Team Appreciation Quotes

The pictures of me on the Internet were silly, inappropriate shots. I appreciate all the support of my fans, and hope they understand that along the way I am going to make mistakes and I am not perfect. I never intended for any of this to happen, and I am truly sorry if I have disappointed anyone. Most of all, I have let myself down. I will learn from my mistakes and trust my support team.

Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.

So I'm over there in England, you know, trying to get news about the [L.A.] riots... and all these Brit people are trying to sympathize with me... 'Oh Bill, crime is horrible. Bill, if it's any consolation crime is horrible here, too.' ...Shutup. This is Hobbitown and I am Bilbo Hicks, Okay? This is a land of fairies and elves. You do not have crime like we have crime, but I appreciate you trying to be, you know, Diplomatic. You gotta see English crime. It's hilarious, you don't know if you're reading the front page or the comic section over there. I swear to God. I read an article - front page of the paper - one day, in England: 'Yesterday, some Hooligans knocked over a dustbin in Shafsbry.' Wooooo... 'The hooligans are loose! The hooligans are loose! What if they become roughians? I would hate to be a dustbin in Shafsbry tonight.

This, then, is a story of Lincoln’s political genius revealed through his extraordinary array of personal qualities that enabled him to form friendships with men who had previously opposed him; to repair injured feelings that, left untended, might have escalated into permanent hostility; to assume responsibility for the failures of subordinates; to share credit with ease; and to learn from mistakes. He possessed an acute understanding of the sources of power inherent in the presidency, an unparalleled ability to keep his governing coalition intact, a tough-minded appreciation of the need to protect his presidential prerogatives, and a masterful sense of timing.

You don't treat the so-called little people poorly, because we don't have any little people here! The trainers, the managers, the secretaries, the people who work in the dorms and cafeterias and classroom buildings are all professionals, and they're all important or they wouldn't be working for Michigan football.

Dude, you have to stop calling it that,” Dex told him. “How about Team T. Rex?” “Or Team Alicorn?” Biana added. “If we go that route, why don’t we just call ourselves the Order of the Phoenix?” Sophie couldn’t resist suggesting—but of course no one appreciated her reference. “Never mind.

It is not until one visits old, oppressed, suffering Europe, that he can appreciate his own government, "he observed, "that he realizes the fearful responsibility of the American people to the nations of the whole earth, to carry successfully through the experiment... That men are capable of self-government.

I work not only for the gathering and assimilation of knowledge, but also to teach the fact that one can be brilliant without being arrogant, that great intellectual capacity brings great responsibility, that the quest for knowledge should never supplant the joy of learning, that one with great capacities must learn to be tolerant and appreciate those with lesser or different absolutes,

Now you’re thinking. I’ll drive.” “No. I’d appreciate the other set of eyes, and the scary brain, but if I’m hung up I need you here to start briefing the team.” Those fabulous eyes stared right through her. “You want me to brief a room of cops? That’s appalling, Eve, on so many levels.” “Nobody knows how to run a meeting as well as you. I’ll try to be back, but I have to follow this out.” “I’m definitely going to want the costumes. I may have them designed for you.” “One of us is worth a dozen of them,” she said, repeating his words. “You’re one of us.” “I realize you see that as a compliment, but ...” He trailed off, sighed. “Thank you.

Frank grabbed a tourist brochure stuck under the napkin dispenser. He began to read it. Piper patted Leo’s arm, like she couldn’t believe he was really here. Nico stood at the edge of the group, eyeing the passing pedestrians as if they might be enemies. Coach Hedge munched on the salt and pepper shakers. Despite the happy reunion, everybody seemed more subdued than usual—like they were picking up on Leo’s mood. Jason had never really considered how important Leo’s sense of humor was to the group. Even when things were super serious, they could always depend on Leo to lighten things up. Now, it felt like the whole team had dropped anchor. “So then Jason harnessed the venti,” Hazel finished. “And here we are.” Leo whistled. “Hot-air horses? Dang, Jason. So basically, you held a bunch of gas together all the way to Malta, and then you let it loose.” Jason frowned. “You know, it doesn’t sound so heroic when you put it that way.” “Yeah, well. I’m an expert on hot air. I’m still wondering, why Malta? I just kind of ended up here on the raft, but was that a random thing, or—” “Maybe because of this.” Frank tapped his brochure. “Says here Malta was where Calypso lived.” A pint of blood drained from Leo’s face. “W-what now?” Frank shrugged. “According to this, her original home was an island called Gozo just north of here. Calypso’s a Greek myth thingie, right?” “Ah, a Greek myth thingie!” Coach Hedge rubbed his hands together. “Maybe we get to fight her! Do we get to fight her? ’Cause I’m ready.” “No,” Leo murmured. “No, we don’t have to fight her, Coach.” Piper frowned. “Leo, what’s wrong? You look—” “Nothing’s wrong!” Leo shot to his feet. “Hey, we should get going. We’ve got work to do!” “But…where did you go?” Hazel asked. “Where did you get those clothes? How—” “Jeez, ladies!” Leo said. “I appreciate the concern, but I don’t need two extra moms!” Piper smiled uncertainly. “Okay, but—” “Ships to fix!” Leo said. “Festus to check! Earth goddesses to punch in the face! What are we waiting for? Leo’s back!” He spread his arms and grinned. He was making a brave attempt, but Jason could see the sadness lingering in his eyes. Something had happened to him…something to do with Calypso.

Words so easily and yet unfortunately uttered by many, be it to express their appreciation of fried bits of potatoes to sports teams on the television. Words offered so frivolously about a variety of subjects and yet can be the most difficult, most painful, most meaningful, most cherished syllables we gift another person.

Rethink change: Make change management irrelevant through Appreciative Leadership Innovation focused Expectations (ALIFE)

The words leaders use to speak to their team, especially the words that show appreciation for their employees’ strengths, are like air and water — essential for survival on the job.

you'd never never never again work for that manipulative, Machiavellian psychopath. And he'd get you back on the team, often with a gesture as simple and inexpensive as a baseball cap or a T-shirt. The timing was what did it, that he knew. He knew just when to apply that well-timed pat on the back, the strangled and difficult-for-him 'Thank you for your good work' appreciation of your labors.

At the door to the locker room Dime asks [Ennis] to autograph his ball. Ennis rears back. He's chuckling but his eyes are wary. 'Why you want that? I'm just an old equipment hand, nobody cares about my autograph.' 'As far as I'm concerned you run the team,' Dime answers, so Ennis laughs and takes the Sharpie and signs his name to Dime's ball, and this will be the only autograph that Dime collects today.

Do not oversleep and miss the school bus- you'll be late. That's a habit teachers generally don't appreciate. Never tell your friends at school that you still wet your bed. They are sure to tease you, and you'll wish that you were dead. Never call your teacher a name when she's not near you. Teachers' ears are excellent, so they can always hear you. Do not read a textbook when your hands aren't clean-it's tricky to separate the pages when the pages get real sticky. When you go out for a team it's always wise to practice. When you are a substitute, the bench can feel like cactus. Do not copy homework from a friend who is a dummy. If you do, I'm sure that you will get a grade that's crummy. And if your report card's bad, don't blame it on your buddy. Kiss up to your parents quick, or they might make you study.

Musk’s appreciation for the toy industry. “They have to produce things very quickly and cheaply without flaws, and manufacture them all by Christmas, or there will be sad faces.” He repeatedly pushed his teams to get ideas from toys,

That day was an education for me. I'll never forget it. Standing in teh doorway, watching the reaction of the men and women gathered there, I witnessed the poewrful effect of unwavering, uncomplaining, uncompromising leadership. It changed me. It was one of those moments when you say to yourself, [in italics] That's what I want to be when I grow up. and you know you've grown up a little already, simply because you recognize it. Norman called Ducky-Bob's party supply and ordered chairs while I wheeled the second bed out to the hallway. Mommy, Margaret Valentine, and I rushed around, getting everything we needed to cater the cramped but memorable even, and on Tuesday morning, about three dozen top members of the Chili's team jammed into Norman's room at Presbyterian Hospital. Norman didn't what his people to see him lying down, so I'd helped him get into a jogging suit and robe, and propped him up on one of those rolling carts they use to distribute meals. He was in unthinkable pain, but he spoke to them from his heart about how much he appreciated them, how committed he was to the success of the organization, and how far they could all go together.

Amat, Lifa, and Zaccharias were the sort of children who got passed over. They've stuck together ever since. Lifa is less talkative than a tree, Zacharias louder than a radio, and Amat just appreciates the company. They make a good team.

He could tell when the bullying, the relentless sarcasm, the constant, all-encompassing vigilance had become too exhausting. When one of his people was fed up with staying awake at night anticipating his likes and dislikes, was sick of charting his mood swings, was tired of feeling demeaned and beaten down after being asked, for instance, to clean out the grease trap, was ready to burst into tears and quit, then suddenly Bigfoot would appear with court side seats for a play-off game, a restaurant warm-up jacket (given out only to Most Honored Veterans), or a present for the wife or girlfriend — something thoughtful like a Movado watch. He always waited until the last possible second, when you were ready to shave your head, climb a tower and start gunning down strangers, when you were ready to strip off your clothes and run barking into the street, to scream to the world that you'd never never never again work for that manipulative, Machiavellian psychopath. And he'd get you back on the team, often with a gesture as simple and inexpensive as a baseball cap or a T-shirt. The timing was what did it, that he knew. He knew just when to apply that well-timed pat on the back, the strangled and difficult-for-him 'Thank you for your good work' appreciation of your labors.

Tell me about someone who is better than you in an area that really matters to you.” Look for the candidate to demonstrate a genuine appreciation for others who have more skill or talent. Humble people are comfortable with this. Ego-driven people often are not.

He can be...” Heat started to flow across my cheeks. “He can be very...protective.” Jayden’s eyes widened as his mouth opened slightly. The flush in my cheeks deepened as I pressed my lips together. “Huh. That’s the first time I’ve heard you talk.” He pushed off the locker, falling in step beside me. Shorter than his brother and Rider, he was still a couple of inches taller than me, so my neck appreciated not having to look up to see him. “Cool. I’m quiet, too.” I arched a brow. He laughed. “Okay. I’m not quiet. I’m sure if you Wikipedia’d my ass, I would show up as the opposite of quiet. But that’s okay. You and I would get along like lime and tequila. You can make up for my nonstop talkin’ and I can make up for your lack of talkin’.” He nudged my arm with his. “We’re a perfect team!

Rule #1: Do the right thing. Have a plan, work the plan. Measure your results. Be accountable—see it; own it; solve it; do it. Rule #2. Do the best you can. Turn problems into opportunities. Add value by becoming part of the solution. Act with a sense of urgency . . . Do it now! Ask the question: “What else can I do?” Ask for coaching: “What can I do better?” Reject average and “good enough.” Learn, correct, improve, and grow. Rule #3: Show others that you care. Show respect. Say: “Please. Thank you. You’re welcome. I’m sorry.” Show and express appreciation. Have each other’s back (“I got you!”). Engage as a team.

Bradley is one of the few basketball players who have ever been appreciatively cheered by a disinterested away-from-home crowd while warming up. This curious event occurred last March, just before Princeton eliminated the Virginia Military Institute, the year's Southern Conference champion, from the NCAA championships. The game was played in Philadelphia and was the last of a tripleheader. The people there were worn out, because most of them were emotionally committed to either Villanova or Temple-two local teams that had just been involved in enervating battles with Providence and Connecticut, respectively, scrambling for a chance at the rest of the country. A group of Princeton players shooting basketballs miscellaneously in preparation for still another game hardly promised to be a high point of the evening, but Bradley, whose routine in the warmup time is a gradual crescendo of activity, is more interesting to watch before a game than most players are in play. In Philadelphia that night, what he did was, for him, anything but unusual. As he does before all games, he began by shooting set shots close to the basket, gradually moving back until he was shooting long sets from 20 feet out, and nearly all of them dropped into the net with an almost mechanical rhythm of accuracy. Then he began a series of expandingly difficult jump shots, and one jumper after another went cleanly through the basket with so few exceptions that the crowd began to murmur. Then he started to perform whirling reverse moves before another cadence of almost steadily accurate jump shots, and the murmur increased. Then he began to sweep hook shots into the air. He moved in a semicircle around the court. First with his right hand, then with his left, he tried seven of these long, graceful shots-the most difficult ones in the orthodoxy of basketball-and ambidextrously made them all. The game had not even begun, but the presumably unimpressible Philadelphians were applauding like an audience at an opera.

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.

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

As she crossed the defence team, Indrani saw Sesha sitting in a chair with his legs crossed and looking cool and composed. Mythili, who was by his side, was offering him coffee from a flask. As if they were in a cinema house waiting for the movie to resume after intermission. When everything pointed to an adverse verdict, how could he be so relaxed? He was typing something into his cell phone; perhaps tweeting. He had a massive following on Twitter. It ranged from simple appreciation for his administrative prowess to absolute fetish over everything about him—his trademark cotton pants and shirt, which had become a rage among his female fans, his Santro car, which had become a symbol of simplicity and his frugal dietary habits, which somehow raised him to a sainthood and absolved him of anything wicked. The more the mainstream media like TV and newspapers worked against him, the stronger was the support he got from his Twitter followers.

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

Because I love my body. I saw the way girls on my gymnastic team would whisper about me. I heard so many fucking derogatory remarks and tips about dieting and working out. It didn't matter how I felt about my own body. People honestly thought I should be unhappy with myself. They thought they were helping. “But men liked me. Men appreciated my body. And I don’t care if that makes me sound like a slut or an attention whore. I was, and am, proud of my curves, and I was tired of hearing how I should change them.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Tortured Genius.” By this, he did not mean the artist or musician who suffers from mental health issues, but in the context of ownership. No matter how obvious his or her failing, or how valid the criticism, a Tortured Genius, in this sense, accepts zero responsibility for mistakes, makes excuses, and blames everyone else for their failings (and those of their team). In their mind, the rest of the world just can’t see or appreciate the genius in what they are doing. An individual with a Tortured Genius mind-set can have catastrophic impact on a team’s performance.

I’ve always appreciated authors who explain their points simply, right up front. So here’s the argument in brief: 1. The most important breakthroughs come from loonshots, widely dismissed ideas whose champions are often written off as crazy. 2. Large groups of people are needed to translate those breakthroughs into technologies that win wars, products that save lives, or strategies that change industries. 3. Applying the science of phase transitions to the behavior of teams, companies, or any group with a mission provides practical rules for nurturing loonshots faster and better.

The Nook is an under-appreciated genius of a lovemark. The team at Barnes & Noble got a lot right with the Nook, and from a lovemark perspective, I think they created a more intimate product than any other dedicated e-reader. The rubber back behind the Nook is soft and pliable—not hard metal like the later Kindles—making it sensual and intimate. Barnes & Noble also recreated the engraved faces of famous authors from their stores and used them as Nook screensavers. It’s brilliant, not just because it makes reading more intimate, but also because it solidifies the Barnes & Noble brand itself.

Sure, there is an undeniable pleasure in rooting for a winning team and in being able to look down on opposing fans with equal measures of superiority and disdain. But that's also the Ruthian drawback in rooting for the Yankees (along with high ticket prices, overpriced concessions and crude neighbors). The true pleasure in sports comes not from simply winning but from watching a team overcome adversity to win in the end. The joy of sports is never the final destination, it's the journey. It's experiencing the highs and lows, and appreciating those highs all the more because of the awful lows.

Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent. In a separate similar study, callers showed an average increase of 142 percent in the amount of time they spent on the phone and a 171 percent increase in the amount of funds they raised.

To Polish the Gold & Help Others Shine . . . Catch people doing things right: Outstanding leaders know that people will be more engaged, perform at higher levels, and be more loyal when they are appreciated and celebrated. Jeff West, international speaker and author of The Unexpected Tour Guide, shares that “People will jump over high hurdles, fight fires and break through walls for leaders who find them doing things right. Building that kind of chemistry is essential if a team is going to jell.” Capitalize on the opportunity to notice what people are doing right at work and at home and they will deliver their best. As the old saying goes, “A person who feels appreciated will always do more than expected.

Algiers was on the brink. Before being recruited by the CIA, she had been a member of the ISA, known as “the Activity,” one of the last truly dark units within the DOD. Her job was to collect actionable intelligence for Special Operations units like Delta and SEAL Team 6. Her decision to leave the Army was the only time Meg hadn’t listened to her father, General “Black Jack” Harden. Not only did he want her to stay in, but he was willing to call in some favors after she got passed over for major. “I appreciate it, Dad, but I don’t take charity,” she had told him. “All you have to do is keep your mouth shut and play the game. How hard is that?” he’d demanded. The Army was his life and to this day he still didn’t understand why she’d left

I've found that, in most cases, managers greatly underestimate the impact that a comment or quick gesture of approval has on employees. They'll spend weeks trying to tweak an annual bonus program or some other compensation system, believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say, “Hey, that's a fantastic example of hunger. We should all try to be more like that.” I'm not saying that compensation doesn't matter. But if we want to create a culture of humility, hunger, and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation.

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

You have to respect a person for what he can do, and you can’t judge him to the fella who shoots ten people who feels nothing, goes to jail and come out and shoots ten more. You have to make people feel that whatever you are good at, we appreciate and respect you for that. Scrooge, former leader of the Rebellion Raiders street gang that once boasted of having some ten thousand members Respecting people, coaching, gang recruitment, gang membership, gang leaders, street code, street life, gang involvement, team members, self-esteem, self-confidence, feeling respected, feeling wanted, feeling good feeling apart, Rebellions-Raiders, Rebellion Raiders You have to respect a person for what he can do, and you can’t judge him to the fella who shoots ten people who feels nothing, goes to jail and come out and shoots ten more. You have to make people feel that whatever you are good at, we appreciate and respect you for that. Scrooge, former leader of the Rebellion Raiders street gang that once boasted of having some ten thousand members

From: “Chris Kyle” Date: December 25, 2010 at 12:55:57 AM EST I appreciate your upbringing and your respect. My dad would have kicked my ass if I didn’t call everyone sir or Mr. until they notified me otherwise. So I am telling you, my name is Chris. Please no more sir bullshit. I went to college right out of high school, but did not finish. Sometimes I regret that. Now that I am out, I could really use the degree. Even if you think you will retire from the service, like I did, there is life after the military. I joined at 24 years old. I had some mental maturity over my teammates due to joining later. I also got to enjoy my youth. One thing about being a SEAL, you age fast. I was only in for eleven years, but I spent over half that time in a combat zone. Unlike other combat units, SEALs in a combat zone are operating. That means getting shot at on a daily basis. I had a baby face when I joined, and within two years, I looked as if I had aged 10 years. I am not in any way talking you out of joining. I loved my time, and if I hadn’t gotten married and had two kids, I would still be in. Unforeseen events will come at you in life. Your plants today will not be the same in four years. I am just trying to prep you for what is to come. I sit in an office or train other people on a range all day, every day. I would much rather be in Afghanistan being shot at again. I love the job and still miss it today. There is no better friendship than what the teams will offer. Once you become a SEAL, you will change. Your friends and family may think you are the same, but if they are really honest, they will see the difference. You will no longer have that innocence that you have now. Sometimes I even miss that person I used to be, but do not regret in any way who I have become. You will be much harder emotionally than you have ever imagined. The day to day bullshit that stresses people out now, fades away. You realize, once you have faced death and accepted it, that the meaningless bullshit in day to day life is worthless. I know this was a long answer to an easy question, but I just wanted to be completely honest. Take your time and enjoy your youth. The SEALs are one of the greatest things that have ever happened to me, but once you are in, you will no longer be the same. Chris Kyle

The team is showing its appreciation to the host families by taking them to a water park on Sunday. I know Mac is going out of town, but I thought you might still want to go. I mean, not as a date or anything. I’m going to invite the whole family.” “You don’t have to work Sunday?” “I got scheduled off.” “Sounds like fun. We could pack a picnic lunch--” “I’ll take care of that. As my thank you. All you have to do is bring yourself.” “And a bathing suit.” He grinned. “Yeah, and a bathing suit.” “And a towel. And suntan lotion…” “Maybe it’d be simpler if I just said I’ll take care of the tickets and eats.” “Okay, but I’ll go ahead and warn you not to take it personally that Mom and Dad aren’t really into water parks. It’s that whole not-using-the-exercise-equipment-as-intended thing Dad has going.” His grin grew. “I won’t take it personally.” “Okay, then, Sunday.” As though suddenly realized how intimate it seemed to be in my bedroom, he cleared his throat and took a step back. He gave my room one more look and took another step back. “It’s amazing what a room can reveal.” Then he walked down the hallway and knocked on Tiffany’s door. I wondered what he’d discover looking into her room.

a harbinger of a third wave of computing, one that blurred the line between augmented human intelligence and artificial intelligence. “The first generation of computers were machines that counted and tabulated,” Rometty says, harking back to IBM’s roots in Herman Hollerith’s punch-card tabulators used for the 1890 census. “The second generation involved programmable machines that used the von Neumann architecture. You had to tell them what to do.” Beginning with Ada Lovelace, people wrote algorithms that instructed these computers, step by step, how to perform tasks. “Because of the proliferation of data,” Rometty adds, “there is no choice but to have a third generation, which are systems that are not programmed, they learn.”27 But even as this occurs, the process could remain one of partnership and symbiosis with humans rather than one designed to relegate humans to the dustbin of history. Larry Norton, a breast cancer specialist at New York’s Memorial Sloan-Kettering Cancer Center, was part of the team that worked with Watson. “Computer science is going to evolve rapidly, and medicine will evolve with it,” he said. “This is coevolution. We’ll help each other.”28 This belief that machines and humans will get smarter together is a process that Doug Engelbart called “bootstrapping” and “coevolution.”29 It raises an interesting prospect: perhaps no matter how fast computers progress, artificial intelligence may never outstrip the intelligence of the human-machine partnership. Let us assume, for example, that a machine someday exhibits all of the mental capabilities of a human: giving the outward appearance of recognizing patterns, perceiving emotions, appreciating beauty, creating art, having desires, forming moral values, and pursuing goals. Such a machine might be able to pass a Turing Test. It might even pass what we could call the Ada Test, which is that it could appear to “originate” its own thoughts that go beyond what we humans program it to do. There would, however, be still another hurdle before we could say that artificial intelligence has triumphed over augmented intelligence. We can call it the Licklider Test. It would go beyond asking whether a machine could replicate all the components of human intelligence to ask whether the machine accomplishes these tasks better when whirring away completely on its own or when working in conjunction with humans. In other words, is it possible that humans and machines working in partnership will be indefinitely more powerful than an artificial intelligence machine working alone?

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

My Father mapped out the perfect blueprint for how to treat a woman. He caters hand and foot to my Mother. Even showers that love onto my sister. He never had to tell me how to treat my woman because his actions spoke louder. Did I cling to my woman? Absolutely. Being up under soft melanin skin pleased me. You want to read a book? Cool, what story we reading? Wanna go shopping? Take my card if you promise to model everything for me. Those females at work bothering you? Let’s get animated in the mirror and act like we about to tag team. Your period on? Baby, want me to rub your belly? You need me to get those diaper looking pads with the wings? How about some lemon ginger tea? What are your dreams? You want to sell weave? Let’s catch a flight to China or India and figure out how we can become wholesalers. You wanna make cute Snapchat filter videos? What filter do you want? Are they not liking your pics? Fine. I’ll blast you all over my page. Your Mother threatening to kick you out. Where you wanna move? Better yet, move in with me. Just focus on school and building your brand. I got everything else. You got finals coming up. Pick a tutor. Heck, can I pay for the answers to the quiz? You think those stretch marks make you unattractive? Come here and let me show you how much I appreciate your stripes of glitter. Do you want to go to Dr. Miami? Absolutely not. We going to the gym. Gym grown not silicone. We are working out together. Go ahead and hashtag us as #baegoals #coupleswhoworkouttogetherstaytogether. You want to switch the hair and get a tapered cut? Let me call my barber and see when we can go. Stressing and worrying? You keep hearing whispers while you’re sleeping? Nah bae, that’s not a ghost. That’s me praying for you.

Only recently has it been discovered that sneezes are a much more drenching experience than anyone thought. A team led by Professor Lydia Bourouiba of MIT, as reported by Nature, studied sneezes more closely than anyone had ever chosen to before and found that sneeze droplets can travel up to eight meters and drift in suspension in the air for ten minutes before gently settling onto nearby surfaces. Through ultra-slow-motion filming, they also discovered that a sneeze isn’t a bolus of droplets, as had always been thought, but more like a sheet—a kind of liquid Saran Wrap—that breaks over nearby surfaces, providing further evidence, if any were needed, that you don’t want to be too close to a sneezing person. An interesting theory is that weather and temperature may influence how the droplets in a sneeze coalesce, which could explain why flu and colds are more common in cold weather, but that still doesn’t explain why infectious droplets are more infectious to us when we pick them up by touch rather than when we breathe (or kiss) them in. The formal name for the act of sneezing, by the way, is sternutation, though some authorities in their lighter moments refer to a sneeze as an autosomal dominant compelling helio-ophthalmic outburst, which makes the acronym ACHOO (sort of). Altogether the lungs weigh about 2.4 pounds, and they take up more space in your chest than you probably realize. They jut up as high as your neck and bottom out at about the breastbone. We tend to think of them as inflating and deflating independently, like bellows, but in fact they are greatly assisted by one of the least appreciated muscles in the body: the diaphragm. The diaphragm is a mammalian invention and it is a good one. By pulling down on the lungs from below, it helps them to work more powerfully.

In one of her most influential studies, she and her team tracked the emotional experiences of nearly two hundred people over years of their lives. The subjects spanned a broad range of backgrounds and ages. (They were from eighteen to ninety-four years old when they entered the study.) At the beginning of the study and then every five years, the subjects were given a beeper to carry around twenty-four hours a day for one week. They were randomly paged thirty-five times over the course of that week and asked to choose from a list all the emotions they were experiencing at that exact moment. If Maslow’s hierarchy was right, then the narrowing of life runs against people’s greatest sources of fulfillment and you would expect people to grow unhappier as they age. But Carstensen’s research found exactly the opposite. The results were unequivocal. Far from growing unhappier, people reported more positive emotions as they aged. They became less prone to anxiety, depression, and anger. They experienced trials, to be sure, and more moments of poignancy—that is, of positive and negative emotion mixed together. But overall, they found living to be a more emotionally satisfying and stable experience as time passed, even as old age narrowed the lives they led. The findings raised a further question. If we shift as we age toward appreciating everyday pleasures and relationships rather than toward achieving, having, and getting, and if we find this more fulfilling, then why do we take so long to do it? Why do we wait until we’re old? The common view was that these lessons are hard to learn. Living is a kind of skill. The calm and wisdom of old age are achieved over time. Carstensen was attracted to a different explanation. What if the change in needs and desires has nothing to do with age per se? Suppose it merely has to do with perspective—your personal sense of how finite your time in this world is. This idea was regarded in scientific circles as somewhat odd. But Carstensen had her own reason for thinking that one’s personal perspective might be centrally important

By appealing to the moral and philosophical foundation work of the nation, Lincoln hoped to provide common ground on which good men in both the North and the South could stand. “I am not now combating the argument of necessity, arising from the fact that the blacks are already amongst us; but I am combating what is set up as moral argument for allowing them to be taken where they have never yet been.” Unlike the majority of antislavery orators, who denounced the South and castigated slaveowners as corrupt and un-Christian, Lincoln pointedly denied fundamental differences between Northerners and Southerners. He argued that “they are just what we would be in their situation. If slavery did not now exist amongst them, they would not introduce it. If it did now exist amongst us, we should not instantly give it up. . . . When it is said that the institution exists; and that it is very difficult to get rid of it, in any satisfactory way, I can understand and appreciate the saying. I surely will not blame them for not doing what I should not know how to do myself.” And, finally, “when they remind us of their constitutional rights, I acknowledge them . . . and I would give them any legislation for the reclaiming of their fugitives.” Rather than upbraid slaveowners, Lincoln sought to comprehend their position through empathy. More than a decade earlier, he had employed a similar approach when he advised temperance advocates to refrain from denouncing drinkers in “thundering tones of anathema and denunciation,” for denunciation would inevitably be met with denunciation, “crimination with crimination, and anathema with anathema.” In a passage directed at abolitionists as well as temperance reformers, he had observed that it was the nature of man, when told that he should be “shunned and despised,” and condemned as the author “of all the vice and misery and crime in the land,” to “retreat within himself, close all the avenues to his head and his heart.” Though the cause be “naked truth itself, transformed to the heaviest lance, harder than steel,” the sanctimonious reformer could no more pierce the heart of the drinker or the slaveowner than “penetrate the hard shell of a tortoise with a rye straw. Such is man, and so must he be understood by those who would lead him.” In order to “win a man to your cause,” Lincoln explained, you must first reach his heart, “the great high road to his reason.” This, he concluded, was the only road to victory—to that glorious day “when there shall be neither a slave nor a drunkard on the earth.” Building on his rhetorical advice, Lincoln tried to place

In 1950, a thirty-year-old scientist named Rosalind Franklin arrived at King’s College London to study the shape of DNA. She and a graduate student named Raymond Gosling created crystals of DNA, which they bombarded with X-rays. The beams bounced off the crystals and struck photographic film, creating telltale lines, spots, and curves. Other scientists had tried to take pictures of DNA, but no one had created pictures as good as Franklin had. Looking at the pictures, she suspected that DNA was a spiral-shaped molecule—a helix. But Franklin was relentlessly methodical, refusing to indulge in flights of fancy before the hard work of collecting data was done. She kept taking pictures. Two other scientists, Francis Crick and James Watson, did not want to wait. Up in Cambridge, they were toying with metal rods and clamps, searching for plausible arrangements of DNA. Based on hasty notes Watson had written during a talk by Franklin, he and Crick put together a new model. Franklin and her colleagues from King’s paid a visit to Cambridge to inspect it, and she bluntly told Crick and Watson they had gotten the chemistry all wrong. Franklin went on working on her X-ray photographs and growing increasingly unhappy with King’s. The assistant lab chief, Maurice Wilkins, was under the impression that Franklin was hired to work directly for him. She would have none of it, bruising Wilkins’s ego and leaving him to grumble to Crick about “our dark lady.” Eventually a truce was struck, with Wilkins and Franklin working separately on DNA. But Wilkins was still Franklin’s boss, which meant that he got copies of her photographs. In January 1953, he showed one particularly telling image to Watson. Now Watson could immediately see in those images how DNA was shaped. He and Crick also got hold of a summary of Franklin’s unpublished research she wrote up for the Medical Research Council, which guided them further to their solution. Neither bothered to consult Franklin about using her hard-earned pictures. The Cambridge and King’s teams then negotiated a plan to publish a set of papers in Nature on April 25, 1953. Crick and Watson unveiled their model in a paper that grabbed most of the attention. Franklin and Gosling published their X-ray data in another paper, which seemed to readers to be a “me-too” effort. Franklin died of cancer five years later, while Crick, Watson, and Wilkins went on to share the Nobel prize in 1962. In his 1968 book, The Double Helix, Watson would cruelly caricature Franklin as a belligerent, badly dressed woman who couldn’t appreciate what was in her pictures. That bitter fallout is a shame, because these scientists had together discovered something of exceptional beauty. They had found a molecular structure that could make heredity possible.

Think about it,” Obama said to us on the flight over. “The Republican Party is the only major party in the world that doesn’t even acknowledge that climate change is happening.” He was leaning over the seats where Susan and I sat. We chuckled. “Even the National Front believes in climate change,” I said, referring to the far-right party in France. “No, think about it,” he said. “That’s where it all began. Once you convince yourself that something like that isn’t true, then…” His voice trailed off, and he walked out of the room. For six years, Obama had been working to build what would become the Paris agreement, piece by piece. Because Congress wouldn’t act, he had to promote clean energy, and regulate fuel efficiency and emissions through executive action. With dozens of other nations, he made climate change an issue in our bilateral relationship, helping design their commitments. At international conferences, U.S. diplomats filled in the details of a framework. Since the breakthrough with China, and throughout 2015, things had been falling into place. When we got to Paris, the main holdout was India. We were scheduled to meet with India’s prime minister, Narendra Modi. Obama and a group of us waited outside the meeting room, when the Indian delegation showed up in advance of Modi. By all accounts, the Indian negotiators had been the most difficult. Obama asked to talk to them, and for the next twenty minutes, he stood in a hallway having an animated argument with two Indian men. I stood off to the side, glancing at my BlackBerry, while he went on about solar power. One guy from our climate team came over to me. “I can’t believe he’s doing this,” he whispered. “These guys are impossible.” “Are you kidding?” I said. “It’s an argument about science. He loves this.” Modi came around the corner with a look of concern on his face, wondering what his negotiators were arguing with Obama about. We moved into the meeting room, and a dynamic became clear. Modi’s team, which represented the institutional perspective of the Indian government, did not want to do what is necessary to reach an agreement. Modi, who had ambitions to be a transformative leader of India, and a person of global stature, was torn. This is one reason why we had done the deal with China; if India was alone, it was going to be hard for Modi to stay out. For nearly an hour, Modi kept underscoring the fact that he had three hundred million people with no electricity, and coal was the cheapest way to grow the Indian economy; he cared about the environment, but he had to worry about a lot of people mired in poverty. Obama went through arguments about a solar initiative we were building, the market shifts that would lower the price of clean energy. But he still hadn’t addressed a lingering sense of unfairness, the fact that nations like the United States had developed with coal, and were now demanding that India avoid doing the same thing. “Look,” Obama finally said, “I get that it’s unfair. I’m African American.” Modi smiled knowingly and looked down at his hands. He looked genuinely pained. “I know what it’s like to be in a system that’s unfair,” he went on. “I know what it’s like to start behind and to be asked to do more, to act like the injustice didn’t happen. But I can’t let that shape my choices, and neither should you.” I’d never heard him talk to another leader in quite that way. Modi seemed to appreciate it. He looked up and nodded.

She had an old friend from the vaudeville days named Buck Mack who lived with her. Buck had been part of a vaudeville team called Miller & Mack and had been an extra in Citizen Kane. In modern terms, he was a personal assistant: he ran the house, kept everything running smoothly, and watched over her. At first, Buck regarded me as an interloper, but it wasn't long before he saw that Barbara and I genuinely loved each other, and he and I became good friends. Because of the age difference, neither of us wanted to have our relationship in the papers, and with the help of Helen Ferguson, her publicist and one of her best friends, we kept it quiet. There were only a few people who knew about us. Nancy Sinatra Sr. was one of them, because she and Barbara were close friends. I didn't tell anybody at Fox about our affair, although Harry Brand might have known, if only because Harry knew everything. Likewise, I always assumed that Darryl Zanuck knew, although he never said a word about it to me. That might have been because Darryl and Barbara had something of a history, a bad one: Barbara told me that Darryl had chased her around his office years earlier, and I got the distinct impression that she hadn't appreciated the exercise.

Effective leaders have the ability to serve and appreciate others while at the same time enabling them to achieve greatness.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Knowing one another and appreciating each person’s contributions grease the wheels of progress on a team. How do we know what makes each other tick? By taking time to hear each other’s stories. In staff meetings or during an hour over coffee, we can find out more about someone’s heart and experiences than we could learn in years of sitting in meetings together.

Jesus, please convict me and free me from the ways I too love to be first. In my marriage—when my zeal to be right and win the argument is more notorious than my commitment to listen and understand my spouse; when I pout more than I pursue my spouse. In my friendships—when my need to be remembered and appreciated is more pronounced than my commitment to stay in touch with and serve my friends. In my vocation—when the people who work with me feel like I’m far more taken up with my reputation and success than I’m committed to love and serve as a member of a team. In the general population—when I navigate through life with little eye contact and don’t work hard to remember names.

Paranoia over being cheated out of one’s rightful share. Along with feeling that they are not appreciated, these individuals are routinely concerned about who gets credit and who gets blame. No credit given to them is ever enough, and too much offered to a teammate is flat-out wrong. They are concerned not with the team’s success, but with whether they are going to get credit for any success.

Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team.

Both Sarah’s and Bryce’s desks were paired together, as were those of every other field and support agent team, but none of the field agents hated being stuck at their desk more than Sarah, which was a sore spot for Bryce, because he loved his desk. He loved his computer. He loved the fact that he had terabytes of processing power and that the room temperature was always a crisp seventy-one degrees. And he loved that he had the best piece of technology in the world at his fingertips. The GSF satellite that hovered in the atmosphere high above them had the capacity to see anything, or anyone, anywhere in the world. It was the epicenter for the entire agency, and it was Bryce’s pride and joy. However, not everyone was as appreciative of his accomplishments as he would have liked.

Attitude creates actions create results create destiny. Dan Buettner, author of Blue Zones: Lessons for Living Longer From the People Who’ve Lived the Longest, has traveled the world studying the everyday living habits of people who are healthiest and live the longest of anyone on the planet. Of all the factors possibly influencing health, vitality, and longevity, Buettner and his team compiled a list of nine. These people (1) live an active life, (2) cultivate purpose and a reason to wake up every morning, (3) take time to de-stress (appreciation, prayer, etc.), (4) stop eating when they are 80 percent full, (5) eat a diet emphasizing vegetables, especially beans, (6) have moderate alcohol intake (especially dark red wine), (7) play an active role in a faith-based community, (8) place a strong emphasis on family, and (9) are part of like-minded social circles with similar habits. As Buettner points out, physiological factors like exercise and diet play a role—but not as big a role as you’d expect. A big part of it is factors that have to do with attitude, habits of behavior, and who they associate with. And while we’re talking about positivity, let me clear up a common misconception about positive outlook, right here and now. Cultivating positive outlook does not mean you are always happy. It does not mean life never gets you down. It does not mean you walk around with an idiotic grin on your face even when you’re hurting, and it doesn’t mean living in denial, ignoring the realities of pain and struggle, or checking your brain at the door. People who cultivate a genuinely positive outlook go through tough times, too; when we’re cut, we bleed red blood just like everyone else.

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

Clayton Christensen, the Harvard business professor and author of The Innovator’s Dilemma, was once asked to make just such a sacrifice. At the time, he was working for a management consulting firm, and one of the partners came to him and told him he needed to come in on Saturday to help work on a project. Clay simply responded: “Oh, I am so sorry. I have made the commitment that every Saturday is a day to be with my wife and children.” The partner, displeased, stormed off, but later he returned and he said: “Clay, fine. I have talked with everyone on the team and they said they will come in on Sunday instead. So I will expect you to be there.” Clay sighed and said: “I appreciate you trying to do that. But Sunday will not work. I have given Sunday to God and so I won’t be able to come in.” If the partner was frustrated before, he was much more so now. Still, Clay was not fired for standing his ground, and while his choice was not popular in the moment, ultimately he was respected for it. The boundaries paid off.

In a section titled “Performance Factors,” Clint had been asked to indicate areas in which I’d exhibited significant strengths, as well as any areas needing development. There were only two areas in which he felt I needed development—organization (probably because he’d ridden in my car) and working more closely with third parties—but he had indicated six major strengths. The first three were creativity, achievement of objectives, and quality of work. No surprises there. The next three strengths—adaptability, communication, and autonomy—seemed a bit ironic. I scrolled down and saw my overall score: Very Good. By definition, this score meant that I had “exceeded objectives in several areas and required only occasional supervision.” I didn’t appreciate the real irony of Clint’s assessment until I looked at my stakeholder map and considered how I might have scored had Kristen conducted a similar evaluation at home. What score would I have received for adaptability? The review form defined this as “being open to change with new circumstances.” Going with the flow. We had just begun to work on my openness to change at home, and I was still learning how to adjust to this new mind-set. Meanwhile, at work, I presented myself as nothing if not adaptable. “Sure, I’ll take a new position on the marketing team.” “Of course I can stay until midnight tonight. Whatever it takes.” “Certainly, Clint, I’ll travel to customers every week. Anything else?” At home, Kristen asked me to help fold laundry and my head almost exploded. I guessed that I would receive Needs Development for that one. How about autonomy and initiative? Clint seemed to think that I was bursting with it, but Kristen would have offered a different opinion. “Initiative? Please. How is me having to remind you to turn off the television and play with the kids initiative? I’ll put you down for a Needs Development,” I imagined her saying. Achievement of objectives would have gotten me a high mark with Kristen, until I scrolled down farther and read the definition, which included the phrase “gets things done efficiently and in a timely manner.” I thought of the Christmas decorations drooping from our eaves. I thought of the countless times Kristen and I had been late for an engagement and she’d found me standing in my boxers in front of the mirror making faces.

What too many leaders of organizations fail to appreciate is that it’s not the people that are the problem. The people are fine. Rather, it’s the environment in which the people operate that is the problem. Get that right and things just go.

I would never hurt you,” he said in a low voice that did strange things to her insides. Sophie looked into the fire, trying not to meet his eyes. “I don’t see how you could avoid it. If you were, uh, biting me, I mean. Anyway, if I ever do get married or bonded or whatever you want to call it, it couldn’t be with someone like you. I mean, you’re a really nice guy but…” He raised an eyebrow. “But?” Sophie felt awkward but somehow it had to be said. She needed to let him know how she felt before things went any further. “Well it’s not just because of the biting thing, really it’s not,” she said. “It’s because you’re so big. So aggressive. I mean, the things you said to that Scourge guy in the shuttle…” Sylvan frowned. “He was threatening you. I had to make it clear you were off limits.” “And I appreciate that,” Sophie said earnestly. “But I don’t know who you scared more, me or him.” She thought of the way he’d looked, with his fangs out and that blood-thirsty look in his eyes—terrifying. Even though they’d been about to crash, she hadn’t been able to stop staring at him. Sylvan nodded thoughtfully. “And if you ever do get bonded, what kind of male would you look for?” “Probably not a Kindred. I don’t want any kind of alpha male,” Sophie said decisively. He frowned. “Alpha male?” “Big, strong, angry, aggressive. You know like…like the captain of the football team.” Sophie looked down at her hands. “If I ever end up with someone he’ll have to be quiet and gentle.” “I can be those things.

I thought if you had anything you wanted to say to me, I’d give you a chance to do that while Brie’s occupied with other things.” “Yeah,” Jack said. “Yeah, I have something to say. We’ve been over this, but just let me say this once more, so you know where I’m coming from. She’s real special to me and I’ve seen her hurt. Jesus, worse than hurt. You know what I’m talking about.” Mike gave a nod. “I know.” “This thing that’s going on with you and my sister, I fought it. It really scared me, got under my skin….” “I know,” Mike said again. “I under—” “Because I’m a fool,” Jack said, cutting him off. He shook his head in frustration. “Christ almighty, Valenzuela—you’ve had my back how many times? You’d fight beside me in a heartbeat, put yourself in harm’s way to protect me or any member of our squad. I don’t know why I got my back up like I did. When a woman in your family gets hurt like that—you just want to put her in a padded box with a lock on it so no one can ever get to her and hurt her again, even if that’s the worst thing you could do.” He shook his head again and now his expression was readable. He was open. “I apologize, man. I thought of you as my brother before you even glanced at Brie. I know she’s safe with you.” Mike found himself chuckling. “Man,” he said. “Mel must have held you down and beat you over the head.” Now the expression got surly. “I’d just like to know why Mel always gets the fucking credit when I start to make sense. What makes you think I didn’t just think it through and—” “Never mind,” Mike said, sticking out a hand. “I appreciate it.” Jack took the hand and Mike’s smile vanished. The look on his face became earnest. “Jack, I give you my word. I plan to do everything in my power to make your sister happy. I’ll protect her with my life.” “You’d better,” Jack said sternly. “Or so help me—” Mike couldn’t help but smile. “And we were doing so good there for a minute.” “Yeah, well…” “You won’t be disappointed in me,” Mike said. Jack was quiet a moment, then said, “Thanks. I knew that. It just took me a while. Guys like us…” “Yeah.” Mike laughed. “Guys like us. Who’d ever have thought?” Jack rubbed a hand across the back of his sweaty neck and said, “Yeah, well, look out. You bite the dust like I did and all of a sudden you’re breeding up a ball team.” “I’ll be on the lookout for that,” Mike said.

What pisses us off more than anything is that we were never appreciated and never properly recognised for what we achieved,’ Birtles says. ‘We beat Malmo and everybody thought, “Oh, it’s only Malmo.” Well, they had beaten some bloody good sides to get to the final, and so had we. We played the European Cup when it was the champions of every country. It’s now the champions and also-rans of every country. We beat Hamburg with Kevin Keegan and Ajax with Rudi Krol.

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In part because they had fought through the private-server scandal and the DNC hacks stories already, and in part because the Podesta e-mails didn’t all hit at once, it took a while for Clinton and her team to appreciate just how much damage WikiLeaks would do over the final four weeks of the campaign.

How did the team accomplish so much, so quickly, and for so long? The answers require an appreciation of Johnson’s unsurpassed work ethic, the feeling among staff members that they were learning important skills, and the sense of shared engagement in a significant mission.

Rewarding your team members is not about stuff. Its about connecting. It's about you making the effort to appreciate them with a small token. We connect through gestures.

In baseball, you respect the team you play, the guys on the other side. That’s how the game works. Play to win but appreciate the opposition.

Step back and appreciate all others who share your planet. Because without them, you would cease to be.

The core attribute of a productive team is so simple and obvious that we forget it — it’s like breathing, an act so essential that we forget we do it, though we can’t exist without it. A productive team knows itself. The team members know each other’s names, and they understand and appreciate each other’s respective strengths, weaknesses, and motivations. They are not strangers. With this essential understanding in place, and with practice, the humans in a healthy team effortlessly and without ego call on each other when they need help. They do not care who gets the credit for the work because they want the work to get done well by the most qualified humans with the best judgment.

yet it’s so simple. A conscious leader needs to be actively appreciative. We can be tough leaders at times, we can and should be strong, but at the end of the day, human beings respond best to care and appreciation. It’s important to remember that in business, everything we accomplish is ultimately done with and through other people. That is what conscious leaders do—we inspire, motivate, develop, and lead others. To be appreciative of the gifts that other people share with us and with our teams is uplifting and creates a rewarding feeling of fulfillment. Appreciations are easy for leaders and organizations to implement, as we have done at Whole Foods, and they have very powerful reverberations. They unite people, create camaraderie, and help build trust. Conscious leaders should consider ways to institutionalize a culture of appreciation—their teams will thank them for it. Let me end this section on appreciation with a personal note. I have always felt so grateful for the truly amazing people I have worked with over the past forty-plus years at Whole Foods. Without them, the company never would have amounted to much of anything, and neither would I. Every day I work with people who I know are incredibly smart, talented, caring, and passionate

every team to do a twenty-minute presentation on the year-end state of their team, incorporating two to three learnings from the book. It was a very university-professor move—integrating and teaching others is the best way to embed learning from a book. At the beginning of the two-day event, every person wrote their two values on a large poster. Over the course of the two days, we all wrote down on each poster one reason we appreciated that person and how they live into their values. It was beautiful. I still have mine. It’s hanging in my study as a reminder.

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I’m sorry for taking so long.” Tori straightened her shoulders as if readying herself for battle, then traipsed down the steps to the street. “I had a few last-minute details to see to.” Ben hurried around the back of the wagon to meet her and had opened his mouth to offer assurances that the delay was no problem when Lewis popped his head up. “About time! Sheesh, Ma. You took for-ev-er.” Ben cast a warning glance at the boy. “I’m sure whatever your ma was doing was important.” He turned back to Tori and gave her his most charming grin. “She’s worth waiting on.” Her lips tightened at that, but into a shape that looked more like disapproval than appreciation of a compliment. So much for his charm. “Yes, well . . . I suggest we delay no longer.” Tori lengthened her stride, giving him no chance to assist her into the wagon. She scrambled up the wheel spokes and onto the bench before he could even think about fitting his hands to her waist and hoisting her up. Unfortunate, that. Ben shrugged off his disappointment and moved forward to give his team a final check before climbing into the driver’s seat. Emma handed a large basket up to Tori and wished her farewell while Grace Mallory waved from behind the store railing. As he clucked to his Shires and set the wagon in motion, Ben grinned to himself. One of the best parts of this plan to call on area homesteaders was the sheer number of times they’d be required to enter and exit the wagon. Tori might have escaped him this time, but he’d have a couple dozen more chances to wrap his fingers around her slender waist.

Expressing authentic appreciation doesn’t cost you anything and the outcomes are simply wonderful.

13 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. 12. Use Gracious Words. "Thank you, thank you very much.

12 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. Use Gracious Words. "Thank you, thank you very much.

These qualities make a great impression on your boss, your teams, and your customers. You will be more respected, noticed, and appreciated in the process. As your own "CEO of Self," projecting this positive level of engagement furthers your own personal reputation and interests for healthy communication, networking, and positive first impressions. An added bonus is that YOU will receive great benefits from putting forth this type of effort. Whether it be self-esteem, new training, cooperation, experience, or a raise or bonus, the rewards are extensive and many.

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Failure results from broken focus, and an average person with complete unwavering focus can achieve more than a team of geniuses with broken focus.

I have much appreciation for my agent, Gordon Warnock of Fuse Literary Agency, for taking the time to listen, for his encouragement, and for not giving up. Most of all, I am thankful he found Everything We Keep a home. And for Jen Karsbaek, who plucked my manuscript from the slush pile. Thank you for loving Aimee’s story as much as I do. The entire Lake Union Publishing team has been amazing, especially Danielle Marshall and my editor, Kelli Martin. Thank you for everything you’ve done to make this story shine. I am tremendously grateful. It’s a joy working with you.

Understanding Personality Styles Helps You: • Communicate more easily with others by understanding their perspectives. • Adapt your behavior to resonate with others. • Develop deeper levels of compassion, patience, and communication. • Deliver personalized customer service. • Build trust and rapport faster. • Nurture existing relationships. • Make more sales. • Feel more confident networking. • Realize that people behave the way they do for their reasons, not yours. • Appreciate the diversity of teammates, family members, friends, and work groups. • Unify your teams and get the best out of your people by focusing on their strengths, aligning their styles with their assigned positions, and knowing how to motivate and reward them.

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If my approach was too much about men, my defense is that the situation was about men from the beginning. The shared experience of sexism is not the same thing as feminism, even if the recognition of shared experience is where some people’s feminism begins. It was to be expected that the discussion turned to men’s fates and feelings. How could guilty men be rehabilitated or justly punished? Under what circumstances could we continue to appreciate their art? As think pieces pondered these questions, other men leapt at the opportunity to make their political enemies’ sexual crimes an argument for the superiority of their side. It might have been funny if it weren’t so expected, so dark... Leftist men celebrated the fall of liberal male hypocrites, liberals the fall of conservative ones, conservatives and alt-rightists the fall of the liberals and leftists. Happiest were the antisemites, who applauded the feminist takedown of powerful Jewish men. It seemed not to occur to them — or maybe just not to matter? — that any person, any woman, had suffered. Outrage for the victims was just another weapon in an eternal battle between men... As the adage goes: in the game of patriarchy, women aren’t the other team, they’re the ball.

During the first part of this stage, the encouragement and support of parents and teachers was crucial to the child’s progress, but eventually the students began to experience some of the rewards of their hard work and became increasingly self-motivated. A piano student performed for others and appreciated the applause. A swimmer basked in the approval and respect of peers. These students became more vested in the process, and their self-image started to include those abilities that were setting them apart from their peers. In the case of team sports, like swimming, the students often relished being part of a group of like-minded people. But whatever the reasons, the motivation started to shift from external to internal in origin.

But by the time he got there, he’d learned the importance of character. “I used to scoff at it, when I first took the job in Boston,” Epstein said, referring to a focus on character. “I just felt like, You know how we’re going to win? By getting guys who get on base more than the other team, and by getting pitchers who miss bats and get ground balls. Talent wins. But . . . it’s like every year I did the job, I just developed a greater appreciation for how much the human element matters and how much more you can achieve as a team when you have players who care about winning, care about each other, develop those relationships, have those conversations. It creates an environment where the sum is greater than the parts.”20

An employee-oriented culture that focuses on real relationships with each other instead of a purely profit-oriented sales and earnings culture, as we find in the majority of companies today. An inspiring management culture that does not focus purely on the use of manpower but on the development of each individual employee’s potential. An appreciative and inspiring environment that allows each individual, the entire team, and ultimately the entire company to grow beyond itself.

When the members of an organization engage in communicating appreciation and encouragement in the ways that are most meaningful to their team members, then good things happen.

A healthy work environment will be characterized by a number of factors. Including - Quality team members, effective communication skills and procedures set in place to facilitate regular communication, trusting relationships, common vision and goals among team members, standardized processes and procedures including standards to be met and on-going monitoring of performance, healthy methods for correction and conflict resolution, clear lines of responsibility, including accountability and rewards for results. the more these characteristics exist in an organization, the more likely the organization will meet its goals and the team members will enjoy their work.

While we agree with and support the need for workers being held accountable for their responsibilities, we also believe that collegiality in the workplace, helping one's team members, leads to more successful organizations. When our focus is on getting ahead personally or reaching one's goals, regardless of the impact on others, internal tension often sabotages growth. True leadership requires a willingness to serve others, either one's customers or one's collegue.

The lack of attention paid to an employee’s first day is mind-boggling. What a wasted opportunity to make a new team member feel included and appreciated. Imagine if you treated a first date like a new employee: “I’ve got some meetings stacked up right now, so why don’t you get settled in the passenger seat of the car and I’ll swing back in a few hours?

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

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

Feedback followed by recognition and appreciation helps team members feel valued & understand that they are vital parts of the company.

FROM: VJ CAPELLO DATE: APRIL 20 TO: VIVIAN JANE COHEN SUBJECT: THANK YOU Vivian Jane, I appreciate you defending me to Alex, although it’s hardly necessary. I only hope I can justify your faith in me with my performance on the field. Your emails have been a welcome distraction from the fact that I am now 0-3 on the season. I don’t think you understand your own gifts sometimes. I am also glad to hear you’re spending time with Alex outside of games and practice. His sister sounds like a real character, but possibly a friend for you as well. I wouldn’t get too bothered by her comments about you and Alex. Friends are most excellent. Now I really must go watch some videos before my next start. The team hasn’t been playing great lately, and I need to fix things. Hoping both of our knuckleballs knuckle, VJ FROM: VIVIAN JANE COHEN DATE: APRIL 22 TO: VJ CAPELLO SUBJECT: FINE-NESS VJ, Well, of course I am going to defend you to Alex!

Your team wants a person who they feel is competent. They will appreciate you being up-front with them about not only your strengths but your weaknesses as well.