Strong Team Quotes

Tessa touched her hand to his cheek. “You’re strong, brave, protective -” “So is a Doberman.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

My, g**, he was as strong as a team of oxen. That would be strong right?

Washington was a typical American. Napoleon was a typical Frenchman, but Lincoln was a humanitarian as broad as the world. He was bigger than his country - bigger than all the Presidents together. We are still too near to his greatness,' (Leo) Tolstoy (in 1908) concluded, 'but after a few centuries more our posterity will find him considerably bigger than we do. His genius is still too strong and powerful for the common understanding, just as the sun is too hot when its light beams directly on us.' (748)

They tell you that if you're assaulted, there's a kingdom, a courthouse, high up on a mountain where justice can be found. Most victims are turned away at the base of the mountain, told they don't have enough evidence to make the journey. Some victims sacrifice everything to make the climb, but are slain along the way, the burden of proof impossibly high. I set off, accompanied by a strong team, who helped carry the weight, until I made it, the summit, the place few victims reached, the promised land. We'd gotten an arrest, a guilty verdict, the small percentage that gets a conviction. It was time to see what justice looked like. We threw open the doors, and there was nothing. It took the breath out of me. Even worse was looking back down to the bottom of the mountain, where I imagined expectant victims looking up, waving cheering, expectantly. What do you see? What does it feel like? What happens when you arrive? What could I tell them? A system does not exist for you. The pain of this process couldn't be worth it. These crimes are not crimes but inconveniences. You can fight and fight and for what? When you are assaulted, run and never look back. This was not one bad sentence. This was the best we could hope for.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Facing Riko like this went against everything his mother taught him. He'd been raised to run, to sacrifice everything and everyone to ensure his own survival. His mother had never given him ground to stand on. Maybe that was why he hadn't been strong enough to save her in the end. A jumble of lies had nothing to fight for. But Neil Josten was a Fox. Andrew called this home; Nicky called him family. Neil wasn't going to lose any of it. If two weeks with Riko was the price to keep his team safe, Neil would pay it. Somehow

Since the dawn of time, women have been attracted to mates with strong survival skills—like intelligence and physical prowess—because men with these qualities are more likely to bring home dinner at the end of the day.” He stuck his thumbs in the air and grinned. “Dinner equals survival, team.

One competent go-getter is worth One Hundred incompetent do-nothings. - Kailin Gow, On Hiring a Winning Team

Strength through Faith. Empower your supporters and gain strength in them. Pray for safety, strength, and blessings for all who help you succeed. - Strong by Kailin Gow

We cannot win in team situations or in relationships by ourselves. It is like trying to pick up a pencil with only one finger...Even if that one finger is extremely strong, it will prove almost impossible to pick up that pencil unless you use your other fingers or some other part of your hand. Teamwork is a bit like using all of your fingers. Each one is unique and contributes something different, but they unite in pursuit of a common goal.

The key to a happy, strong, and fulfilling marriage? Marry a Team Player. - Strong by Kailin Gow

I couldn't have gotten through any of this without you. Through all of it, you've been my support, my anchor. I don't know how one man's shoulders can possibly be so strong." ... He tilted her face up to his. "With the love I feel for you, bella, I could lift up the world.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

A team is only as strong as it's weakest link.

In weak cultures, people find safety in the rules. This is why we get bureaucrats. They believe a strict adherence to the rules provides them with job security. And in the process, they do damage to the trust inside and outside the organization. In strong cultures, people find safety in relationships. Strong relationships are the foundation of high-performing teams. And all high-performing teams start with trust.

When you’re feeling weak, I’ll be strong for you. If you can’t see, I’ll be your eyes. If you can’t hear, I’ll guide you. We’re only weak when we’re not a team. Together? We’re un-fucking-stoppable.

Laurel’s in right field, leading off. Her fielding’s crap, but she’s got a good bat.” “My fielding is not crap.” She hit Del with the glove. “Keep it up and you’re not going to have any problem winning that beat, Brown.” When she stalked off, Mal took an easy, testing swing. “What bet?” Laurel strode straight up to Mac. “I want to switch with you. I want to play on Jack’s team.” “Baseball slut. Okay by me, but you’d better tell Jack.” She walked over to where Jack sat on the ground writing his lineup. “I switched with Mac. I’m on your team.” “Trading the redhead for the blonde. Okay, let me figure… You’re right field, leading off.” Son of a bitch. Did he and Del have telepathy? Laurel narrowed her eyes. “Why right field?” He flicked her a glance, and she saw him reconsider his response. “You’ve got a strong arm.” She pointed at him. “Good answer.” “How come you… Hey. Hey, is that Mal? Del hooked Mal?” Jack barred his teeth. “So that’s the way he wants to play the game?” “Let’s kick his ass.

Something that’s bothered me for a while now is the current profligacy in YA culture of Team Boy 1 vs Team Boy 2 fangirling. [...] Despite the fact that I have no objection to shipping, this particular species of team-choosing troubled me, though I had difficulty understanding why. Then I saw it applied to Suzanne Collins’s The Hunger Games trilogy – Team Peeta vs Team Gale – and all of a sudden it hit me that anyone who thought romance and love-triangles were the main event in that series had utterly missed the point. Sure, those elements are present in the story, but they aren’t anywhere near being the bones of it, because The Hunger Games, more than anything else, is about war, survival, politics, propaganda and power. Seeing such a strong, raw narrative reduced to a single vapid argument – which boy is cuter? – made me physically angry. So, look. People read different books for different reasons. The thing I love about a story are not necessarily the things you love, and vice versa. But riddle me this: are the readers of these series really so excited, so thrilled by the prospect of choosing! between! two! different! boys! that they have to boil entire narratives down to a binary equation based on male physical perfection and, if we’re very lucky, chivalrous behaviour? While feminism most certainly champions the right of women to chose their own partners, it also supports them to choose things besides men, or to postpone the question of partnership in favour of other pursuits – knowledge, for instance. Adventure. Careers. Wild dancing. Fun. Friendship. Travel. Glorious mayhem. And while, as a woman now happily entering her fourth year of marriage, I’d be the last person on Earth to suggest that male companionship is inimical to any of those things, what’s starting to bother me is the comparative dearth of YA stories which aren’t, in some way, shape or form, focussed on Girls Getting Boyfriends, and particularly Hot Immortal Or Magical Boyfriends Whom They Will Love For All Eternity. Blog post: Love Team Freezer

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION

Unfortunately for the Culver Creek Nothings, we weren't playing the deaf-and-blind school. We were playing some Christian school from downtown Birmingham, a team stocked with huge, gargantuan apemen with thick beards and a strong distaste for turning the other cheek.

Strong relationships are the foundation of high-performing teams. And all high-performing teams start with trust.

Build a team so strong that someone from the outside doesn't know who the boss is!

When we're strong enough," said Sam, "will you come with me?" "Where? To Bucko Palace?" "Yes. To find Ella." "Course I will," said the Kid, and he put an arm around Sam. "It'll be a new grand adventure of the old school. They'll write books about us. Long books. Nothing's gonna split us up, small fry. We're a team. Like Batman and Robin Hood." And he sang. "Ner-ner-ner-ner-ner-ner-ner-ner-Batman!

Tolstoy went on to observe,"This little incident proves how largely the name of Lincoln is worshipped throughout the world and how legendary his personality has become. Now, why was Lincoln so great that he overshadows all other national heroes? He really was not a great general like Napoleon or Washington; he was not such a skillful statesman as Gladstone or Frederick the Great; but his supremacy expresses itself altogether in his peculiar moral power and in the greatness of his character. "Washington was a typical American. Naopoleon was a typical Frenchmen, but Lincoln was a humanitarian as broad as the world. He was bigger than his country--- bigger than all the Presidents t,ogether. We are still too near to his greatness, " Tolstoy concluded, "but after a few centuries more our posterity will find him considerably bigger than we do. His genius is still too strong and too powerful for the common understanding, just as the sun is too hot when it's light beams directly on us.

In our community, we have a duty to strengthen the weakest among us to build a better society.

I wasn’t going to wait for someone else. I was no longer interested in being saved. I picked me, myself, and I for the winning team.

A family will not function well as a team unless it is first composed of strong, self-sufficient individuals.

I am not the kind of person who becomes so invested in a book or movie or television show that my interest becomes a hobby or intense obsession, one where I start to declare allegiances or otherwise demonstrate a serious level of commitment to something fictional I had no hand in creating. Or, I didn't used to be that kind of person. Let me be clear: Team Peeta. I cannot fathom how one could be on any other team. Gale? I can barely acknowledge him. Peeta, on the other hand, is everything. He frosts things and bakes bread and is unconditional and unwavering in his love, and also he is very, very strong. He can throw a sack of four, is what I'm saying. Peeta is a place of solace and hope, and he is a good kisser.

I understand that you don’t feel like that human side is all that interesting in the workplace. Being an introvert is not an excuse for making no effort to treat people like real human beings, however. The bedrock of strong teams is human connection,

Then like a bird, he gingerly landed on a protruding rock inside the monstrous cavern. I looked up at the wet walls teaming with sea life and reeled back feeling like I was going to lose my balance when I felt him reach around and carefully lift me off. He placed me so I could stand on the rock in front of him. His strong arms wrapped tightly around me so I wouldn’t fall. We stood in astonishment deafened by the noise of the waves hitting the reef all around us. The warmth of his chest radiated against me. I molded my body up against his, my heart erupting in a flutter that caused my legs to weaken. “What do you think?” he whispered into my ear. I felt his hot breath against the side of my neck, which caused me to be light-headed as my heart raced even harder. “Awesome,” I whispered, which was all I could get out as I slinked into his chest a little bit more.

Finally, it's all about solving problems, not implementing features. Conventional product roadmaps are all about output. Strong teams know it's not only about implementing a solution. They must ensure that solution solves the underlying problem. It's about business results.

His success in dealing with the strong egos of the men in his cabinet suggests that in the hands of a truly great politician the qualities we generally associate with decency and morality—kindness, sensitivity, compassion, honesty, and empathy—can also be impressive political resources.

The INFP possesses strong principles, especially when it comes to morals and what he thinks is right and wrong. When his inner values are in harmony with the values of the company, then he can become a very useful member of the team.

Ambition is a passion, at once strong and insidious, and is very apt to cheet a man out of his happiness and his true respectability of character.

A sales group with high morale and strong team spirit is a powerful unit, and team mentality is the cornerstone of success for any sales organization.

Ender had come to feel a unity so strong that the word we came to his lips much more easily than I.

If you’re truly going to commit to building a great company, a strong leadership team, and getting the right people in the right seats, you must prepare for change on your leadership team.

#TeamLightSkin vs. #TeamDarkSkin… REALLY, are you serious? To the black females that participate in this garbage, shame on you! Yes, I said it and I won’t take it back. After all that we’ve been through as a race regarding the light-skinned niggers versus the dark-skinned niggers, you’re actually keeping this garbage up? It’s time to wake up my Beautiful Black Queens! Educate yourself and know your history. This shouldn’t be something that we’re entertaining. WE are #TeamMelanin! Period. Enough of the foolishness! Respect yourself. Respect our race. We should be building one another up, not tearing each other down. Melanin is Exquisite Beauty in EVERY shade. Together, WE are strong, unstoppable, and powerful. Enough is enough! I encourage you to stop participating in things that keep us divided. Real Talk!

Kay Cannon was a woman I’d known from the Chicago improv world. A beautiful, strong midwestern gal who had played lots of sports and run track in college, Kay had submitted a good writing sample, but I was more impressed by her athlete’s approach to the world. She has a can-do attitude, a willingness to learn through practice, and she was comfortable being coached. Her success at the show is a testament to why all parents should make their daughters pursue team sports instead of pageants. Not that Kay couldn’t win a beauty pageant - she could, as long as for the talent competition she could sing a karaoke version of ‘Redneck Woman’ while shooting a Nerf rifle.

Here's what we're gonna do. You're going to give me that doubt. You're just going to hand it to me, and I'm going to hold it for you. I'm going to keep it for as long as you need me to. For the rest of our lives. I will be your safe place. The place you get to be soft. Right here, just like this. When you leave my arms, you leave whole. Because you already are. You're not broken sweetie, you're human. You're incredibly strong. You're a wonder. You'll return to your team as the warrior you've always been. And you'll know that at any time, you can come to me, and you'll know my arms are strong enough." Sigh

STAGE 1—shared by most street gangs and characterized by despair, hostility, and the collective belief that “life sucks.” STAGE 2—filled primarily with apathetic people who perceive themselves as victims and who are passively antagonistic, with the mind-set that “my life sucks.” Think The Office on TV or the Dilbert comic strip. STAGE 3—focused primarily on individual achievement and driven by the motto “I’m great (and you’re not).” According to the authors, people in organizations at this stage “have to win, and for them winning is personal. They’ll outwork and outthink their competitors on an individual basis. The mood that results is a collection of ‘lone warriors.’” STAGE 4—dedicated to tribal pride and the overriding conviction that “we’re great (and they’re not).” This kind of team requires a strong adversary, and the bigger the foe, the more powerful the tribe. STAGE 5—a rare stage characterized by a sense of innocent wonder and the strong belief that “life is great.” (See Bulls, Chicago, 1995–98.)

Meaning that loving a werewolf can be difficult. They’re big and strong, but that only means their luggage is a whole hell of a lot heavier. It takes a good soul mate to help them figure out how to carry it all. And right now, you suck in the soul mate category, dear.

President Barack Obama The White House 1600 Pennsylvania Avenue NW Washington, DC 20500 November 29, 2016 Dear President Obama, We are writing to express our grave concern regarding the mental stability of our President-Elect. Professional standards do not permit us to venture a diagnosis for a public figure whom we have not evaluated personally. Nevertheless, his widely reported symptoms of mental instability — including grandiosity, impulsivity, hypersensitivity to slights or criticism, and an apparent inability to distinguish between fantasy and reality — lead us to question his fitness for the immense responsibilities of the office. We strongly recommend that, in preparation for assuming these responsibilities, he receive a full medical and neuropsychiatric evaluation by an impartial team of investigators. Sincerely, Judith Herman, M.D. Professor of Psychiatry Harvard Medical School Nanette Gartrell, M.D. Dee Mosbacher, M.D.

They walked to her bedroom together. Laura crawled into bed, making room for Javier, who shucked his jeans on her floor before stretching out beside her. Strong arms closed around her, drawing he close. "I'm sorry bella. I shouldn't have gotten angry with you." ... "It was my fault. I pushed you. I'm sorry." He kissed her hair. "Sleep." She curled up against his bare chest and within minutes fell fast asleep.

if you want to set the tone or mood, make sure you get some of the first words in. Think about it, which meeting would you prefer to attend? One that starts with “Let’s get going because we have so much to do today and a lot of fires to put out” or one that starts with “I’m happy to see you all today—it’s great that we have such a strong team working on these exciting new projects”? Same reality but a very different outlook. Then sit back and watch how people’s engagement and motivation improve in response to your power lead. It’s one of the most effective tools in this book.

Aron and a team of scientists have also found that when sensitive people see faces of people experiencing strong feelings, they have more activation than others do in areas of the brain associated with empathy and with trying to control strong emotions. It’s as if, like Eleanor Roosevelt, they can’t help but feel what others feel.

Linked together as a team with one goal, we soon realized we were only as strong as our weakest link. But did we condemn the weaker member? That wouldn’t serve any purpose. Instead, the stronger guys responded by carrying more weight than the weaker teammate. Encouragement was key in reaching the top of the stadium, standing as one. Sometimes one person on your team may not be as strong as another. Strengths usually differ. Likewise, in an encounter with another, someone may have a different set of beliefs or ideas.To accomplish any goal, embracing the strengths and weaknesses of each member and compensating where necessary are the best ways to make it to the top.

As Allan Kelly says, “software developers love building platforms and, without strong product management input, will create a bigger platform than needed.

You're the strongest woman I know. And I know some of the strongest women in the state. He spoke with a conviction that left no room for argument. He believed what he was saying. But I've learned from the men who love those women. I know when a strong, determined woman gives her heart to a man, it's his responsibility to cherish and protect it because he's the only one who knows how fragile that heart really is.

we as authors have been writing about people we aren't for forever. We find a way to empathise, we find a way in. Female characters are no different. All they are are characters. They are people too. Instead of asking yourself, "How do I write this female soldier?" ask yourself, "How do I write this soldier? Where is she from, how was she raised, does she have a sense of humour? Is she big and tall, is she short and petite? How does her size affect her ability to fight? What is her favourite weapon, her least favourite? Why? Is she more logical than emotional? The other way around? Was she an only child and spoiled, was she the eldest of six siblings and a surrogate mother? How does that upbringing affect how she interacts with her team? etc etc and so forth." Notice how the first question gets you some kind of broad, generalised answer, likely resulting in a stereotype, and how the second version asks lots and lots of smaller questions with the goal of creating someone well rounded. One would hope, really, that we as authors ask such detailed questions of all our characters, regardless of gender. So let me, at long last, actually answer the original question: "How do I write a female character?" Write her the way you would write any other character. Give her dimension, give her strength but please also don't forget to give her weaknesses (for a totally strong nothing can beat her kind of girl is not a person, she's again a type - the polar opposite yet exactly the same as the damsel in distress). Create a person.

But the greatest paradox of the sport has to do with the psychological makeup of the people who pull the oars. Great oarsmen and oarswomen are necessarily made of conflicting stuff—of oil and water, fire and earth. On the one hand, they must possess enormous self-confidence, strong egos, and titanic willpower. They must be almost immune to frustration. Nobody who does not believe deeply in himself or herself—in his or her ability to endure hardship and to prevail over adversity—is likely even to attempt something as audacious as competitive rowing at the highest levels. The sport offers so many opportunities for suffering and so few opportunities for glory that only the most tenaciously self-reliant and self-motivated are likely to succeed at it. And yet, at the same time—and this is key—no other sport demands and rewards the complete abandonment of the self the way that rowing does. Great crews may have men or women of exceptional talent or strength; they may have outstanding coxswains or stroke oars or bowmen; but they have no stars. The team effort—the perfectly synchronized flow of muscle, oars, boat, and water; the single, whole, unified, and beautiful symphony that a crew in motion becomes—is all that matters. Not the individual, not the self.

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

After the mountains, I found that when my blood sugar levels were between 140 and 180, I was strong during my pulls--and felt refreshed and ready to go for the next ones. Same with Joe. This was a vital piece of information for all eight of us and we immediately spread the word among our teammates. Working out the diabetes strategy was as important as our race strategy. Bike-racing teams ahve to worry about a lot of things; Team Type 1 has to worry about all those same things plus a potentially life-threatening disease.

Rumbling with Trust Trust—in ourselves and in others—is often the first casualty in a fall, and stories of shattered trust can render us speechless with hurt or send us into a defensive silence. Maybe someone betrayed us or let us down, or our own judgment led us astray. How could I have been so stupid and naïve? Did I miss the warning signs? If I’ve learned anything in my research, it’s that trust can’t be hot-wired, whether it’s between two friends or within a work team; it’s grown in a process that takes place over the course of a relationship.

the time Bryant moved into the NBA, in the 1996 draft, he was chosen as a Guard with the Lakers. After two years of strong performances, he was listed in the 1988 All-Star Game, and became the youngest player to be included in the All-Star team at the tender age of just 19. This

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

The high-value woman doesn’t ever let men have their way with her emotions, time, body, money, or career. And this is a boundary she strongly protects. Every boundary she bends or changes is only changed when he deserved it. It’s never given.   When a high-value woman is in a relationship with a high-value guy, they behave like a team. They both make concessions, but there’s always an equilibrium. Not a quid pro quo where every concession from her needs to be met by a concession from him. The relationship is always a win-win. Never a lose-win or even a win-lose. (She doesn’t want to dominate her guy either.)   The

They tell you that if you’re assaulted, there’s a kingdom, a courthouse, high up on a mountain where justice can be found. Most victims are turned away at the base of the mountain, told they don’t have enough evidence to make the journey. Some victims sacrifice everything to make the climb, but are slain along the way, the burden of proof impossibly high. I set off, accompanied by a strong team, who helped carry the weight, until I made it, the summit, the place few victims reached, the promised land. We’d gotten an arrest, a guilty verdict, the small percentage that gets the conviction. It was time to see what justice looked like. We threw open the doors, and there was nothing.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove.

The captain is basically the messenger of the manager. I always think that when a relationship between a captain and a manager is strong, it makes the team stronger and it makes the manager stronger. When that relationship splits, the club is in trouble because there is nothing worse for the team than to get two different messages from two different leaders.

I got permission for my prep team to come along, so I’m relieved of having to make any fashion decisions. When I open the closet, we all fall silent because Cinna’s presence is so strong in the flow of the fabrics. Then Octavia drops to her knees, rubs the hem of a skirt against her cheek, and bursts into tears. “It’s been so long,” she gasps, “since I’ve seen anything pretty.

I am not a buddy-buddy person at work. I feel the need to say this because I think that sometimes we give ourselves a pass at caring about our colleagues because we’re introverts, or we don’t want to make friends at work. You might think that I am the sort who loves to make lots of work friends, and therefore I don’t understand how this feels to you, but I assure you: I understand that you don’t feel like that human side is all that interesting in the workplace. Being an introvert is not an excuse for making no effort to treat people like real human beings, however. The bedrock of strong teams is human connection, which leads to trust. And trust, real trust, requires the ability and willingness to be vulnerable in front of each other. So, your manager will hopefully treat you like a human who has a life outside of work, and spend a few minutes talking about that life when you meet.

This, then, is a story of Lincoln’s political genius revealed through his extraordinary array of personal qualities that enabled him to form friendships with men who had previously opposed him; to repair injured feelings that, left untended, might have escalated into permanent hostility; to assume responsibility for the failures of subordinates; to share credit with ease; and to learn from mistakes. He possessed an acute understanding of the sources of power inherent in the presidency, an unparalleled ability to keep his governing coalition intact, a tough-minded appreciation of the need to protect his presidential prerogatives, and a masterful sense of timing. His success in dealing with the strong egos of the men in his cabinet suggests that in the hands of a truly great politician the qualities we generally associate with decency and morality—kindness, sensitivity, compassion, honesty, and empathy—can also

This, then, is a story of Lincoln’s political genius revealed through his extraordinary array of personal qualities that enabled him to form friendships with men who had previously opposed him; to repair injured feelings that, left untended, might have escalated into permanent hostility; to assume responsibility for the failures of subordinates; to share credit with ease; and to learn from mistakes. He possessed an acute understanding of the sources of power inherent in the presidency, an unparalleled ability to keep his governing coalition intact, a tough-minded appreciation of the need to protect his presidential prerogatives, and a masterful sense of timing. His success in dealing with the strong egos of the men in his cabinet suggests that in the hands of a truly great politician the qualities we generally associate with decency and morality—kindness, sensitivity, compassion, honesty, and empathy—can also be impressive political resources.

Some might debate whether people are born with talent, or whether it is developed. Toyota’s stand is clear—give us the seeds of talent and we will plant them, tend the soil, water and nurture the seedlings, and eventually harvest the fruits of our labor... Of course the wise farmer selects only the best seeds, but even with careful selection there is no guarantee that the seeds will grow, or that the fruits they yield will be sweet, and yet the effort must be made because it provides the best chance of developing a strong crop.

Henry Kissinger is the titular head of the intelligence community’s clandestine operations reaction faction. His appearance as a one-man power center is simply due to the fact that he fronts for the Secret Team and the secret intelligence community. Thus, he vies with the Secretary of State, the Attorney General, and certain others in the “traditionalist” group, who would like to see a return to national planning, strong diplomacy, and moves toward peace through successful conferences between the United States and other countries of the world.

How Robin would have loved this!’ the aunts used to say fondly. 'How Robin would have laughed!’ In truth, Robin had been a giddy, fickle child - somber at odd moments, practically hysterical at others - and in life, this unpredictability had been a great part of his charm. But his younger sisters, who had never in any proper sense known him at all, nonetheless grew up certain of their dead brother’s favorite color (red); his favorite book (The Wind in the Willows) and his favorite character in it (Mr. Today); his favorite flavor of ice cream (chocolate) and his favorite baseball team (the Cardinals) and a thousand other things which they - being living children, and preferring chocolate ice cream one week and peach the next - were not even sure they knew about themselves. Consequently their relationship with their dead brother was of the most intimate sort, his strong, bright, immutable character shining changelessly against the vagueness and vacillation of their own characters, and the characters of people that they knew; and they grew up believing that this was due to some rare, angelic incandescence of nature on Robin’s part, and not at all to the fact that he was dead.

No matter where you are, no matter how small or pathetic you may feel, freeing your wayfinder’s Imagination by embarking on an adventure turns you into some kind of crazy-strong electromagnet. Take out all the stops, drop into Wordless Oneness, laugh and play and love and dream beyond all reason, and miraculous things begin happening. Doors open. Paths appear. Team members you’ve never met find their way through time, space, and every other barrier to help you. You simply wait, Imagining, as the islands rise out of the sea to greet you. It’s not necessary that you believe this. Imagining it is enough. HOW NOT TO IMAGINE

But there’s never been anyone? Really?” Sarah shrugs. “Penny and I were tutored at home when we were young . . . but in year ten, there was this one boy.” I rub my hands together. “Here we go—tell me everything. I want all the sick, lurid details. Was he a footballer? Big and strong, captain of the team, the most popular boy in school?” I could see it. Sarah’s delicate, long and lithe, but dainty, beautiful—any young man would’ve been desperate to have her on his arm. In his lap. In his bed, on the hood of his car, riding his face . . . all of the above. “He was captain of the chess team.” I cover my eyes with my hand. “His name was Davey. He wore these adorable tweed jackets and bow ties, he had blond hair, and was a bit pale because of the asthma. He had the same glasses as I and he had a different pair of argyle socks for every day of the year.” “You’re messing with me, right?” She shakes her head. “Argyle socks, Sarah? I am so disappointed in you right now.” “He was nice,” she chides. “You leave my Davey alone.” Then she laughs again—delighted and free. My cock reacts hard and fast, emphasis on hard. It’s like sodding granite. “So what happened to old Davey boy?” “I was alone in the library one day and he came up and started to ask me to the spring social. And I was so excited and nervous I could barely breathe.” I picture how she must’ve looked then. But in my mind’s eyes she’s really not any different than she is right now. Innocent, sweet, and so real she couldn’t deceive someone if her life depended on it. “And then before he could finish the question, I . . .” I don’t realize I’m leaning toward her until she stops talking and I almost fall over. “You . . . what?” Sarah hides behind her hands. “I threw up on him.” And I try not to laugh. I swear I try . . . but I’m only human. So I end up laughing so hard the car shakes and I can’t speak for several minutes. “Christ almighty.” “And I’d had fish and chips for lunch.” Sarah’s laughing too. “It was awful.” “Oh you poor thing.” I shake my head, still chuckling. “And poor Davey.” “Yes.” She wipes under her eyes with her finger. “Poor Davey. He never came near me again after that.” “Coward—he didn’t deserve you. I would’ve swam through a whole lake of puke to take a girl like you to the social.” She smiles so brightly at me, her cheeks maroon and round like two shiny apples. “I think that’s the nicest thing anyone’s ever said to me.” I wiggle my eyebrows. “I’m all about the compliments.

There’s no question that it’s easier to manage a “fitting-in” culture. You set standards and rules. You lead by “put up or shut up.” But you miss real opportunities—especially helping your team members find their purpose. When you push a “fitting-in culture” you miss the opportunity to help people find their personal drive—what’s coming from their hearts. Leading for true belonging is about creating a culture that celebrates uniqueness. What serves leaders best is understanding your players’ best efforts. My job as a leader is to identify their unique gift or contribution. A strong leader pulls players toward a deep belief in themselves.

All right,” she said. “Inductive reasoning. It’s what those so-called detectives on CSI, SVU, LMNOP and all the rest of them call deductive reasoning, which is wrong and they should know better. It’s inductive reasoning, a tool you will use frequently in geometry as well as calculus and trigonometry, assuming you get that far and that certainly won’t be you, Jacquon. Stop messing with that girl’s hair and pay attention. Your grade on that last test was so low I had to write it on the bottom of my shoe.” Mrs. Washington glared at Jacquon until his face melted. She began again: “Inductive reasoning is reasoning to the most likely explanation. It begins with one or more observations, and from those observations we come to a conclusion that seems to make sense. All right. An example: Jacquon was walking home from school and somebody hit him on the head with a brick twenty-five times. Mrs. Washington and her husband, Wendell, are the suspects. Mrs. Washington is five feet three, a hundred and ten pounds, and teaches school. Wendell is six-two, two-fifty, and works at a warehouse. So who would you say is the more likely culprit?” Isaiah and the rest of the class said Wendell. “Why?” Mrs. Washington said. “Because Mrs. Washington may have wanted to hit Jacquon with a brick twenty-five times but she isn’t big or strong enough. Seems reasonable given the facts at hand, but here’s where inductive reasoning can lead you astray. You might not have all the facts. Such as Wendell is an accountant at the warehouse who exercises by getting out of bed in the morning, and before Mrs. Washington was a schoolteacher she was on the wrestling team at San Diego State in the hundred-and-five-to-hundred-and-sixteen-pound weight class and would have won her division if that blond girl from Cal Northridge hadn’t stuck a thumb in her eye. Jacquon, I know your mother and if I tell her about your behavior she will beat you ’til your name is Jesus.” The

By tracing the early history of USCYBERCOM it is possible to understand some of the reasons why the military has focused almost completely on network defense and cyber attack while being unaware of the need to address the vulnerabilities in systems that could be exploited in future conflicts against technologically capable adversaries. It is a problem mirrored in most organizations. The network security staff are separate from the endpoint security staff who manage desktops through patch and vulnerability management tools and ensure that software and anti-virus signatures are up to date. Meanwhile, the development teams that create new applications, web services, and digital business ventures, work completely on their own with little concern for security. The analogous behavior observed in the military is the creation of new weapons systems, ISR platforms, precision targeting, and C2 capabilities without ensuring that they are resistant to the types of attacks that USCYBERCOM and the NSA have been researching and deploying. USCYBERCOM had its genesis in NCW thinking. First the military worked to participate in the information revolution by joining their networks together. Then it recognized the need for protecting those networks, now deemed cyberspace. The concept that a strong defense requires a strong offense, carried over from missile defense and Cold War strategies, led to a focus on network attack and less emphasis on improving resiliency of computing platforms and weapons systems.

Here’s the thing you should know and always hold in your head, especially when I’m being difficult,” he said, his eyes on hers. “You’re it for me, Pepper. You always will be. The air that goes in and out of my body, as necessary as that. My very breath. More even. You’re my life. That’s why I can’t give you up or let you run away from this. I figure you’re strong enough to live with me the way I am. I know I can live with you. I have to.” Her eyes went dark like the midnight sky. The look he loved, all soft and feminine. The starburst began to take form through all the dark purple. “You’re the reason I’m goin’ to come home after I go out with my team into a hot zone. You’re the one that’s goin’ to keep me safe, because I’ll know you’re here waitin’ for me.

You and Garcia aren't---" "No. I'm a one-man kind of woman." "And this one man..." His eyes lit up. Hopeful. Intent. "What's he like?" "He's brave." I pressed a kiss to his forehead. "He's strong." Another kiss, this one on his cheek. "Funny and sarcastic." Kisses down his jaw despite the bristles. "Selfless." A kiss on the corner of his lips. "Loyal and honorable." Another kiss on the cheek. "A team player." Jack gave a satisfied rumble. "He's always worked alone." "Not anymore." I brushed his hair back from his face. "No one wanted to be left behind when it came time to save him. Everyone wanted to help. He was part of a team, and the team looks after each other." "How is he in bed?" His voice dropped to a sensual rumble. "Incredible." "The best you ever had?" "I wouldn't want him to get too cocky." Jack laughed. "He's cocky now.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

I strongly believe in the fact that there’s still plenty of money and plenty of private equity capital available around the globe. What are in short supply are great entrepreneurs and great teams. A trading opportunity or a company’s biggest challenge is and has always been the team behind it. There’s enormous change under way in every facet of the world. Some is technology driven, some is market driven. All that change creates unprecedented opportunity, but to take full advantage of such opportunities I mostly focus on the team. The right teams and right people behind those opportunities always win. There is no secret sauce. Trading and investing has, in my experience, boiled down to building relationships and exchanging value. It consists of striking the right balance between backing and interacting with the right teams with the right business model at the right time and with the right amount of money.

The second of the dimensions that Hofstede's team added to their original four was long-term–short-term orientation, based on the Chinese Values Survey. In addition, Michael Minkov identified a similar dimension using the World Values Survey. While the precise nature of the constructs varies, African nations tend to score strongly toward the short-term end of the spectrum in all of them. For example, Ghana is the second most short-term oriented society out of 93 countries in the World Values Survey; Nigeria the fifth most and, out of the bottom 20 countries, 6 are in Sub-Saharan Africa. Using the Chinese Values Survey construct of long-term orientation, the only two Sub-Saharan countries out of 23 studied were Zimbabwe and Nigeria, which respectively scored fifth and second from bottom. Although a different construct, African societies also score very low on the Globe measure of future orientation.9 Experimental

There are too many people today who instead of feeling hurt are acting out their hurt; instead of acknowledging pain, they’re inflicting pain on others. Rather than risking feeling disappointed, they’re choosing to live disappointed. Emotional stoicism is not badassery. Blustery posturing is not badassery. Swagger is not badassery. Perfection is about the furthest thing in the world from badassery. To me the real badass is the person who says, “Our family is really hurting. We could use your support.” And the man who tells his son, “It’s okay to be sad. We all get sad. We just need to talk about it.” And the woman who says, “Our team dropped the ball. We need to stop blaming each other and have some tough conversations about what happened so we can fix it and move forward.” People who wade into discomfort and vulnerability and tell the truth about their stories are the real badasses. Daring is essential to solve the problems in the world

back you up. I don’t go anywhere without you.” Sloane nodded. He took a deep breath and let it out slowly. “What about our family, our friends, our team?” Dex shrugged. “Maybe it’s time Ash took on a bigger role in the team.” Sloane brought Dex’s fingers to his lips for a kiss. “I don’t know if I can take this step.” Dex’s heart sank, but he understood. He couldn’t ask this of Sloane. This was something he felt strongly about, something he wanted, and it wasn’t just him anymore. It was them. This would change everything. Their lives. They’d be sent all over the world, doing God only knew what. “Unless you take it with me as my husband.” Dex’s hand stopped in midair. Very slowly, he lowered it to the table. “I’m sorry. For a moment there, I thought you said husband.” Sloane’s amber eyes glowed as he smiled. He got up, moved his chair, and reached into his pocket. “This isn’t where I planned to do this, but I don’t think I can wait anymore.” The

You have something to say to me, Cassidy, say it. Or shut the fuck up.” “All right,” Jules said. “I will.” He took a deep breath. Exhaled. “Okay, see, I, well, I love you. Very, very much, and . . .” Where to go from here . . .? Except, his plain-spoken words earned him not just a glance but Max’s sudden full and complete attention. Which was a little alarming. But it was the genuine concern in Max’s eyes that truly caught Jules off-guard. Max actually thought . . . Jules laughed his surprise. “Oh! No, not like that. I meant it, you know, in a totally platonic, non-gay way.” Jules saw comprehension and relief on Max’s face. The man was tired if he was letting such basic emotions show. “Sorry.” Max even smiled. “I just . . .” He let out a burst of air. “I mean, talk about making things even more complicated . . .” It was amazing. Max hadn’t recoiled in horror at the idea. His concern had been for Jules, about potentially hurting his tender feelings. And even now, he wasn’t trying to turn it all into a bad joke. And he claimed they weren’t friends. Jules felt his throat tighten. “You can’t know,” he told his friend quietly, “how much I appreciate your acceptance and respect.” “My father was born in India,” Max told him, “in 1930. His mother was white—American. His father was not just Indian, but lower caste. The intolerance he experienced both there and later, even in America, made him a . . . very bitter, very hard, very, very unhappy man.” He glanced at Jules again. “I know personality plays into it, and maybe you’re just stronger than he was, but . . . People get knocked down all the time. They can either stay there, wallow in it, or . . . Do what you’ve done—what you do. So yeah. I respect you more than you know.” Holy shit. Weeping was probably a bad idea, so Jules grabbed onto the alternative. He made a joke. “I wasn’t aware that you even had a father. I mean, rumors going around the office have you arriving via flying saucer—” “I would prefer not to listen to aimless chatter all night long,” Max interrupted him. “So if you’ve made your point . . .?” Ouch. “Okay,” Jules said. “I’m so not going to wallow in that. Because I do have a point. See, I said what I said because I thought I’d take the talk-to-an-eight-year-old approach with you. You know, tell you how much I love you and how great you are in part one of the speech—” “Speech.” Max echoed. “Because part two is heavily loaded with the silent-but-implied ‘you are such a freaking idiot.’” “Ah, Christ,” Max muttered. “So, I love you,” Jules said again, “in a totally buddy-movie way, and I just want to say that I also really love working for you, and I hope to God you’ll come back so I can work for you again. See, I love the fact that you’re my leader not because you were appointed by some suit, but because you earned very square inch of that gorgeous corner office. I love you because you’re not just smart, you’re open-minded—you’re willing to talk to people who have a different point of view, and when they speak, you’re willing to listen. Like right now, for instance. You’re listening, right?” “No.” “Liar.” Jules kept going. “You know, the fact that so many people would sell their grandmother to become a part of your team is not an accident. Sir, you’re beyond special—and your little speech to me before just clinched it. You scare us to death because we’re afraid we won’t be able to live up to your high standards. But your back is strong, you always somehow manage to carry us with you even when we falter. “Some people don’t see that; they don’t really get you—all they know is they would charge into hell without hesitation if you gave the order to go. But see, what I know is that you’d be right there, out in front—they’d have to run to keep up with you. You never flinch. You never hesitate. You never rest.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

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

The last scene showed a cavernous room in a subbasement filled with hundreds of black trash bags, the building’s daily detritus. Standing in front of the bags were five guys in work clothes. Their job, their mission, their goal was to toss these bags into waiting trash trucks. The camera focused on one of the men. The narrator asked, “What’s your job?” The answer to anyone watching was painfully obvious. But the guy smiled and said to the camera, “Our job is to make sure that tomorrow morning when people from all over the world come to this wonderful building, it shines, it is clean, and it looks great.” His job was to drag bags, but he knew his purpose. He didn’t feel he was just a trash hauler. His work was vital, and his purpose blended into the purpose of the building’s most senior management eighty floors above. Their purpose was to make sure that this masterpiece of a building always welcomed and awed visitors, as it had done on opening day, May 1, 1931. The building management can only achieve their purpose if everyone on the team believes in it as strongly as the smiling guy in the subbasement.

I was soon discharged from the rehab center and sent back to the SAS. But the doctor’s professional opinion was that I shouldn’t military parachute again. It was too risky. One dodgy landing, at night, in full kit, and my patched-up spine could crumple. He didn’t even mention the long route marches carrying huge weights on our backs. Every SF soldier knows that a weak back is not a good opener for life in an SAS squadron. It is also a cliché just how many SAS soldiers’ backs and knees are plated and pinned together, after years of marches and jumps. Deep down I knew the odds weren’t looking great for me in the squadron, and that was a very hard pill to swallow. But it was a decision that, sooner or later, I would have to face up to. The doctors could give me their strong recommendations, but ultimately I had to make the call. A familiar story. Life is all about our decisions. And big decisions can often be hard to make. So I thought I would buy myself some time before I made it. In the meantime, at the squadron, I took on the role of teaching survival to other units. I also helped the intelligence guys while my old team were out on the ground training. But it was agony for me. Not physically, but mentally: watching the guys go out, fired up, tight, together, doing the job and getting back excited and exhausted. That was what I should have been doing. I hated sitting in an ops room making tea for intelligence officers. I tried to embrace it, but deep down I knew this was not what I had signed up for. I had spent an amazing few years with the SAS, I had trained with the best, and been trained by the best, but if I couldn’t do the job fully, I didn’t want to do it at all. The regiment is like that. To keep its edge, it has to keep focused on where it is strongest. Unable to parachute and carry the huge weights for long distances, I was dead weight. That hurt. That is not how I had vowed to live my life, after my accident. I had vowed to be bold and follow my dreams, wherever that road should lead. So I went to see the colonel of the regiment and told him my decision. He understood, and true to his word, he assured me that the SAS family would always be there when I needed it. My squadron gave me a great piss-up, and a little bronze statue of service. (It sits on my mantelpiece, and my boys play soldiers with it nowadays.) And I packed my kit and left 21 SAS forever. I fully admit to getting very drunk that night.

Help your children grow and excel in the gifts God has given them. Let them know you're on their team. s a mom I want to leave a legacy that goes way beyond ordinary life skills such as cooking and cleaning. I want to teach values about caring for ourselves and others and shaping a godly atmosphere at home and in our lives. The time you spend teaching your daughters the joys and responsibilities of womanhood will benefit generations to come. And we teach best by what we are, don't we? Not by what we say. And how we raise our sons demonstrates how they should treat the women they encounter: teachers, moms, their wives, and daughters. My prayer is, "Lord, may Your love permeate my heart and life. May the gentle but strong spirit of being a woman of Yours add beauty and meaning to generations to come. Amen." on't you love springtime? It's a time for planting, for growing, for awakening. There's no better place to be than your garden. My first garden was nothing more than a sweet potato in a jar. Remember those? And flowers! They're food to my soul. My mama would always pick a few to float in a bowl or gather in a jelly jar. And once in a while we'd splurge and spend precious money on daisies or carnations from a

Factors Influencing Us as Empaths There are a number of factors affecting how we pick up energy from other people: ● Receiving Our sensitivity as receivers will factor into how much energy we pick up. ● Sending Some people transmit their energy more strongly than others, and the depth of the emotions that they are experiencing will also turn up the volume that they are sending out. ● Awareness The unaware person may be just as sensitive as the aware person. The latter will understand why they have mood swings; the former will not. ● Bloodline Blood relatives will affect us regardless of where in the world we are and whether we are thinking about them or not. The link between sender and receiver is often stronger where there is a blood connection. Often, empath children may process the emotions of their parents or siblings long into adulthood. ● Emotional Connection Friends and acquaintances will impact us primarily based on the strength of the emotional connection we have to them, largely without regard to physical proximity. The stronger the emotional connection is, the less important the physical proximity is. Having worked from home for many years with teams spread all over the country, I have picked up energy from managers and teammates regardless of location. ● Physical Proximity Neighbors and strangers will influence us based on physical proximity. This is true for the people living in our neighborhood and the strangers we brush up against in the shopping mall.

Meanwhile, he continued to speak out on behalf of black citizens. In March 1846, a terrifying massacre took place in Seward’s hometown. A twenty-three-year-old black man named William Freeman, recently released from prison after serving five years for a crime it was later determined he did not commit, entered the home of John Van Nest, a wealthy farmer and friend of Seward’s. Armed with two knives, he killed Van Nest, his pregnant wife, their small child, and Mrs. Van Nest’s mother. When he was caught within hours, Freeman immediately confessed. He exhibited no remorse and laughed uncontrollably as he spoke. The sheriff hauled him away, barely reaching the jail ahead of an enraged mob intent upon lynching him. “I trust in the mercy of God that I shall never again be a witness to such an outburst of the spirit of vengeance as I saw while they were carrying the murderer past our door,” Frances Seward told her husband, who was in Albany at the time. “Fortunately, the law triumphed.” Frances recognized at once an “incomprehensible” aspect to the entire affair, and she was correct. Investigation revealed a history of insanity in Freeman’s family. Moreover, Freeman had suffered a series of floggings in jail that had left him deaf and deranged. When the trial opened, no lawyer was willing to take Freeman’s case. The citizens of Auburn had threatened violence against any member of the bar who dared to defend the cold-blooded murderer. When the court asked, “Will anyone defend this man?” a “death-like stillness pervaded the crowded room,” until Seward rose, his voice strong with emotion, and said, “May it please the court, I shall remain counsel for the prisoner until his death!

The whitewash of Kingdom of Heaven Kingdom of Heaven is a classic cowboys-and-Indians story in which the Muslims are noble and heroic and the Christians are venal and violent. The script is heavy on modern-day PC clichés and fantasies of Islamic tolerance; brushing aside dhimmi laws and attitudes (of which Ridley Scott has most likely never heard), it invents a peace-and-tolerance group called the “Brotherhood of Muslims, Jews and Christians.” But of course, the Christians spoiled everything. A publicist for the film explained, “They were working together. It was a strong bond until the Knights Templar caused friction between them.” Ah yes, those nasty “Christian extremists.” Kingdom of Heaven was made for those who believe that all the trouble between the Islamic world and the West has been caused by Western imperialism, racism, and colonialism, and that the glorious paradigm of Islamic tolerance, which was once a beacon to the world, could be reestablished if only the wicked white men of America and Europe would be more tolerant. Ridley Scott and his team arranged advance screenings for groups like the Council on American-Islamic Relations, making sure that sensitive Muslim feelings were not hurt. It is a dream movie for the PC establishment in every way except one: It isn’t true. Professor Jonathan Riley-Smith, author of A Short History of the Crusades and one of the world’s leading historians of the period, called the movie “rubbish,” explaining that “it’s not historically accurate at all” as it “depicts the Muslims as sophisticated and civilised, and the Crusaders are all brutes and barbarians. It has nothing to do with reality.” Oh, and “there was never a confraternity of Muslims, Jews and Christians. That is utter nonsense.

Matt Espenshade confirmed that in spite of the deaths of so many of the kidnappers, many more are still at large, including their leaders. Those men might hope to be forgotten; they are not. The FBI has continued its investigative interest in those involved with the kidnapping. The leaders, especially, are of prime interest to the Bureau. And now the considerable unseen assets in that region are steadily feeding back information on these targeted individuals to learn their operational methods and their locations and hunt them down. The surviving kidnappers and their colleagues are welcome to sneer at the danger. It may help them pass the time, just as it did for Bin Laden’s henchmen to chuckle at the idea of payback. If the men nobody sees coming are dispatched to capture or kill them, the surviving kidnappers will find themselves dealing with a force of air, sea, and land fighters s obsessed with the work they do that they have trained themselves into the physical and mental toughness of world-class athletes. They will carry the latest in weapons, armor, visual systems, and communication devises. Whether they are Navy SEAL fighters, DEVGRU warriors, Army Delta Force soldiers, Green Berets, or any of the elite soldiers under United States Special Operations Command (SOCOM), they will share the elite warriors’ determination to achieve success in their mission assignment. The news that they are coming for you is the worst you could receive. But nobody gets advance warning from these men. They consider themselves born for this. They have fought like panthers to be part of their team. For most of them, there is a strong sense of pride in succeeding at missions nobody else can get done; in lethal challenges. They actually prefer levels of difficulty so high it seems only a sucker would seek them, the sorts of situations seen more and more often these days. Impossible odds.

Overall look: Soft and delicate   Hair: Most often blonde or golden grey   Skintone: Light, ivory to soft beige, peachy tones. Very little contrast between hair and skin   Eyes: Blue, blue-green, aqua, light green IF you are a Light Spring you should avoid dark and dusty colors, which would make you look pale, tired and even pathetic. Spring women who need to look strong, for example chairing a meeting, can do so by wearing mid-tone grey or light navy, not deeper shades. If you are a Light Spring and you wear too much contrast, say a light blouse and dark jacket, or a dress with lots of bold colors against a white background, you ‘disappear’ because our eye is drawn to the colors you are wearing. See your Light Spring palette opposite. Your neutrals can be worn singly or mixed with others in a print or weave. The ivory, camel and blue-greys are good investment shades that will work with any others in your palette. Your best pinks will be warm—see the peaches, corals and apricots—but also rose pink. Never go as far as fuchsia, which is too strong and would drain all the life from your skin. Periwinkle blue toned with a light blue blouse is a smart, striking alternative to navy and white for work. Why wear black in the evening when you will sparkle in violet (also, warm pink and emerald turquoise will turn heads)? For leisure wear, team camel with clear bright red or khaki with salmon.   Make-Up Tips Foundation: Ivory, porcelain Lipstick: Peach, salmon, coral, clear red Blush: Salmon, peach Eyeshadow for blue eyes: Highlighter Champagne, melon, apricot, soft pink Contour Soft grey, violet, teal blue, soft blues, cocoa Eyeshadow for blue-green and aqua eyes: Highlighter Apricot, lemon, champagne Contour Cocoa or honey brown, spruce or moss green, teal blue Eyeshadow for green eyes: Highlighter Pale aqua, apricot, champagne Contour Cocoa or honey brown, teal blue, violet, spruce.

Animals are the lower intelligent of creatures, yet God illustrates man as one of them. Why? To demonstrate to us how careless, how thoughtless, and sometimes how cruel and low-life we can be without him. Without God, we go through a hard, disappointing, and dreadful life. We are like fearful, untrained, and bitter children that have played all day and are afraid to go to sleep at night, thinking we are going to miss out or be left out of things. A sailor out on a stormy sea needs a strong sail and anchor for the days and a lighthouse for the nights to survive. This is a good illustration of witnessing. We draw from one another’s strength for the day and mediate on it in the nights in accordance with God’s Word. God has faded out of the mind of this generation, we like immature children, believe that the Toyland of material wealth is a sufficient world. Yet houses, cars, and money really do not fulfill. Abraham begot Isaac, and Isaac begot Jacob – a generation of God-fearing men. But in the next generation, God was not the God of Isaac. He had faded and became second place in their lives. Even in the mother’s womb, there was a struggle for honor and success. Jacob stole his brother’s birthright. Morals were decaying, rottenness appeared. The same things have happened with us. Our whole nation is reaping the results of a fading faith and trust, which is producing decaying morals and a decaying country. We are morally out of control. Unless we, like Jacob, who when frightened for his life desired a moral renewal, acknowledge that we are wrong and find God in the process. We must seek God with our whole hearts. The future of this world is in the hands of the believers. God has left everything in the hands of the church. Therefore, we must witness. An evangelical team must go out and bring the people back to the Garden of Eden as God had originally planned. Grace is always available!

Having been through prep with Flavius, Venia, and Octavia numerous times, it should just be an old routine to survive. But I haven’t anticipated the emotional ordeal that awaits me. At some point during the prep, each of them bursts into tears at least twice, and Octavia pretty much keeps up a running whimper throughout the morning. It turns out they really have become attached to me, and the idea of my returning to the arena has undone them. Combine that with the fact that by losing me they’ll be losing their ticket to all kinds of big social events, particularly my wedding, and the whole thing becomes unbearable. The idea of being strong for someone else having never entered their heads, I find myself in the position of having to console them. Since I’m the person going in to be slaughtered, this is somewhat annoying. It’s interesting, though, when I think of what Peeta said about the attendant on the train being unhappy about the victors having to fight again. About people in the Capitol not liking it. I still think all of that will be forgotten once the gong sounds, but it’s something of a revelation that those in the Capitol feel anything at all about us. They certainly don’t have a problem watching children murdered every year. But maybe they know too much about the victors, especially the ones who’ve been celebrities for ages, to forget we’re human beings. It’s more like watching your own friends die. More like the Games are for those of us in the districts. By the time Cinna shows up, I am irritable and exhausted from comforting the prep team, especially because their constant tears are reminding me of the ones undoubtedly being shed at home. Standing there in my thin robe with my stinging skin and heart, I know I can’t bear even one more look of regret. So the moment he walks in the door I snap, “I swear if you cry, I’ll kill you here and now.” Cinna just smiles. “Had a damp morning?” “You could wring me out,” I reply.

Korie: Phil and Willie are so much alike. We went to a marriage seminar at our church one time, and Phil and Kay and Jase and Missy were there as well. Each of the couples took a personality test to see if their personalities were compatible. We all laughed because Phil and Willie scored high in the characteristics for having a dominant personality. They were almost identical in a lot of areas, but somewhat different in that Willie was high in the social category as well. I think Willie got that part of his personality from his mother. It’s funny because people look at the Robertsons and think Jase and Phil are just alike, and they are certainly similar in their love for ducks. But when we took the personality test, we saw that Jase’s personality is much more like his mother’s. So I guess it makes sense that Phil and Jase get along so well in the duck blind. They made a good team, just like Phil and Kay do at home. Kay has always said that Willie is a lot like Phil and even calls him “Phil Jr.” at times. While I wouldn’t go that far, I definitely saw the similarities. They both have strong, charismatic personalities. They are both big-picture guys with big ideas and deep beliefs. Whatever either of them is going in life, he does it all the way, and they are both very opinionated, which can sometimes be a challenge. Phil and Willie haven’t always been as close as they are now. As they grew, they recognized the attributes they have in common and learned to value one another’s differences and strengths. Willie says it couldn’t have happened until after he was thirty, though. He needed to grow up and mature, and Phil has gotten more relaxed as he’s gotten older. Willie loves to hunt with his dad and brothers, but there have been times when he’s had a hard time sitting in Phil’s blind. You can only have one leader in the duck blind, only one man who lines up the men and yells, “Cut ‘em!” when it’s time to shoot. Willie and Phil have both always been leaders, whether it’s in the blind or in business.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

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

Bobby ran up on the deck and skidded to a stop in front of them. “It’s time for the Kowalski Fourth of July Football Game of Doom!” Cat laughed and pushed herself out of her seat. “We’ll talk about this some other time, Emma. Go have fun.” “I’m not sure I want to play football. Especially if there’s doom involved,” she said, but Bobby grabbed her hand and dragged her off the deck. They were divvied up into teams roughly by size, each with an assortment of men, women and children. Emma was on Sean’s team, which was good. She’d just hide behind him, because the only thing she knew about football was that it involved a lot of hitting. It only took a few plays to see that the Kowalskis played by their own rules and the few they had were fluid. Mostly they served to ensure the smaller kids didn’t get plowed over, victims of the adults’ competitive streak. Five minutes into the game, Emma somehow ended up with the ball. She squealed and looked around for somebody—anybody—to hand it off to, but there was nobody. Well, there was Danny, but he was doubled over in laughter. “Run, Emma,” Lisa yelled. She ran in the direction her friend was frantically waving her hand, but she only went a few feet before two very strong arms wrapped around her waist and then she was falling. Luckily, she landed on a body instead of the ground. “I love football,” Mitch said, grinning up at her. Emma grimaced and managed to get one of her knees on solid ground so she could push herself to her feet. He was quicker and freed himself to stand and help her up. “They should give you the ball more often,” he said, his blue eyes sparkling and the grin so like Sean’s—but not quite as naughty—in full force. “Hands off my girl,” Sean told him, pulling on Emma’s elbow. “You should do a better job of blocking for her. “Let’s go,” Brian shouted. The very next play, Mitch intercepted Mike’s pass to Evan and turned to run toward the other end zone. He was halfway there when Sean took him down hard. They hit the ground with a bone-jarring thud that made Emma wince, and came up pushing and shoving. When Sean drew back his arm to throw the first punch, Mary blew her whistle from the sidelines. “Boys! Enough!” Instead of heading straight for the huddle, Sean walked to Emma and pulled her into his arms for a hard, almost punishing caveman kiss that made her skin sizzle and her knees go wobbly. Then he glared at his brother for a few long seconds and went back to his team, leaving Emma standing there breathless and discombobulated.

Then, decades later, in the 1970s, a hard-assed U.S. swim coach named James Counsilman rediscovered it. Counsilman was notorious for his “hurt, pain, and agony”–based training techniques, and hypoventilation fit right in. Competitive swimmers usually take two or three strokes before they flip their heads to the side and inhale. Counsilman trained his team to hold their breath for as many as nine strokes. He believed that, over time, the swimmers would utilize oxygen more efficiently and swim faster. In a sense, it was Buteyko’s Voluntary Elimination of Deep Breathing and Zátopek hypoventilation—underwater. Counsilman used it to train the U.S. Men’s Swimming team for the Montreal Olympics. They won 13 gold medals, 14 silver, and 7 bronze, and they set world records in 11 events. It was the greatest performance by a U.S. Olympic swim team in history. Hypoventilation training fell back into obscurity after several studies in the 1980s and 1990s argued that it had little to no impact on performance and endurance. Whatever these athletes were gaining, the researchers reported, must have been based on a strong placebo effect. In the early 2000s, Dr. Xavier Woorons, a French physiologist at Paris 13 University, found a flaw in these studies. The scientists critical of the technique had measured it all wrong. They’d been looking at athletes holding their breath with full lungs, and all that extra air in the lungs made it difficult for the athletes to enter into a deep state of hypoventilation. Woorons repeated the tests, but this time subjects practiced the half-full technique, which is how Buteyko trained his patients, and likely how Counsilman trained his swimmers. Breathing less offered huge benefits. If athletes kept at it for several weeks, their muscles adapted to tolerate more lactate accumulation, which allowed their bodies to pull more energy during states of heavy anaerobic stress, and, as a result, train harder and longer. Other reports showed hypoventilation training provided a boost in red blood cells, allowing athletes to carry more oxygen and produce more energy with each breath. Breathing way less delivered the benefits of high-altitude training at 6,500 feet, but it could be used at sea level, or anywhere. Over the years, this style of breath restriction has been given many names—hypoventilation, hypoxic training, Buteyko technique, and the pointlessly technical “normobaric hypoxia training.” The outcomes were the same: a profound boost in performance.* Not just for elite athletes, but for everyone. Just a few weeks of the training significantly increased endurance, reduced more “trunk fat,” improved cardiovascular function, and boosted muscle mass compared to normal-breathing exercise. This list goes on. The takeaway is that hypoventilation works. It helps train the body to do more with less. But that doesn’t mean it’s pleasant.

DANCING ANGELS During October 2001, the Lord began to speak to me about traveling to Newfoundland, Canada. I had no desire to go there, especially in the middle of the winter! At this time I was still concerned about my inability to “feel the Lord” and began to press into God all the more. At times I locked myself into the little house and fasted and prayed for up to seven days, or until the presence of God fell. After many confirmations in the spirit, I pooled all of my earthly wealth and made the trip to the great white North. The night before I was to depart, the Lord instructed me to “pray in tongues all the way to Newfoundland.” Somehow through the grace of God I succeeded in praying in the Spirit for about 18 hours until I touched down in Canada. In Springdale, Newfoundland, Canada, the Lord began instructing me to complete a series of prophetic actions. I attended an intercessory prayer meeting on Wednesday, November 21. We were interceding for an upcoming series of healing meetings. During this meeting, I began to “see” into the spirit. As the Lord opened my spiritual eyes, I incrementally saw the heavens open over Living Waters Ministries Church. In addition to this, I also began to hear angelic voices singing along with the worship team. At one point during the meeting, I saw a stream of golden oil pour out from Heaven and land on a certain spot in the sanctuary. At the leading of the Lord, I knelt upon that spot. The glory and anointing began to flow into and over my body. The sensation and anointing was very similar to what I experienced when the angel put his hands upon me the night of August 22, 2001. As I knelt under the spot where the golden oil was beginning to pour onto the altar, I was praying earnestly. I could feel the liquid oil raining down on my body. I could sense and smell this heavenly oil as it rolled off my head. The Holy Spirit began to talk to me in a very clear and direct way that I had never experienced before. I collapsed onto the carpet in a pool of golden oil and laid there in the anointing of the Holy Spirit. Then I sensed angels dancing all around the pool and me. I felt an angel as it brushed its wings across my face. I had a “knowing” that the angel was asking me to raise my hands into the air. When I raised my hands up to about two feet, the angel would push my hands back down with its strong, warm hands. I tried again, and when my hands were almost totally up, the angel tickled my nose with the feathers of its wings. I laughed, and my hands fell. The angel and I continued to interact in this fashion for nearly an hour. I did not actually see this angel, but the force and reality of its touch was very tangible. There was no doubt that I was interacting with a heavenly being. This experience was both refreshing and real. SEEING IS BELIEVING On Thursday, November 22, the healing meetings started; they would last through Sunday, the 25th. In these meetings God began to open my spiritual eyes beyond anything I could have ever imagined. On the first night of these meetings, I began to see an “open heaven” forming in the sanctuary. I could also hear and sense the activity of angels as the heavens continued to open up to a greater degree. On Friday, I began to see “bolts of light” shoot through the church, and again the stream of golden oil was flowing from the open heaven in a greater volume. On Saturday night during the worship service, I began to see feathers falling around the church and