Rally The Team Quotes

Then go," Dan said. When Nathaniel looked back at her, she stressed, "But come back to us as soon as they're done with you, okay? We'll figure this out as a team." "As a family." Nicky attempted a smile. It was weak, but it was encouraging. This had to be a cruel dream. Their forgiveness threatened to burn Nathaniel up from the inside-out, as healing as it was damning. He didn't deserve their friendship or their trust. He'd never be able to repay them for rallying behind him like this. He could try the rest of his life, however long it was going to be now that Stuart was in the picture and Nathan was out, and he'd always fall short.

She isn’t simply unafraid of a good fight, she lives for it, and will often actively go looking for a fight. This is what differentiates your run-of-the-mill fighter from a crusader. The Warrior Princess Submissive is no shrinking violet. She is that dyed-in-the-wool Republican who attends the Democratic National Convention wearing a Rand Paul t-shirt. She is the African-American woman who invites herself to a Ku Klux Klan rally without a hood... and hands out business cards to everyone there. She is the woman who invites the Jehovah's Witnesses into her home and feeds them dinner, just for the opportunity to defend Christmas - even though she may be a Pagan. When the other girls in high school or college were trying out for the pep squad or cheerleading, she set her sights on the debate team. While her friends agonize over how to “fit in” socially, she is war gaming ideas on how to change society to fit her ideals and principles. Are you someone she considers to be immoral or evil? Run. She will eviscerate you.

I will always choose Faye. Always. You’re my best friend, Mav. But she’s my team.

Leadership means making choices and then rallying the team around those choices.

Being the best simply cannot be a Just Cause, because even if we are the best (based on the metrics and time frames of our own choosing), the position is only temporary. The game doesn’t end once we get there; it keeps going. And because the game keeps going, we often find ourselves playing defense to maintain our cherished ranking. Though saying “we are the best” may be great fodder for a rah-rah speech to rally a team, it makes for a weak foundation upon which to build an entire company. Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.” “Better” suggests

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.

After four years of playing [the school fight song] for every pep rally, at the start of every half of every football game, after every score, at the end of the game, and at random times when the team needed a boost, it was forever drilled into my psyche.

we don’t hate violence. We hate and fear the wrong kind of violence, violence in the wrong context. Because violence in the right context is different. We pay good money to watch it in a stadium, we teach our kids to fight back, we feel proud when, in creaky middle age, we manage a dirty hip-check in a weekend basketball game. Our conversations are filled with military metaphors—we rally the troops after our ideas get shot down. Our sports teams’ names celebrate violence—Warriors, Vikings, Lions, Tigers, and Bears.

This is a central point of this book—we don’t hate violence. We hate and fear the wrong kind of violence, violence in the wrong context. Because violence in the right context is different. We pay good money to watch it in a stadium, we teach our kids to fight back, we feel proud when, in creaky middle age, we manage a dirty hip-check in a weekend basketball game. Our conversations are filled with military metaphors—we rally the troops after our ideas get shot down. Our sports teams’ names celebrate violence—Warriors, Vikings, Lions, Tigers, and Bears.

The 9/11 attacks activated several of these group-related adaptations in my mind. The attacks turned me into a team player, with a powerful and unexpected urge to display my team’s flag and then do things to support the team, such as giving blood, donating money, and, yes, supporting the leader.31 And my response was tepid compared to the hundreds of Americans who got in their cars that afternoon and drove great distances to New York in the vain hope that they could help to dig survivors out of the wreckage, or the thousands of young people who volunteered for military service in the following weeks. Were these people acting on selfish motives, or groupish motives? The rally-round-the-flag reflex is just one example of a groupish mechanism.

Leadership means making choices and then rallying the team around those choices. One thing I had learned from my dad’s experience as a senior Indian government official was that few tasks are more difficult than building a lasting institution. The choice of leading through consensus versus fiat is a false one. Any institution-building comes from having a clear vision and culture that works to motivate progress both top-down and bottom-up.

When the Knicks won the championship in 1970, our fans rallied behind us and became our sixth man because they saw a group of five distinct personalities come together and play as one seamless unit. Winning takes a game plan and that's where a great coach comes in. He has to have the vision. He has to be the architect and design a particular style of play that his players can work together and excel at. The great Celtics teams that won 11 championships in the span of 13 seasons ( 1957-69) never changed their system. They played the same game regardless of who their cast was.

She had lived in eight different countries growing up and had visited dozens of others. To most people, this sounded cool, and in some ways, Ayers knows, it was cool, or parts of it were. But since humans are inclined to want what they don't have, she longed to live in America, preferably the solid, unchanging, undramatic Midwest, and attend a real high school, the kind shown in movies, complete with a football team, cheerleaders, pep rallies, chemistry labs, summer reading lists, hall passes, proms, detentions, assemblies, fund-raisers, lockers, Spanish clubs, marching bands, and the dismissal bell.

New Rule: If you're going to have a rally where hundreds of thousands of people show up, you may as well go ahead and make it about something. With all due respect to my friends Jon Stewart and Stephen Colbert, it seems that if you truly wanted to come down on the side of restoring sanity and reason, you'd side with the sane and the reasonable--and not try to pretend the insanity is equally distributed in both parties. Keith Olbermann is right when he says he's not the equivalent of Glenn Beck. One reports facts; the other one is very close to playing with his poop. And the big mistake of modern media has been this notion of balance for balance's sake, that the left is just as violent and cruel as the right, that unions are just as powerful as corporations, that reverse racism is just as damaging as racism. There's a difference between a mad man and a madman. Now, getting more than two hundred thousand people to come to a liberal rally is a great achievement that gave me hope, and what I really loved about it was that it was twice the size of the Glenn Beck crowd on the Mall in August--although it weight the same. But the message of the rally as I heard it was that if the media would just top giving voice to the crazies on both sides, then maybe we could restore sanity. It was all nonpartisan, and urged cooperation with the moderates on the other side. Forgetting that Obama tried that, and found our there are no moderates on the other side. When Jon announced his rally, he said that the national conversation is "dominated" by people on the right who believe Obama's a socialist, and by people on the left who believe 9/11 was an inside job. But I can't name any Democratic leaders who think 9/11 was an inside job. But Republican leaders who think Obama's socialist? All of them. McCain, Boehner, Cantor, Palin...all of them. It's now official Republican dogma, like "Tax cuts pay for themselves" and "Gay men just haven't met the right woman." As another example of both sides using overheated rhetoric, Jon cited the right equating Obama with Hitler, and the left calling Bush a war criminal. Except thinking Obama is like Hitler is utterly unfounded--but thinking Bush is a war criminal? That's the opinion of Major General Anthony Taguba, who headed the Army's investigation into Abu Ghraib. Republicans keep staking out a position that is farther and farther right, and then demand Democrats meet them in the middle. Which now is not the middle anymore. That's the reason health-care reform is so watered down--it's Bob Dole's old plan from 1994. Same thing with cap and trade--it was the first President Bush's plan to deal with carbon emissions. Now the Republican plan for climate change is to claim it's a hoax. But it's not--I know because I've lived in L.A. since '83, and there's been a change in the city: I can see it now. All of us who live out here have had that experience: "Oh, look, there's a mountain there." Governments, led my liberal Democrats, passed laws that changed the air I breathe. For the better. I'm for them, and not the party that is plotting to abolish the EPA. I don't need to pretend both sides have a point here, and I don't care what left or right commentators say about it, I can only what climate scientists say about it. Two opposing sides don't necessarily have two compelling arguments. Martin Luther King Jr. spoke on that mall in the capital, and he didn't say, "Remember, folks, those southern sheriffs with the fire hoses and the German shepherds, they have a point, too." No, he said, "I have a dream. They have a nightmare. This isn't Team Edward and Team Jacob." Liberals, like the ones on that field, must stand up and be counted, and not pretend we're as mean or greedy or shortsighted or just plain batshit at them. And if that's too polarizing for you, and you still want to reach across the aisle and hold hands and sing with someone on the right, try church.

Being the best simply cannot be a Just Cause, because even if we are the best (based on the metrics and time frames of our own choosing), the position is only temporary. The game doesn’t end once we get there; it keeps going. And because the game keeps going, we often find ourselves playing defense to maintain our cherished ranking. Though saying “we are the best” may be great fodder for a rah-rah speech to rally a team, it makes for a weak foundation upon which to build an entire company. Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.” “Better” suggests a journey of constant improvement and makes us feel like we are being invited to contribute our talents and energies to make progress in that journey.

In the face of the calamity, the Modi government froze. In the seven months from March to September 2020, Modi made 82 public appearances—physical as well as virtual. In the next four months, he made 111 such appearances. From February to 25 April 2021, he clocked 92 public appearances. From 25 April, after he called off the Kumbh and his Bengal rallies, Modi disappeared. He made no public appearance for 20 days.147 The prime minister of India fled the field when his people needed the government most. Through all of April and much of May, upper class Indians flooded Twitter with calls for help to find hospital beds, oxygen cylinders, drugs like Remdesivir and ventilators.148 The Union did not think to set up a helpline to guide those who needed this help. Into this space strode the youth Congress leader B.V. Srinivas (@srinivasiyc) who, with a team of volunteers, began to help people reaching out for aid on Twitter. He was so effective in the absence of the State and any government presence that even the embassies of New Zealand and the Philippines contacted him for help when staffers fell ill with Covid.149 Focussed on the government’s image, Jaishankar tweeted: ‘This was an unsolicited supply as they had no Covid cases. Clearly for cheap publicity by you know who. Giving away cylinders like this when there are people in desperate need of oxygen is simply appalling.’ The New Zealand embassy staffer who had received oxygen from Srinivas on 2 May died 18 days later.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

Requirements for a Roadmap Relaunch ​​​​​​​​​​​​​​​As we outlined in the preface, the product people we’ve talked to are looking for certain things from a roadmap. A product roadmap should: Put the organization’s plans in a strategic context Focus on delivering value to customers and the organization Embrace learning as part of a successful product development process Rally the organization around a single set of priorities Get customers excited about the product’s direction ​​​​​​​​​​​​​At the same time, a product roadmap should not: Make promises product teams aren’t confident they will deliver on Require a wasteful process of up-front design and estimation Be conflated with a project plan or a release plan (we cannot stress this enough)

The testimony is followed by another montage of Team Impact feats of strength. “Ladies and Gentlemen,” an amped up announcer voice a la Monster Truck Rally proclaims, “We are Team Impaaaaact. Standing on faith tonight let’s give it up for the King of Kings and Lord of Lords, the one, the only, the Risen Warrioooooor!” Are they talking about Jesus? Is he a cage fighter or the Lamb of God? If ever there was a cross-denying tribute to a theology of glory, it would be Team Impact. As is the case with the rest of TBN, the scandal of Jesus’ birth, life, teachings, death, and resurrection are ignored entirely in favor of a Jesus-as-Rambo theology; here the Lord just kicks ass and takes names, much like the freakishly muscular Team Impact guys. Taking one’s Christology from a couple of chapters of Revelation (ignoring the central Christ image, that of the Lamb who was slain) rather than the gospels is baffling to me. I recently saw an “inspirational” self-mocking emerging church poster. The word “incarnational” rested below an image of a heavily tattooed guy wearing a crown of thorns made of barbed wire. The caption read “What would Jesus do? I’m pretty sure he’d do stuff I think is cool.” We all wish to make Christ in our own image because the truth of a God who dies is too much. We’ll believe anything but that, and if that anything happens to bring us power and victory and glory then all the better.

So Medtronic adjusted not only its marketing efforts, but also the services it provided to directly target potential patients. For example, in conjunction with local cardiologists, Medtronic organized heart-health screening clinics across the country—providing prospective patients with free, direct access to specialists and high-tech equipment without having to go through an overwhelmed GP first. The question of paying for a pacemaker and the attendant medical services was no small concern. So Medtronic created a loan program to help patients pay for the pacemaker procedure. The company initially assumed that patients might be drawn to loans that actually expired upon the patient’s death, so that they were not saddling the family with the burden of debt—the emotional and social component of their Job to Be Done. And, as the Medtronic team learned from patients themselves, that was what they often wanted. But friends and family wanted something different: they tended to rally around a patient to find the money necessary. In those cases, the patient was more likely simply to need a bridge loan until those funds could be gathered. Medtronic made sure that the loan process was not daunting for the family: a loan is typically approved within two days, requiring minimum paperwork and entailing no asset mortgage. The experience of navigating the complex web of health care in India could be overwhelming for both patients and their families. So the company began to work with local hospitals to create a patient counselor role, initially calling them “Sherpas,” that helped patients navigate the often mind-boggling bureaucracy of a hospital, keeping their procedure and aftercare as top priorities. The patient counselor role became so popular that hospitals asked if the company would allow patients obtaining pacemakers through traditional routes to seek assistance from a counselor, too. Seeing an opportunity to further identify Jobs to Be Done from within the hospital system, Medtronic jumped at the chance. “At the end of the day, we realized the role was such an important position, we adjusted the role. And we were OK with it,” Monson recalls. “It ingrained the value of that person into the entire hospital system, and thus our business model. And it made us the partner of choice. To me that was a clear example of hitting a Job to Be Done.” The first Medtronic pacemaker distributed through the Healthy Heart for All (HHFA) program in India was implanted in late 2010. Medtronic currently has partnerships with more than one hundred hospitals in thirty cities. India is considered to be one of the most high-potential growth markets for the company.

In the early 1980s, I took a fourteen-month sabbatical from Kleiner to lead the desktop division at Sun Microsystems. Suddenly I found myself in charge of hundreds of people. I was terrified. But Andy Grove’s system was my bastion in a storm, a source of clarity in every meeting I led. It empowered my executive team and rallied the whole operation. Yes, we made our share of mistakes. But we also achieved amazing things, including a new RISC microprocessor architecture, which secured Sun’s lead in the workstation market. That was my personal proof point for what I was bringing, all these years later, to Google.

Several of them have moved up to the highest ranks of the organization, thanks to a strong track record of proving to their bosses, day in and day out, that they have what it takes to help the company succeed. They are passionately curious about the entire organization and how it can beat the competition. They have shown repeatedly that they can tackle tough assignments. They have built teams of complementary staff and rallied them around ambitious goals. They have distilled complex strategy decisions down to just a few priorities, helping align their employees around just a handful of focused goals. And they have pushed and prodded their bosses to shake up the organization, taking bold steps even when there was no burning need to do so. These are the people you find at the top of organizations. They embody these qualities and, as leaders, help develop them in others.

I never see him in the summer. Summers are softball. Practice, games, team rallies. He shows up again around Labor Day, depending on the play-offs.” —Annie, Salem, MA

In this talk, I tell the story of how, when I was first a manager at New York Tech, I didn’t feel like a manager at all. And while I liked the idea of being in charge, I went to work every day feeling like something of a fraud. Even in the early years of Pixar, when I was the president, that feeling didn’t go away. I knew many presidents of other companies and had a good idea of their personality characteristics. They were aggressive and extremely confident. Knowing that I didn’t share many of those traits, again I felt like a fraud. In truth, I was afraid of failure. Not until about eight or nine years ago, I tell them, did the imposter feeling finally go away. I have several things to thank for that evolution: my experience of both weathering our failures and watching our films succeed; my decisions, post–Toy Story, to recommit myself to Pixar and its culture; and my enjoyment of my maturing relationship with Steve and John. Then, after fessing up, I ask the group, “How many of you feel like a fraud?” And without fail, every hand in the room shoots up. As managers, we all start off with a certain amount of trepidation. When we are new to the position, we imagine what the job is in order to get our arms around it, then we compare ourselves against our made-up model. But the job is never what we think it is. The trick is to forget our models about what we “should” be. A better measure of our success is to look at the people on our team and see how they are working together. Can they rally to solve key problems? If the answer is yes, you are managing well.

As it had turned out, assembling a crowd of sign-waving supporters for a Donald Trump campaign rally in Manhattan was a tricky task. A few days before the event, the billionaire’s team was reduced to putting out a casting call through a New York–based agency offering fifty bucks to background actors who were willing to wear Trump shirts, carry Trump posters, and cheer Trump on during his big announcement. (“We

Trump was holding massive rallies in places like Alabama, which was bizarre according to conventional wisdom. Most reporters considered them an exercise in self-aggrandizement. In late August, Trump held a stadium event in Mobile, Alabama, which was so baffling to the local political cognoscenti that on the day he arrived, the front-page headline of the Mobile Press-Register read “Trump’s stumping in Mobile, but why?” There were two reasons for the perplexing strategy. The first was the Trump team’s belief that it could quickly lock

By late January 2014, Tesla had completed the construction of a cross-country Supercharger corridor that would allow Model S drivers to get from Los Angeles to New York without having to spend a penny on energy. The electric highway took a northern route through Colorado, Wyoming, South Dakota, Minnesota, and Illinois, before approaching New York from Delaware. The path it cut was similar to a trip taken by Musk and his brother, Kimbal, in a beat-up 1970s BMW 320i in 1994. Within days of the route’s completion, Tesla staged a cross-country rally to show that the Model S could easily handle long-distance driving, even in the dead of winter. Two hot-pepper-red Model S’s, driven by members of the Supercharging team, left Tesla’s Los Angeles–based design studio just after midnight on Thursday, January 30. Tesla planned to finish the trip at New York’s City Hall on the night of February 1, the day before Super Bowl XLVIII, which would take place at MetLife Stadium in East Rutherford, New Jersey, just across the state line. Along the way, the cars would drive through some of the snowiest and most frigid places in the country, in one of the coldest weeks of the year. The trip took a little longer than expected. The rally encountered a wild snowstorm in the Rocky Mountains that temporarily closed the road over Vail Pass and then provided an icy entrance to Wyoming. Somewhere in South Dakota, one of the rally’s diesel support vans broke down, forcing its occupants to catch a flight from Sioux Falls to rejoin the rest of the crew in Chicago. And in Ohio, the cars powered through torrential rains as the fatigued crew pressed on for the final stretch. It was 7:30 A.M. on Sunday, February 2, when the Teslas rolled up to New York’s City Hall on a bright, mild morning. The 3,427-mile journey had taken 76 hours and 5 minutes—just over three days. The cars had spent a total of 15 hours and 57 seconds charging along the way,

I cheer when Barnstorm is introduced. I’ve never known anybody on a team before. He waves a crutch in our direction, and a few of the other kids clap too. Then Rahim falls asleep. His head slumps over and conks the girl sitting next to him. We get kicked out

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

Authentic leaders, such as Mulcahy, recognize the collective power of an empowered team far exceeds that of any single individual, and they rally teams around a common cause.

There is no ‘i’ in team,” Henry said suddenly, seriously, as if repeating something he’d heard at a school pep rally. Or maybe he’d heard it in the gym. “Nope.” “There is no ‘i’ in Tag Team either,” he added. “Nope. There isn’t,” I agreed. “Are we Tag’s team?” he asked. I started to explain what Tag Team was, the label, the fighters, the gym. And then I stopped myself. “Yeah. We are. We’re Tag’s team.” “Because we love him?” “Yeah,” I said, getting choked up all over again... "There is an ‘i’ in David, though,” Henry said simply, as if that negated the whole “I in team,” argument. I laughed—a loud bark of relief that had him tipping his head toward me in curiosity. “You were doing so well, kid. I thought you were going to inspire me,” I snorted, still laughing, and relieved to be doing so. “There isn’t an ‘i’ in Henry,” he said blandly. “Or Moses,” I added, unable to stop chuckling. “We’re the selfless ones,” I explained. “There’s an ‘i’ in Georgia,” Henry said, as Georgia joined us on the deck. “Yep. And don’t I know it. Me, me, me. All the time,” I said, pulling on Georgia’s hand and bringing her in close to me

Clinton got out there and created a new narrative on the economy, which took some of the needles out of Obama,” says Republican strategist Mike Murphy. “It was the biggest single number-moving event in the entire campaign. It was devastatingly important to the Obama guys. And he put him back in business.” (It also helped, Murphy adds, that “the Romney campaign was totally incompetent.”) In 2000, Clinton had famously faulted Al Gore for not letting Clinton rally the base in key swing states. It was not a mistake Barack Obama was going to repeat. In addition to his convention speech, Clinton stumped for Obama in swing states like Florida and Ohio. Unlike Gore and his campaign team, “the Obama people, despite whatever hard feelings they had, were pretty dispassionate and not afraid to let him come in and steal the show, if they thought it would be helpful,” says a former Clinton official who worked in the Obama administration. Clinton even starred in a widely seen advertisement for Obama, declaring that “President Obama has a plan to rebuild America from the ground up, investing in innovation, education, and job training. It only works if there is a strong middle class. That’s what happened when I was president.”15

A better measure of our success is to look at the people on our team and see how they are working together. Can they rally to solve key problems? If the answer is yes, you are managing well.

Frasure was one of the most experienced diplomats in the State dept. In June 1991, President Bush awarded him Presidential Medal for Exceptional Service for his role in precipitating the downfall of Mengitsu regime in Ethiopia and organizing lifting of more than 15,000 Ethiopian Jews to Israel. Frasure was ambassador to Estonia when he was asked to return to Washington and join Holbrooke"s Yugoslavia team in July 1994. Almost from the beginning, the sharp-minded Frasure found it difficult to hide his exasperation with the indecision in his own government. Coming out of US inter-agency meeting on BIH he once commented: "Boy that was like a little league locker-room rally"......Frasure knew when to be tough with the Serbs. .....Back in Washington, his delicate diplomacy was supported by his direct superior, flamboyant Assistant Secretary of State Richard Holbrooke.

Ambrose's injured left arm, but Ambrose rammed Regal into the ring post to badly disorientate him. Then, Ambrose ruthlessly kneed Regal's head into an exposed turnbuckle, causing Regal to bleed from the ear; the match was then ruled a no contest. After the match, Regal stared down Ambrose, then applauded him and turned his head to allow Ambrose to hit him with the Knee Trembler. Afterwards, the FCW locker room stormed the ring to separate Ambrose from a fallen Regal while commentators questioned whether Regal would ever be able to wrestle again. Ambrose made his main roster debut on November 18, 2012 at the Survivor Series pay-per-view alongside Roman Reigns and Seth Rollins, where they assaulted Ryback during the triple-threat main event for the WWE Championship, leading to CM Punk pinning John Cena to retain his title. The trio declared themselves "The Shield" and vowed to rally against "injustice". They denied working for Punk, but routinely emerged from the crowd to attack Punk's adversaries, including Ryback, The Miz, Kane and Daniel Bryan, who had attempted to save Kane. This led to a Tables, Ladders, and Chairs match being set up for the TLC payper-view pitting the three men of the Shield against Ryback and Team Hell No (Kane and Bryan), which Ambrose, Reigns and Rollins won in their debut match. The Shield continued to aid Punk after TLC; during Punk and Ryback's TLC match for the WWE Championship on the January 7 episode of Raw, they attacked Ryback, which resulted in Punk retaining his title. During the Royal Rumble event where the Rock challenged for Punk's WWE Championship, match, a blackout occurred and the Rock was

raising funding also has the potential to save you years. As Craig Hewett, the founder of Castos, told me, funding allows you to “live in the future” by making investments you otherwise would have had to wait for. When Craig Hewett raised money for Castos, he spent it on hiring senior sales and development team members rather than the juniors many startups are forced to hire because of a lack of cash. This allowed Castos to make progress fast. Ruben Gamez, the founder of SignWell, used funding to invest in compliance (SOC2 Type 2 and HIPAA). They would have done so eventually, but they wouldn’t have been able to afford it until later. This investment allowed them to start closing major deals sooner and grow faster. Strategic hiring can be another way to spend funds. Jordan Gal, the founder of Rally, hired a chief of staff almost from day one. He told me, “Money allows you to hire in such a way that you, as the founder, can focus on whatever your superpower is, with far fewer distractions than when bootstrapped.” Derrick Reimer of SavvyCal burst into a crowded scheduling space by investing funds into SEO and marketing earlier than he would have been able to if he was purely bootstrapped. This potentially shaved a year or more off his marketing efforts. Those are just a few of the ways funding can help when applied strategically.

got my sweaty bollocks stuck to it. You grew up in Dublin in the seventies and eighties. It was as white as white could be. Sure, we’ve diversified now, but back then, if it snowed we couldn’t feckin’ find each other. There would have been more racially diverse KKK rallies. So what? Black people stole your opportunities, did they? I can think of only two who were in Dublin at that time. Out of curiosity, did you think you would have been the pearl at the centre of Ireland’s most successful international football team, but Paul McGrath took your place? Or do you reckon you were next in line to be the lead singer and bass player in Thin Lizzy but Phil Lynott swooped in and took it in some, I dunno, affirmative-action thing? Exactly how are the – how did you put it? Oh, yeah – ‘mongrel races’ responsible for you ending up being the useless waste of toilet roll you’ve become? I’d love to hear it.” Bunny

If they had to have a football rally, he wished they’d hold it somewhere where it wouldn’t bother him and his team.

Being the best simply cannot be a Just Cause, because even if we are the best (based on the metrics and time frames of our own choosing), the position is only temporary. The game doesn’t end once we get there; it keeps going. And because the game keeps going, we often find ourselves playing defense to maintain our cherished ranking. Though saying “we are the best” may be great fodder for a rah-rah speech to rally a team, it makes for a weak foundation upon which to build an entire company. Infinite-minded leaders understand that “best” is not a permanent state.

In each case, these segments were stuck with serious business problems that had to be solved immediately but could not be addressed effectively without embracing a discontinuous innovation. Managers who are under this kind of “broken-process” pressure will sponsor a new technology ahead of the herd, but only if the system provider can commit to an end-to-end solution to their problem. That is, to win over their target segments, each of these product vendors has to commit not just to providing an excellent product, but also to fielding a complete suite of products and services to solve the entire problem for the target segment. This leads them to recruit other companies that have the necessary competencies they lack, thereby forging a whole new value chain where none existed before. Once such a team is formed and the market has rallied around its solution, all other vendors get summarily excluded from the segment (pragmatists like to standardize on a single solution once they find one that works); so these first movers get to enjoy the fruits of market leadership for a long time to come.

The best companies almost always make it through hard times because the people rally to make sure they do. In other words, from a strictly business standpoint, treating people well in any economy is more cost effective than not.

A better way for new managers to build a team is to focus everyone on a series of short-range goals designed to begin to build the business. Not only does this approach provide an early rallying point for the group, but it also gives the leader invaluable feedback about team members: how they respond to this management approach will speak volumes about their capabilities. As you do this, though, be careful about raising expectations too high. The truth is, you’ll almost certainly want to make some changes to the team. So it doesn’t make sense to encourage deep bonds until you are reasonably confident that the core group is in place. At that point, your team-building efforts will have much more meaning, hopefully heartened by some early wins for the group to celebrate.

Goals work when they’re inspiring and capture our natural intention for greatness. They should describe what great victory is for every team, and be a real-time rather than one-time rally point for people. When they’re tangible, they provide purpose which improves everyone’s contribution and provides a focal point for day-to-day execution.

That a third of all employees want to leave their jobs but don’t tells us two things. One, it says that an uncomfortably high number of people would rather be working somewhere else, and two, that they see no other option to improve how they feel about their jobs beyond quitting. There is an alternative route, however. One much simpler and potentially more effective, and it doesn’t require us to quit our jobs. Quite the contrary. It requires that we stay. But that doesn’t mean we can get away with doing nothing. We will still need to change the way we do things when we show up at work. It will require us to turn some of our focus away from ourselves to give more attention to those to the left of us and those to the right of us. Like the Spartans, we will have to learn that our strength will come not from the sharpness of our spears but from our willingness to offer others the protection of our shields. Some say a weak job market or bad economy is the reason to stick it out, in which case leaders of companies should want to treat their people better during hard times to prevent a mass exodus as soon as things improve. And in a good economy, leaders of companies should also want to treat their people well so that their people will stop at nothing to help the company manage when the hard times return (which, inevitably, they will). The best companies almost always make it through hard times because the people rally to make sure they do. In other words, from a strictly business standpoint, treating people well in any economy is more cost effective than not. Too many leaders are managing organizations in a way that is costing them money, hurting performance and damaging people’s health. And if that’s not enough to convince us that something has to change, then perhaps our love for our children will. A study by two researchers at the Graduate School of Social Work at Boston College found that a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. 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. This is the influence our jobs have on our families. Working late does not negatively affect our children, but rather, how we feel at work does. Parents may feel guilty, and their children may miss them, but late nights at the office or frequent business trips are not likely the problem. Net-net, if you don’t like your work, for your kids’ sake, don’t go home.

Boehner had apparently emphasized how “angry” I was during our discussions—a useful fiction that I’d told my team not to dispute in the interest of keeping the deal on track. For his members, there was no greater selling point. In fact, more and more, I’d noticed how the mood we’d first witnessed in the fading days of Sarah Palin’s campaign rallies and on through the Tea Party summer had migrated from the fringe of GOP politics to the center—an emotional, almost visceral, reaction to my presidency, distinct from any differences in policy or ideology. It was as if my very presence in the White House had triggered a deep-seated panic, a sense that the natural order had been disrupted. Which is exactly what Donald Trump understood when he started peddling assertions that I had not been born in the United States and was thus an illegitimate president. For millions of Americans spooked by a Black man in the White House, he promised an elixir for their racial anxiety. The suggestion that I hadn’t been born in the United States wasn’t new. At least one conservative crank had pushed the theory as far back as my Senate race in Illinois. During the primary campaign for president, some disgruntled Hillary supporters had recirculated the claim, and while her campaign strongly disavowed it, conservative bloggers and talk radio personalities had picked it up, setting off feverish email chains among right-wing activists. By the time the Tea Party seized on it during my first year in office, the tale had blossomed into a full-blown conspiracy theory: I hadn’t just been born in Kenya, the story went, but I was also a secret Muslim socialist, a Manchurian candidate who’d been groomed from childhood—and planted in the United States using falsified documents—to infiltrate the highest reaches of the American government.

It was part hortatory, part personal testimony, part barstool blowhard, a rambling, disjointed, digressive, what-me-worry approach that combined aspects of cable television rage, big-tent religious revivalism, Borscht Belt tummler, motivational speaking, and YouTube vlogging. Charisma in American politics had come to define an order of charm, wit, and style—a coolness. But another sort of American charisma was more in the Christian evangelical vein, an emotional, experiential spectacle. The Trump campaign had built its central strategy around great rallies regularly attracting tens of thousands, a political phenomenon that the Democrats both failed to heed and saw as a sign of Trump’s limited appeal. For the Trump team, this style, this unmediated connection—his speeches, his tweets, his spontaneous phone calls to radio and television shows, and, often, to anyone who would listen—was revelatory, a new, personal, and inspirational politics. For the other side, it was clownishness that, at best, aspired to the kind of raw, authoritarian demagoguery that had long been discredited by and assigned to history and that, when it appeared in American politics, reliably failed.

I kept thinking how grateful I felt to have been part of this magnificent team. For five months we had been one unit, all specialists and all tackling the same problem together. The staff at the pediatric ICU and the consultants in the children's center reacted spectacularly. They rallied behind us and spent countless hours without charge, working to make this operation successful. As pessimistic as I was about the eventual outcome of the surgery, I still felt a glow of pride in being able to work side by side with the best men and women in the medical field. And the end of the surgery wasn't the end of our teamwork. The postoperative care was as spectacular as the surgery. Everything in the weeks following the surgery confirmed again our togetherness. It seemed as if everyone from ward clerks to orderlies to nurses had become personally involved in this historic event. We were a team--a wonderful, marvelous team.

it felt good to win. It was a high like no other. Adrenaline coursed through my veins. My heart still raced, even hours after the game. The whole team had been jittery during the postgame meeting.

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