Tactical Team Quotes

So how can a leader become great if they lack the natural characteristics necessary to lead? The answer is simple: a good leader builds a great team that counterbalances their weaknesses.

So red teaming is: You take people who aren’t wedded to the plan and [ask them,] ‘How would you disrupt this plan or how would you defeat this plan?’ If you have a very thoughtful red team, you’ll produce stunning results.

The goal of leadership seems simple: to get people to do what they need to do to support the mission and the team.

Stripped to its essence, combat is a series of quick decisions and rather precise actions carried out in concert with ten or twelve other men. In that sense it’s much more like football than, say, like a gang fight. The unit that choreographs their actions best usually wins. They might take casualties, but they win. That choreography—you lay down fire while I run forward, then I cover you while you move your team up—is so powerful that it can overcome enormous tactical deficits. There is choreography for storming Omaha Beach, for taking out a pillbox bunker, and for surviving an L-shaped ambush at night on the Gatigal. The choreography always requires that each man make decisions based not on what’s best for him, but on what’s best for the group. If everyone does that, most of the group survives. If no one does, most of the group dies. That, in essence, is combat.

combat team in the Galaxy into a leaderless, lawless, fear-crazed mob. “The whole merciless load will land without warning. You must act at once and you’ll have only God over you. Don’t expect Him to fill in tactical details;

The more I recognized these tactical styles, the more I saw the ideal as a balance. Despite the contradiction, a recon [team leader] had to be part wolf and part rabbit--selectively bold or cautious--but few men can agilely switch back and forth.

Twenty minutes later, I was sitting in the federal building that housed the Department of Homeland Security, about fifteen stories up, locked in a standard federal issue interrogation room. Metal chair, metal table, big one-way mirror window, just like the movies. My arms were bound behind me with at least three flex-cuffs. The only addition to the room were the four tactical team members standing in each corner of the room, M4 rifles slung across their chests. Books, Splitter, Data and old Rattler himself, Agent Simmons.

By anchoring his arguments firmly in history and law, he opened an antislavery approach that differed from the tactics of the allies of Garrison, who eschewed political organization, dismissed the founding fathers, and considered the Constitution “a covenant with death, an agreement with hell,” because it condoned slavery. Where the Garrisonians called for a moral crusade to awaken the sleeping conscience of the nation, Chase targeted a political audience, hopeful that abolition could be achieved through politics, government, and the courts.

The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . .

When a player keeps a calm demeanor on the court, it's easier for his ability to shine. The best response to an opposing player's physical or psychological tactics is to keep cool and come right back at him with the force of your game, not your fists. Revenge is always sweeter if your team wins the game.

Maybe you have been wondering about how to win the battle of life. Dress in the armour of war; be well grounded in the requisite knowledge to win your battle. Refine your skills, talents and tactics and forge ahead with determination. Prepare in advance and enter the war with the right strategy. Work with your warriors as a team. Avoid unnecessary mistakes and learn from your errors. Use the right weapons in your arsenal at the right time. Attack your struggles and protect your dreams. Know that timing is everything. Never give up until you destroy all your roadblocks. Capitalise on your strength and with victory in focus you will become a winner.

In OSW, the source code of warfare is available for anyone who is interested in both modifying and extending it. This means the tactics, weapons, strategies, target selection, planning methods, and team dynamics are all open to community improvement. Global guerrillas can hack at the source code of warfare to their hearts’ delight.

They climb the stairs with the proper tactical approach, securing each staircase with a single soldier—a scout—before the rest of the team proceeds upward. There are blind spots everywhere. Ambush opportunities on each level. Their contact at the front desk has given an all-clear on the stairwells, but he is only as competent as the cameras he monitors.

For such people, finding a mate is like scoring a goal. You have to develop skills like talking cheesy, praising generously, and targeting properly. They are unable to see the opposite person as a human being. All they focus upon is their own strategy and tactics. For them, all the people on the opposite team are alike - except for looks, education and career.

Once the teams were all in place, Timor and the other Chechen with the silenced weapon crawled forward to within 30-40 meters of the sentries. They took them both out with single shots. They were careful to maintain silence, having also tied the orange tourniquet band from the standard Russian medical field kit to the bolt to prevent it from noisily retracting.

We live in incredibly violent times. The domestic terrorism rate, international terrorism acts and violent crime rates are at historical highs. When a police situation gets exceptionally violent, a tactical team is called in. If there is going to be a shooting, it is usually done by them, although in the vast majority of cases they do not have to shoot. When they do, there is a tendency to blame the killing on the tactical team, though blaming them for having to use deadly force is like blaming a headache on the aspirin. The tactical team is the solution, not the problem. The NTOA has powerful data demonstrating that if not for these highly trained teams, the number of people killed in the line of duty would be vastly higher than it is.

We set up an effort, the Geocell, staffed it with smart young folks, teamed them up with imagery analysts from the National Geospatial-Intelligence Agency (NGA), and then wired them directly to tactical units in the field. Old SIGINTers will tell you that this was just a version of what they used to call traffic analysis. If it was, it was on a massive dose of steroids. We put the Geocell in the basement among the heating ducts,

Perhaps the most important role for a second is analyzing adjourned positions jointly with the player. Sometimes this means all-night sessions, so that the player has a variety of tactics to employ when play is resumed the next day. Soviet players were traditionally serviced by a team of seconds, each performing an assigned task. For example, there could be an endgame specialist, an opening theoretician, a physical trainer, a “go-for,” and sometimes a psychologist.

That was when reality kicked back in and reminded Xander that the woman he'd just spent the past fifteen minutes mentally undressing was going to be in his squad, and that he was going to be her supervisor. He was in so much trouble. There was no way he could be her boss. It wouldn't be fair to her or his team, and it sure as hell wasn't something he could handle. He'd end up spending all his time gazing at her like a lovesick puppy instead of training her on weapons and tactics.

The company’s most effective marketing tactic (besides making a great product) would never have been conceived or attempted by a pure marketing team. Instead, the engineers coded a set of tools that made it possible for every member to seamlessly cross-post his or her Airbnb listing on craigslist (because craigslist does not technically “allow” this, it was a fairly ingenious work-around). As a result, Airbnb—a tiny site—suddenly had free distribution on one of the most popular websites in the world.

We could finally put our seduction tactics to good use.” He danced around twirling a fire poker. “Me, me, me. I’ll do it. I’m so up for personal bodyguard boyfriend. This job has my name written all over it!” My immediate “No!” was echoed by the rest of the boys. “Babe.” Blake walked towards me with open arms. “It’ll be fun!” I scooted over the back of the couch. “Down boy.” Ayden shoved him off course. I shrugged and tried to look disappointed at Blake’s wounded expression. “You’re just too much man for me.” He nodded knowingly.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

The prosecution apparently also used other less-than-ethical and hardly professional tactics as well, including “hay stacking.” Hay stacking involves deliberately making it difficult for the other side to sort out documents and evidence - much like looking for a needle in a haystack. Along with delivering documents in disarray, another bratty move involves delivering evidence without giving the other side enough time to make sense of it. Like delivering piles of written evidence less than 30 minutes before court is scheduled to begin. On more than one occasion, Nelson was left scrambling to sort out hundreds, if not thousands of pages. Sure, things like this might happen occasionally. But [Attorney General] Ellison and his prosecution team were doing this repeatedly.

Combat, like anything in life, has inherent layers of complexities. Simplifying as much as possible is crucial to success. When plans and orders are too complicated, people may not understand them. And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

Whereas Lincoln’s loyal young secretary was disturbed by “Chase’s mad hunt after the Presidency,” Lincoln was amused. Chase’s incessant presidential ambitions reminded him of the time when he was “plowing corn on a Kentucky farm” with a lazy horse that suddenly sped forward energetically to “the end of the furrow.” Upon reaching the horse, he discovered “an enormous chin-fly fastened upon him, and knocked him off,” not wanting “the old horse bitten in that way.” His companion said that it was a mistake to knock it off, for “that’s all that made him go.” “Now,” Lincoln concluded, “if Mr. [Chase] has a presidential chin-fly biting him, I’m not going to knock him off, if it will only make his department go.” Lincoln agreed that his secretary’s tactics were in “very bad taste,” and “was sorry the thing had begun, for though the matter did not annoy him his friends insisted that it ought to.

In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

A Department of Defense program known as “1033”, begun in the 1990s and authorized by the National Defense Authorization Act, and federal homeland security grants to the states have provided a total of $4.3 billion in military equipment to local police forces, either for free or on permanent loan, the magazine Mother Jones reported. The militarization of the police, which includes outfitting police departments with heavy machine guns, magazines, night vision equipment, aircraft, and armored vehicles, has effectively turned urban police, and increasingly rural police as well, into quasi-military forces of occupation. “Police conduct up to 80,00 SWAT raids a year in the US, up from 3,000 a year in the early ‘80s”, writes Hanqing Chen, the magazine’s reporter. The American Civil Liberties Union, cited in the article, found that “almost 80 percent of SWAT team raids are linked to search warrants to investigate potential criminal suspects, not for high-stakes ‘hostage, barricade, or active shooter scenarios’. The ACLU also noted that SWAT tactics are used disproportionately against people of color”.

Pat Riley, the famous coach and manager who led the Los Angeles Lakers and Miami Heat to multiple championships, says that great teams tend to follow a trajectory. When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity. It’s Shaq and Kobe, unable to play together. It’s Jordan punching Steve Kerr, Horace Grant, and Will Perdue—his own team members. He punched people on his own team! It’s Enron employees plunging California into darkness for personal profit. It’s leaks to the media from a disgruntled executive hoping to scuttle a project he dislikes. It’s negging and every other intimidation tactic.

Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.

Heuristics for testing your goals Assess your goals using these guidelines: Does your goal start with a verb (“launch,” “build,” “refactor,” etc.)? Then you probably have an action, so reframe it to describe the outcome you want. Often, this takes the form of translating “X so that Y” into “Y via X” (and consider if you need X in there at all). A helpful trick to figure out the proper framing is to read the goal out, ask yourself why, answer that question, then do that a couple of times until the true goal comes into focus. (See Table 2 for an example.) Do you have “engineering goals” and “business goals,” or something similar? Stop it. Are your goals more than one page, more than three to five objectives, or more than three to five KRs per objective? No one will read them—let alone remember them. When you (or your team) look at your goals, do you wince and think, “What about X? I was really hoping to get to that this quarter”? If not, you probably haven’t focused enough, and your goals are not adding value. Could one team member think a goal is achieved and another one completely disagree? Then your goal isn’t specific enough. (By contrast, if everyone feels it’s mostly successful but the assessments range from 60–80 percent done, who cares?) Can you imagine a scenario where the goal is achieved but you’re still dissatisfied with where you ended up? Then your goal isn’t specific enough, or an aspect is missing. Could you be successful without achieving the goal? Then your goal is overly specific, and you should rethink how to define success.

1. Linus Malthus "Winning is just the snow that came down yesterday"   Founder of total football. Tactical revolutionary who created the foundation of modern football  저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 [경영항목] 엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜등많은제품판매하고있습니다 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. 제품효과 못보실 그럴일은 없지만 만의하나 효과못보시면 저희가 1차재발송과 2차 환불까지 약속합니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 The only winner in the international major tournament, Holland, the best soccer line of football 2. Sir Alex Ferguson Mr.Man Utd   The Red Boss The best director in soccer history (most of the past soccer coach rankings are the top picks) It is the most obvious that shows how important the director is in football.   Manchester United's 27-year-old championship, the spiritual stake of all United players and fans, Manchester United itself 3. Theme Mourinho "I do not pretend to be arrogant, because I'm all true, I am a European champion, I am not one of the cunning bosses around, I think I am Special One." The Special One The cost of counterattack after a player Charming world with charisma and poetry The director who has the most violent career of soccer directors 4. Pep Guardiola A man who achieved the world's first and only six treasures beyond treble. Make a team with a page of football history 5. Ottmar Hitzfeld Borussia Dortmund and Bayern are the best directors in Munich history. Legendary former football manager of Germany Sir Alex Ferguson's rival

Second, most of the officers in this study did not have experience as tactical officers, and the teams they formed had very limited practice time together. It is possible that, with practice and experience, the effects of a threat on the performance of the dumps observed here can be overcome. This is the essence of the habituation findings in the orienting response literature (Sokolov et al., 2002). A SWAT team that regularly practices may be able to overcome the natural tendency to orient on a threat and cover their respective areas, producing exposure times that are consistent with those produced by the slice (many SWAT officers that we have spoken to insist that this is the case); however, we would like to point out that this means conducting training specifically to overcome a natural instinct, and this process is likely to take considerable effort and time. In the case of patrol officers, who are likely to be the first on the scene during an active shooter event, the officers are unlikely to receive the amount of training that is needed to overcome these natural instincts. With these caveats in mind, we think it is clear that the slice is a better style of entry to teach to patrol officers during active shooter training. The structure of the slice does not attempt to overcome the officer’s natural tendencies. It allows these tactically less-experienced officers to deal with the problem in smaller pieces and provides the officers with more time to think through the situation. For these reasons, the specific entries tested in the other studies presented in this book are conducted using a slice style.

A good campaign usually deploys multiple tactics: paid media (TV ads, digital ads, radio ads, print ads), earned media (which is just jargon for public relations), opposition research (a euphemism for digging up dirt on someone), field (canvassing, door knocking, flyers, lit drops, posters, phone calls), lobbying (personal connections in one way or another), and today, perhaps more than anything else, social media. We went at it on every front. I convened a meeting of our senior team every morning at 8 a.m. to discuss what we could to do to drive Anthony from the race. Here’s the best of what we did: Earned media: I kicked things off by saying, on the front page of the New York Times, that if Anthony ran, I’d add an extra $20 million to our campaign budget to ensure that we destroyed his reputation so thoroughly, he’d never be able to run for anything ever again. In retrospect, the threat probably landed harder than I realized because Anthony was already starting to self-destruct. (It wasn’t like what he got caught doing on Twitter didn’t exist in other, pre-Twitter formats before then.) We started exactly where anyone would when it comes to Anthony Weiner: sex. In his time as a member of the House, Anthony had passed all of one bill. And that one illustrious piece of legislation was to give more visas to models. Yep, protecting the rights of hot women was Anthony’s sole achievement in office. That was a good point to make but not an exposé in and of itself. But then our research team noticed something: Anthony had also received campaign contributions from many of the models who received highly coveted H1B visas. Not only was this pay-to-play (give contributions, get government favors), it was illegal.

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

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

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

the sheer tactical complexity of special operations almost guarantees that at least one critical variable will come loose between planning and execution.

• The key point of this chapter is not just the idea of getting the right people on the team. The key point is that “who” questions come before “what” decisions—before vision, before strategy, before organization structure, before tactics. First who, then what—as a rigorous discipline, consistently applied.

Gerard van der Lem, Van Gaal’s right-hand man at Ajax and Barcelona, explains: ‘The main principle was possession of the ball. We trained on this endlessly. In some European Cup and Dutch League games we had seventy per cent ball possession. Seventy per cent! You need a lot of technical skills to do that. We almost always had the ball and we were always trying to find solutions. People think our system was rigid, but it was not. It could not be rigid. We could play with three strikers, or with three in midfield, with or without a shadow spits [striker]; whatever you like. The thing was to understand what consequences these formations have for the team. The players must be tactically very skilful and they have to be thinking spatially in advance. When we won the European Cup, everything fitted. Everything fell like a puzzle. Every player knew the qualities of his fellow players. Each player knew how to play a ball to his fellow players. In defence, they knew exactly how to press. They all knew the distances… Yeah, it was like solving a puzzle.

We didn’t need everybody to follow every single operation in real time (something just as impossible as building lifelong friendships with seven thousand people). We needed to enable a team operating in an interdependent environment to understand the butterfly-effect ramifications of their work and make them aware of the other teams with whom they would have to cooperate in order to achieve strategic—not just tactical—success.

Sarcasm duly noted. What happened? You were fine this morning.” Camille hated to see her sister in obvious pain. It had been four years since she shattered her kneecap during a practice session for the Olympic volleyball team. Their world had been rocked and almost destroyed, along with their relationship. Without their parents around, Camille had taken onto her shoulders the role of mothering her sister, something Paige had not enjoyed. It had been a tenuous rebuild for them, but they were slowly getting there. Needless to say, though, Paige still did not like Camille’s mothering tactics. “I’m fine. It’s just a little stiff.” “But

the boss used to tell him before every big game that nobody could live with him, nobody could get near him, he was the best. We knew he wasn’t, but he believed it and he’d go out on the pitch and destroy teams.

When the fight starts you do not have time to stop and think about the fundamentals.” ~Chet Richards, Certain to Win 1   Chet Richards wrote an interesting piece “Developing the Touch”, in which he asks the question, if Fingerspitzengefühl (fingertip feel) can be taught, why do so few people have it? He goes on to make two key points: First, Fingerspitzengefühl is a skill, so although most people can get better at it, some are going to get a lot better. Second, it’s a strange kind of skill, not for performing complicated or even dangerous tasks mystically well, but for sensing what is going on among groups of people in conflict and then influencing what happens.2 Chet’s points got me to thinking about, why is it we in law enforcement often times have difficulty applying what we know to a given situation? How do we get better at it? The answer lies in creating and nurturing our abilities in “Operational Art” taking what you know and being able to apply it to a given set of circumstances to affect your strategy and to bring an end to a potentially violent occurrence using appropriate tactics. To do this takes awareness, discipline, adaptability, skill development and strength of character to focus our efforts on the task at hand to meet our overall intent. You cannot learn this by sitting in some training class listening to an instructor give you a checklist formula on how to solve a particular set of problems. As Chet states: The first problem in learning Fingerspitzengefühl is that you can’t learn it by yourself. You have to have at least two groups of people to practice with — your team and some opponents.2 Our training must involve interaction with an adversary, red teaming comes to mind. Red Teaming is an approach to understanding our adversary and the methods they use. To develop a fingertip feel and maneuver we must possess numerous skills and be able to apply those skills individually and collectively if we are to be as effective as we need to be, to win

Take a moment and read that again…do you believe it? If work is a team sport, then you are dependent upon others for your success. You cannot perform at a high level alone. However, in many organizations a “hero mentality” abounds in which individuals wait to step in and save the day. In those organizations, I tend to see a short-term focus in which firefighting becomes the norm and long-range fire prevention is overlooked. In extreme situations, it's not just firefighting that occurs, but arson, where individuals actually create a crisis in order to be the hero. Those who save the day are then rewarded with other “problem areas to fix” or other recognition that serves to perpetuate the individual mindset. A culture of silos and barriers to collective success abounds! …short-term focus where firefighting becomes the norm and fire prevention tactics are overlooked. In extreme situations it's not just firefighting…it's arson. While this solo mindset may deliver results in the short term, burnout occurs when the self-imposed demands become too great. Team members may become complacent, sitting back and saying to themselves, “Why bother? She will just do it herself anyway.

By patient and determined exploitation and maneuvering of these positions, the Agency is able to get key men into places where they are ready for the time when the ST wishes to pull the strings to have a certain man made the alternate, or to designate someone for a role such as that of the NSC 5412/2 Special Group. This is intricate and long-range work but it pays off, and the ST is adept at the use of these tactics. Of course, there are many variations of the ways in which this can be done. The main thing is that it is done skillfully and under the heavy veil of secrecy. Many key CIA career men have served in such slots as agents operating within the United States Government. There is no question about the fact that some of these agents have been the most influential and productive agents in the CIA, and there is no doubt that the security measures utilized to cover these agents within our own government have been heavier than those used between the United States and other governments.

Mike, you ready?” he said. The coliseum-like, bowl-shaped CompStat conference room behind him was a pen pusher’s paradise, I knew. It was a place where innovative computer-model formats were used to illuminate detailed processes that were compared for effectiveness of indices of performance before implementations of flexible tactics to achieve the development of comprehensive solutions were discussed in a team-building environment. In plain English, it was a bureaucratic version of hell on earth.

I asked a senior IAC leader, “Who manages your social media sites and bulk texting?” “We have some teams helping us,” he replied, without elaborating. Later, a Congress leader complained bitterly to me that a “foreign hand” was involved.

The “foreign hand” was Avaaz.org, an organisation that promotes pro-democracy movements through the Internet, social media, phones and sometimes with the help of citizen journalists. Avaaz was co-founded in 2007 by Res Publica, a global civic advocacy group, and Moveon.org, an online community for Internet advocacy in the US. The founding team had social entrepreneurs from six countries, including president and executive director Ricken Patel, Tom Perriello, Tom Pravda, Eli Pariser, Andrea Woodhouse, Jeremy Heimans, and David Madden. By 2011, Avaaz had run a total of 750 pro-democracy campaigns worldwide. Widely regarded as the largest global political web movement in history, Avaaz’s website is blocked in China and Iran.

In fact, the BJP had in place teams that worked as command and control centres for trolls who were thrown instructions every time a Rahul speech or a Sonia remark started trending.

The ability to solve emerging problems, both those day to day issues that we encounter in normal work, and those complex emergencies that hit us without warning, are pivotal to our personal and organizational survival in difficult economic times. Tactical Decision Games are short, pointed exercises to increase the speed and maturity of problem solving. Used regularly and thoughtfully, tactical Decision Games will train individuals and teams to shorten the time needed to recognize and successfully overcome emergent problems of any type.

Over time, one of this engine's most potent impacts is in prioritizing investments for customer-driven growth by shifting the annual planning process. Instead of starting with the silos, leaders start with the customers' lives, identify priorities, and then determine collectively the investments to improve them to earn the right to growth. Without alignment among your executive team to regularly review the customer journey that this engine affords, investments are not fully optimized. Tactical actions are budgeted and implemented by silo, but complete customer experiences that drive growth are not improved. Rinse and repeat.

The coliseum-like, bowl-shaped CompStat conference room behind him was a pen pusher’s paradise, I knew. It was a place where innovative computer-model formats were used to illuminate detailed processes that were compared for effectiveness of indices of performance before implementations of flexible tactics to achieve the development of comprehensive solutions were discussed in a team-building environment. In plain English, it was a bureaucratic version of hell on earth.

Here are some strategies and tactics we use to find actual struggling moments when interviewing: Start by interviewing people who have purchased and used our client’s product or a product similar to it. Interview in teams of 2. That way, while you’re jotting down a note or thinking about a response, your interview partner can jump in and keep things moving. Ask them actual questions about their struggles. For example, start with, “Take me back to the last time you did your taxes.” Then, like a cameraman, inspect that moment from all angles until you find the story. Then move on to the next point in their journey, looking for the struggle. Avoid assumptions. We may think that a person is doing their taxes while sitting at home, when in fact, it’s the week before taxes are due, they’re on a cramped airplane that’s about to land, and they’re desperately trying to finish before the steward comes by and tells them to close their laptop.

Less amusing was an interview in which Billy Shaheen, the co-chair of Clinton’s campaign in New Hampshire, suggested to a reporter that my self-disclosed prior drug use would prove fatal in a matchup against the Republican nominee. I didn’t consider the general question of my youthful indiscretions out of bounds, but Shaheen went a bit further, implying that perhaps I had dealt drugs as well. The interview set off a furor, and Shaheen quickly resigned from his post. All this happened just ahead of our final debate in Iowa. That morning, both Hillary and I were in Washington for a Senate vote. When my team and I got to the airport for the flight to Des Moines, Hillary’s chartered plane turned out to be parked right next to ours. Before takeoff, Huma Abedin, Hillary’s aide, found Reggie and let him know that the senator was hoping to speak to me. I met Hillary on the tarmac, Reggie and Huma hovering a few paces away. Hillary apologized for Shaheen. I thanked her and then suggested we both do a better job of reining in our surrogates. At this, Hillary got agitated, her voice sharpening as she claimed that my team was routinely engaging in unfair attacks, distortions, and underhanded tactics. My efforts at lowering the temperature were unsuccessful, and the conversation ended abruptly, with her still visibly angry as she boarded her plane.

The best teams employ constant analysis of their tactics and measure their effectiveness so that they can adapt their methods and implement lessons learned for future missions.

Threatening to move a team unless the public pays up has become a finely developed enterprise. Arranging to collect this legal loot employs lobbyists, economists, and marketing firms, all charging hefty fees for their help in digging into the pockets of taxpayers. When Modell was playing Cleveland off against Baltimore, Betty Montgomery, then the Ohio attorney general, came up with a one-word description of this tactic: blackmail.

Services Provided by TRIRID Welcome to TRIRID. Services Provided By TRIRID Mobile Application Development Web Application Development Custom Software Development Database Management Wordpress / PHP Search Engine Optimization Mobile Application Development We offer various Mobile Application Development services for most major platforms like Android, iPhone, .Net etc. At Tririd we develop customized applications considering the industry standards which meet all the customers requirements. Web Application Development Web Application Development technologies include PHP, Ajax, .Net, WordPress, HTML, JavaScript, Bootstrap, Joomla, etc. PHP language is considered one of the most popular & most widely accepted open source web development technology. PHP development is gaining ground in the technology market. Web development using these technologies is considered to offer the most efficient website solutions. The open source based products and tools are regularly studied, used, implemented and deployed by TRIRID. Custom Software Development TRIRID has incredible mastery in Windows Apps Development platform working on the .NET framework. We have done bunch of work for some companies and helping them to migrate to a new generation windows based solution. We at TRIRID absolutely comprehend your custom needs necessities and work in giving high caliber and adaptable web API services for your web presence. TRIRID offers a range of utility software packages to meet and assortment of correspondence needs while including peripherals. We offer development for utility software like plugin play, temperature controller observation or embedding solutions. Database Management In any organization data is the main foundation of information, knowledge and ultimately the wisdom for correct decisions and actions. On the off chance that the data is important, finished, exact, auspicious, steady, significant and usable, at that point it will doubtlessly help in the development of the organization If not, it can turn out to be a useless and even harmful resource. Our team of database experts analyse your database and find out what causes the performance issues and then either suggest or settle the arrangement ourselves. We provide optimization for fast processing better memory management and data security. Wordpress / PHP WordPress, based on MySQL and PHP, is an open source content management system and blogging tool. TRIRID have years of experience in offering different Web design and Web development solutions to our clients and we specialize in WordPress website development. Our capable team of WordPress designers offers all the essential services backed by the stat-of-the-art technology tools. PHP is perhaps the most effective and powerful programming language used to create dynamic sites and applications. TRIRID has extensive knowledge and experience of giving web developing services using this popular programming language. Search Engine Optimization SEO stands for search engine optimization. Search engine optimization is a methodology of strategies, techniques and tactics used to increase the amount of visitors to a website by obtaining a high-ranking placement in the search results page of a search engine (SERP) — including Google, Bing, Yahoo and other search engines. Call now 8980010210

Another famous and controversial tactic—often called “rank-and-yank”—forced managers to come up with an annual ranking of the performance of their workers. The bottom 10 percent would be put on notice, and if they didn’t improve, they were fired. The constant pressure from this kind of tactic only added to employee tension. Rank-and-yank worked well for GE’s acquisitions, providing a formula for trimming fat and squeezing profits out of the operations. But some managers didn’t see it as helpful, especially after it had been used for a few years and some competent employees were ending up in the bottom 10 percent. You can trim fat only for so long. Also, some thought that the policy made workers fight each other for survival and inhibited managers’ ability to bring their workers together to operate as a team for the good of the company. One manager tried to subvert the system by putting an employee who’d recently died in the bottom 10 percent of the ranking list in order to save another employee’s job.

we made a practice of publicizing internally the top ten and bottom ten performers on HOS. Leaders and teams liked placing in the top ten, but they absolutely detested being publicly identified as a bottom-ten performer. This tactic helped generate a sense of urgency around HOS, raising performance across the entire organization. In fact, I recommend using this tactic whenever you’re trying to change anything in an organization.

In addition to simply supplying data and insights to existing business units, many of the top-performing companies create a dedicated growth team, which combines marketing, product, and engineering to drive and coordinate the response to these insights. Most companies, even in the highly competitive world of the consumer Internet, still think it’s sufficient to conduct a lot of A/B tests and iterate accordingly. This is an effective tactic but poor strategy, since local optimizations do not necessarily lead to a globally optimal result. A dedicated growth team can look at the big picture and see how product and marketing decisions interact to produce (or not produce) the desired results.

Unlike Millstein, the teams from Oaktree and Appaloosa believed there were higher stakes at play. Private equity firms, they believed—best exemplified by Apollo—had become far too abusive of creditors, wielding legal documents and hardball negotiating tactics as swords to take value from loan and bondholders that simply did not belong to them. To Oaktree and Appaloosa, nothing less than the sanctity of the US capital markets was at stake in this room. The

if there really is no way you can win, you never say it out loud. You assess why, change strategy, adjust tactics, and keep fighting and pushing till either you’ve gotten a better outcome or you’ve died. Either way, you never quit when your country needs you to succeed. As Team 5 was shutting down the workup and loading up its gear, our task unit’s leadership flew to Ramadi to do what we call a predeployment site survey. Lieutenant Commander Thomas went, and so did both of our platoon officers in charge. It was quite an adventure. They were shot at every day. They were hit by IEDs. When they came home, Lieutenant Commander Thomas got us together in the briefing room and laid out the details. The general reaction from the team was, “Get ready, kids. This is gonna be one hell of a ride.” I remember sitting around the team room talking about it. Morgan had a big smile on his face. Elliott Miller, too, all 240 pounds of him, looked happy. Even Mr. Fantastic seemed at peace and relaxed, in that sober, senior chief way. We turned over in our minds the hard realities of the city. Only a couple weeks from now we would be calling Ramadi home. For six or seven months we’d be living in a hornet’s nest, picking up where Team 3 had left off. It was time for us to roll. In late September, Al Qaeda’s barbaric way of dealing with the local population was stirring some of Iraq’s Sunni tribal leaders to come over to our side. (Stuff like punishing cigarette smokers by cutting off their fingers—can you blame locals for wanting those crazies gone?) Standing up for their own people posed a serious risk, but it was easier to justify when you had five thousand American military personnel backing you up. That’ll boost your courage, for sure. We were putting that vise grip on that city, infiltrating it, and setting up shop, block by block, house by house, inch by inch. On September 29, a Team 3 platoon set out on foot from a combat outpost named Eagle’s Nest on the final operation of their six-month deployment. Located in the dangerous Ma’laab district, it wasn’t much more than a perimeter of concrete walls and concertina wire bundling up a block of residential homes. COP Eagle’s

Michael Meoli was a Navy SEAL Command Fitness Leader as well as a civilian ACE/ACSM Personal Trainer. He retired in 2013 as a Navy SEAL Operator Chief and Advanced Tactical Practitioner. Until 2018, he was a paramedic and firefighter, serving as a certified tactical paramedic for the San Diego Police Department SWAT team and with San Diego Fire Rescue. Mr. Meoli is an EMT-P, NAEMT-AF, and TP-C.

In the early days of the company, Jeff Bezos heard a comment in a meeting that irked him. Without saying anything, he suddenly jumped from his chair and left the room. His colleagues were baffled. When he returned, he brought an empty chair into the room, which he rolled right up to the table. He told the group that they weren’t thinking about things from the customer perspective and that this empty chair would now represent the customer. In every meeting thereafter, Bezos insisted on reserving an empty chair at the table so his teams would consider the customer in every key decision. This is a brilliant tactic, and it’s obviously proved incredibly successful for Amazon.

Meeting #3:The Monthly Strategic This is the most interesting and in many ways the most important type of meeting any team has. It is also the most fun. It is where executives wrestle with, analyze, debate, and decide upon critical issues (but only a few) that will affect the business in fundamental ways. Monthly Strategic meetings allow executives to dive into a given topic or two without the distractions of deadlines and tactical concerns.

My preference is that the manager is the person who is the bellwether for vision because that’s their job for the group. It’s not just that you know what the team needs, it’s that vision defines career path and you need to know, as early as possible, what it’s going to take to keep a future hire engaged. A strategic isn’t going to be with your team long because you simply don’t move fast enough, whereas a tactical is going to be happy as long as you keep the work relevant and constant.

Guantánamo was like a small piece of fabric woven together with threads from all over the world. We came from different backgrounds, but together we made something unique, a rare opportunity to encounter so many different experiences and perspectives. Living with others for the first time, I wanted to learn more than how to endure the physical pain of hunger strikes, strategies to fend off an IRF team, and tactics to survive hours of stress positions.

The Americans didn’t know it yet, however, but that win over Colombia was serendipitous in an unexpected way. Yellow cards given to both Lauren Holiday (née Cheney) and Megan Rapinoe meant that Jill Ellis would be forced to change her tactics. The team was about to fix all of its midfield problems. A blessing in disguise was about to save the USA’s World Cup. It was about to unleash Carli Lloyd. Up to that point in the tournament, Lloyd had been asked to play alongside Lauren Holiday in an ill-defined central midfield partnership. Neither one of them was a defensive midfielder, and neither one of them was an attacking midfielder. They were expected to split those duties between them on the fly. That not only led to gaping holes and poor positioning in the midfield, but it restrained Lloyd, who throughout her career was best as a pure attacking player who could push forward without restraint.

They can even end up pitting coworkers against one another, accidentally promoting behaviors that undermine the progress of the group as a whole. One of my favorite examples comes from the heady days of America Online (AOL). The company would routinely send out CDs in an attempt to get people to sign up for its product. One group within the company, responsible for acquisitions, was given financial incentives for hitting subscription goals. And so all tactics were designed to do just that: sign people up. There were offers of 100 free hours in the first month, which became 250 free hours, then even 700 hours. I remember when the offer got to 1,000 free hours, as long as they were used in the first 45 days (which left 1.7 hours of sleep per night for anyone who could take advantage of the promotion). It worked. Whatever tactics the acquisition group members developed were designed to do one thing and one thing only—maximize their bonus. The problem was there was another group responsible for retention; they had to find ways to get all the people who had canceled their subscriptions to come back. By creating a system in which each group was preoccupied with its own metrics without concern for anyone else’s or even what would serve the company best, the leaders of AOL had effectively incentivized their people to find ways to cost the company more money.

That never-say-die mentality, Sundhage says, was something she found in the American players when she took over as the USA coach. She certainly didn’t teach it to them. “In Sweden, we talk about attacking, defending, positioning, this and that,” Sundhage says. “I think we are fairly smart when it comes to tactics. But here, the Americans have another component: They just go for it.” Marta was once asked by a reporter why the Americans were so hard to beat. She pointed to her head, and the reporter thought she was saying they had a strong aerial presence. “No, no,” Marta interjected. “It’s the mentality.” * * * After that dramatic thriller versus Brazil, the Americans had still only advanced to the semifinal.

There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.

Lead. Step up. Be the one who people look to. Absorb the impact—and the negativity. Draw fire—yes: Draw fire. That’s when a member of a platoon—for tactical reasons—steps into the open to draw enemy fire; maybe to give another part of the team a chance to move; maybe to distract the enemy; maybe to help the platoon locate the enemy. But that’s what I say: Draw fire. Bring that pain to me— I can handle it when others cannot. When bad things are happening—I will be the one good thing—standing tall—that can be relied upon. I will bolster those around me. And the positive attitude will spread. And we will fight. And in fighting, we will win. If not the battle and if not the war—we will win: Because our spirit will never surrender. And that is the ultimate victory: To hold your head high, and—even in the face of inescapable defeat— To Stand and Fight.

To begin the discussion of the Tipping Point, I’ll start with a prominent strategy, “Invite-Only,” that is often used to suck in a large network through viral growth. Another method to tip over a market is with a “Come for the Tool, Stay for the Network” strategy. Take Dropbox, for instance, which is initially adopted by many people for file backup and keeping files synced up between work and home computers—this is the tool. But eventually, a more advanced and stickier use case emerges to share folders with colleagues—this is the network. And if that doesn’t work, some products can always just spend money to build out their network, with a strategy of just “Paying Up for Launch.” For many networked products that touch transactions like marketplaces, teams can just subsidize demand and spend millions to stimulate activity, whether that’s in paying content creators for your social network, or subsidizing driver earnings in rideshare. If the hard side of the network isn’t yet activated, a team can just fill in their gaps themselves, using the technique of “Flintstoning”—as Reddit did, submitting links and content until eventually adding automation and community features for scale. In the end, all of these strategies require enormous creativity. And to close out the Tipping Point section of the book, I introduce Uber’s core ethos of “Always Be Hustlin’”—describing the creativity and decentralized set of teams, all with its own strategies that were localized to each region. Sometimes adding the fifth or one hundredth network requires creativity, product engagements, and tactical changes. In the goal of reaching the Tipping Point, teams must be fluid to build out a broad network of networks.

We are promoting building a better business, increasing shareholder value, enhancing the business’s competitive position through securing a lower cost base, and ensuring we have a capable supplier portfolio. Further, through a skilled procurement team, we can strengthen the business through excellence in contract management discipline, supply chain assurance and align our supply base with the company’s strategic goals, be they technologically based or meet sustainability objectives. What’s not to get excited about that? The CEO’s door will always be open to hear these types of discussions.

Procurement, though, cannot move to a high achieving team acting alone, but if the will, desire, drive and commitment are there, it will succeed. It will require passionate and committed leadership. What this book describes and provides readers is how to progress to this aspiration and subscribe to the following value proposition, “Procurement is the key and respected organisation resource that secures goods, services and materials to the organisation aligned with key business performance metrics, strategic objectives, priorities and values. It is the primary commercial team in the business.

It’s often easy to make a decision, but it can be much harder to get your team to invest emotionally in that decision.

My friend Jimmy Warcloud told me I should take a walk and make friends with my fear because my fear would always be there, we might as well get along.” “Interesting.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

Feed back often, good and bad: Get into the habit of providing feedback regularly, so you both get used to it. You are on the same team: Check your feedback style and assumptions. Are you being adversarial or collaborative? Address the method, not the madness: Don’t use feedback to try and fix aspects of his character. That attacks a person’s sense of self-worth. Stick to tactics, knowledge, tips, and work routines. Disrupt patterns of generalities: Vague and evasive language can undermine feedback; learn to spot and challenge it. Offer suggestions instead of criticising: Instead of using the feedback sandwich to sweeten criticism, make a suggestion and offer two reasons why it might work. Everything is feedback: You’re always communicating, so take control and give the feedback you have chosen to give.

Jack the Giant Slayer needs to be cunning. He needs to be able to analyse giants and detect their weakness and vulnerabilities. He must work out his giant-killing tactics. The holy grail for the giant slayers is the mind. The giants can control the body. They can get the physically best players. What they can’t get is the mentally best players, i.e. the most resilient, robust, fastest-thinking, the best leaders, the most composed, and so on. That’s because they can see the body and not the mind. What they can’t see, they are much shakier on. That’s where small teams have so much scope. Their task is to find mentally better players, more consistent, more able to work in a team, more able to cope with changing circumstances. The sky’s the limit for mental footballers versus physical footballers. It’s time for mental Moneyball, for psychological football – for Sun Tzu and Clausewitz footballers. Jack can outsmart the giants. They’re very big and very rich, but not very smart. It’s time to bring them down and take control of the golden goose. Come on guys, let’s get this revolution started. Let’s beat the odds. It’s time for our day in the sun, lifting the big trophy!

Moreover, better-informed people make higher-quality decisions, and can deliver better, more detailed feedback on the presenting teams’ tactical and strategic plans.

Michael Meoli, EMT-P, TP-C, NAEMT-AF, is the CEO of Tactical Rescue Options. The company provides instruction, direct support, and consultation throughout the country and beyond. He retired as a firefighter and paramedic in 2018 from the San Diego Fire Rescue. He was a certified tactical paramedic for San Diego Police Department SWAT as well as other government teams. Mr. Meoli has his teaching credentials in the state of California.

Tactics are not the same as strategy. Your strategy is what you plan to do over the entire season. Your tactics are what you do to get you there in the course of an individual game. To fulfill your strategy, you must get your tactics right; and your tactics must always fit your team and your opponent.

What’s fascinating is that most guards in the Stanford Prison Experiment remained hesitant to apply ‘tough’ tactics at all, even under mounting pressure. Two-thirds refused to take part in the sadistic games. One-third treated the prisoners with kindness, to Zimbardo and his team’s frustration. One of the guards resigned the Sunday before the experiment started, saying he couldn’t go along with the instructions. Most of the subjects stuck it out because Zimbardo paid well. They earned $15 a day–equivalent to about $100 now–but didn’t get the money until afterwards. Guards and prisoners alike feared that if they didn’t play along in Zimbardo’s dramatic production, they wouldn’t get paid. But money was not enough incentive for one prisoner, who got so fed up after the first day that he wanted to quit. This was prisoner number 8612, twenty-two-year-old Douglas Korpi, who broke down on day two (‘I mean, Jesus Christ […] I just can’t take it anymore!’21). His breakdown would feature in all the documentaries and become the most famous recording from the whole Stanford Prison Experiment. A journalist looked him up in the summer of 2017.22 Korpi told him the breakdown had been faked–play-acted from start to finish. Not that he’d ever made a secret of this. In fact, he told several people after the experiment ended: Zimbardo, for example, who ignored him, and a documentary filmmaker, who edited it out of his movie.

Three gods in tactical armor burst into the cave. They all wore helmets, infrared goggles, jackboots, and full Kevlar body armor with the letters GRRM across the chest. I might have mistaken them for a regular SWAT team except for the excessive facial hair and the non-standard-issue weapons. Thor stormed in first, holding his iron staff like a rifle, pointing it in every direction. “Check your corners!” he yelled.

During their brief history the newly formed Special Operations Forces had already achieved a notable record, but they had yet to tackle a major rescue of the magnitude of the Lady Flamborough hijacking. The orphan child of the Pentagon, the Special Operations Forces were not molded into a single command until the fall of 1989. At that time the Army's Delta Force, whose fighters were drawn from the elite Ranger and Green Beret units and a secret aviation unit known as Task Force 160, merged with the top-of-the-line Navy SEAL Team Six and the Air Force's Special Operations Wing. The unified forces cut across service rivalries and boundaries and became a separate command, numbering twelve thousand men, headquartered at a tightly restricted base in southeast Virginia. The crack fighters were heavily trained in guerrilla tactics, parachuting, wilderness survival and scuba diving, with special emphasis on storming buildings, ships and aircraft for rescue missions.

Bears owner George Halas had come up with this tactic as he reviewed his old playbooks from the 1930s, essentially turning Bill George into a middle guard and creating a blitz package that this shotgun team couldn’t stop. With a few exceptions, the San Francisco shotgun died on October 22, 1961. Hickey used it a few times after that, but he did not develop it further as a schematic concept that could aid his offense. It would take years for the shotgun to return to the NFL and even more time before it was taken seriously.

When I reported to SEAL Team One after completing Basic Underwater Demolition / SEAL Training (BUD/S), there was no leadership course. New SEALs were issued no books or materials of any kind on the subject. We were expected to learn to lead the way SEALs had learned for our entire existence—through OJT, or on-the-job training.

What Makes a Good Commander? “The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . . . “We put these guys through very realistic and challenging training, to say the least. If there are any guys who went through training when I was running it, right now they’re chuckling because it was very realistic. In fact, it was borderline psychotic. We put so much pressure on these guys and overwhelmed them. A good leader would come back and say [something like one of the following], ‘I lost it, I didn’t control it. I didn’t do a good job. I didn’t see what was happening. I got too absorbed in this little tiny tactical situation that was right in front of me.’ Either they’d make those criticisms about themselves, or they’d ask, ‘What did I do wrong?’ And when you told them, they’d nod their head, pull out their notebook, and take notes. That right there, that’s a guy who’s going to make it, who’s going to get it right. The arrogant guys, who lacked humility, they couldn’t take criticism from others—and couldn’t even do an honest self-assessment because they thought they already knew everything. Stay humble or get humbled.

On Creating a “Red Team” STAN: “The concept of ‘red team’ is designed to test a plan. What happens is, as you develop a plan—you’ve got a problem and you develop a way to solve that problem—you fall in love with it. You start to dismiss the shortcomings of it, simply because, I think, that’s the way the mind works. . . . Sometimes you’re actually skipping over real challenges to it, or vulnerabilities in it, because you just want it to work. As we describe it, sometimes a plan can end up being a string of miracles, and that’s not a real solid plan. So red teaming is: You take people who aren’t wedded to the plan and [ask them,] ‘How would you disrupt this plan or how would you defeat this plan?’ If you have a very thoughtful red team, you’ll produce stunning results.

ESU lieutenant Steve Reno has the tactical lead. Commander Will Matthews, our team commander, has the final word.

When subordinates aren’t doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. They must first look in the mirror at themselves. The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

The fact is, people aren’t going to give their all unless their leaders drop fear-based tactics and display caring behaviors: being transparent and fair, listening, admitting their own mistakes, and acting in the team’s best interests.

With my leaders running their teams and handling the tactical decisions, it made my job much easier by enabling me to focus on the bigger picture.

Let’s say an enterprise wants to develop a three-year strategic plan to double market share, from 5% to 10%. Each person engaged in the planning imagines holding up a newspaper whose headline reads “Company X Has Doubled Its Market Share over the Past Three Years.” The team leader now asks them to identify the reasons they got there, what events occurred, what decisions were made, what went their way to get the enterprise to capture that market share. This enables the company to better identify strategies, tactics, and actions that need to be implemented to get to the goal. It also allows it to identify when the goal needs to be tweaked. Backcasting makes it possible to identify when there are low-probability events that must occur to reach the goal. That could lead to developing strategies to increase the chances those events occur or to recognizing the goal is too ambitious. The company can also make precommitments to a plan developed through backcasting, including responses to developments that can interfere with reaching the goal and identifying inflection points for re-evaluating the plan as the future unfolds.

if a person should be in your life they will just fit into a spot. You won’t have to figure out how to make them room.

While we are often willing to spend time reading the Bible, praying, or participating in church programs and services, few of us recognize the importance of becoming good Christian case makers. Prosecutors are successful when they master the facts of the case and then learn how to navigate and respond to the tactics of the defense team. Christians need to learn from that model as well. We need to master the facts and evidence supporting the claims of Christianity and anticipate the tactics of those who oppose us. This kind of preparation is a form of worship. When we devote ourselves to this rational preparation and study, we are worshipping God with our mind, the very thing He has called us to do (Matt. 22:37). Section 2 Examine the Evidence Applying the principles of investigation to the claims of the New Testament

Every maxi-yacht owner is rich. What set Sayonara apart from its peers was the quality of the crew, the way its members had learned to work together, and Ellison’s ability to retain them race after race. To some extent it was self-perpetuating: everyone likes being on the winning team. But the real key to Sayonara’s success lay in the degree to which its crewmen specialized in their jobs. On many boats, decisions about tactics and the trim of a sail are second-guessed as a matter of course. Second-guessing on Sayonara was unusual. Ellison had come to appreciate the skill of his crew, and he rarely overruled them.

Every tactical-level team leader must understand not just what to do but why they are doing it.