business theory or idea becomes an accepted practice. But in the case of mass layoffs, we can. August 5, 1981, was the day President Ronald Reagan fired more than 11,000 air traffic controllers.

Good leadership is like exercise. We do not see any improvement to our bodies with day-to-day comparisons.

Anything that separates us from the impact our words and actions have on other people has the potential to lead us down a dangerous path.

My favorite definition of love is giving someone the power to destroy us and trusting they won’t use it.

The leaders of great organizations do not see people as a commodity to be managed to help grow the money. They see the money as the commodity to be managed to help grow their people.

Those who have an opportunity to work in organizations that treat them like human beings to be protected rather than a resource to be exploited come home at the end of the day with an intense feeling of fulfillment and gratitude. This should be the rule for all of us, not the exception. Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.

Instead, managers must become leaders in their own right, which means they must take responsibility for the care and protection of those in their charge, confident that their leaders will take care of them.

Making love. I’ve cringed every time Hester used those words. So off and awkward and unrelated to what actually goes on between two bodies. You make breakfast, you make time, you make the team. Love? Not so much. But I get it now. Like making fire. Not rubbing two sticks together to pull something out of thin air. More like finally being able, knowing enough, to warm your hands at something you built, stick by stick.

For most of us, we have warmer feelings for the projects we worked on where everything seemed to go wrong. We remember how the group stayed at work until 3 a.m., ate cold pizza and barely made the deadline. Those are the experiences we remember as some of our best days at work. It was not because of the hardship, per se, but because the hardship was shared. It is not the work we remember with fondness, but the camaraderie, how the group came together to get things done. And the reason is, once again, natural. In an effort to get us to help one another during times of struggle, our bodies release oxytocin. In other words, when we share the hardship, we biologically grow closer.

Cigarettes are out. Social media is in. It’s the drug of the twenty-first century. (At least people who smoke stand outside together.)

Our strength will come not from the sharpness of our spears, but from our willingness to offer others the protection of our shields.

No one wakes up in the morning to go to work with the hope that someone will manage us. We wake up in the morning and go to work with the hope that someone will lead us.” The

Just because we become accustomed, just because it becomes normal, doesn’t mean it’s acceptable.

What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people.

The only reason the field continues to grow is because of increasing demand. The more we try to make ourselves feel better, the worse we seem to feel.

True leadership inspires people with vision. Vision pulls people not only to take action but also to care about the outcome, to take personal ownership of it, and to bring their “A game” every day.

There are fates worse than death,” he will tell you. “One fate worse than death is accidentally killing your own men. Another fate worse than death is going home alive when twenty-two others don’t.

The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust. It’s the exact same reason why eating together and doing things as a family really matters. Equally as important are conferences, company picnics and the time we spend around the watercooler. The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.

Empathy is not something we offer to our customers or our employees from nine to five... (it) is... "a second by second, minute by minute service that [we] owe to everyone if [we] want to call [ourselves] a leader.

What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people. And when we feel the Circle of Safety around us, we offer our blood and sweat and tears and do everything we can to see our leader’s vision come to life. The only thing our leaders ever need to do is remember whom they serve and it will be our honor and pleasure to serve them back.

Leaders are the ones who run headfirst into the unknown. They rush toward the danger. They put their own interests aside to protect us or to pull us into the future. Leaders would sooner sacrifice what is theirs to save what is ours. And they would never sacrifice what is ours to save what is theirs. This is what it means to be a leader. It means they choose to go first into danger, headfirst toward the unknown. And when we feel sure they will keep us safe, we will march behind them and work tirelessly to see their visions come to life and proudly call ourselves their followers.

I personally believe mavericks are people who write their own rulebook. They are the ones who act first and talk later. They are fiercely independent thinkers who know how to fight the lizard brain (to use Seth Godin’s term). I don’t believe many are born, rather they are products of an environment, or their experiences. They are usually the people that find the accepted norm does not meet their requirements and have the self-confidence, appetite, independence, degree of self reliance and sufficient desire to carve out their own niche in life. I believe a maverick thinker can take a new idea, champion it, and push it beyond the ability of a normal person to do so. I also believe the best mavericks can build a team, can motivate with their vision, their passion, and can pull together others to accomplish great things. A wise maverick knows that they need others to give full form to their views and can gather these necessary contributors around them. Mavericks, in my experience, fall into various categories – a/ the totally off-the-wall, uncontrollable genius who won’t listen to anyone; b/ the person who thinks that they have the ONLY solution to a challenge but prepared to consider others’ views on how to conquer the world &, finally, the person who thinks laterally to overcome problems considered to be irresolvable. I like in particular the third category. The upside is that mavericks, because of their different outlook on life, often sees opportunities and solutions that others cannot. But the downside is that often, because in life there is always some degree of luck in success (i.e. being in the right place at the right time), mavericks that fail are often ridiculed for their unorthodox approach. However when they succeed they are acclaimed for their inspiration. It is indeed a fine line they walk in life.

All leaders, even the good ones, can sometimes lose their way and become selfish and power hungry, however. Intoxicated by the chemicals, they can sometimes forget that their responsibility as a leader is to their people. Sometimes these leaders are able to regain their footing, but if they don’t, we have little choice but to look past them, lament what they have become, wait for them to move on and look to someone else to lead us.

When our leaders give us something noble to be a part of, offer us a compelling purpose or reason why we should come to work, something that will outlive us, it seems to give us the power to do the right thing when called upon, even if we have to make sacrifices to our comfort in the short term.

Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

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

A unified team is a force to be reckoned with. When teams pull together to serve a higher purpose, the synergy builds momentum and helps everyone head in the right direction. When people reunite, pull together, have each other’s backs, and strive to achieve a clearly defined purpose, the culture is empowered to produce extraordinary outcomes.

Every single employee is someone’s son or someone’s daughter. Like a parent, a leader of a company is responsible for their precious lives.

set out to change the conditions in which their employees operate. To create cultures that inspire people to give all they have to give simply because they love where they work.

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

the true price of leadership is the willingness to place the needs of others above your own.

Work hard. You’re expected to pull your own weight, not to weigh down the team.

it is not enough to know “the Why” of your organization; you must know your people and realize that they are much more than an expendable resource.

Trust is like lubrication. It reduces friction and creates conditions much more conducive to performance.

The ability of a group of people to do remarkable things hinges on how well those people can pull together as a team.

Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers.

This means that happy, inspired and fulfilled employees are the exception rather than the rule. According to the Deloitte Shift Index, 80 percent of people are dissatisfied with their jobs.

You going to the game tonight?" I was about to answer,but another voice rang out from just behind me. "She'd better," Jack said as he wrapped an arm around my waist and pulled me back against him. I could smell the fresh leather on his letterman jacket as I crunched against it. "Why is that?" I asked,smiling and instantly warm in his arms.I still couldn't get over the fact that Jack Caputo and I were...together. It was hard to think the word. We had been friends for so long.To be honest, he had been friends with me and I had been secretly pining for him since...well, since forever. But now he was here. It was my waist he held. It didn't seem real. "I can't carry the team to victory without you," he said. "You're my rabbit's foot." I craned my neck around to look at him. "I've always dreamed of some guy saying that to me." He pressed his lips to the base of my neck, and heat rushed to my cheeks. "I love making you turn red," he whispered. "It doesn't take much. We're in the middle of the hallway." "You want to know what else I love?" His tone was playful. "No," I said, but he wasn't listening. He took his fingers and lightly railed them up my spine,to the back of my neck.Instant goose bumps sprang up all over my body,and I shuddered. "That." I could feel his smile against my ear. Jack was always smiling.It was what made him so likable. By this time,Jules had snaked her way through the throng of students. "Hello, Jack.I was in the middle of a conversation with Becks.Do you mind?" she said with a smirk. Right then a bunch of Jack's teammates rounded the corner at the end of the hallway,stampeding toward us. "Uh-oh," I said. Jack pushed me safely aside just before they tackled him, and Jules and I watched as what seemed like the entire football team heaped on top of their starting quarterback. "Dating Jack Caputo just might kill you one day." Jules laughed. "You sure it's worth it?" I didn't answer,but I was sure. In the weeks following my mother's death, I had spent nearly every morning sitting at her grave.Whispering to her, telling her about my day, like I used to each morning before she died. Jack came with me to the cemetary most days. He'd bring a book and read under a tree several headstones away,waiting quietly, as if what I was doing was totally normal. We hadn't even been together then. It had been only five months since my mom died. Five months since a drunk driver hit her during her evening jog. Five months since the one person who knew all my dreams disappeared forever. Jack was the reason I was still standing. Yeah,I was sure he was worth it.The only thing I wasn't sure about was why he was with me.

2011 study conducted by a team of social scientists at the University of Canberra in Australia concluded that having a job we hate is as bad for our health and sometimes worse than not having a job at all.

It's halftime. Both teams are in their locker room discussing what they can do to win this game in the second half. It's halftime in America, too. People are out of work and they're hurting. And they're all wondering what they're going to do to make a comeback. And we're all scared, because this isn't a game. The people of Detroit know a little something about this. They almost lost everything. But we all pulled together, now Motor City is fighting again. I've seen a lot of tough eras, a lot of downturns in my life. And, times when we didn't understand each other. It seems like we've lost our heart at times. When the fog of division, discord, and blame made it hard to see what lies ahead. But after those trials, we all rallied around what was right, and acted as one. Because that's what we do. We find a way through tough times, and if we can't find a way, then we'll make one. All that matters now is what's ahead. How do we come from behind? How do we come together? And, how do we win? Detroit's showing us it can be done. And, what's true about them is true about all of us. This country can't be knocked out with one punch. We get right back up again and when we do the world is going to hear the roar of our engines. Yeah, it's halftime America. And, our second half is about to begin.

When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it.

When the moral history of the 1990s is written, it might be titled Desperately Seeking Satan. With peace and harmony ascendant, Americans seemed to be searching for substitute villains. We tried drug dealers (but then the crack epidemic waned) and child abductors (who are usually one of the parents). The cultural right vilified homosexuals; the left vilified racists and homophobes. As I thought about these various villains, including the older villains of communism and Satan himself, I realized that most of them share three properties: They are invisible (you can’t identify the evil one from appearance alone); their evil spreads by contagion, making it vital to protect impressionable young people from infection (for example from communist ideas, homosexual teachers, or stereotypes on television); and the villains can be defeated only if we all pull together as a team. It became clear to me that people want to believe they are on a mission from God, or that they are fighting for some more secular good (animals, fetuses, women’s rights), and you can’t have much of a mission without good allies and a good enemy.

Empathy would be injected into the company and trust would be the new standard. Preferring to see everyone as human instead of as a factory worker or office employee, Chapman made other changes so that everyone would be treated the same way.

Chapman and others like him didn’t set out to change their employees—they set out to change the conditions in which their employees operate. To create cultures that inspire people to give all they have to give simply because they love where they work.

Intimidation, humiliation, isolation, feeling dumb, feeling useless and rejection are all stresses we try to avoid inside the organization. But the danger inside is controllable and it should be the goal of leadership to set a culture free of danger from each other. And the way to do that is by giving people a sense of belonging. By offering them a strong culture based on a clear set of human values and beliefs. By giving them the power to make decisions. By offering trust and empathy. By creating a Circle of Safety.

unsure whether we will be thrown to the wolves, we become almost immobilized. It is the rustle in the grass, the fear of what may be lurking, that initiates the flow of cortisol into our bloodstreams. It is the cortisol that makes us as paranoid and focused on self-preservation

It is remarkable that a fist-gnawingly dire England performance still has the power to shock, when in some ways this one had all the exquisite unpredictability of Norman Wisdom approaching a banana skin in the immediate vicinity of a swimming pool... The England shirt is the precise opposite of a superhero costume, turning men with extraordinary abilities into mild-mannered guys next door. Were Stephen Fry to pull it on, he would struggle to string a sentence together. Were Lucian Freud to slip it over his head he would turn his easel round to reveal a childlike scribble of a cat.

Beavers build their castle-like lodges in the middle of rivers. They have an extraordinary method of conveying and carting timber from the woods to the water, for they use other beavers as waggons. The beavers of one team309 gnaw down the branches, and then another group has the instinct to turn over on their backs and to hold this wood tightly against their bellies with their four feet. Each of these last grips a branch in its teeth which sticks out on either side. A third group holds tightly on to this cross-branch with its teeth and pulls the animal in question along backwards together with its load. Anyone who witnesses this manoeuvre cannot fail to be impressed.

In successful transformations, the president, division general manager, or department head plus another five, fifteen, or fifty people with a commitment to improved performance pull together as a team. This group rarely includes all of the most senior people because some of them just won’t buy in, at least at first. But in the most successful cases, the coalition is always powerful—in terms of formal titles, information and expertise, reputations and relationships, and the capacity for leadership. Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia except in very small organizations. Weak committees are usually even less effective.

the bigger the goal, the more effort it requires, the more dopamine we get. This is why it feels really good to work hard to accomplish something difficult, while doing something quick and easy may only give us a little hit if anything at all. In other words, it feels good to put in a lot of effort to accomplish something. There is no biological incentive to do nothing.

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.

However, when those inside the bureaucracy work primarily to protect themselves, progress slows and the entire organization becomes more susceptible to external threats and pressures. Only when the Circle of Safety surrounds everyone in the organization, and not just a few people or a department or two, are the benefits fully realized. Weak leaders are the ones who only extend the benefits of the Circle of Safety to their fellow senior executives and a chosen few others. They look out for each other, but they do not offer the same considerations to those outside their “inner circle.” Without the protection of our leaders, everyone outside the inner circle is forced to work alone or in small tribes to protect and advance their own interests. And in so doing, silos form, politics entrench, mistakes are covered up instead of exposed, the spread of information slows and unease soon replaces any sense of cooperation and security.

So it looks like I’ll be stuck hugging a photograph.” “I’m sorry,” Emma said. “No, that’s not true. I’m glad. I want you to miss me desperately.” “I think you’ll get your wish,” Jimmy said. “When will you come back?” “Next summer, definitely, whether Dad wants me to come or not. I’ll be an independent girl with a college degree. Maybe some paper like the Miami Herald or the LA Times will offer me a job. In the meantime, we have the National Geographic piece to pull together. We can still be a team.” “Be warned that I may come after you.” “If you do, there’s something I want you to bring me.” “Sure. Anything,” Jimmy said, “as long as it’s not some kind of exotic pet. What?” “This.” Emma took Jimmy’s face in her hands and looked straight in his eyes. She then placed her lips on his and gave him a kiss. It was a kiss that erased the pain and eradicated the bad memories, a kiss that left nothing but joy and a promise for things to come.

I suddenly thought back to a time when I was crying on the playground in first grade. We’d all been working on an art project and I was put on a team with Chelsea, her neighbor Erica, and a girl named Mary Jo Myers. We were all supposed to work together, but the three of them cut me out completely, acting like I wasn’t even there. If I spoke, they ignored me. If I tried to do something, they pulled it out of my reach. I was in tears by the time we broke for recess, sure nobody in the world liked me.

The Paradox of Being Human HUMAN BEINGS EXIST as individuals and as members of groups at all times. I am one and I am one of many . . . always. This also creates some inherent conflicts of interest. When we make decisions, we must weigh the benefits to us personally against the benefits to our tribe or collective. Quite often, what’s good for one is not necessarily good for the other. Working exclusively to advance ourselves may hurt the group, while working exclusively to advance the group may come at a cost to us as individuals.

Captain Marquet came to understand that the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do what needs to be done to advance the mission.

A company of strong character will have a culture that promotes treating all people well, not just the ones who pay them or earn them money in the moment. In a culture of strong character, the people inside the company will feel protected by their leaders and feel that their colleagues have their backs. In a culture of weak character, the people will feel that any protection they have comes primarily from their own ability to manage the politics, promote their own successes and watch their own backs (though some are lucky enough to have a colleague or two to help).

According to a Gallup poll conducted in 2013 called “State of the American Workplace,” when our bosses completely ignore us, 40 percent of us actively disengage from our work. If our bosses criticize us on a regular basis, 22 percent of us actively disengage. Meaning, even if we’re getting criticized, we are actually more engaged simply because we feel that at least someone is acknowledging that we exist! And if our bosses recognize just one of our strengths and reward us for doing what we’re good at, only 1 percent of us actively disengage from the work we’re expected to do.

He looked up at Dana. Tears streamed down her face. No sounds escaped. The silence wrung his heart. He almost preferred sobs to this stoic display and that said something since a woman’s tears normally sent him scrambling to the closest exit. Jon sat with his back propped against a tree, pulled her close, and wrapped his arms around her. “What if they . . .” His arms tightened. “We’ll deal with it together.” “We?” “You aren’t alone anymore, baby. Never again. I’ll walk through every step of this with you. As long as you’ll allow me, we’re a team.” Dana pressed her head against his shoulder, her face against his neck. “I’m guessing you know about my history with Ross. That’s in the past, before you knew me. If Grace’s thugs assaulted me, would it . . .?” She lapsed into silence. “Affect how I feel about you?” he asked. She nodded. “Whatever they did shames them, Dana. You aren’t to blame for anything they might have done to you. People in this line of work are masters at their trade. Nothing will affect how much you mean to me or the role I hope you’ll play in my life from now on.” She sat up to look into his eyes. “What role?” Hope shined from her gaze. “A permanent one. When you’re safe and on U.S. soil, we’ll talk. I meant what I said. We’ll get through this together. I’ll stay beside you all the way.

Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent. In a separate similar study, callers showed an average increase of 142 percent in the amount of time they spent on the phone and a 171 percent increase in the amount of funds they raised.

Anton stood up and crossed the room to sit beside her on the sofa. “I’ve often thought that a marriage is like a covered wagon, full of the stuff of life. The man and the woman are the two workhorses who pull it. Eventually, it gets heavy. There are children in the wagon, a home that needs to be maintained, feelings that need to be protected and nurtured when life throws curveballs. It works when both partners pull together, but the journey can’t continue for long if one partner unbuckles the straps and decides to ride in the wagon, because it’s easier, and because he knows his partner will keep pulling no matter what. Sometimes it can’t be helped. If someone gets sick or is suffering in some other way . . . physically or emotionally or financially . . . when that happens, the other person needs to bear more of the load, but generally, when both partners are capable, husband and wife should be a team, pulling together, or at least taking equal turns.

On November 3, 2015, the day after the Trump Organization transmitted the LOI, Sater emailed Cohen suggesting that the Trump Moscow project could be used to increase candidate Trump's chances at being elected, writing: Buddy our boy can become President of the USA and we can engineer it. I will get all of Putins team to buy in on this, I will manage this process. . . . Michael, Putin gets on stage with Donald for a ribbon cutting for Trump Moscow, and Donald owns the republican nomination. And possibly beats Hillary and our boy is in.... We will manage this process better than anyone. You and I will get Donald and Vladimir on a stage together very shortly. That the game changer.327 Later that day, Sater followed up: Donald doesn't stare down, he negotiates and understands the economic issues and Putin only want to deal with a pragmatic leader, and a successful business man is a good candidate for someone who knows how to negotiate. "Business, politics, whatever it all is the same for someone who knows how to deal" I think I can get Putin to say that at the Trump Moscow press conference. If he says it we own this election. Americas most difficult adversary agreeing that Donald is a good guy to negotiate. . . . We can own this election. Michael my next steps are very sensitive with Putins very very close people, we can pull this off. Michael lets go. 2 boys from Brooklyn getting a USA president elected. This is good really good.328

We end up at an outdoor paintball course in Jersey. A woodsy, rural kind of place that’s probably brimming with mosquitos and Lyme disease. When I find out Logan has never played paintball before, I sign us both up. There’s really no other option. And our timing is perfect—they’re just about to start a new battle. The worker gathers all the players in a field and divides us into two teams, handing out thin blue and yellow vests to distinguish friend from foe. Since Logan and I are the oldest players, we both become the team captains. The wide-eyed little faces of Logan’s squad follow him as he marches back and forth in front of them, lecturing like a hot, modern-day Winston Churchill. “We’ll fight them from the hills, we’ll fight them in the trees. We’ll hunker down in the river and take them out, sniper-style. Save your ammo—fire only when you see the whites of their eyes. Use your heads.” I turn to my own ragtag crew. “Use your hearts. We’ll give them everything we’ve got—leave it all on the field. You know what wins battles? Desire! Guts! Today, we’ll all be frigging Rudy!” A blond boy whispers to his friend, “Who’s Rudy?” The kid shrugs. And another raises his hand. “Can we start now? It’s my birthday and I really want to have cake.” “It’s my birthday too.” I give him a high-five. “Twinning!” I raise my gun. “And yes, birthday cake will be our spoils of war! Here’s how it’s gonna go.” I point to the giant on the other side of the field. “You see him, the big guy? We converge on him first. Work together to take him down. Cut off the head,” I slice my finger across my neck like I’m beheading myself, “and the old dog dies.” A skinny kid in glasses makes a grossed-out face. “Why would you kill a dog? Why would you cut its head off?” And a little girl in braids squeaks, “Mommy! Mommy, I don’t want to play anymore.” “No,” I try, “that’s not what I—” But she’s already running into her mom’s arms. The woman picks her up—glaring at me like I’m a demon—and carries her away. “Darn.” Then a soft voice whispers right against my ear. “They’re already going AWOL on you, lass? You’re fucked.” I turn to face the bold, tough Wessconian . . . and he’s so close, I can feel the heat from his hard body, see the small sprigs of stubble on that perfect, gorgeous jaw. My brain stutters, but I find the resolve to tease him. “Dear God, Logan, are you smiling? Careful—you might pull a muscle in your face.” And then Logan does something that melts my insides and turns my knees to quivery goo. He laughs. And it’s beautiful. It’s a crime he doesn’t do it more often. Or maybe a blessing. Because Logan St. James is a sexy, stunning man on any given day. But when he laughs? He’s heart-stopping. He swaggers confidently back to his side and I sneer at his retreating form. The uniformed paintball worker blows a whistle and explains the rules. We get seven minutes to hide first. I cock my paintball shotgun with one hand—like Charlize Theron in Fury fucking Road—and lead my team into the wilderness. “Come on, children. Let’s go be heroes.” It was a massacre. We never stood a chance. In the end, we tried to rush them—overpower them—but we just ended up running into a hail of balls, getting our hearts and guts splattered with blue paint. But we tried—I think Rudy and Charlize would be proud

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

Not until those without information relinquish their control can an organization run better, smoother and faster and reach its maximum potential.

Weak leaders are the ones who only extend the benefits of the Circle of Safety to their fellow senior executives and a chosen few others.