Recognize Your Team Quotes

If you're anything like me, You bite your nails, And laugh when you're nervous. You promise people the world, because that's what they want from you. You like giving them what they want... But darling, you need to stop, If you're anything like me, You knock on wood every time you make plans. You cross your fingers, hold your breath, Wish on lucky numbers and eyelashes Your superstitions were the lone survivors of the shipwreck. Rest In Peace, to your naive bravado... If life gets too good now, Darling, it scares you. If you're anything like me, You never wanted to lock your door, Your secret garden gate or your diary drawer Didn't want to face the you you don't know anymore For fear she was much better before... But Darling, now you have to. If you're anything like me, There's a justice system in your head For names you'll never speak again, And you make your ruthless rulings. Each new enemy turns to steel They become the bars that confine you, In your own little golden prison cell... But Darling, there is where you meet yourself. If you're anything like me You've grown to hate your pride To love your thighs And no amount of friends at 25 Will fill the empty seats At the lunch tables of your past The teams that picked you last... But Darling, you keep trying. If you're anything like me, You couldn't recognize the face of your love Until they stripped you of your shiny paint Threw your victory flag away And you saw the ones who wanted you anyway... Darling, later on you will thank your stars for that frightful day. If you're anything like me, I'm sorry. But Darling, it's going to be okay.

We lead more out of who we are than out of what we do, strategic or otherwise. If we fail to recognize that who we are on the inside informs every aspect of our leadership, we will do damage to ourselves and to those we lead.

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

The bottom line is that if your dog isn’t doing what he is supposed to or what you want him to, it’s not the dog’s fault. It’s YOUR fault, for not properly communicating to him what you need him to do, not spending the time needed to train him properly, or not being observant enough to recognize early on when and how your relationship may be out of balance.

Leaders approach conflict with an eye for resolution. When handled effectively, successful confrontations raise team performance. To manage conflict effectively, you must begin by recognizing there are three sides to every story: Yours / Theirs / The Truth

In the 2016 shareholder letter, even though he wasn’t explicitly talking about two-pizza teams, Jeff suggested that “most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you’re probably being slow. Plus, either way, you need to be good at quickly recognizing and correcting bad decisions. If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.”5

It can be easy to focus on How, especially for high achievers who want to control what they can control, which is themselves. It takes vulnerability and trust to expand your efforts and build a winning team. It takes wisdom to recognize that 1) other people are more than capable enough to handle much of the Hows, and 2) that your efforts and contribution (your “Hows”) should be focused exclusively where your greatest passion and impact are. Your attention and energy should not be spread thin, but purposefully directed where you can experience extreme flow and creativity.

Instead of asking candidates to self-assess a given behavior or characteristic related to humility, hunger, or people smarts, ask them what others would say about them. For example, instead of asking someone if he considers himself to be a hard worker, ask him “How would your colleagues describe your work ethic?

Eena!” Recognizing Ian’s voice, Eena turned to find him approaching her from behind. He was entirely clad in body armor and gauntlets, cradling an open-faced helmet in one arm. Painted on his chest plate was a flaming, gold sword. From his side hung a leather sheath, a golden hilt peeking from the top. “I’m glad you’re back. You are going to stay and watch us play, aren’t you?” He looked hopeful she’d say yes. Eena smiled brightly. “I didn’t know you were talented enough to be on a dueling team. Nice sword,” she teased. Ian blushed a degree. “Thanks. They call us the Savage Warriors!” He rasped their team name in a semi-ferocious voice. “Jerin’s team captain.” She laughed at the showy designation. “And who’s your challenger today?” “The Dragon Slayers - Derian’s team.” Eena’s face fell. “Derian is playing?” She groaned internally, knowing she should’ve guessed as much. This was starting to look like another setup.

No other occupation offers more ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. I drew heavily upon this learning to mold my likeness. From these parts of my life, I distilled the likeness of what I wanted to become: - A man who is dedicated to helping improve the lives of other people - A kind, honest, forgiving, and selfless husband, father, and friend - A man who just doesn’t just believe in God, but who believes God

The revelation that one could find free food just sitting on a stump in the woods landed on Joe like a thunderbolt. That night he lay in his bunk in the schoolhouse, staring into the dark rafters above, thinking. There seemed to be more than a schoolroom science lesson in the discovery of fungus. If you simply kept your eyes open, it seemed, you just might find something valuable in the most unlikely of places. The trick was to recognize a good thing when you saw it, no matter how odd or worthless it might at first appear, no matter who else might just walk away and leave it behind.

Jill’s words reminded me of a concept I learned in the Army: the 80 percent solution. As Army leaders, we were trained to recognize that the 100 percent solution—absolute perfection—isn’t realistic, so the 80 percent solution was our goal: Get most things right, and get your butt moving to accomplish the mission. If you have 80 percent handled and a well-trained team, you’ll be able to deal with whatever contingencies arise. But if you spend all your time planning to create the 100 percent perfect solution, the troops won’t have time to prepare, train, and actually execute the mission.

What’s the best way to manage rock stars, the people whom you can count on to deliver great results year after year? You need to recognize them to keep them happy. For too many bosses, “recognition” means “promotion.” But in most cases, this is a big mistake. Promotion often puts these people in roles they are not as well-suited for or don’t want. The key is to recognize their contribution in other ways. It may be a bonus or a raise. Or, if they like public speaking, get them to present at your all-hands meetings or other big events. If they like teaching, get them to help new people learn their roles faster. Or if they are shy, make sure that you and others on the team thank them privately for the work they do.

Here we’ll describe four signs that you have to disengage from your autonomous efforts and seek connection. Each of these emotions is a different form of hunger for connection—that is, they’re all different ways of feeling lonely: When you have been gaslit. When you’re asking yourself, “Am I crazy, or is there something completely unacceptable happening right now?” turn to someone who can relate; let them give you the reality check that yes, the gaslights are flickering. When you feel “not enough.” No individual can meet all the needs of the world. Humans are not built to do big things alone. We are built to do them together. When you experience the empty-handed feeling that you are just one person, unable to meet all the demands the world makes on you, helpless in the face of the endless, yawning need you see around you, recognize that emotion for what it is: a form of loneliness. ... When you’re sad. In the animated film Inside Out, the emotions in the head of a tween girl, Riley, struggle to cope with the exigencies of growing up.... When you are boiling with rage. Rage has a special place in women’s lives and a special role in the Bubble of Love. More, even, than sadness, many of us have been taught to swallow our rage, hide it even from ourselves. We have been taught to fear rage—our own, as well as others’—because its power can be used as a weapon. Can be. A chef’s knife can be used as a weapon. And it can help you prepare a feast. It’s all in how you use it. We don’t want to hurt anyone, and rage is indeed very, very powerful. Bring your rage into the Bubble with your loved ones’ permission, and complete the stress response cycle with them. If your Bubble is a rugby team, you can leverage your rage in a match or practice. If your Bubble is a knitting circle, you might need to get creative. Use your body. Jump up and down, get noisy, release all that energy, share it with others. “Yes!” say the people in your Bubble. “That was some bullshit you dealt with!” Rage gives you strength and energy and the urge to fight, and sharing that energy in the Bubble changes it from something potentially dangerous to something safe and potentially transformative.

Well, about that... See, I found that... when I was doing something dangerous or stupid... I could remember you more clearly," I confessed, feeling completely mental. "I could remember how your voice sounded when you were angry. I could hear it, like you were standing right there next to me. Mostly I tried not to think about you, but this didn't hurt so much- it was like you were protecting me again. Like you didn't want me to be hurt. "And, well, I wonder if the reason I could hear you so clearly was, underneath it all, I always knew you never stopped loving me." Again, as I spoke, the words brought with them a sense of conviction. Of righteousness. Some deep place inside me recognized the truth. His word came out half stangled. "You... were... risking your life... to hear-

The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action. Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today. ​Third, and finally, they find a way to deliver success, to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeking solutions.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

Taking the leap is just the first step. Then you must cross the desert. And make no mistake — that journey will be hell.” “Will it be worth it?” he asked. “You tell me,” the old man responded. “How worthy is your goal? And how big is your why?” “I can’t imagine anything better,” he affirmed. “Then yes, it will be worth it. You see, everyone who stands at the edge of this cliff sees something different on the other side. What you see on the other side is your particular goal, and that is unique to you. “But there’s a reason why you have not achieved that goal yet — you are not worthy of it. You have not become who you need to become to deserve it. “As you cross the desert to your promised land, you will endure tests and trials specific to you and your goal. If you persist, those test and trials will transform you into who you need to be to be worthy of your goal. “You can’t achieve your highest, noblest goals as the same person you are today. To get from where you are to where you want to be you have to change who you are. “And that is why no one can escape that journey — it is what transforms you into a person worthy of your goal. The bad news is that that journey is hell. The good news is that you get to pick your hell.” “Pick my hell?” he asked. “What do you mean?” “Because of your natural gifts and interests, your inborn passion and purpose, there are some hells that are more tolerable to you than others. “For example, some men can endure hard physical labor because their purpose lies in such fields as construction or mechanics, while other men could not even dream of enduring that hell. “I’ve met people who knew they were born to be writers. Their desert to cross, their hell to endure was writing every day for years without being paid or being recognized and appreciated. But in spite of their hell, they were happy because they were writing. Though they still had to earn their way to the valley of their ultimate goal, they were doing what they were born to do. “Ever read the book Getting Rich Your Own Way by Scrully Blotnick?” He shook his head. “That book reveals the results on a two-decade study performed by Mr. Blotnick and his team of researchers on 1,500 people representing a cross-section of middle-class America. Throughout the study, they lost almost a third of participants due to deaths, moves, or other factors. “Of the 1,057 that remained, 83 had become millionaires. They interviewed each millionaire to identify the common threads they shared. They found five specific commonalities, including that 1) they were persistent, 2), they were patient, and 3) they were willing to handle both the ‘nobler and the pettier’ aspects of their job. “In other words, they were able to endure their particular hell because they were in the right field, they had chosen the right career that coincided with their gifts, passions, and purpose. “Here is the inescapable reality: No matter what you pick as your greatest goal, achieving it will stretch you in ways you can’t imagine right now. You will have to get out of your comfort zone. You will have to become a different person than you are right now to become worthy of your goal. You must cross that hellacious desert to get to your awe-inspiring goal. “But I get to pick my hell?” he asked. “You get to pick your hell.

CELEBRATE YOUR SUCCESS The more you praise and celebrate your life, the more there is in life to celebrate. —Oprah Winfrey How do you know if your scrappy effort was successful? There’s positive movement—cause to celebrate. It either moves your intention forward or you come closer to achieving your goal. You will know it worked because you feel the win, big or small. I’m a huge believer in champagne moments (or celebratory beer, ice cream, night on the town, whatever your preference). You have to celebrate! This journey is supposed to be fun. Stop and take the time to recognize and enjoy the big wins, little wins, and everything in between. Research shows there is bonus value to celebrating. In her article “Getting Results Through Others,” Loraine Kasprzak writes, quoting her coauthor Jean Oursler, “When others have worked hard to achieve the desired results, celebrate it! ‘It’s important to celebrate because our brains need a memorable reference point—also called a reward—to make the whole journey worthwhile.’” Celebrating creates a positive benchmark in your brain for future reference. According to an article in the Journal of Staff Development by Richard DuFour: Ritual and ceremony help us experience the unseen webs of significance that tie a community together. There may be grand ceremonies for special occasions, but organizations [and individuals] also need simple rituals that infuse meaning and purpose into daily routine. Without ritual and ceremony, transitions become incomplete, a clutter of comings and goings. Life becomes an endless set of Wednesdays. An endless set of Wednesdays? Yuck. Who needs that? Whether you are an individual, a small team, or a large organization, celebrate your scrappy wins as part of the experience and enjoy the ride.

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

The three of you were pretty cute last night, with all that touchy-feely crap." "Yeah, that lasted for about two minutes before you dragged Evan back over to the bar." "Dude, we were hunting Turkey. [drinking bourbon] it was important." Chris grins. "That boy can drink, I'll give him that." "That's big of you. From the way you were hanging off each other by the end of the night, I was thinking I might get Jeff all to myself." Chris shoots him a look. "Is that what you want? If you had your way? Just Jeff?" Dan Isn't really ready to answer that question, not even from Chris. "Wow, you'd switch teams just for me? You'd steal Evan away just so I could take his boyfriend? That's sweet man, really." Dan knows that Chris recognizes the deflection, but he lets Dan get away with it. "That's the kind if friend I am, Dan. Maybe you should take a lesson - the next time I need a wingman in a straight bar, it wouldn't kill you to step up." "Yeah, okay, I'll keep that on mind.

No it won’t. He recognized Goober’s voice and it was important to share the discovery with Goober. He had to tell Goober to play ball, to play football, to run, to make the team, to sell the chocolates, to sell whatever they wanted you to sell, to do whatever they wanted you to do. He tried to voice the words but there was something wrong with his mouth, his teeth, his face. But he went ahead anyway, telling Goober what he needed to know. They tell you to do your thing but they don’t mean it. They don’t want you to do your thing, not unless it happens to be their thing, too. It’s a laugh, Goober, a fake. Don’t disturb the universe, Goober, no matter what the posters say.

Some of these kids are just plain trouble.” Grant glanced over at the boys sitting in the glass-walled box. Mac had been like that, all anger and confusion. He’d been in juvie too, arrested for possession after falling into a gang. Grant was gone. Mom was sick. Dad was a mess. Looking back, Grant wondered if dementia was beginning to take hold back then and no one recognized the symptoms. Lee had been the one who’d coped with Mac’s drug and delinquency problems, and Mom’s deathbed talk had snapped her youngest out of it. A program like this might have helped his brother. “Who knows what those boys have had to deal with in their lives.” Corey’s eyes turned somber. “We’re all sorry about Kate.” Reminded of Kate’s death, Grant’s chest deflated. “And thanks for the help,” Corey said. “These boys can be a handful.” “Is your son on the team?” “No.” Corey nodded toward the rink. A pretty blond teenager executed a spinning jump on the ice. Corey beamed. “That’s my daughter, Regan. She’s on the junior figure skating team with Josh’s daughter, the one in black. The hockey team has the next slot of ice time.” “The girls look very talented.” Even with an ex-skater for a sister-in-law, Grant knew next to nothing about figure skating. He should have paid attention. He should have known Kate better. Josh stood taller. “They are. The team went to the sectional championships last fall. Next year, they’ll make nationals, right, Victor?” Josh gestured toward the coach in the black parka, who had deposited the offenders in the penalty box and was walking back to them. “Victor coaches our daughters.” Joining them, Victor offered a hand. He was a head shorter than Grant, maybe fifty years old or so, with a fit body and salt-and-pepper hair cut as short and sharp as his black eyes. “Victor Church.

Stay Interview Questions 1. What about your job makes you jump out of bed in the morning? 2. What makes you hit the snooze button? 3. If you were to win the lottery and resign, what would you miss the most about your job? 4. What one change in your current role would make you consider leaving this job? 5. If you had a magic wand, what would be the one thing you would change about this department, team, organization? 6. As your manager, what could I do a little more of or a little less of? 7. If you had to go back to a position in your past and stay for an extended period of time, which one would it be and why? 8. What do you need to learn to work at your best? 9. What makes for a great day? 10. What can we do to make your job more satisfying? 11. What can we do to support your career goals? 12. Do you get enough recognition? How do you like to be recognized? 13. What do you want to learn this year?

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.

Our ongoing Hollywood education included the lesson that moviemaking is not finished once you actually make the movie. After that, you have to promote the movie, because if the audience doesn’t show up, all your hard work is a bit pointless. But before we could sell Crocodile Hunter: Collision Course to audiences, we had to sell it to the theater owners who were going to show it to the public. So the first stop for our promotional efforts was a gathering of movie theater exhibitors called Show West, in Las Vegas. We would team up there with Bruce Willis, who had an interest in producing our movie. Bindi and I had been in Oregon for a few days, visiting family, and we planned to catch up with Steve in Las Vegas. But she and I had an ugly incident at the airport when we arrived. A Vegas lowlife approached us, his hat pulled down, big sunglasses on his face, and displaying some of the worst dentistry I’ve ever seen. He leered at us, obviously drunk or crazy, and tried to kiss me. I backed off rapidly and looked for Steve. I knew I could rely on him to take care of any creep I encountered. Then it dawned on me: The creep was Steve. In order to move around the airport without anyone recognizing him, he put on false teeth and changed his usual clothes. I didn’t recognize my own husband out of his khakis. I burst out laughing. Bindi was wide-eyed. “Look, it’s your daddy.” It took her a while before she was sure. Our Show West presentation featured live wildlife, organized wonderfully by Wes. Bruce Willis spoke. “I sometimes play an action hero myself,” he said, “but you’ll see that Steve is a real-life action hero.” Bindi brought a ball python out on stage. Backstage, she and Bruce hit it off. He has three daughters of his own, and he immediately connected with Bindi. They wound up playing with the lion cubs and the other animals that Wes had organized there.

For some time now, the conventional wisdom at most agencies has been to partner with experts in specific fields—social networking, gaming, mobile, or any other discipline—in order to “get the best people for the job.” But given the success of AKQA, R/GA, and so many other innovators, perhaps it can be argued that to be truly holistic in our approach, it’s better to grow innovations from one’s own stem cells, so to speak, than to try to graft on capabilities on an ad-hoc basis. Some would no doubt argue that it makes the most economic sense to hire experts to execute as needed, rather than taking on more overhead in an increasingly competitive marketplace. But it should be pointed out that it’s hard to have the original ideas themselves if your own team doesn’t have a firm grasp of the technologies. Without a cross-disciplinary team of in-house experts, who knows what opportunities you—and by extension, your clients—may miss. “It comes down to the brains that you have working with you to make it a reality,” John Butler, cofounder of Butler, Shine, Stern & Partners, tells me. “The history of the ad agency is the Bernbach model—the writer and art director sitting in a room together coming up with an idea,” he says, referring to legendary adman Bill Bernbach, cofounder of DDB and the man who first combined copywriters and art directors as two-person teams. Now, all that’s changed. “[Today, there are] fifteen people sitting in a room. Media is as much a part of the creative department as a writer or an art director. And we have account planners—we call them ‘connection planners’—in the room throwing around ideas,” he says. “That facilitates getting to work that is about the experience, about ways to compel consumers to interact with your brand in a way that they become like free media” by actively promoting the brand for you. If his team worked on the old Bernbach model, Butler adds, they would never have created something like those cool MINI billboards that display messages to drivers by name that I described in the last chapter. The idea actually spun out of a discussion about 3-D glasses for print ads. “Someone in the interactive group said, ‘We can probably do that same thing with [radio frequency identification] technology.’” By using transmitters built into the billboards, and building RFID chips into MINI key fobs, “when a person drives by, it will recognize him and it will spit out a message just for him.” He adds with considerable understatement: “Through having those capabilities, in-house engineers, technical guys who know the technology and what’s available, we were able to create something that was really pretty cool.

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

process change is for teams of any size and doesn’t have to roll out at the organizational level. Any group of operators can improve short- and long-term performance by investing in process improvement. If you lack the budget to develop a full-blown operating system for your team or organization, then inventory the major processes that define your work, and focus people on constantly reviewing these processes and adjusting them so that they work more efficiently and effectively. Recognizing that most processes reach across other functions, ensure that you understand the process from one end to the other.

TCU Florist, Fort Worth is a local florist with same-day delivery services and creative floral design in Texas. We are open Monday-Friday from 8:00 a.m. to 3:00 p.m., and Saturdays from 9:00 a.m. to 12:00 p.m. With over 70 years in the floral industry, we are equipped to give you the most stunning arrangements for your every need. We recognize that flowers can reveal a thousand emotions when words fail. We feel there's no better way to convey a message than with nature's flowers and plants. That's why our team of floral artists dedicate all their talents and efforts towards putting together the most amazing bouquets for all your needs! We offer impressive floral products with a wide range of fresh flowers and exquisite styles! We carry all your best-loved blooms: roses, lilies, tulips, sunflowers, carnations, gerbera daisies, and many more. We specialize in high-style floral arrangements that show off the beauty of these blooms. Our team of floral artists can make the perfect bouquet of your dreams, whether it's traditional or modern, whether it's a luxurious arrangement or a charming gift basket. Want something more one-of-a-kind? We also have a wide collection of green plants, tropicals, dish gardens, and baskets of fresh goods. Let us help you find the most ideal flower bouquet that suits your style! Go to our website or stop by our flower shop to find your favorite designs. If you want something tailor-made, we're here to help! Talk to our friendly team of florists about your needs. They'll be more than happy to help you create the ideal bouquet that suits your style. At TCU Florist, we promise you'll get only the highest quality arrangements for each and every order! Timeless rose bouquet for your anniversary? Extravagant arrangement bursting with pink, white, and red colors for a special event? Heartfelt bouquet for your mother to express your love and appreciation? Thoughtful sympathy gift basket to send your thoughts and prayers? We make sure you'll get exactly what you need every single time. We offer local express and same-day delivery to churches, hospitals, funeral homes, and cemeteries. Our drivers are well equipped to deliver your flowers on schedule and without hassle. Ready to place your order? Need more information? Call us at (817) 924-2211 or email us at tcuflorist@yahoo.com.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.

Business as usual produces predictable results. But if you want something fresh, something new, that takes vision. Greatness only happens by design. And, while the vision-driven leader is committed to designing and pursuing a desirable future outcome for their organization, they recognize resistance is part of realizing their vision. To become the most effective vision-driven leader, tenacity, integrity, and courage are essential.

Recognition In addition to top ratings, a great way to recognize people in a rock star phase is to designate them as “gurus,” or “go-to” experts. Often this means putting them in charge of teaching newer team members, if they show the aptitude for it. Bosses can be reluctant to use a top performer this way, wanting them to do the job rather than to teach others. However, this attitude prevents an organization from getting as much leverage out of experts as they otherwise would.

When considering tasks to delegate, you should also consider tasks that aren’t appropriate to delegate. Tasks that have unclear objectives, high stakes, rely on your unique skills, or a personal growth opportunity should be completed by you. Once you identify the tasks, it is easier to identify the person. Now, we recognize delegation as growth opportunities for our team. We must also consider the skill sets for the tasks. Take a moment to identify the skills and competencies needed. Consider the individual and assess based on the following: skills, strengths, reliability, workload, and development potential. As the tasks are delegated, keep the individuals’ skills in mind. This will be a new endeavor for them and require you to build their self-confidence.  This is why strength-and-skills matching is important. Set clear goals and routine check-ins. Also provide good feedback to the individuals on the progress

You may be the brains behind a new concept or idea that your toxic boss then takes credit for. You may work on a team and find that one or two toxic colleagues have hijacked the team and are fostering uncivil discourse and derailing the efforts of the team while continuing to profit. When things are unjust, it feels awful, and this dynamic can be multiplied at work where the rules of fairness and logic are believed to apply—if you do better work, you expect to get recognized.

We could say that the health of a culture is equal to the collective ability of the people who work there to feel the impacts of their actions on others. Now if you’re an app developer and want to help me build a tool that tracks that, please give a call. What I’ve seen over and over again in my career as a business leader and leadership mentor is that this one thing—the inability of people to feel their impact on others—is the cause of cultural dysfunction. And the higher up you are on the org chart, the more problematic that weakness is in terms of what it does to the culture at large. Which is why, as a manager, the most important thing you can do—after recognizing your own impact on your team—is to help people see their impacts on each other, and to help them let go of the emotional story they’re telling themselves that’s keeping the pattern going. In

I have come to recognize that it’s better to leave a position unfilled than to make a bad hire.

If that sounds cultish, I’m unapologetic. When organizations talk about creating an innovative business culture, a lot of people focus on the external symbols. The ping-pong and foosball tables in the office, the team-building Thursday beers after work, the company ski weekends, and the anything-goes dress code. At TMHQ we have all those things. But they are marginal to what we are really about. A culture is built up over months and years of good practice, questioning, and improvement. Of doing things the right way and having anyone who comes into the group or participates in an event recognize what that means. Culture is all the things that happen in an organization when the boss isn’t looking. Tony Hsieh describes, in his book Delivering Happiness, how he built his online shoe business Zappos by concentrating on service and integrity above all else. “Your personal core values define who you are,” he argued, “and a company’s core values ultimately define the company’s character and brand. For individuals, character is destiny. For organizations, culture is destiny.” I think that’s true, and doubly so when you are “delivering happiness” as an experience that asks people to take on and display some of the virtues of that culture themselves. In this sense, we believed, in our initial phase of recruiting, that a candidate’s previous career path and qualifications were less important than his or her willingness to embrace our credo. Though we had no experience in event management, the plan was never to go out and hire people from the event industry. We had obstacles where participants jump through flames and we feared the first thing an outside event person might instinctively do was pull out a fire extinguisher.

Hawaii DUI attorney Hawaii DUI Legislation As part of the Hawaii DUI is taken to manage OVUII provisions relating "to the job without having to do, under the influence of narcotics." At any time, arrested me with this design crime, two different scenarios are part of the action. Individual courses in prison behind the lower through life, and the management can unforeseen consequences for you are behind the privileges. While it has an address that is protected effectively only two scenarios and the services of a DUI attorney in Hawaii will have to use, is the perfect solution. Take a Hawaii DUI lawyer as well as a symbol of crimes and administrative conditions in order simply because a knowledgeable attorney composed of a selection of tools and consultants from personal experience what is a second has been selected to represent the country. Team Hawaii DUI North Carolina, which do not contain a large number of other closely how the situation further. Two scenarios can be supplied to the defendant standards. In particular, it depends on the devaluation of the accused, even if it makes the work of the unit. This usually means that the defendant was the less able, of course, the direction of action of motor vehicles and motor vehicles that the liquid does not eat before experiencing again. Fiscal policy scenarios on how to warn this routine, the incredible strength, the smell of alcohol on his breath of the accused, chemical tests are successful, the driver's actual appearance. When you are ready to have to effectively protect against cross phase of the project, I recommend Hawaii DUI lawyer trained to drive during treatment and can demonstrate an adequate protection. Delgado was of the view that it is "per se". This means that the prosecutor have not been included in the exhibition show the method or the driver looked in the direction under the influence of alcohol behind the negative cable. These types of circumstances, mostly on the same chemical research and the prosecution on the basis must prove that the defendant to reduce the crime in Hawaii in March for chemical research in the blood of 0.08% or more, is in the liquid phase summarized exposed. Hawaii DUI lawyer to eat properly trained is reflected in this model can help each scenario to ensure that the legs yourselfer difference in the fighting. Hawaii is a place, a time of "natural Look Back", contains to return to the effects of the crime. Search again, it's time the crime is alleged for the first act, when the perpetrator of a lack of experience composed only other offense again. If a particular offense known author and has only should recognize this period as an impending crime or offense. Exhibition Dates countries Hawaii is five years. This suggests that the accused has no criminal DUI during the last five calendar years; the first violation would be appreciated. Administrative Results Concession withdrawal of the Office of Management reliable care for administrative purposes on drunken driving offense in Hawaii leaders together. Hawaii is the player under Tiny Interstate. This little machine is comparable towards alternative requirements for the content of teaching, the DUI offense. This means that if someone is breaking the law is arrested by driving under the influence of alcohol in the country that the players informed of their offensive in the direction of your region and the country at home, the home to protect the rights of accessories to suspend. This may be necessary, for depression itself could protect live in Hawaii. Hawaii DUI attorney, these values and work to be able to move to an adequate safety system hard, suspended to keep the license point home.

At Google, one of our favorite mottoes is “Failure is an option.” It’s widely recognized that if you’re not failing now and then, you’re not being innovative enough or taking enough risks.

The lessons of dealing with strategic inflection points are similar whether you’re dealing with a company or your own career. If you run a business, you must recognize that no amount of formal planning can anticipate such changes. Does that mean you shouldn’t plan? Not at all. You need to plan the way a fire department plans: It cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event. Understanding the nature of strategic inflection points and what to do about them will help you safeguard your company’s well-being. It is your responsibility to guide your company out of harm’s way and to place it in a position where it can prosper in the new order. Nobody else can do this but you.

Enrich Diversity-Avtar As an organization that is committed to build equitable and inclusive culture to sustain diversity, we suggest you start here. Whether you have policies and practices or you are looking to start your journey to inclusion, the best way to is to start with assessing yourself. It helps to chart the way forward when you understand where you are and what it will take to go further. Our Assessment frameworks are backed by years of deep research and insights from working with diverse organizations and teams across industries and geographies. Participate in the country’s largest DEI analytics exercises for an opportunity to be recognized as a Best Company and also to benchmark your practices against the Industry Best Practices.

Perhaps the uproar and the tantrum were the realization of the lack of control she had on the outcome of other team members' performance, that despite her desire to only be the one recognized, other team leads were comfortable praising their teammates.

Leadership is about transforming people. It is about recognizing the power you have and opt to use it for the greater good of the transformation of people within the team.

Leadership is about transforming people. It is about recognizing the power you have and opt to use it for the greater good of the transformation of people within the team. Now, many folks who are suddenly handed leadership positions and lack people skills are the ones whose power becomes a tool to destroy the workplace and the people. For some, it becomes a means to control people and ensure that those beneath them feel the power they now have

Any working dog will make your life miserable if you are too selfish or lazy to recognize and respect his genetic makeup.

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Do the right thing even when no one is watching, not because you have too, but because you can!” “You are who you choose to be!” “The only thing that can’t change in a human’s life is its birth – If you think there’s death -there no death if you have a legacy.” “I will because I can!” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Be positively the influencer, not the follower.” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “Keep it sweet with yourself, not everything is suited for everyone!” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Do the right thing even when no one is watching, not because you have too, but because you can!” “You are who you choose to be!” “The only thing that can’t change in a human’s life is its birth – If you think there’s death -there no death if you have a legacy.” “I will because I can!” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Be positively the influencer, not the follower.” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” "Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “Keep it sweet with yourself, not everything is suited for everyone!” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!

Can I share one idea with you and make a recommendation?” Pause here and wait until your prospect agrees, then continue. “A lot of the questions and concerns that come up when our clients meet with their teams are technical or have to do with how we will respond to their needs or challenges. If we are there to answer these questions, they will get a better understanding of our commitment to them. I recognize

As a locally-owned and operated business, you can trust our people who recognize the importance of hard work and commitment. Our team goes above and beyond when working on your roof. We’re one of the most experienced roofers in Lubbock who provide comprehensive service and utilize only the best materials and equipment.

Jason Hudak to head the platform team. Jason had worked at Yahoo for more than a decade, building the infrastructure to support their thousands of engineers. Jason is probably not what you imagine when you think of a software engineer. He’s a ruddy-faced Texan and a former Marine. He went to Texas Tech and studied business, not computer science. He’s more or less self-taught, having learned to write code after landing a job at a tech company in the 1990s and studying alongside engineers who recognized his potential. Jason spends his free time snorkeling, cycling, and hunting wild boars in Texas.

Hire and Develop the Best: Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards: Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Frugality: Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.

Three inward innovations illustrate Amazon’s workplace culture: Career Choice, Pay to Quit, and Virtual Contact Center. Amazon is also at the forefront of continuing education for its team, implementing a program called Career Choice, where it prepays 95 percent of tuition for employees to take courses for in-demand fields, such as airplane mechanic or nursing, regardless of whether the skills are relevant to a career at Amazon. For some, Amazon will be their long-term career of choice. For others, Amazon recognizes it might be a stepping-stone on the way to a job somewhere else and they might need new skills to get that job. Amazon is more than willing to help them attain those skills, even if another company will benefit from Amazon’s investment in education.

Good leaders know that they need to build teams comprising people with different backgrounds, skills, and perspectives. But as we saw in the last chapter with the teams at the Harvard Kennedy School, if team members aren’t willing to express themselves and their viewpoints, the teams won’t reap the benefits of diversity. In fact, William Swann, a professor of Psychology at the University of Texas. worked with Jeffrey Polzer at Harvard, and found that diverse teams performed worse than homogenous teams when members felt as if their unique strengths were not being recognized.

Identify Your Strengths With Strengths Finder 2.0 One tool that can help you remember your achievements is the ‘Strengths Finder’ "assessment. The father of Strengths Psychology, Donald O. Clifton, Ph.D, along with Tom Rath and a team of scientists at The Gallup Organization, created StrengthsFinder. You can take this assessment by purchasing the Strengths Finder 2.0 book. The value of SF 2.0 is that it helps you understand your unique strengths. Once you have this knowledge, you can review past activities and understand what these strengths enabled you to do. Here’s what I mean, in the paragraphs below, I’ve listed some of the strengths identified by my Strengths Finder assessment and accomplishments where these strengths were used. “You can see repercussions more clearly than others can.” In a prior role, I witnessed products being implemented in the sales system at breakneck speed. While quick implementation seemed good, I knew speed increased the likelihood of revenue impacting errors. I conducted an audit and uncovered a misconfigured product. While the customer had paid for the product, the revenue had never been recognized. As a result of my work, we were able to add another $7.2 million that went straight to the bottom line. “You automatically pinpoint trends, notice problems, or identify opportunities many people overlook.” At my former employer, leadership did not audit certain product manager decisions. On my own initiative, I instituted an auditing process. This led to the discovery that one product manager’s decisions cost the company more than $5M. “Because of your strengths, you can reconfigure factual information or data in ways that reveal trends, raise issues, identify opportunities, or offer solutions.” In a former position, product managers were responsible for driving revenue, yet there was no revenue reporting at the product level. After researching the issue, I found a report used to process monthly journal entries which when reconfigured, provided product managers with monthly product revenue. “You entertain ideas about the best ways to…increase productivity.” A few years back, I was trained by the former Operations Manager when I took on that role. After examining the tasks, I found I could reduce the time to perform the role by 66%. As a result, I was able to tell my Director I could take on some of the responsibilities of the two managers she had to let go. “You entertain ideas about the best ways to…solve a problem.” About twenty years ago I worked for a division where legacy systems were being replaced by a new company-wide ERP system. When I discovered no one had budgeted for training in my department, I took it upon myself to identify how to extract the data my department needed to perform its role, documented those learnings and that became the basis for a two day training class. “Sorting through lots of information rarely intimidates you. You welcome the abundance of information. Like a detective, you sort through it and identify key pieces of evidence. Following these leads, you bring the big picture into view.” I am listing these strengths to help you see the value of taking the Strengths Finder Assessment.

Tell me about the most important accomplishments of your career.” Look for more mentions of we than I.

I really want to know what you'd like to change about yourself, or better yet, what your best friends would say you need to work on.” The key to the answer is not what their weaknesses are (unless of course they're an axe murderer), but if they're comfortable acknowledging something real.

How would you describe your personality?” Look for how accurately the person describes what you are observing and how introspective he is. Smart people generally know themselves and find it interesting to talk about their behavioral strengths and weaknesses. People who seem stumped or surprised by this question might not be terribly smart when it comes to people.

One of the biggest benefits I have found in this process, which I didn’t recognize on the front end, is by doing the spousal interview you will discover if your hire is married to crazy. Have you ever hired a great person whose crazy spouse completely took away their ability to win because they were doing maintenance on crazy? I was interviewing a very sharp young man for our broadcast department and explained to him that our final interview would be an informal dinner with his spouse. A few hours later I got a screaming and cussing phone call from his wife. She blew a gasket at the very thought that she had to be involved in her husband’s hiring. After she yelled and cussed for a minute or two she finally asked me, laced with profanity that I’ll leave out, “Why do you do this spouse interview anyway!” To which I responded, “To find people like you.” That poor guy gets his backbone ripped out every morning and maybe she gives it back to him at night if she hears a noise outside. Either he is a complete jellyfish, their marriage will end up in counseling, or they will get divorced. None of those options sounds like a productive team member. So the spousal interview might help you discover if the person is married to crazy; if they are, stay away.

When your team is stuck between conflicting goals or constraints, the question that will help them get unstuck and generate ideas is, “How can we?” This question starts with the confidence that your team can succeed. We can do this. But it also includes the humility to recognize you don’t have the answer yet. We can do this—but it will take all of us to figure it out.

Recognize Them

Thus, the play is no longer to try to uncover needs, but to facilitate a conversation where the salesperson raises potential issues and their implications. This facilitation is a proactive means of accomplishing two things. On one hand, your bringing up important issues could absolutely jog the customer’s thinking and cause them to recognize key points that they might not have otherwise factored into their decisions. As well, raising important issues and implications is one of your greatest opportunities to gain credibility with potential buyers, as we will discuss in more depth when we get to the chapters on needs development. The key is preparation. When I train sales teams on-site, they leave with a list of action items that are important in terms of implementing the QBS methodology. The first action item on the list is always the same—to create a repository of decision issues and implications that could impact the customer. Notice I use the word “could,” because we’re not asking salespeople to be clairvoyant. You can’t know what’s important to a customer until you actually talk with them. But, you can absolutely make a list of potential issues and the implications of those issues, as a way to prepare yourself in advance for more productive conversations.

When your team is stuck between conflicting goals or constraints, the question that will help them get unstuck and generate ideas is, “How can we?” This question starts with the confidence that your team can succeed. We can do this. But it also includes the humility to recognize you don’t have the answer yet. We can do this—but it will take all of us to figure it out. When you ask “How can we?” it’s often useful to follow up with finding the and between two seemingly disconnected or opposing goals.

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

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

you have to try to recognize that when the stakes of a project are very high, there’s not much to be gained from putting additional pressure on the people working on it. Projecting your anxiety onto your team is counterproductive

When you’re letting a fire burn, it’s important that your team realizes that, yes, you see the problem, and yes, your neglect is deliberate. If your team accepts this, it’s a good sign that you’ve hired the right people: people who can recognize and then calmly deal with problems as they arise—and who have a good sense of which fires are critical enough to require immediate attention, and which ones can be allowed to just burn for a while.

I felt cowardly, but part of being in a team was about recognizing when someone else could do a job better than you. And part of being a man was learning to let your immortal girlfriend take a turn being the heroic one.

A culture that is friendly to emotions create space for you or someone else to share what is going on internally in the moment. It takes only about 90 seconds for someone to recognize their feelings. It takes longer for someone who is trying to avoid explain or make their reaction go away.

Master the Art of 'Strategic Disengagement': This might sound counterintuitive, but sometimes the best thing a leader can do is step back. No, this isn't negligence; it's strategic disengagement. There are moments when your involvement can actually stifle your team's growth or limit their problem-solving capabilities. Recognize those moments and give your team the space to take ownership. This doesn’t mean you’re off the hook or aloof. You're still monitoring progress and available for guidance, but you’re not micromanaging every decision. You'll be surprised how often the best solutions come when you're not breathing down someone's neck.

Here’s my contribution...” This statement works in multiple contexts, including those where bragging is not highly regarded and when pointing out your contributions to a team project. If someone claims your work, you might also use statements such as “I appreciate [name] adding to my thinking” or “I’m glad we’re on the same page. My original thinking is that...” “People tell me that...” This softens a brag, as you’ve put it in the third person. “I’m proud to have supported my client by...” This is a softer version of “I did this...” “It’s a privilege to have...” Other variations of this include “I was excited when...,” “I was honored by...,” and “I appreciate...” Banish the statements “It was really a team effort” and “It wasn’t a big deal” from your vocabulary. It’s also stronger to talk about accomplishments rather than effort. I asked Whitney Johnson, who is recognized as one of the world’s foremost executive coaches, what she recommends her clients say when they’re having trouble bragging. One suggestion of particular note is: I know it might feel odd for me to talk to you about what I do well because society has taught us to not like women who do. But now I’m going to, so that you will know that I can do the work you are thinking of hiring me to do.

Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.

It’s not easy to recognize, in real time, when you’re throwing good money after bad—which is why I think analyzing progress should be a “team sport.” You have to be willing to solicit input from people who have different perspectives on the project. To overcome the “sunk costs” fallacy, this helps to change the default incentive (to keep going) so people can feel good about saying it’s time to stop. Astro Teller, head of the radical innovation company called X at Alphabet (Google’s parent company), gives failure bonuses to employees who admit a project isn’t working.

The Program Leader focuses the team’s learning on the Key Decisions to help them recognize the knowledge that is most important for them to build: the most important Knowledge Gaps.

Weaning Your Baby Off Breast Milk The paediatrician in Sector 62 Mohali recommends the following tips for weaning your baby off breast milk: Recognize the Signs Your baby starts giving signs showing that they are ready for weaning. The signs include: Sitting with support. Holding their head in an upright position. Expressing interest in what you are eating. Losing their active tongue-thrust reflex. Acting cranky during feeding sessions. Apart from your child showing signs, you can also be the one to stop breastfeeding. You can check with your best paediatrician in Mohali to see if you are ready to start weaning. Set a Schedule Once you prepare yourself to start weaning, give yourself at least a month to move through the process. Giving some time to yourself and the baby gives you time for obstacles. If, however, your child is going through teething, you can wait for some time before weaning. Start Slowly Easing into weaning gives you and your baby some time to adjust to the change. You may start it slowly by dropping one breastfeeding session per week. Once you notice that both you and your baby are comfortable with the change, you can start dropping more sessions until your baby is having solids. Provide Physical Comfort Breastfed babies are used to skin contact with their mothers. Hence, when you are into weaning, you must give them the physical connection in other ways. For instance, you can cuddle them while singing a song reading a book or give them a massage. Let Your Baby Decide Some babies wean on their own when they are given the control. If you are comfortable with your child taking the lead, rely on one rule “Don’t offer, don’t refuse”. You nurse them when they show interest and do not initiate it when they don’t want it. Resistance is Normal If you are the one to start weaning, it will be normal for your babies to resist weaning. Once they become normal with it, they will start showing interest in solid foods and drinking liquids from a bottle. Take Care of Yourself Your baby is not only the one who will be adjusting to weaning. As a mother, you must also deal with a whole range of emotions. Some mothers may even feel rejected when their baby does not show interest in feeding. You may also feel nostalgia about your baby getting older. Accustom yourself to the routine and know that this is necessary. At Motherhood Hospitals, we have a team of experienced super specialists backed by the latest in infrastructure and facilities. We have the best Paediatricians in Mohali that consists of a team of paediatric specialists that cater to all the needs of children, across age groups, and provide the best care for your child’s development.

Here are some examples of behaviors that show integrity: -Follow all rules that are set for you and the ones you are expecting your team to follow -Follow through on promises -If you can't follow through on a commitment, let the person know why -Own and admit mistakes -Address sub-par performance in a timely manner (in yourself and others) -Recognize outstanding behavior in a timely manner -Hold all employees to the same standards -Treat everyone fairly, with a high level of respect -Communicate in a clear and respectful manner -Do not gossip or spread rumors--stop them if you hear them -Never place blame on others for something you did -Keep confidential information confidential--do not betray someone's trust -Deal with problems head-on--avoid trying to circumvent or using back channels -Be an advocate for respectful communication and treatment and address unacceptable behavior immediately -Provide facts--do not speculate without all of the information -Be a team player -Avoid getting dragged into company politics -Speak well about your co-workers and company and if you have concrete concerns, address through proper channels

ADJUSTING OUR STANDARDS for accepting evidence to favor our preferred conclusions is but one instrument in the subliminal mind’s motivated reasoning tool kit. Other ways we find support for our worldviews (including our view of ourselves) include adjusting the importance we assign to various pieces of evidence and, sometimes, ignoring unfavorable evidence altogether. For example, ever notice how, after a win, sports fans crow about their team’s great play, but after a loss they often ignore the quality of play and focus on Lady Luck or the referees?35 Similarly, executives in public companies pat themselves on the back for good outcomes but suddenly recognize the importance of random environmental factors when performance is poor.3

Organizations have increasingly recognized that if you want to scale your organization but still want to move quickly, you need to distribute responsibility more effectively, breaking down central decision making and pushing decisions into parts of the organization that can operate with increased autonomy. The trick, then, is to create large organizations out of smaller, autonomous teams.

Your success as a leader for your employer is not about how many of your organization's training programs you have taken but how you lead your team(s) towards productivity, profitability, and service quality, even if this is not recognized by your employer at first for, they will in time even if you have moved on!

death is a necessary prelude to resurrection. To bear long-term fruit for Christ, we need to recognize that some things must die so something new can grow.

Unfortunately, the board of directors that the middle managers report to generally make them aggressive. Imagine being hired into a company and then being told that you have to ignore the emerging health and safety issues (This is illegal!) and not inform the workers that the system is known to be dangerous (This is illegal!). You have two options: To go to jail for illegal activities sometime in the future, or to lose your job now and have all your USA workplace rights removed for recognizing the illegal activities that your Directors want you to engage in. Welcome to the corporate America management team!

What is workplace optimism? If you think it’s viewing the proverbial glass half full through rose-colored glasses and thinking positive thoughts, you’re mistaken. It is more than a positive attitude. Workplace optimism shapes attitudes. It shapes a person’s and even a team’s spirit. It is the spark that fuels esprit de corps. It evokes positive emotions in team members toward their work and others. Workplace optimism is a characteristic of climate. The climate feels optimistic. People are inspired by their work and the possibilities inherent in it. Workplace optimism is the belief that good things will come from hard work. Research shows that you can transform the work experience by focusing on the best positive potential realities.9 Rather than spend time focusing on what’s wrong or missing in the workplace, you can choose to focus on what’s right and possible in the workplace. Rather than ignoring the climate, you can observe how it’s influencing work quality and relationships. You can transform the work experience by simply recognizing and leveraging human nature.

George Mumford, a Newton-based mindfulness teacher, one such moment took place in 1993, at the Omega Institute, a holistic learning center in Rhinebeck, New York. The center was hosting a retreat devoted to mindfulness meditation, the clear-your-head habit in which participants sit quietly and focus on their breathing. Leading the session: meditation megastar Jon Kabat-Zinn. Originally trained as a molecular biologist at MIT, Kabat-Zinn had gone on to revolutionize the meditation world in the 1970s by creating a more secularized version of the practice, one focused less on Buddhism and more on stress reduction and other health benefits. After dinner one night, Kabat-Zinn was giving a talk about his work, clicking through a slide show to give the audience something to look at. At one point he displayed a slide of Mumford. Mumford had been a star high school basketball player who’d subsequently hit hard times as a heroin addict, Kabat-Zinn explained. By the early 1980s, however, he’d embraced meditation and gotten sober. Now Mumford taught meditation to prison inmates and other unlikely students. Kabat-Zinn explained how they were able to relate to Mumford because of his tough upbringing, his openness about his addiction — and because, like many inmates, he’s African-American. Kabat-Zinn’s description of Mumford didn’t seem to affect most Omega visitors, but one participant immediately took notice: June Jackson, whose husband had just coached the Chicago Bulls to their third consecutive NBA championship. Phil Jackson had spent years studying Buddhism and Native American spirituality and was a devoted meditator. Yet his efforts to get Michael Jordan, Scottie Pippen, and their teammates to embrace mindfulness was meeting with only limited success. “June took one look at George and said, ‘He could totally connect with Phil’s players,’ ’’ Kabat-Zinn recalls. So he provided an introduction. Soon Mumford was in Chicago, gathering some of the world’s most famous athletes in a darkened room and telling them to focus on their breathing. Mumford spent the next five years working with the Bulls, frequently sitting behind the bench, as they won three more championships. In 1999 Mumford followed Phil Jackson to the Los Angeles Lakers, where he helped turn Kobe Bryant into an outspoken adherent of meditation. Last year, as Jackson began rebuilding the moribund New York Knicks as president, Mumford signed on for a third tour of duty. He won’t speak about the specific work he’s doing in New York, but it surely involves helping a new team adjust to Jackson’s sensibilities, his controversial triangle offense, and the particular stress that comes with compiling the worst record in the NBA. Late one April afternoon just as the NBA playoffs are beginning, Mumford is sitting at a table in O’Hara’s, a Newton pub. Sober for more than 30 years, he sips Perrier. It’s Marathon Monday, and as police begin allowing traffic back onto Commonwealth Avenue, early finishers surround us, un-showered and drinking beer. No one recognizes Mumford, but that’s hardly unusual. While most NBA fans are aware that Jackson is serious about meditation — his nickname is the Zen Master — few outside his locker rooms can name the consultant he employs. And Mumford hasn’t done much to change that. He has no office and does no marketing, and his recently launched website, mindfulathlete.org, is mired deep in search-engine results. Mumford has worked with teams that have won six championships, but, one friend jokes, he remains the world’s most famous completely unknown meditation teacher. That may soon change. This month, Mumford published his first book, The Mindful Athlete, which is part memoir and part instruction guide, and he has agreed to give a series of talks and book signings

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What does that look like to you?” he said. “A forgery.” He shrugged, snorted quietly. “That’s right, Heller. We have teams of forgers at work creating phony documents just for you.” His sarcasm was subtle. “Now do you see? Starting to recognize your brother’s modus operandi? Steal a bunch of money, then, when you realize that you’ve messed with the wrong guys, do the cowardly thing and run? Wonder where he got that from.” “Screw you.” I no longer felt bad about making up that story about his cigars. “Oh, believe me, it’s the truth. Maybe to Victor Heller’s sons that’s nothing more than loose change you find under your sofa cushions. But not to me. And certainly not to Allen Granger.

THE COMPANY INSPECTOR SAID, “You’ve been high-grading, Webb.” “Who don’t walk out of here with rocks in their dinner pail?” “Maybe over in Telluride, but not in this mine.” Webb looked at the “evidence” and said, “You know this was planted onto me. One of your finks over here. Maybe even you, Cap’n—” “Watch what you say.” “—no damned inspector yet ain’t taken a nugget when he thought he could.” Teeth bared, almost smiling. “Oh? seen a lot of that in your time?” “Everybody has. What’re we bullshittin’ about, here, really?” The first blow came out of the dark, filling Webb’s attention with light and pain. IT WAS TO BE a trail of pain, Deuce trying to draw it out, Sloat, closer to the realities of pain, trying to move it along. “Thought we ‘s just gonna shoot him simple and leave him where he fell.” “No, this one’s a special job, Sloat. Special handling. You might say we’re in the big time now.” “Looks like just some of the usual ten-day trash to me, Deuce.” “Well that’s where you’d be wrong. It turns out Brother Traverse here is a major figure in the world of criminal Anarchism.” “Of what’s that again?” “Apologies for my associate, the bigger words tend to throw him. You better get a handle on ‘Anarchism’ there, Sloat, because it’s the coming thing in our field. Piles of money to be made.” Webb just kept quiet. It didn’t look like these two were fixing to ask him any questions, because neither had spared him any pain that he could tell, pain and information usually being convertible, like gold and dollars, practically at a fixed rate. He didn’t know how long he’d hold out in any case if they really wanted to start in. But along with the pain, worse, he guessed, was how stupid he felt, what a hopeless damn fool, at just how deadly wrong he’d been about this kid. Before, Webb had only recognized it as politics, what Veikko called “procedure”—accepting that it might be necessary to lay down his life, that he was committed as if by signed contract to die for his brothers and sisters in the struggle. But now that the moment was upon him . . . Since teaming up, the partners had fallen into a division of labor, Sloat tending to bodies, Deuce specializing more in harming the spirit, and thrilled now that Webb was so demoralized that he couldn’t even look at them. Sloat had a railroad coupling pin he’d taken from the D.&R.G. once, figuring it would come in handy. It weighed a little over seven pounds, and Sloat at the moment was rolling it in a week-old copy of the Denver Post. “We done both your feet, how about let’s see your hands there, old-timer.” When he struck, he made a point of not looking his victim in the face but stayed professionally focused on what it was he was aiming to damage. Webb found himself crying out the names of his sons. From inside the pain, he was distantly surprised at a note of reproach in his voice, though not sure if it had been out loud or inside his thoughts. He watched the light over the ranges slowly draining away. After a while he couldn’t talk much. He was spitting blood. He wanted it over with. He sought Sloat’s eyes with his one undamaged one, looking for a deal. Sloat looked over at Deuce. “Where we headed for, li’l podner?” “Jeshimon.” With a malignant smile, meant to wither what spirit remained to Webb, for Jeshimon was a town whose main business was death, and the red adobe towers of Jeshimon were known and feared as the places you ended up on top of when nobody wanted you found. “You’re going over into Utah, Webb. We happen to run across some Mormon apostles in time, why you can even get baptized, get a bunch of them proxy wives what they call sealed on to you, so’s you’ll enjoy some respect among the Saints, how’s that, while you’re all waiting for that good bodily resurrection stuff.” Webb kept gazing at Sloat, blinking, waiting for some reaction, and when none came, he finally looked away.

4. Give recognition and show appreciation. “The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology. It is impossible to be motivated and do great work if you don’t feel that somebody cares and appreciates what you do. Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team. The way people want to receive recognition varies greatly: public vs. private, material vs. immaterial, from peers vs. from superiors, etc. Great managers test different approaches and observe reactions until they find the triggers that work best with each of their people. At MOM’s Organic Market, managers will sometimes publicly recognize employees who have performed well, but CEO Scott Nash has often found that one-on-one comments are most effective.

His features were Middle Eastern, his eyes haunted but also defiant. They were all defiant, Gray had found. When he looked at someone like al-Omari, Gray couldn’t help but think of a Dostoyevsky creation, the displaced outsider, brooding, plotting and methodically stroking a weapon of anarchy. It was the face of a fanatic, of one possessed by a deranged evil. It was the same type of person who’d taken away forever the two people Gray had loved most in the world. Though al-Omari was thousands of miles away in a facility only a very few people even knew existed, the picture and sound were crystal clear thanks to the satellite downlink. Through his headset he asked al-Omari a question in English. The man promptly answered in Arabic and then smiled triumphantly. In flawless Arabic Gray said, “Mr. al-Omari, I am fluent in Arabic and can actually speak it better than you. I know that you lived in England for years and that you speak English better than you do Arabic. I strongly suggest that we communicate in that language so there is absolutely no misunderstanding between us.” Al-Omari’s smile faded, and he sat straighter in his chair. Gray explained his proposal. Al-Omari was to become a spy for the United States, infiltrating one of the deadliest terrorist organizations operating in the Middle East. The man promptly refused. Gray persisted and al-Omari refused yet again, adding that “I have no idea what you’re talking about.” “There are currently ninety-three terrorist organizations in the world as recognized by the U.S. State Department, most of them originating in the Middle East,” Gray responded. “You have confirmed membership in at least three of them. In addition, you were found with forged passports, structural plans to the Woodrow Wilson Bridge and bomb-making material. Now you’re going to work for us, or it will become distinctly unpleasant.” Al-Omari smiled and leaned toward the camera. “I was interrogated years ago in Jordan by your CIA and your military and your FBI, your so-called Tiger Teams. They sent females in wearing only their underwear. They wiped their menstrual blood on me, or at least what they called their menstrual blood, so I was unclean and could not perform my prayers. They rubbed their bodies against me, offered me sex if I talk. I say no to them and I am beaten afterward.” He sat back. “I have been threatened with rape, and they say I will get AIDS from it and die. I do not care. True followers of Muhammad do not fear death as you Christians do. It is your greatest weakness and will lead to your total destruction. Islam will triumph. It is written in the Qur’an. Islam will rule the world.

The book is organized using the following seven Laws: Give them great supportive managers Recognize your employees often Give them a voice and do something about it Grow and promote their talents Foster deep connections with and in them Make team the focus Pay them equitably

The only reason some people think finding investors is difficult is because they don't know where to look. Think about this: people with money--millionaires even--are around you every day, whether you recognize them or not. Everybody--even your friend who works at McDonald's--has some sort of paycheck. It may be two hundred dollars or it may be two hundred thousand dollars, but almost everyone has a source of income. The question is: what do they DO with that income?

Their leadership team recognized how amazing this sales productivity number was to the company and ultimately to one of the factors that led to the acquisition by Verizon. I love this quote from Kelly: “We could close deals faster and bigger than our competition.” What sales leader, salesperson, sales manager, or chief executive officer does not want this too?

Do encourage movement: “Let’s swing our arms to the beat of this music. I always feel better when I stretch, don’t you?” Movement always improves sensory processing. Do encourage the child to try a new movement experience: “If you’re interested in that swing, I’ll help you get on.” Children with dyspraxia may enjoy new movement experiences but need help figuring out how to initiate them. Do offer your physical and emotional support: “I’m interested in that swing. Want to try it with me? You can sit on my lap, and we’ll swing together.” The child who is fearful of movement may agree to swing at the playground if he has the security of a loving lap. (Stop if he resists.) Do allow your child to experience unhappiness, frustration, or anger: “Wow, it really hurts when you don’t get picked for the team.” Acknowledging his feelings allows him to deal with them, whereas rushing in to make it better every time he’s hurt prevents him from learning to cope with negative emotions. Do provide appropriate outlets for negative emotions: Make it possible to vent pent-up feelings. Give her a ball or a bucketful of wet sponges to hurl against the fence. Designate a “screaming space” (her room, the basement, or garage) where she can go to pound her chest and shout. Do reinforce what is good about your child’s feelings and actions, even when something goes wrong: “You didn’t mean for the egg to miss the bowl. Cracking eggs takes practice. I’m glad you want to learn. Try again.” Help her assess her experience positively by talking over what she did right and what she may do better the next time. How wonderful to hear that an adult is sympathetic, rather than judgmental! Do praise: “I noticed that you fed and walked the dog. Thanks for being so responsible.” Reward the child for goodness, empathy, and being mindful of the needs of others. “You are a wonderful friend,” or “You make animals feel safe.” Do give the child a sense of control: “If you choose bed now, we’ll have time for a long story. If you choose to play longer, we won’t have time for a story. You decide.” Or, “I’m ready to go to the shoe store whenever you are. Tell me when you’re ready to leave.” Impress on the child that others don’t have to make every decision that affects him. Do set reasonable limits: To become civilized, every child needs limits. “It’s okay to be angry but not okay to hurt someone. We do not pinch.

The degree to which you recognize and engage your own shadow is the degree to which you can free others to face theirs.

The Earth is a dimension primarily designed to teach compassion We have asked you to look again at the controversial being, Jesus Christ, who so many reject when they embrace new ways of seeing reality. Reframing his identity as the League Leader of this planet, as The Lord of Compassionate Hearts and the guide of the Compassionate Way, we trust you will come to recognize him as your dearest friend and confidante

I know from personal experience and the vast amount of available research on emotional intelligence that people who can understand and manage their own and others’ emotions make better leaders. Leaders who possess a high level of emotional intelligence recognize and regulate their behavior, embrace open communication and show a greater ability to adapt to different work situations. They are also able to express empathy for others and collaborate more effectively with their executive team members and their boards.

Build team awareness by explaining the scale. Have everybody read this chapter and discuss it during a team meeting. •​A cultural bridge can help a lot. If you have team members who are bicultural or have significant experience living in different cultures, ask them to take responsibility for helping other team members. •​Understand and adapt to one another’s behaviors. •​Patience and flexibility are key. Cross-cultural effectiveness takes time. Developing your own ability to recognize others’ reactions and adapt accordingly will help you to be increasingly persuasive (and therefore effective) when working internationally.

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