Team Achievement Quotes

The elegance under pressure is the result of fearlessness.

If you always do what you've always done, you'll always get what you always got.

Building an employee team or employee tribe is a little time consuming which requires little effort but in the long process of achieving business growth, it’s totally worth it.

Great leaders help in building teams that work as one entity, trying to achieve the same common goal.

It is a healthy approach not to expect persons to turn out precisely how you would have wished.

With an enthusiastic team you can achieve almost anything.

Christian life isn’t a one-person race. It’s a relay. You are not alone; you’re part of a team assembled by our unstoppable God to achieve his eternal purposes.

A team that is not focused on results ... • Stagnates/fails to grow • Rarely defeats competitors • Loses achievement-oriented employees

A board of directors, in many ways, is akin to a well-rounded football team. While individual talent is important, true success comes from a complementary mix of skills and expertise that work together seamlessly to achieve a common goal.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine.

Great things in business are never done by one person,They are done by a team of people

Nobody achieves anything great by giving the minimum. No teams win championships without making sacrifices and giving their best.

Oh, he’s joining the team,” Dean declares. “I don’t care if I have to suck his dick to get him to agree to it.” Laughter breaks out all around him. “Sucking dick now, are we?” I ask pleasantly. An evil gleam lights his eyes. “You know what? I won’t just suck it,” he says slowly. “I’ll suck him off. You know, give him an orgasm.” The other guys exchange mystified looks, but Dean’s mocking look tells me exactly where he’s going with this. Jackass. “I’m not sure if you all know this, but an orgasm is the point of completion in the pleasure process.” Dean gives me an innocent smile. “Men and women achieve it in different ways. For example, when a woman reaches completion, she might moan or gasp or—

The strength of every individual is the grace for great work.

This is the crux of management: It is the belief that a team of people can achieve more than a single person going it alone. It is the realization that you don’t have to do everything yourself, be the best at everything yourself, or even know how to do everything yourself. Your job, as a manager, is to get better outcomes from a group of people working together.

With malice toward none; with charity for all; with firmness in the right, as God gives us to see the right, let us strive on to finish the work we are in; to bind up the nation’s wounds; to care for him who shall have borne the battle, and for his widow, and his orphan—to do all which may achieve and cherish a just, and a lasting peace, among ourselves, and with all nations.

When efforts that are wisely executed, the situation and condition don't affect the performance.

Absurdly, I haven't yet got around to saying that football is a wonderful sport, but of course it is. Goals have a rarity value that points and runs and sets do not, and so there will always be that thrill, the thrill of seeing someone do something that can only be done three or four times in a whole game if you are lucky, not at all if you are not. And I love the pace of it, its lack of formula; and I love the way that small men can destroy big men … in a way that they can’t in other contact sports, and the way that t he best team does not necessarily win. And there’s the athleticism …, and the way that strength and intelligence have to combine. It allows players to look beautiful and balletic in a way that some sports do not: a perfectly-timed diving header, or a perfectly-struck volley, allow the body to achieve a poise and grace that some sportsmen can never exhibit.

For the person trying to do everything alone, the game really is over. If you want to do something big, you must link up with others. One is too small a number to achieve greatness. That’s the Law of Significance.

We’ve all heard the usual examples: Michael Jordan cut from his high school basketball team, Walt Disney fired by a newspaper editor for not being creative enough, the Beatles turned away by a record executive who told them that “guitar groups are on their way out.” In fact, many of their winning mantras essentially describe the notion of falling up: “I’ve failed over and over again in my life,” Jordan once said, “and that is why I succeed.” Robert F. Kennedy said much the same: “Only those who dare to fail greatly can ever achieve greatly.” And Thomas Edison, too, once claimed that he had failed his way to success.

There is no ‘I’ in Team, but there is in achievement.

The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it.

there will always be more good ideas than you and your teams have the capacity to execute.

Do all the work you while you still have strength.

To achieve results. This is the only true measure of a team P.42

Humbleness and enthusiasm are two great qualities for effective leadership. By aligning your 114 chakras, you can unleash your inner fire and inspire your team to achieve greatness.

Ultimately, though, bosses are responsible for results. They achieve these results not by doing all the work themselves but by guiding the people on their teams. Bosses guide a team to achieve results. The questions I get asked next are clustered around each of these three areas of responsibility that managers do have: guidance, team-building, and results.

Creating an essential intent is hard. It takes courage, insight, and foresight to see which activities and efforts will add up to your single highest point of contribution. It takes asking tough questions, making real trade-offs, and exercising serious discipline to cut out the competing priorities that distract us from our true intention. Yet it is worth the effort because only with real clarity of purpose can people, teams, and organisations fully mobilise and achieve something truly excellent.

When we are of one mind, we achieve the great. When we are of one heart, we achieve the extraordinary. When we are of one soul, we achieve the divine.

Unity is the intentional inclination to corporately control our destination. In other words, achieving the dream takes a team!

The individual great spirit and great efforts create a great team.

Definite purpose, absolute commitment.

It is by choice not chance…that we choose to advance, The Marshall Team; We can achieve…We will achieve.

Success is based on people first and strategy second. Build a great team and you will accomplish things beyond your wildest dreams.

A clear mind achieves success.

Anybody can throw a basketball toward a hoop. But only a relative few can exercise the athletic prowess of dribbling down the court, account for and surpass a variety of obstacles, and actually get the ball into the hoop consistently and repetitively contributing toward an ultimate win for the team. In the same way, anyone can open an investment account with M1 or Acorns or Robinhood or Cashapp… or even with the big guys like Ameritrade or Fidelity or Charles Schwabb or Morgan Stanley… but only a relative few can navigate an ever-changing economic paradigm, overcome various financial, legal and social obstacles, maintaining alignment with values, and achieve substantial growth and profits - contributing toward an ultimate win for the team. It’s better to hire a professional investor if you expect professional results.

Applying a Holistic Wealth lens to our decision-making going forward is critical. Ideally, every organization should have trained Holistic Wealth Consultants (by the Institute on Holistic Wealth), embedded into teams and employee resource groups. Holistic Wealth Coaching is critical.

For all the talk about the need to be a likable "team player," many people work in a fairly cutthroat environment that would seem to be especially challenging to those who possess the recommended traits. Cheerfulness, upbeatness, and compliance: these are the qualities of subordinates -- of servants rather than masters, women (traditionally, anyway) rather than men. After advising his readers to overcome the bitterness and negativity engendered by frequent job loss and to achieve a perpetually sunny outlook, management guru Harvey Mackay notes cryptically that "the nicest, most loyal, and most submissive employees are often the easiest people to fire." Given the turmoil in the corporate world, the prescriptions of niceness ring of lambs-to-the-slaughter.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

What is the recipe for successful achievement? To my mind there are just four essential ingredients: Choose a career you love, give it the best there is in you, seize your opportunities, and be a member of the team.

Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter.

The stands are packed every weekend, year after year, even though the team's achievements have collapsed in line with the town's economy. And perhaps that's why - because everyone hopes than when the team's fortunes improve again, the rest of the town will get pulled up with it. Which is why places like this always have to pin their hopes for the future on young people. They're the only ones who don't remember that things actually used to be better.

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.)

Your Sage’s five great powers are (1) to Explore with great curiosity and an open mind; (2) to Empathize with yourself and others and bring compassion and understanding to any situation; (3) to Innovate and create new perspectives and outside-the-box solutions; (4) to Navigate and choose a path that best aligns with your deeper underlying values and mission; and (5) to Activate and take decisive action without the distress, interference, or distractions of the Saboteurs.

We wrote this so that the leadership lessons can continue to impact teams beyond the battlefield in all leadership situations—any company, team, or organization in which a group of people strives to achieve a goal and accomplish a mission.

We like a workplace where employees feel a sense of autonomy to make their own choices and achieve results their way. When people have that freedom and autonomy, guided by shared values, it results in having a culture of innovation and joyfulness.

When everything seems worse, impossible to achieve, thinking about giving up, quitting? Remember why started first? Trust yourself, tap yourself and say if you cannot make it, no one is going to. Look back, the whole team believes in you, go for it and be a CHAMPION.

The development of the “We Believe” philosophy must be real and not cosmetic. Everyone must buy in and understand that it is not a motivational tool, but rather something very personal that should be lived and that all must believe in order for true success to be achieved.

In baseball, when you get into the batter's box, that's it. It's just you. It's one man against the world. All that matters in that moment is your individual achievement and your individual skill. There is literally nothing that anyone else on your team can do for you. Hell, they're all sitting on the bench, waiting to see what happens, just like the fans in the crowd! It's just you and your bat. And the ball.

It seems to me that the greatest triumph of any human rights movement, be it fighting for racial, religious, sexual or gender equality – is to achieve that moment where eyes are opened so wide that a sort of blindness sets in. I don’t care if someone is black, white, gay or straight. I don’t care if a woman has children or no – I just want to know who they are. [...] At the end of the day, gender differences seem to me to be just a tiny, tiny drop in the great expanse of things that make people unique. Unique, not ‘different’, not ‘other’ merely another piece of that great teaming mass that makes up the wonderfully rich, thrillingly varied definition of ‘humanity’." [Playing Butch: Blog entry, February 24, 2014]

Achievement is most meaningful when it is relational. When what we do matters to other people, it matters more to us. We might do something as a team that gives us a sense of belonging, like Loren and Javier, or we might do something that directly benefits others; both are a kind of social benefit.

Westrum’s description of a rule-oriented culture is perhaps best thought of as one where following the rules is considered more important than achieving the mission—and we have worked with teams in the US Federal Government we would have no issue describing as generative, as well as startups that are clearly pathological.

A unified team is a force to be reckoned with. When teams pull together to serve a higher purpose, the synergy builds momentum and helps everyone head in the right direction. When people reunite, pull together, have each other’s backs, and strive to achieve a clearly defined purpose, the culture is empowered to produce extraordinary outcomes.

A crucial factor when achieving great success in the real estate industry, or any industry for that matter, is teamwork. Unity is a place of power.

If your team members can run a home, raise a family, and organize their lives, they are fully equipped to run a multimillion-dollar business.

The Fourth Law: While team success requires diversity and balance, a single individual will receive credit for the group’s achievements.

Frances, who also was feeling distant from her husband. Though still deeply in love after ten years of marriage, Frances worried that her husband’s passion for politics and worldly achievement surpassed his love for his family. She mourned “losing my influence over a heart I once thought so entirely my own,” increasingly apprehensive that she and her husband were “differently constituted.

Product requirements conversations must then be grounded in business outcomes: what are we trying to achieve by building this product? This rule holds true for design decisions as well. Success criteria must be redefined and roadmaps must be done away with. In their place, teams build backlogs of hypotheses they’d like to test and prioritize them based on risk, feasibility, and potential success.

At work, foreboding joy often shows up in more subtle and pernicious ways. It shows up by making us hesitant to celebrate victories, for two primary reasons. The first is that we’re afraid if we celebrate with our team, or have a moment where we just breathe, we’re inviting disaster and something will go wrong. You can likely identify with that feeling of getting a project up and out the door and then refusing to celebrate it with high-fives because you think, We can’t celebrate right now because we don’t know if it’s going to be perfect, we don’t know if it’s going to work, we don’t know if the site will stay up… The second way foreboding joy shows up at work is withholding recognition. We don’t want our employees to get too excited because there’s still so much work to be done. We don’t want them to take their foot off the gas, to get complacent. So we don’t celebrate achievements. We think we’ll do it someday, but these same factors persist in the wake of joy. This is how foreboding joy shows up at the office, and it is a costly mistake.

To figure out what students were carrying with them from kindergarten into adulthood, Chetty’s team turned to another possible explanation. In fourth and eighth grade, the students were rated by their teachers on some other qualities. Here’s a sample: Proactive: How often did they take initiative to ask questions, volunteer answers, seek information from books, and engage the teacher to learn outside class? Prosocial: How well did they get along and collaborate with peers? Disciplined: How effectively did they pay attention—and resist the impulse to disrupt the class? Determined: How consistently did they take on challenging problems, do more than the assigned work, and persist in the face of obstacles? When students were taught by more experienced kindergarten teachers, their fourth-grade teachers rated them higher on all four of these attributes. So did their eighth-grade teachers. The capacities to be proactive, prosocial, disciplined, and determined stayed with students longer—and ultimately proved more powerful—than early math and reading skills.

On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in the way of achieving success for the whole organization. That means they’ll readily offer up their departments’ resources when it serves the greater good of the team, and they’ll take an active interest in the thematic goal regardless of how closely related it is to their functional area.

THESE ARE A FEW OF MY FAVORITE life lessons that I learned as a result of walking on the Moon and the preparation that took us there—the guiding principles that have helped keep me going since returning to Earth. • The sky is not the limit … there are footprints on the Moon! • Keep your mind open to possibilities. • Show me your friends, and I will show you your future. • Second comes right after first. • Write your own epitaph. • Maintain your spirit of adventure. • Failure is always an option. • Practice respect for all people. • Do what you believe is right even when others choose otherwise. • Trust your gut … and your instruments. • Laugh … a lot! • Keep a young mind-set at every age. • Help others go beyond where you have gone. I hope these lessons will be as helpful to you as they have been to me. Take it from a man who has walked on the Moon: Be careful what you dream—it just might come to pass, so be prepared. Apollo is the story of people at their best, working together for a common goal. We started with a dream, and we can do these kinds of things again. With a united effort and a great team, you too can achieve great things. I know, because I am living proof that no dream is too high!

Obsess to find ways to win. Work ethic separates the great from the good." "Be so focused on your own ambitions that no one can distract you from achieving them." "Have a maniacal work ethic. You want to overprepare so that luck becomes a product of design." "Stay hungry. Dominate each day with ambition unknown to humankind." "Goals motivate you. Bad habits corrode you." "Operate with love. It fuels the desire to become great." "Be comfortable with being uncomfortable. Growth comes at the end of discomfort." "Don't wait for opportunity. Create it. Seize it. Shape it." "Learn every aspect of your craft and substance will follow." "Find your killer instinct. Impose your will. But also realize you are part of a team.

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.

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

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

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.

Thirst, hunger, heat, cold, discomfort, exhaustion, sleep deprivation, fear, and often pain and suffering as well all remain exactly what they have been since time immemorial. Any commander worth his salt will make sure his troops will get habituated to them, as far as possible, before he leads them on campaign. However, to speak with Epaminondas, the place to achieve this is the field and not the gym or the playing court. The members of football teams do not enter the field hungry; should they suffer a serious injury, they expect to be evacuated and taken care of immediately.

leaders must enforce standards. Consequences for failing need not be immediately severe, but leaders must ensure that tasks are repeated until the higher expected standard is achieved. Leaders must push the standards in a way that encourages and enables the team to utilize Extreme Ownership.

QUESTIONS TO CONSIDER • As you survey your company-wide policies and procedures, ask: What is the purpose of this policy or procedure? Does it achieve that result? • Are there any approval mechanisms you can eliminate? • What percentage of its time does management spend on problem solving and team building? • Have you done a cost-benefit analysis of the incentives and perks you offer employees? • Could you replace approvals and permissions with analysis of spending patterns and a focus on accuracy and predictability? • Is your decision-making system clear and communicated widely?

Don’t hold back because you’re afraid of hurting someone else. If your best friend wants to be a cheerleader and you make the team but she doesn’t, don’t feel guilty. If you end up earning more than your sister, it’s not a betrayal. Your success might be an inspiration for someone else, while limiting yourself to avoid upsetting the balance doesn’t help anyone. Equally, rather than being paralysed by jealousy when someone else is coming out on top, use it to spur you on to greater things. Some of our best achievements will be triggered by envy at seeing someone else fulfilling our secret ambitions.

Csikszentmihalyi teamed up with two other leading psychologists—Howard Gardner at Harvard, and William Damon at Stanford—to study these changes, and to see why some professions seemed healthy while others were growing sick. Picking the fields of genetics and journalism as case studies, they conducted dozens of interviews with people in each field. Their conclusion32 is as profound as it is simple: It’s a matter of alignment. When doing good (doing high-quality work that produces something of use to others) matches up with doing well (achieving wealth and professional advancement), a field is healthy. Genetics, for example, is a healthy field because all parties involved respect and reward the very best science. Even though pharmaceutical companies and market forces were beginning to inject vast amounts of money into university research labs in the 1990s, the scientists whom Csikszentmihalyi, Gardner, and Damon interviewed did not believe they were being asked to lower their standards, cheat, lie, or sell their souls. Geneticists believed that their field was in a golden age in which excellent work brought great benefits to the general public, the pharmaceutical companies, the universities, and the scientists themselves.

One: something can be worth doing even if you’re not around to see the end result or reap the rewards. It is a noble goal to want to do something that other people will benefit from, and it should be natural to want that for our successors. I don’t just mean after you leave this life, I mean after you leave a job, or a governing body, or a school. Act in the interests of the people who will inherit what you’ve done. Two: no man is an island. You cannot do it all. Teams, communities, friends are key to our ongoing, and hopefully everlasting, successes. And three: don’t be distracted by speed. Remember the Tortoise and the Hare fable. Not everything good can be achieved quickly and being fast doesn’t guarantee success.

Boundaries help you perform your best when you’re on the clock, and they help you recharge effectively when you’re not. They improve your mental and physical health; create a culture of respect and trust; keep morale, motivation, and loyalty high; and prevent good employees (like you) from burning out—because burnout is very, very real even if you’re doing a job you love. When employees are feeling energized, respected, and valued, it has a positive impact on their productivity, creativity, and the results they achieve for the business. Remember that the next time you’re tempted to feel guilty for setting a boundary at work—you’re a true team player because you’re helping to create a workplace culture in which everyone thrives.

Surprisingly, palindromes appear not just in witty word games but also in the structure of the male-defining Y chromosome. The Y's full genome sequencing was completed only in 2003. This was the crowning achievement of a heroic effort, and it revealed that the powers of preservation of this sex chromosome have been grossly underestimated. Other human chromosome pairs fight damaging mutations by swapping genes. Because the Y lacks a partner, genome biologists had previously estimated that its cargo was about to dwindle away in perhaps as little as five million years. To their amazement, however, the researchers on the sequencing team discovered that the chromosome fights withering with palindromes. About six million of its fifty million DNA letters form palindromic sequences-sequences that read the same forward and backward on the two strands of the double helix. These copies not only provide backups in case of bad mutations, but also allow the chromosome, to some extent, to have sex with itself-arms can swap position and genes are shuffled. As team leader David Page of MIT has put it, "The Y chromosome is a hall of mirrors.

New Rule: Americans must realize what makes NFL football so great: socialism. That's right, the NFL takes money from the rich teams and gives it to the poorer one...just like President Obama wants to do with his secret army of ACORN volunteers. Green Bay, Wisconsin, has a population of one hundred thousand. Yet this sleepy little town on the banks of the Fuck-if-I-know River has just as much of a chance of making it to the Super Bowl as the New York Jets--who next year need to just shut the hell up and play. Now, me personally, I haven't watched a Super Bowl since 2004, when Janet Jackson's nipple popped out during halftime. and that split-second glimpse of an unrestrained black titty burned by eyes and offended me as a Christian. But I get it--who doesn't love the spectacle of juiced-up millionaires giving one another brain damage on a giant flatscreen TV with a picture so real it feels like Ben Roethlisberger is in your living room, grabbing your sister? It's no surprise that some one hundred million Americans will watch the Super Bowl--that's forty million more than go to church on Christmas--suck on that, Jesus! It's also eighty-five million more than watched the last game of the World Series, and in that is an economic lesson for America. Because football is built on an economic model of fairness and opportunity, and baseball is built on a model where the rich almost always win and the poor usually have no chance. The World Series is like The Real Housewives of Beverly Hills. You have to be a rich bitch just to play. The Super Bowl is like Tila Tequila. Anyone can get in. Or to put it another way, football is more like the Democratic philosophy. Democrats don't want to eliminate capitalism or competition, but they'd like it if some kids didn't have to go to a crummy school in a rotten neighborhood while others get to go to a great school and their dad gets them into Harvard. Because when that happens, "achieving the American dream" is easy for some and just a fantasy for others. That's why the NFL literally shares the wealth--TV is their biggest source of revenue, and they put all of it in a big commie pot and split it thirty-two ways. Because they don't want anyone to fall too far behind. That's why the team that wins the Super Bowl picks last in the next draft. Or what the Republicans would call "punishing success." Baseball, on the other hand, is exactly like the Republicans, and I don't just mean it's incredibly boring. I mean their economic theory is every man for himself. The small-market Pittsburgh Steelers go to the Super Bowl more than anybody--but the Pittsburgh Pirates? Levi Johnston has sperm that will not grow and live long enough to see the Pirates in a World Series. Their payroll is $40 million; the Yankees' is $206 million. The Pirates have about as much chance as getting in the playoffs as a poor black teenager from Newark has of becoming the CEO of Halliburton. So you kind of have to laugh--the same angry white males who hate Obama because he's "redistributing wealth" just love football, a sport that succeeds economically because it does just that. To them, the NFL is as American as hot dogs, Chevrolet, apple pie, and a second, giant helping of apple pie.

The group of artists and scientists that had so far done least was the one that had attracted the greatest interest—and the greatest alarm. This was the team working on “total identification.” The history of the cinema gave the clue to their actions. First sound, then color, then stereoscopy, then Cinerama, had made the old “moving pictures” more and more like reality itself. Where was the end of the story? Surely, the final stage would be reached when the audience forgot it was an audience, and became part of the action. To achieve this would involve stimulation of all the senses, and perhaps hypnosis as well, but many believed it to be practical. When the goal was attained, there would be an enormous enrichment of human experience. A man could become—for a while, at least—any other person, and could take part in any conceivable adventure, real or imaginary. He could even be a plant or an animal, if it proved possible to capture and record the sense impressions of other living creatures. And when the “program” was over, he would have acquired a memory as vivid as any experience in his actual life—indeed, indistinguishable from reality itself. The prospect was dazzling. Many also found it terrifying, and hoped that the enterprise would fail. But they knew in their hearts that once science had declared a thing possible, there was no escape from its eventual realization…. This, then, was New Athens and some of its dreams. It hoped to become what the old Athens might have been had it possessed machines instead of slaves, science instead of superstition. But it was much too early yet to tell if the experiment would succeed.

A true BHAG (Big, Hairy, Audacious Goals) is clear and compelling, serves as a unifying focal point of effort, and acts as a catalyst for team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines. A BHAG engages people—it reaches out and grabs them. It is tangible, energizing, highly focused. People get it right away; it takes little or no explanation.

Saying “No” also applies to the day-to-day decisions you make as a leader. For example, if you spend two hours in a meeting that does not help your team achieve its One Thing, you pay an opportunity cost by spending time on tasks that do not support your focus. If you find yourself saying, “That was a waste of time,” “Boy, that didn’t add any value” or “Why was I attending that meeting?” - these may be signs that you need to say “No.

Globoforce worked with Cisco to use recognition to boost employee engagement by 5 percent, and with Intuit to achieve and sustain a double-digit increase in employee engagement over a large employee base that spans six countries. Hershey’s recognition approach helped increase employee satisfaction by 11 percent. And for LinkedIn, retention rates are nearly 10 percentage points higher for new hires who are recognized four or more times. Whether we’re leading a group or a member of the team, whether we’re working in a formal or informal recognition program, it is our responsibility to say to the people who work alongside us: “We’ve got to stop and celebrate one another and our victories, no matter how small. Yes, there’s more work to be done, and things could go sideways in an hour, but that will never take away from the fact that we need to celebrate an accomplishment right now.

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

It wasn’t until I got to the law firm that things started hitting me. First, the people around me seemed pretty unhappy. You can go to any corporate law firm and see dozens of people whose satisfaction with their jobs is below average. The work was entirely uninspiring. We were for the most part grease on a wheel, helping shepherd transactions along; it was detail-intensive and often quite dull. Only years later did I realize what our economic purpose was: if a transaction was large enough, you had to pay a team of people to pore over documents into the wee hours to make sure nothing went wrong. I had zero attachment to my clients—not unusual, given that I was the last rung down on the ladder, and most of the time I only had a faint idea of who my clients were. Someone above me at the firm would give me a task, and I’d do it. I also kind of thought that being a corporate lawyer would help me with the ladies. Not so much, just so you know. It was true that I was getting paid a lot for a twenty-four-year-old with almost no experience. I made more than my father, who has a PhD in physics and had generated dozens of patents for IBM over the years. It seemed kind of ridiculous to me; what the heck had I done to deserve that kind of money? As you can tell, not a whole lot. That didn’t keep my colleagues from pitching a fit if the lawyers across the street were making one dollar more than we were. Most worrisome of all, my brain started to rewire itself after only the first few months. I was adapting. I started spotting issues in offering memoranda. My ten-thousand-yard unblinking document review stare got better and better. Holy cow, I thought—if I don’t leave soon, I’m going to become good at this and wind up doing it for a long time. My experience is a tiny data point in a much bigger problem.

On September 14, 2015, the LIGO gravitational-wave detectors (built by a 1,000-person project that Rai and I and Ronald Drever co-founded, and Barry Barish organised, assembled and led) registered their first gravitational waves. By comparing the wave patterns with predictions from computer simulations, our team concluded that the waves were produced when two heavy black holes, 1.3 billion light years from Earth, collided. This was the beginning of gravitational-wave astronomy. Our team had achieved, for gravitational waves, what Galileo achieved for electromagnetic waves. I am confident that, over the coming several decades, the next generation of gravitational-wave astronomers will use these waves not only to test Stephen’s laws of black hole physics, but also to detect and monitor gravitational waves from the singular birth of our universe, and thereby test Stephen’s and others’ ideas about how our universe came to be.

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.

On Wednesday night, November 13, (1861), Lincoln went with Seward and Hay to McClellan's house. Told that the general was at a wedding, the three waited in the parlor for an hour. When McClellan arrived home, the porter told him the president was waiting, but McClellan passed by the parlor room and climbed the stairs to his private quarters. After another half hour, Lincoln again sent word that he was waiting, only to be informed that the general had gone to sleep. Young John Hay was enraged, " I wish here to record what I consider a portent of evil to come," he wrote in his diary, recounting what he considered an inexcusable "insolence of epaulettes," the first indicator "of the threatened supremacy of the military authorities." To Hay's surprise, Lincoln "seemed not to have noticed it specially, saying it was better at this time not to be making points of etiquette & personal dignity." He would hold McClellan's horse, he once said, if a victory could be achieved. Though Lincoln, the consummate pragmatist, did not express anger at McClellan's rebuff, his aides fumed at every instance of such arrogance. Lincoln's secretary, William Stoddard, described the infuriating delay when he accompanied Lincoln to McClellan's anteroom. "A minute passes, then another, and then another, and with every tick of the clock upon the mantel your blood warms nearer and nearer its boiling-point. Your face feels hot and your fingers tingle, as you look at the man, sitting so patiently over there...and you try to master your rebellious consciousness." As time went by, Lincoln visited the haughty general less frequently. If he wanted to talk with McClellan, he sent a summons for him to appear at the White House.

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.

People usually live up to their expectations. The kid picked first for dodgeball feels a duty to be the best, and to perform the best, and to be better than anyone else. They feel a need to execute. And, the only way they are going to achieve that is to make their body run faster, jump higher, and move quicker. If more fat kids were chosen first for activities and sports and group/team dynamics, they would automatically start to change their lives to fit into the expectations that surround those moments. Any time a child is picked last, they know it’s because people expect the least of them, and so they never actually have a need to rise above that.

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

A social organism of any sort whatever, large or small, is what it is because each member proceeds to his own duty with a trust that the other members will simultaneously do theirs. Wherever a desired result is achieved by the co-operation of many independent persons, its existence as a fact is a pure consequence of the precursive faith in one another of those immediately concerned. A government, an army, a commercial system, a ship, a college, an athletic team, all exist on this condition, without which not only is nothing achieved, but nothing is even attempted. A whole train of passengers (individually brave enough) will be looted by a few highwaymen, simply because the latter can count on one another, while each passenger fears that if he makes a movement of resistance, he will be shot before anyone else backs him up. If we believed that the whole car-full would rise at once with us, we should each severally rise, and train-robbing would never even be attempted. There are, then, cases where a fact cannot come at all unless a preliminary faith exists in its coming. And where faith in a fact can help create the fact, that would be an insane logic which should say that faith running ahead of scientific evidence is the 'lowest kind of immorality' into which a thinking being can fall. Yet such is the logic by which our scientific absolutists pretend to regulate our lives!

On September 14, 2015, the LIGO gravitational-wave detectors (built by a 1,000-person project that Rai and I and Ronald Drever co-founded, and Barry Barish organised, assembled and led) registered their first gravitational waves. By comparing the wave patterns with predictions from computer simulations, our team concluded that the waves were produced when two heavy black holes, 1.3 billion light years from Earth, collided. This was the beginning of gravitational-wave astronomy. Our team had achieved, for gravitational waves, what Galileo achieved for electromagnetic waves. I am confident that, over the coming several decades, the next generation of gravitational-wave astronomers will use these waves not only to test Stephen’s laws of black hole physics, but also to detect and monitor gravitational waves from the singular birth of our universe, and thereby test Stephen’s and others’ ideas about how our universe came to be. During our glorious year of 1974–5, while I was dithering over gravitational waves, and Stephen was leading our merged group in black hole research, Stephen himself had an insight even more radical than his discovery of Hawking radiation. He gave a compelling, almost airtight proof that, when a black hole forms and “and then subsequently evaporates away completely by emitting radiation, the information that went into the black hole cannot come back out. Information is inevitably lost.

Shapers are people who can go from visualization to actualization. I wrote a lot about the people I call “shapers” in the first part of this book. I use the word to mean someone who comes up with unique and valuable visions and builds them out beautifully, typically over the doubts of others. Shapers get both the big picture and the details right. To me, it seems that Shaper = Visionary + Practical Thinker + Determined. I’ve found that shapers tend to share attributes such as intense curiosity and a compulsive need to make sense of things, independent thinking that verges on rebelliousness, a need to dream big and unconventionally, a practicality and determination to push through all obstacles to achieve their goals, and a knowledge of their own and others’ weaknesses and strengths so they can orchestrate teams to achieve them. Perhaps even more importantly, they can hold conflicting thoughts simultaneously and look at them from different angles. They typically love to knock things around with other really smart people and can easily navigate back and forth between the big picture and the granular details, counting both as equally important. People wired with enough of these ways of thinking that they can operate in the world as shapers are very rare. But they could never succeed without working with others who are more naturally suited for other things and whose ways of thinking and acting are also essential.

Among DID individuals, the sharing of conscious awareness between alters exists in varying degrees. I have seen cases where there has appeared to be no amnestic barriers between individual alters, where the host and alters appeared to be fully cognizant of each other. On the other hand, I have seen cases where the host was absolutely unaware of any alters despite clear evidence of their presence. In those cases, while the host was not aware of the alters, there were alters with an awareness of the host as well as having some limited awareness of at least a few other alters. So, according to my experience, there is a spectrum of shared consciousness in DID patients. From a therapeutic point of view, while treatment of patients without amnestic barriers differs in some ways from treatment of those with such barriers, the fundamental goal of therapy is the same: to support the healing of the early childhood trauma that gave rise to the dissociation and its attendant alters. Good DID therapy involves promoting co­-consciousness. With co-­consciousness, it is possible to begin teaching the patient’s system the value of cooperation among the alters. Enjoin them to emulate the spirit of a champion football team, with each member utilizing their full potential and working together to achieve a common goal. Returning to the patients that seemed to lack amnestic barriers, it is important to understand that such co-consciousness did not mean that the host and alters were well-­coordinated or living in harmony. If they were all in harmony, there would be no “dis­ease.” There would be little likelihood of a need or even desire for psychiatric intervention. It is when there is conflict between the host and/or among alters that treatment is needed.

These samurai swords were made from a special type of steel called tamahagane, which translates as “jewel steel,” made from the volcanic black sand of the Pacific (this consists mostly of an iron ore called magnetite, the original material for the needle of compasses). This steel is made in a huge clay vessel four feet tall, four feet wide, and twelve feet long called a tatara. The vessel is “fired”—hardened from molded clay into a ceramic—by lighting a fire inside it. Once fired, it is packed meticulously with layers of black sand and black charcoal, which are consumed in the ceramic furnace. The process takes about a week and requires constant attention from a team of four or five people, who make sure that the temperature of the fire is kept high enough by pumping air into the tatara using a manual bellows. At the end the tatara is broken open and the tamahagane steel is dug out of the ash and remnants of sand and charcoal. These lumps of discolored steel are very unprepossessing, but they have a whole range of carbon content, some of it very low and some of it high. The samurai innovation was to be able to distinguish high-carbon steel, which is hard but brittle, from low-carbon steel, which is tough but relatively soft. They did this purely by how it looked, how it felt in their hands, and how it sounded when struck. By separating the different types of steel, they could make sure that the low-carbon steel was used to make the center of the sword. This gave the sword an enormous toughness, almost a chewiness, meaning that the blades were unlikely to snap in combat. On the edge of the blades they welded the high-carbon steel, which was brittle but extremely hard and could therefore be made very sharp. By using the sharp high-carbon steel as a wrapper on top of the tough low-carbon steel they achieved what many thought impossible: a sword that could survive impact with other swords and armor while remaining sharp enough to slice a man’s head off. The best of both worlds.

Two weeks ago, Aaron and Isaac, I learned your mother Laura has breast cancer. My heart feels impaled. These words, so useless and feeble. Laura is only thirty-five years old. Her next birthday will be in only three days. I write this letter to you, my sons, with the hope that one day in the future you will read it and understand what happened to our family. Together, your mother and I have created and nurtured an unbreakable bond that has transformed us into an unlikely team. A Chicano from El Paso, Texas. A Jew from Concord, Massachusetts. I want you to know your mother. She has given me hope when I have felt none; she has offered me kindness when I have been consumed by bitterness. I believe I have taught her how to be tough and savvy and how to achieve what you want around obstacles and naysayers. Our hope is that the therapies we are discussing with her doctors will defeat her cancer. But a great and ominous void has suddenly engulfed us at the beginning of our life as a family. This void suffocates me.

When I started in real estate, despite high ambition, I was constrained by the same 24 hours as everyone else. My early success came from a grueling schedule, long hours, and the high price of near burn-out. In self-defense, I devised a system that featured direct marketing in place of traditional prospecting plus a highly effective team, with all the non-rainmaker tasks delegated to them. This took me to the top of the profession, twice #1 in RE/MAX worldwide in commissions earned, and 15 years as one of the top agents—working less hours than most. While an active agent, I consistently sold over 500 homes a year, even while starting and developing a second business, training and coaching more millionaire agents than any other coach. Without the inspiration of Dan Kennedy’s direct marketing methods and his extraordinary, extreme time-management philosophy, these achievements simply would not have been possible. LEVERAGING yourself, by media in place of manual labor, and with other people is very intimidating to most real estate agents and to most small businesspeople. It frankly is not easy to get right, but it is the quantum leap that uniquely and simultaneously lifts income and supports a great lifestyle. —CRAIG PROCTOR, CRAIGPROCTOR.COM

When we get down to potential versus reality in relationships, we often see disappointment, not successful achievement. In the Church, if someone creates nuclear fallout in a calling, they are often released or reassigned quickly. Unfortunately, we do not have that luxury when we marry. So many of us have experienced this sad realization in the first weeks of our marriages. For example, we realized that our partner was not going to live up to his/her potential and give generously to the partnership. While fighting the mounting feelings of betrayal, we watched our new spouses claim a right to behave any way they desired, often at our expense. Most of us made the "best" of a truly awful situation but felt like a rat trapped in maze. We raised a family, played our role, and hoped that someday things would change if we did our part. It didn't happen, but we were not allowed the luxury of reassigning or releasing our mates from poor stewardship as a spouse or parent. We were stuck until we lost all hope and reached for the unthinkable: divorce. Reality is simple for some. Those who stay happily married (the key word here is happily are the ones who grew and felt companionship from the first days of marriage. Both had the integrity and dedication to insure its success. For those of us who are divorced, tracing back to those same early days, potential disappeared and reality reared its ugly head. All we could feel, after a sealing for "time and all eternity," was bound in an unholy snare. Take the time to examine the reality of who your sweetheart really is. What do they accomplish by natural instinct and ability? What do you like/dislike about them? Can you live with all the collective weaknesses and create a happy, viable union? Are you both committed to making each other happy? Do you respect each other's agency, and are you both encouraging and eager to see the two of you grow as individuals and as a team? Do you both talk-the-talk and walk-the-walk? Or do you love them and hope they'll change once you're married to them? Chances are that if the answer to any of these questions are "sorta," you are embracing their potential and not their reality. You may also be embracing your own potential to endure issues that may not be appropriate sacrifices at this stage in your life. No one changes without the internal impetus and drive to do so. Not for love or money. . . . We are complex creatures, and although we are trained to see the "good" in everyone, it is to our benefit to embrace realism when it comes to finding our "soul mate." It won't get much better than what you have in your relationship right now.

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 Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.