Qualified Team Quotes

Precisely. So for the next week we’ll be practicing to see who qualifies to be on the team. It will be a wonderful bonding experience.” The purr in Killian’s voice made me think the next week was actually going to bond us the same way childhood traumas can serve as bonding experiences for siblings.

Abraham Lincoln would maintain that he had never been in favor “of making voters or jurors of negroes, nor of qualifying them to hold office, nor to intermarry.

A qualifying match for the 2002 FIFA World Cup between the national football (soccer) teams of Australia and American Samoa ended with a whopping result of 31:0.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

A brochure that had been thoughtfully provided in the recruitment paperwork revealed that to even qualify for a SEAL tryout you had to be able to do a minimum of eight pull-ups. And that’s after you swim five hundred yards, and do forty-two push-ups and fifty sit-ups. And before you run.

Would you tell a USA Olympic Team hopeful that did not qualify for The Games, to give up and try another sport? No. You would tell them to work harder. Train harder. Try again at the next Olympics. However, that is not what we hear in life. When did it become okay to tell people to quit trying and give up? When did it become okay to promote hopelessness? If we all believe that hard work will not pay off, that we cannot try again, that we should give up early... well then... imagine all he great things that will never happen. I believe in hard work. I believe in dreams. I believe that you can fall and still get up. And no one can take that away from me.

Thus, the countersnipers are observers and can respond to a distant threat with their .300 Winchester Magnum—known as Win Mag—rifles. The rifle is customized for the shooter who is assigned the weapon. Each team is also equipped with one Stoner SR-25 rifle. Counter-snipers are required to qualify shooting out to a thousand yards each month. If they don’t qualify, they don’t travel or work.

In December 1935, Louie graduated from high school; a few weeks later, he rang in 1936 with his thoughts full of Berlin. The Olympic trials track finals would be held in New York in July, and the Olympic committee would base its selection of competitors on a series of qualifying races. Louie had seven months to run himself onto the team. In the meantime, he also had to figure out what to do about the numerous college scholarships being offered to him. Pete had won a scholarship to the University of Southern California, where he had become one of the nation’s top ten college milers. He urged Louie to accept USC’s offer but delay entry until the fall, so he could train full-time. So Louie moved into Pete’s frat house and, with Pete coaching him, trained obsessively. All day, every day, he lived and breathed the 1,500 meters and Berlin.

The difference between bush and ladder also allows us to put a lid on a fruitless and boring debate. That debate is over what qualifies as True Language. One side lists some qualities that human language has but that no animal has yet demonstrated: reference, use of symbols displaced of in time and space from their referents, creativity, categorical speech perception, consistent ordering, hierarchical structure, infinity, recursion, and so on. The other side finds some counter-example in the animal kingdom (perhaps budgies can discriminate speech sounds, or dolphins or parrots can attend to word order when carrying out commands, or some songbird can improvise indefinitely without repeating itself), and gloats that the citadel of human uniqueness has been breached. The Human Uniqueness team relinquishes that criterion but emphasizes others or adds new ones to the list, provoking angry objections that they are moving the goalposts. To see how silly this all is, imagine a debate over whether flatworms have True Vision or houseflies have True Hands. Is an iris critical? Eyelashes? Fingernails? Who cares? This is a debate for dictionary-writers, not scientists. Plato and Diogenes were not doing biology when Plato defined man as a "featherless biped" and Diogenes refuted him with a plucked chicken.

By definition, a leader is “a person who rules or guides or inspires others.” But that’s not entirely true. A person “who rules” may or may not be a leader, even if he or she is the ruler or manager. You see, just because you’re in command of a company, a team, or an army battalion, that does not qualify you as a leader. Perhaps you attained that position by experience or success, or maybe you simply outlasted everyone else. Regardless, how you lead defines you as a leader.

Briggs has a case.” Michael liked to make an entrance. “He just got the call.” “But his team just got back.” Sloane loaded her catapult again. “The FBI has fifty-six field offices, and the DC field office is the second-largest in the country. There are dozens of teams who could take this case. Why assign it to Briggs?” “Because I’m the most qualified for the job,” Briggs said, coming into the room. “And,” he added under his breath, “because somewhere along the way, the universe decided I needed to suffer.

Cut the word "nice" from your vocabulary--along with all those other nurturing words we use to describe women ("kind," helpful," "a team player). Not only are women more likely to be described by such language, but research has found that those words cause them to be viewed as less qualified--perceived as pushovers, not somebody capable of running a team. So next time you have the urge to describe your female colleague as "sympathetic," try one of these "male" words instead: independent, confident, intelligent, fair.

your team is ranked first? congratulations and big deal. maintaining a top position is far easier than starting over from the gutters. kevin is doing that right now. he’s facing entirely new schools and learning to play with his less dominant hand. when he masters it, and he will, he’ll be better than you could ever have made him. do you know why? it’s not just his natural talent. it’s because he’s with us. there are only ten foxes this year. that’s one sub for every position. think about it. last night we played blackenridge. they have twenty-seven people on their roster. they can burn through players as fast as they want because they have a pile of replacements. we don’t have that luxury. we have to hold our ground on our own.” “you didn’t hold your ground, you lost. your school is the laughingstock of the ncaa. you’re a team with no concept of teamwork.” “lucky for you. if we were a unified front, you wouldn’t have a chance against us.” “you cannot last and your unfounded arrogance is offensive to everyone who actually earned a spot in first class. everyone knows the only reason palmetto qualified for this division is because of your coach.” “funny, i’m pretty sure that’s how edgar allan qualified.” - neil & riko

I must at this point reiterate my strong objection to being asked to fill in forms in which I have to tick a box labelling my 'race' or 'ethnicity', and voice my strong support for Lewontin's statement that racial classification can be actively destructive of social and human relations - especially when people use racial classification as a way of treating people differently, whether through negative or positive discrimination. To tie a racial label to somebody is informative in the sense that it tells you more than one thing about them. It might reduce your uncertainty about the colour of their hair, the colour of their skin, the straightness of their hair, the shape of their eye, the shape of their nose and how tall they are. But there is no reason to suppose that it tells you anything about how well-qualified they are for a job. And even in the unlikely event that it did reduce your statistical uncertainty about their likely suitability for some particular job, it would still be wicked to use racial labels as a basis for discrimination when hiring somebody. Choose on the basis of ability, and if, having done so, you end up with an all-black sprinting team, so be it. You have not practised racial discrimination in arriving at this conclusion

metastases has become talk of a few months left. When I saw her in A&E, despite obvious suspicions, I didn’t say the word ‘cancer’ – I was taught that if you say the word even in passing, that’s all a patient remembers. Doesn’t matter what else you do, utter the C-word just once and you’ve basically walked into the cubicle and said nothing but ‘cancer cancer cancer cancer cancer’ for half an hour. And not that you’d ever want a patient to have cancer of course, I really really didn’t want her to. Friendly, funny, chatty – despite the litres of fluid in her abdomen splinting her breathing – we were like two long-lost pals finding themselves next to each other at a bus stop and catching up on all our years apart. Her son has a place at med school, her daughter is at the same school my sister went to, she recognized my socks were Duchamp. I stuck in a Bonanno catheter to take off the fluid and admitted her to the ward for the day team to investigate. And now she’s telling me what they found. She bursts into tears, and out come all the ‘will never’s, the crushing realization that ‘forever’ is just a word on the front of Valentine’s cards. Her son will qualify from medical school – she won’t be there. Her daughter will get married – she won’t be able to help with the table plan or throw confetti. She’ll never meet her grandchildren. Her husband will never get over it. ‘He doesn’t even know how to work the thermostat!’ She laughs, so I laugh. I really don’t know what to say. I want to lie and tell her everything’s going to be fine, but we both know that it won’t. I hug her. I’ve never hugged a patient before – in fact, I think I’ve only hugged a grand total of five people, and one of my parents isn’t on that list – but I don’t know what else to do. We talk about boring practical things, rational concerns, irrational concerns, and I can see from her eyes it’s helping her. It suddenly strikes me that I’m almost certainly the first person she’s opened up to about all this, the only one she’s been totally honest with. It’s a strange privilege, an honour I didn’t ask for. The other thing I realize is that none of her many, many concerns are about herself; it’s all about the kids, her husband, her sister, her friends. Maybe that’s the definition of a good person.

I must at this point reiterate my strong objection to being asked to fill in forms in which I have to tick a box labelling my 'race' or 'ethnicity', and voice my strong support for Lewontin's statement that racial classification can be actively destructive of social and human relations - especially when people use racial classification as a way of treating people differently, whether through negative or positive discrimination. To tie a racial label to somebody is informative in the sense that it tells you more than one thing about them. It might reduce your uncertainty about the colour of their hair, the colour of their skin, the straightness of their hair, the shape of their eye, the shape of their nose and how tall they are. But there is no reason to suppose that it tells you anything about how well-qualified they are for a job. And even in the unlikely event that it did reduce your statistical uncertainty about their likely suitability for some particular job, it would still be wicked to use racial labels as a basis for discrimination when hiring somebody. Choose on the basis of ability, and if, having done so, you end up with an all-black sprinting team, so be it. You have not practised racial discrimination in arriving at this conclusion... Discriminating against individuals purely on the basis of a group to which they belong is, I am inclined to think, always evil. There is near-universal agreement today that the apartheid laws of South Africa were evil. Positive discrimination in favour of 'minority' students on American campuses can fairly, in my opinion, be attacked on the same grounds as apartheid. Both treat people as representative of groups rather than as individuals in their own right. Positive discrimination is sometimes justified as redressing centuries of injustice. But how can it be just to pay back a single individual today for the wrongs done by long-dead members of a plural group to which he belongs?

During the same hours of 1993 when the chopper crews in Somalia were slowly being overpowered and gunned down, there were twenty-four young boys back in the United States who would grow up to be future players in that African struggle. They had no way to know anything yet about the unique fighting group every one of them would eventually strive with all his determination to join. They also couldn’t know, though they would one day find out in person, that this particular battle corps is so elite, the candidate must first be a Navy SEAL just to attempt to get through the training - and even then, three out of four of those superb warrior-athletes fail to qualify. The group has had numerous military names during its long rise from the murky history of the early “frogmen” swimmers, to the black operations of the Underwater Demolition Teams whose only calling card was to render their targets dead, to the latest appellation as the U.S. Naval Special Warfare Development Group - or DEVGRU, for those who prefer names ugly and short. But the group is better known to the general public as the near-mythical warriors of “SEAL Team Six.” Their complex training supports a brilliantly simple task: to be the very last thing their opponents see, if they are ever seen at all.

Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

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

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Their archrival, Atropia, is nowhere near as fit, fast, or disciplined, and every four years, when the teams meet in the qualifying rounds of the World Cup, Krasnovian hopes run high. Usually around minute five, however, something happens that diverges from any of Coach T’s 712 plans. The Krasnovians continue to execute their immaculate choreography, but they are kicking at the air and passing to nobody. The Atropians, without a plan but with awareness of the entire field, run circles around them. After each loss, Coach T goes back and devises another plan, and by the next match, he has a flawless solution to the expired Atropian plays.

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In short, performance ratings are indicative only of how a person is performing in their given role at the time they are being evaluated. Ratings, although an important way to measure performance during a specific period, are not predictive of future performance and should not be used to gauge readiness for a future role or qualify an internal candidate for a different team. (They can, however, be used to evaluate whether an employee is properly or improperly slotted on their current team; therefore, they can provide an opportunity to evaluate how to better support an internal candidate moving forward.)

was increasingly convinced that The Science needed a Red Team exercise, a concept I’d already been refining for a few years. In such an exercise, a group of scientists (the “Red Team”) would be charged with rigorously questioning one of the assessment reports, trying to identify and evaluate its weak spots. In essence, a qualified adversarial group would be asked “What’s wrong with this argument?” And, of course, the “Blue Team” (presumably the report’s authors) would have the opportunity to rebut the Red Team’s findings. Red Team exercises are commonly used to inform high-consequence decisions such as testing national intelligence findings or validating complex engineering projects like aircraft or spacecraft; they’re also common in cybersecurity.

No one knew it at the time, but in a little over a year, the men would fail even to qualify for the 2018 World Cup, dealing a massive blow to their ability to generate revenue. But no one needed to know that yet. For two straight years in 2016 and 2017, the women were going to be more profitable than the men, and yet—as far as Nichols and Kessler were concerned—U.S. Soccer was acting in negotiations as if the men would always be more profitable. “We did not believe their claim that there was a financial justification for discriminating against the women this way,” Kessler says. The negotiations reached their trigger point. The national team had a Plan B—a bombshell strategy—and now they were going to use it.

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Now the Americans were at risk of not even qualifying for a tournament that they were the favorites to win. Suddenly, the media that hadn’t paid attention to Women’s World Cup qualifying became interested. “The irony of the whole thing is that when the U.S. men win, they get the coverage, but when the U.S. women lose, we get the coverage,” striker Abby Wambach said.

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As I arrived to work one day early that summer, I received a frantic call from a Palestinian friend in the United States. At that point, the kidnapped Israeli boys had not yet been killed, and my friend had discovered a Facebook page threatening the murder, every hour, of a “terrorist” until the boys were found. The page, in Hebrew, was quite clearly using “terrorist” as a stand-in for “Palestinian” and included comments such as “Kill them while they are still in their mother’s [womb],” but when my friend reported it, she received a message that the page was not in violation of the community standards—despite existing prohibitions on both hate speech and credible threats.25 I emailed a contact on Facebook’s policy team, who responded: “Seems like a violation of our terms. I’ll run it by people here.” As I awaited my contact’s reply, the page began calling for the deaths of specific individuals. I wrote back to share that new information, and my contact replied to say that although they were still chasing down an answer, “if it’s threatening people’s lives, it seems to qualify, right?” But later that day, my contact informed me over the phone that the page was not, in fact, in violation of the rules. The threat wasn’t deemed to be credible, and on top of that, “terrorist” wasn’t a protected category under the prohibition on hate speech. In a statement, Face-book’s head of global policy management, Monika Bickert, explained: “We clearly list the characteristics that we consider to be hate speech, and if it doesn’t come under one of those categories, we don’t consider it hate speech under our policies.”26 The page remained up.

The Executive Leadership Assessment (results) quickly devolved into arguments about the ways in which Disney management did or did not function as a team, which pretty much proved the consultant’s point: that Disney’s top-tier executives, under Michael Eisner’s governance, does not make a good team; They don’t qualify as "a team," much less a group. Later, Eisner dismissed the whole experiment as a waste of time. Away from Eisner, several of the participants later conceded the issue. ‘What Michael likes is to put six pit bulls together and see which five die,’ one said.

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Who in their right mind doesn’t like flying?” Jack asked, with a quirk of his eyebrows. “Army, Navy, and Marines, sir.” “And there’s a reason they’re not on my team, Captain. I believe I did qualify it with right mind.

set the words media and mediate side by side. Everything that qualifies as media stands between “us” and some form of “them,” whether they’re politicians, nations, entertainers, teams, or some similar entity. Anything that’s not the general “us” qualifies as a “them.” While mediators like newspapers and newscasts were originally meant to be unbiased, mediators of entertainment and advertisement are now blatantly selling agendas and subsequent emotions. If we do not

Once commissions are vested on a schedule that prioritizes customer relationships, a lot of the ugliness that usually defines sales cultures disappears. Salespeople do a better job qualifying customers, the hypercompetition eases up, the backslapping fades, the teams align their expectations and their goals. It just works better. For everyone.

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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.

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Equal Status: While the two groups might be highly unequal in society at large, they must have relatively equal status in the context in which contact between them takes place. Working alongside each other as colleagues qualifies; working together as boss and subordinate does not. Common Goals: Members of both groups need to work together in pursuit of a shared goal. Pursuing the championship as teammates counts; participating in the same tournament as members of opposing teams does not. Intergroup Cooperation: Members of both groups need to have an incentive to work together cooperatively. Ideally, they need to work together to solve a problem, with each member of the group making a clear contribution. Support from Authorities and Customs: Authority figures need to favor and encourage better intergroup understanding. If a greater mutual understanding is against the law or risks angering your boss, it is far less likely to occur.

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He instilled in our eight-person sales team the crucial four C’s. To sell, you had have 1) the competence—expert knowledge of the product you were selling and the process to demonstrate it (qualifying the buyer by validating their need and budget; helping define what their buying criteria are while setting traps for the competition; getting sign-off from the technical and the economic buyer at the customer, and so forth) so that you could have 2) the confidence to state your point of view, which would give you 3) the courage to have 4) the conviction not to be sold by the customer on why she wasn’t going to buy your product. Cranney was obsessed with training every salesperson, testing them, and holding them accountable on the four C’s.

The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.

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