Team Briefing Quotes

They were all on the volleyball team together and tall and fit as colts and when they went for runs it was what the track team might have looked like in terrorist heaven.

You are never to be alone in a bedroom with a male.” She snorted. “You have no say over who I have in my bedroom. If I want to invite the entire Miami Dolphins team into my bed and have a big orgy while covered in chocolate sauce, you have no say in that whatsoever.” The brief image set fire to his blood, but he kept his temper on simmer, unwilling to let her bait him. Still, he kind of wanted to hunt down every player on the football team and turn them into stains on the Astroturf. “My house,” he gritted out, “my rules. No chocolate NFL orgies in my keep. I think that’s a reasonable request.

Friday morning practice started with a brief team meeting.

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.

So, why do we do development work in these short cycles? To learn. Experience is the best teacher, and the scrum cycle is designed to provide you with multiple opportunities to receive feedback—from customers, from the team, from the market—and to learn from it.

But here’s the crazy thing about humans—humans are smart enough that they know how insignificant they are. We are the only species on Earth that can conceive of either our own insignificance or our own death. Indeed, I am a microscopic particle here for only a brief moment who knows that I am a microscopic particle here for only a brief moment. A person is a speck of nothing who materializes for a split second, realizes where it stands in the scheme of time and space, understands that it will soon disappear back into nothingness for eternity, says “Wait, what the hell?”, and then disappears into nothingness for eternity. A human appears out of nowhere—gets it—and then vanishes. And all of this begs the question: If I know that I am the tiniest speck of dust around for a split second only, then why was I so upset when my fantasy football team lost on Sunday?

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

You know the big guy is coming back in a few hours. I don’t think he’s alone. He asked me to make sure you, Robert, and Ari are prepared to give a full briefing on the state of our team of lunatics.” “Ari asked you not to call them that.” He wasn’t in a mood to joke, and damn it, if Damon wasn’t coming back alone that could only mean one thing. Freaking Ian Taggart. The only man in the world who could give him more hell than Damon. “I should send back those T-shirts then, I guess.

Mohenjo-daro was one of the chief cities of the Indus Valley civilisation, which flourished in the third millennium BC and was destroyed around 1900 BC. None of India’s pre-British rulers – neither the Mauryas, nor the Guptas, nor the Delhi sultans, nor the great Mughals – had given the ruins a second glance. But a British archaeological survey took notice of the site in 1922. A British team then excavated it, and discovered the first great civilisation of India, which no Indian had been aware of.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

The Portuguese government forbade its consuls in France to issue visas without prior approval from the Foreign Ministry, but the consul in Bordeaux, Aristides de Sousa Mendes, decided to disregard the order, throwing to the wind a thirty-year diplomatic career. As Nazi tanks were closing in on Bordeaux, Sousa Mendes and his team worked around the clock for ten days and nights, barely stopping to sleep, just issuing visas and stamping pieces of paper. Sousa Mendes issued thousands of visas before collapsing from exhaustion.

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.

Chaplin left the Keystone studios on a Saturday night in December after cutting his last film, without bidding farewell to any of his erstwhile colleagues; he spent Sunday in his room at the Los Angeles Athletic Club and on the following day he turned up for work at the Essanay Studios in Niles, California. Of course, everyone at Keystone knew about his imminent departure, but he could not bring himself to make a speech or shake hands. He just left. Sennett said later that 'as for Charles Spencer Chaplin, I am not at all sure that we know him'. He had never really been part of the team; he would never become a member of any group.

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

I don’t want to fight you. But perhaps there’s another way I could win your favor.” The way he said it made her hearts pound and her body heat up. But even if her hormones were moved, her ambitions remained unswayed. “I’m only going to say this one time, so hear me well. If you want me, don’t let some bounty come between us,” she finally said. “I’m not playing games anymore. Either it’s real, or it’s nothing. I will not be seduced away from my own success.” She waited a long moment as he thought about it. “You win this one fair and square,” he finally said. “I suppose I wouldn’t want to try lying to the Grand Inquisitor, anyway. I can prove myself on my own.” A brief pause. “And we’ll see how you might be seduced.” The comlink went silent. As she and Sixty-Seven walked back to her ship, she watched Tualon’s ship take off from just a few klicks away and zip into the sky. Now, this was a version of Tualon she could respect. Honest with himself and others, ambitious and confident. She looked forward to seeing where the seduction might come in. For all that she’d been drawn to him since they were children, he’d always been neutral toward her, never felt that same tug. But now, freed from the rigidity of the Jedi ways, perhaps he was finally realizing how powerful a partner she might be. They would make a good team, but not if he thought he was in charge. No one could rule Iskat Akaris.

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

Red remembered growing up in that house as heaven. There were enough children on Bouton Road to form two baseball teams, when they felt like it, and they spent all their free time playing out of doors—boys and girls together, little ones and big ones. Suppers were brief, pesky interruptions foisted on them by their mothers. They disappeared again till they were called in for bed, and then they came protesting, all sweaty-faced and hot with grass blades sticking to them, begging for just another half hour. “I bet I can still name every kid on the block,” Red would tell his own children. But that was not so impressive, because most of those kids had stayed on in the neighborhood as grown-ups, or at least come back to it later after trying out other, lesser places. Red

The results of the most recent such study were published in Psychological Science at the end of 2008. A team of University of Michigan researchers, led by psychologist Marc Berman, recruited some three dozen people and subjected them to a rigorous, and mentally fatiguing, series of tests designed to measure the capacity of their working memory and their ability to exert top-down control over their attention. The subjects were then divided into two groups. Half of them spent about an hour walking through a secluded woodland park, and the other half spent an equal amount of time walking along busy down town streets. Both groups then took the tests a second time. Spending time in the park, the researchers found, “significantly improved” people’s performance on the cognitive tests, indicating a substantial increase in attentiveness. Walking in the city, by contrast, led to no improvement in test results. The researchers then conducted a similar experiment with another set of people. Rather than taking walks between the rounds of testing, these subjects simply looked at photographs of either calm rural scenes or busy urban ones. The results were the same. The people who looked at pictures of nature scenes were able to exert substantially stronger control over their attention, while those who looked at city scenes showed no improvement in their attentiveness. “In sum,” concluded the researchers, “simple and brief interactions with nature can produce marked increases in cognitive control.” Spending time in the natural world seems to be of “vital importance” to “effective cognitive functioning.

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

EVOLUTION DID NOT ENDOW HUMANS with the ability to play pick-up basketball. True, it produced legs for running, hands for dribbling, and shoulders for fouling, but all that this enables us to do is shoot hoops by ourselves. To get into a game with the strangers we find in the schoolyard on any given afternoon, we not only have to work in concert with four teammates we may never have met before—we also need to know that the five players on the opposing team are playing by the same rules. Other animals that engage strangers in ritualized aggression do so largely by instinct—puppies throughout the world have the rules for rough-and-tumble play hard-wired into their genes. But American teenagers have no genes for pick-up basketball. They can nevertheless play the game with complete strangers because they have all learned an identical set of ideas about basketball. These ideas are entirely imaginary, but if everyone

when someone is not leading you, then you lead them. You pick up the slack for their weakness. My leader doesn’t want to come up with a plan? That’s okay. I will. My leader doesn’t want to give a brief? That’s fine. I will. My leader doesn’t want to mentor the younger troops? That’s okay. I will do it. My leader doesn’t want to take the blame when something goes wrong? That’s fine with me. I’m going to take the blame. And you have to think about that one. That one can be tricky because you think to yourself, “If I take the blame, I’m going to look bad. I’m going to look bad in front of the team and in front of the more senior boss—my weak boss’s boss.” But think about it from a leader’s perspective. Let’s say the mission was a failure, and the boss comes in to find out what happened. Listen to the way this situation plays out: I’m the guy that was in charge of the mission and I say, “Sorry, boss, we failed. But it wasn’t my fault. It was his fault,” and I point the finger at someone else. Now imagine that the guy I pointed the finger at says, “Yes. It was my fault. Here’s what happened. Here are the mistakes I made. And here is what I am going to do to fix the situation next time.” Who does the senior boss respect more? The guy who blamed someone or the guy who took responsibility—the guy that took ownership? Of course, it is the guy that takes ownership of

The scientific project starts by rejecting the fantasy of infallibility and proceeding to construct an information network that takes error to be inescapable. Sure, there is much talk about the genius of Copernicus, Darwin, and Einstein, but none of them is considered faultless. They all made mistakes, and even the most celebrated scientific tracts are sure to contain errors and lacunae. Since even geniuses suffer from confirmation bias, you cannot trust them to correct their own errors. Science is a team effort, relying on institutional collaboration rather than on individual scientists or, say, a single infallible book. Of course, institutions too are prone to error. Scientific institutions are nevertheless different from religious institutions, inasmuch as they reward skepticism and innovation rather than conformity. Scientific institutions are also different from conspiracy theories, inasmuch as they reward self-skepticism. Conspiracy theorists tend to be extremely skeptical regarding the existing consensus, but when it comes to their own beliefs, they lose all their skepticism and fall prey to confirmation bias. The trademark of science is not merely skepticism but self-skepticism, and at the heart of every scientific institution we find a strong self-correcting mechanism. Scientific institutions do reach a broad consensus about the accuracy of certain theories—such as quantum mechanics or the theory of evolution—but only because these theories have managed to survive intense efforts to disprove them, launched not only by outsiders but by members of the institution itself.

Throughout the history of the church, Christians have tended to elevate the importance of one over the other. For the first 1,500 years of the church, singleness was considered the preferred state and the best way to serve Christ. Singles sat at the front of the church. Marrieds were sent to the back.4 Things changed after the Reformation in 1517, when single people were sent to the back and marrieds moved to the front — at least among Protestants.5 Scripture, however, refers to both statuses as weighty, meaningful vocations. We’ll spend more time on each later in the chapter, but here is a brief overview. Marrieds. This refers to a man and woman who form a one-flesh union through a covenantal vow — to God, to one another, and to the larger community — to permanently, freely, faithfully, and fruitfully love one another. Adam and Eve provide the clearest biblical model for this. As a one-flesh couple, they were called by God to take initiative to “be fruitful . . . fill the earth and subdue it” (Genesis 1:28). Singles. Scripture teaches that human beings are created for intimacy and connection with God, themselves, and one another. Marriage is one framework in which we work this out; singleness is another. While singleness may be voluntarily chosen or involuntarily imposed, temporary or long-term, a sudden event or a gradual unfolding, Christian singleness can be understood within two distinct callings: • Vowed celibates. These are individuals who make lifelong vows to remain single and maintain lifelong sexual abstinence as a means of living out their commitment to Christ. They do this freely in response to a God-given gift of grace (Matthew 19:12). Today, we are perhaps most familiar with vowed celibates as nuns and priests in the Roman Catholic or Orthodox Church. These celibates vow to forgo earthly marriage in order to participate more fully in the heavenly reality that is eternal union with Christ.6 • Dedicated celibates. These are singles who have not necessarily made a lifelong vow to remain single, but who choose to remain sexually abstinent for as long as they are single. Their commitment to celibacy is an expression of their commitment to Christ. Many desire to marry or are open to the possibility. They may have not yet met the right person or are postponing marriage to pursue a career or additional education. They may be single because of divorce or the death of a spouse. The apostle Paul acknowledges such dedicated celibates in his first letter to the church at Corinth (1 Corinthians 7). Understanding singleness and marriage as callings or vocations must inform our self-understanding and the outworking of our leadership. Our whole life as a leader is to bear witness to God’s love for the world. But we do so in different ways as marrieds or singles. Married couples bear witness to the depth of Christ’s love. Their vows focus and limit them to loving one person exclusively, permanently, and intimately. Singles — vowed or dedicated — bear witness to the breadth of Christ’s love. Because they are not limited by a vow to one person, they have more freedom and time to express the love of Christ to a broad range of people. Both marrieds and singles point to and reveal Christ’s love, but in different ways. Both need to learn from one another about these different aspects of Christ’s love. This may be a radically new concept for you, but stay with me. God intends this rich theological vision to inform our leadership in ways few of us may have considered. Before exploring the connections between leadership and marriage or singleness, it’s important to understand the way marriage and singleness are commonly understood in standard practice among leaders today.

While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team.

This was not an academic matter. Biology, as George Wald had said, was a unique science because it could not define its subject matter. Nobody had a definition for life. Nobody knew what it was, really. The old definitions-- an organism that showed ingestion, excretion, metabolism, reproduction, and so on-- were worthless. One could always find exceptions.   The group had finally concluded that energy conversion was the hallmark of life. All living organisms in some way took in energy-- as food, or sunlight-- and converted it to another form of energy, and put it to use. (Viruses were the exception to this rule, but the group was prepared to define viruses as nonliving.)   For the next meeting, Leavitt was asked to prepare a rebuttal to the definition. He pondered it for a week, and returned with three objects: a swatch of black cloth, a watch, and a piece of granite. He set them down before the group and said, "Gentleman, I give you three living things."   He then challenged the team to prove that they were not living. He placed the black cloth in the sunlight; it became warm. This, he announced, was an example of energy conversion-radiant energy to heat.   It was objected that this was merely passive energy absorption, not conversion. It was also objected that the conversion, if it could be called that, was not purposeful. It served no function.   "How do you know it is not purposeful?" Leavitt had demanded.   They then turned to the watch. Leavitt pointed to the radium dial, which glowed in the dark. Decay was taking place, and light was being produced.   The men argued that this was merely release of potential energy held in unstable electron levels. But there was growing confusion; Leavitt was making his point.   Finally, they came to the granite. "This is alive," Leavitt said. "It is living, breathing, walking, and talking. Only we cannot see it, because it is happening too slowly. Rock has a lifespan of three billion years. We have a lifespan of sixty or seventy years. We cannot see what is happening to this rock for the same reason that we cannot make out the tune on a record being played at the rate of one revolution every century. And the rock, for its part, is not even aware of our existence because we are alive for only a brief instant of its lifespan. To it, we are like flashes in the dark."   He held up his watch.   His point was clear enough, and they revised their thinking in one important respect. They conceded that it was possible that they might not be able to analyze certain life forms. It was possible that they might not be able to make the slightest headway, the least beginning, in such an analysis. ==========

Here’s his seven-step checklist: “Write down five pre-existing company goals or priorities that will be impacted by the decision. Focusing on what is important will help you avoid the rationalization trap of making up reasons for your choices after the fact.” “Write down at least three, but ideally four or more, realistic alternatives. One can be staying put and doing nothing. It might take a little effort and creativity, but no other practice improves decisions more than expanding your choices.” “Write down the most important information you are missing. We risk ignoring what we don’t know because we are distracted by what we do know, especially in today’s information-rich businesses.” “Write down the impact your decision will have one year in the future. Telling a brief story of the expected outcome of the decision will help you identify similar scenarios that can provide useful perspective.” “Involve a team of at least two but no more than six stakeholders. Getting more perspectives reduces your bias and increases buy-in—but bigger groups have diminishing returns.” “Write down what was decided, as well as why and how much the team supports the decision. Writing these things down increases commitment and establishes a basis to measure the results of the decision.” “Schedule a decision follow-up in one to two months. We often forget to check in when decisions are going poorly, missing the opportunity to make corrections and learn from what’s happened.

Douglas is still here, I will be too.” “Was someone else in on all this with you? You had to be getting hold of the potassium chloride somehow.” DCI Booth was pushing forward with the next stage of his team’s investigation. And he’d already briefed Blair that they’d be

Your leadership team doesn't know what to do with your assessment and guidance and subconsciously starts questioning your leadership ability. “What is your recommendation or plan of attack?” they wonder. When someone who is braver and clearer steps up, you're history.

An effective survey question to ask your employees is how many minutes a week they spend learning on their own, not mandated, not directed. Typically it’s a small number. An organizational measure of improving health would be to increase that number. If you want engaged teams, don’t brief, certify!

How do you shift responsibility for performance from the briefer to the participants? How much preparation do people do prior to an event or operation? When was the last time you had a briefing on a project? Did listeners tune out the procedures? What would it take to start certifying that your project teams know what the goals are and how they are to contribute to them? Are you ready to assume more responsibility within the leader-leader model to identify what near-term events will be accomplished and the role each team member will fulfill?

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

FBI Counterterrorism Response Team Headquarters, Quantico, VA SPECIAL AGENT ODYSSEUS CARR looked up at the graying tiles of his boss’s ceiling and began counting to ten. He almost made it to three. “What do you mean, I can’t brief my men? They’re putting their lives at risk, commander. Big risk. These aren’t stone-throwers you’re asking us to kill. These are the guys who took out the World Trade Center.

The test for a successful brief is simple: Do the team and the supporting elements understand it?

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

On December 4, 1998, the headline on the President’s Daily Brief, the most secret intelligence document in the government of the United States, read: “Bin Ladin Preparing to Hijack US Aircraft and Other Attacks.” It was a secondhand report picked up by the CIA from the Egyptian intelligence service, but no one ever had seen anything like it. “Bin Ladin might implement plans to hijack US aircraft before the beginning of Ramadan on 20 December,” the warning read. “Two members of the operational team had evaded security checks during a recent trial run at an unidentified New York airport.” The imputed motive was freeing the imprisoned bombers of the World Trade Center

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

Krause and his team unearthed the evolution of Yersinia pestis, and the genomic tracks of its terrible journey. An earlier study had shown that, just like the Plague of Justinian, the Black Death in the 1340s had also originated in China. With a publicly available database of the full sequence, the history and the genetics can be aligned. Over a five-year period we can track a course from Russia to Constantinople, to Messina, to Genoa, Marseille, Bordeaux, and finally London. All these ports acted as points from which radiation of the plague could crawl inland. En route, it claimed the lives of some 5 million people.

In Walked Jim September 2013: Entering his first morning staff meeting as FBI director, Jim Comey loped to the head of the table, put down his briefing books, and lowered his six-foot-eight-inch, shirtsleeved self into a huge leather chair. He leaned the chair so far back on its hind legs that he lay practically flat, testing gravity. Then he sat up, stretched like a big cat, pushed the briefing books to the side, and said, as if he were talking to a friend, I don’t want to talk about these today. I’d rather talk about some other things first. He talked about how effective leaders immediately make their expectations clear and proceeded to do just that for us. Said he would expect us to love our jobs, expect us to take care of ourselves … I remember less of what he said than the easygoing way he spoke and the absolute clarity of his day-one priority: building relationships with each member of his senior team. Comey continually reminded the FBI leadership that strong relationships with one another were critical to the institution’s functioning. One day, after we reviewed the briefing books, he said, Okay, now I want to go around the room, and I want you all to say one thing about yourselves that no one else here knows about you. One hard-ass from the criminal division stunned the room to silence when he said, My wife and I, we really love Disney characters, and all our vacation time we spend in the Magic Kingdom. Another guy, formerly a member of the hostage-rescue team, who carefully tended his persona as a dead-eyed meathead—I thought his aesthetic tastes ran the gamut from YouTube videos of snipers in Afghanistan to YouTube videos of Bigfoot sightings—turned out to be an art lover. I really like the old masters, he said, but my favorite is abstract expressionism. This hokey parlor game had the effect Comey intended. It gave people an opportunity to be interesting and funny with colleagues in a way that most had rarely been before. Years later, I remember it like yesterday. That was Jim’s effect on almost everyone he worked with. I observed how he treated people. Tell me your story, he would say, then listen as if there were only the two of you in the whole world. You were, of course, being carefully assessed at the same time that you were being appreciated and accepted. He once told me that people’s responses to that opening helped him gauge their ability to communicate. Over the next few years I would sit in on hundreds of meetings with him. All kinds of individuals and organizations would come to Comey with their issues. No matter how hostile they were when they walked in the door, they would always walk out on a cloud of Comey goodness. Sometimes, after the door had closed, he would look at me and say, That was a mess. Jim has the same judgmental impulse that everyone has. He is complicated, with many different sides, and he is so good at showing his best side—which is better than most people’s—that his bad side, which is not as bad as most people’s, can seem more shocking on the rare moments when it flashes to the surface.

The most innovative teams proceed neither by detailed plans nor by no plans at all. Instead, they alternate brief periods of planning with longer periods of execution and improvisation. They scope out the problem or challenge, define a general direction to pursue for a solution, pursue it—if possible, by building a prototype to test in the real world, adapt it, learn, pause to do some brief replanning, and then try again, over and over.

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

Consider, though, how the insight sessions, industry updates, and briefings for the CEO and CFO before the analyst calls will help meet the customer's business needs and will also link to the objective of building relationships with the CEO and CFO over the next six months; likewise, the coaching sessions and prep before the board meetings will cement the partner's relationship with the CFO even further. Meeting with the CEO and CFO before analyst calls to brief them on issues that they might need to discuss will give the partner the opportunity to provide essential information when they need it the most, creating a dependency on the partner and cementing his relationship as a trusted adviser to the company's leadership team. People are often focused on trying to get their customers to like them. I always advise my clients that it is nice if your customers like you, but essential that they need you. You want to include negotiable issues that position you to create this type of dependency.

The most innovative teams proceed neither by detailed plans nor by no plans at all. Instead, they alternate brief periods of planning with longer periods of execution and improvisation.

Jonas rubbed his eyes. “Okay, Masao, for some reason it seems the story’s being leaked anyway. First off, Danielson wasn’t my C.O., he was assigned to Guam when our mission began, then ended up overseeing the dives as they were in his waters. I had trained for the mission for several years along with three other pilots, two of which eventually dropped out. “The sub was called the Sea Cliff; the navy having refitted her to handle the Challenger Deep. Three teams of scientists were flown out to supervise the mission. I was briefed with some bullshit story about measuring deep-sea currents in the trench in order to determine if plutonium rods from nuclear power plants could be safely buried within the subduction zone. Funny thing—when we descended on that first dive the eggheads were suddenly no longer interested in currents, what they came for were rocks.” “Rocks?” “Manganese nodules. Don’t ask me why they wanted them, I haven’t a clue. My orders were to pilot the sub down to the hydrothermal plume and remain there while the geologists operated a remotely-controlled drone designed with a vacuum.” Jonas closed his eyes. “The first dive went okay; the second was three days later and by the time I had surfaced again I was seeing double.

English and half Nigerian, Stacey had never set foot outside the United Kingdom. Her tight black hair was cut short and close to her head following the removal of her last weave. The smooth caramel skin suited the haircut well. Stacey’s work area was organised and clear. Anything not in the labelled trays was stacked in meticulous piles along the top edge of her desk. Not far behind was Detective Sergeant Bryant who mumbled a ‘Morning, Guv,’ as he glanced into The Bowl. His six foot frame looked immaculate, as though he had been dressed for Sunday school by his mother. Immediately the suit jacket landed on the back of his chair. By the end of the day his tie would have dropped a couple of floors, the top button of his shirt would be open and his shirt sleeves would be rolled up just below his elbows. She saw him glance at her desk, seeking evidence of a coffee mug. When he saw that she already had coffee he filled the mug labelled ‘World’s Best Taxi Driver’, a present from his nineteen-year-old daughter. His filing was not a system that anyone else understood but Kim had yet to request any piece of paper that was not in her hands within a few seconds. At the top of his desk was a framed picture of himself and his wife taken at their twenty-fifth wedding anniversary. A picture of his daughter snuggled in his wallet. DS Kevin Dawson, the third member of her team, didn’t keep a photo of anyone special on his desk. Had he wanted to display a picture of the person for whom he felt most affection he would have been greeted by his own likeness throughout his working day. ‘Sorry I’m late, Guv,’ Dawson called as he slid into his seat opposite Wood and completed her team. He wasn’t officially late. The shift didn’t start until eight a.m. but she liked them all in early for a briefing, especially at the beginning of a new case. Kim didn’t like to stick to a roster and people who did lasted a very short time on her team. ‘Hey, Stacey, you gonna get me a coffee or what?’ Dawson asked, checking his mobile phone. ‘Of course, Kev, how’d yer like it: milk, two sugars and in yer lap?’ she asked sweetly, in her strong Black Country accent.

Two factions consistently arise because coalition-forming behavior is game-theoretically optimal. That is, when fighting over any scarce resource, if one group teams up and the other doesn’t, the first group tends to win. This is a fundamental reason why humans tend to consolidate into two factions that fight each other over scarce resources till one wins. The winning team enjoys a brief honeymoon, after which it usually then breaks up internally into left and right factions again, and the battle begins anew. After the French Revolution, factions famously arose. After World War 2, the once-allied US and USSR went to Cold War. And after the end of the Cold War, the victorious US faction broke down into internal hyperpolarization. A strong leader might keep this from happening for a while, but the breakdown of a victorious side into left and right factions is almost a law of societal physics.

However, most of us are so caught up with daily demands that we continually put off serious reflection about how to make a greater contribution to the teams, families, and communities around us. This is a consequential mistake. Tomorrow is gone in an instant, another month rolls by, and eventually you have missed years, and then decades, of opportunity to make meaningful and substantive contributions.

sorry to interrupt, but do you have a moment?” she asked Brooks. “Or two. Come on in.” He took her hand, kept it after he closed the door to his office. “What happened?” “It’s good, what happened.” The good made her a little breathless. “Garrison contacted me. Her report was very brief, considering, but inclusive.” “Abigail, spill it.” “I’m—oh. Yes. They’ve picked up Cosgrove and Keegan. They’re interrogating, and that may take some time. She didn’t mention the blackmail, but I’ve followed some of the communications in-house, so to speak. Naturally, they believe Keegan blackmailed Cosgrove, and they’ll use that to pressure each of them. More. More important. They’ve arrested Korotkii and Ilya Volkov. They’ve arrested Korotkii for the murders of Julie and Alexi, and Ilya as accessory after the fact.” “Sit down, honey.” “I can’t. It’s happening. It’s actually happening. They’ve asked me to meet with the federal prosecutor and his team to prepare me for testifying.” “When?” “Right away. I have a plan.” She took both his hands now, held tight. “I need you to trust me.” “Tell me.” ON A BRIGHT JULY MORNING, one month

Nonetheless, we arranged for his team to come over to brief me later that morning.

I just told you about the importance of asking. Well . . . To get my book into the hands of the people who need it most, I need your help. If my book has been helpful, can you take thirty seconds right now and leave a short review? Think back to why you decided to pick up this book and give it a chance. Maybe it’s because a five-star review on Amazon or Goodreads caught your eye. Leave a review and give someone else the opportunity to start their Million Dollar Weekend. Before I started writing this book, I met Matt, who works security at the Austin airport. He has the same dream as you, to create a business so he can change his life, but he may never hear about this book. Your review means the world to me AND it could change the world of someone else, like Matt. Feel good about yourself knowing your brief review can change someone’s life forever. The review costs you no money (my favorite price) and only takes thirty seconds. You can go to the book’s page on the Amazon app or desktop site, or wherever you bought it, and leave a review there. On Kindle or an e-reader, scroll to the last page of the book. On Audible, go to your library page and click Write a Review. BTW: I read every single review. And when your review happens, an alarm goes off in my office, my mom tells me about it, and our entire team celebrates like we just won the Super Bowl. Now back to your Million Dollar Weekend. —Love you forever, Noah

In the President’s Daily Brief every morning Biden was presented with an extraordinary intelligence trove on what the Russians were visibly doing with their military forces, but also what the Russians were talking and thinking about doing with those forces. Putin’s ultimate intentions remained unclear. There was an unsettling sense of déjà vu. Biden had been vice president and Blinken was President Obama’s deputy national security adviser when Russian forces swiftly annexed Crimea in southern Ukraine and seized a portion of the Donbas in 2014. Obama and their team had failed to spot Putin’s brazen land grab for what it was and adequately push back on it in time. It had been an easy win for Putin, with few lasting negative ramifications for Russia.

These brief statements are truly amazing and in some respects may be among the most important lines in the entire New York Times presentation of the Pentagon Papers. They show how deeply the clandestine, operating side of the CIA hid behind its first and best cover, that of being an intelligence agency. How can the Times miss the point so significantly? Either the Times is innocent of the CIA as an intelligence organization versus the CIA as a clandestine organization, a highly antagonistic and competitive relationship, or the Times somehow played into the hands of those skillful apologists who would have us all believe that the Vietnam problem was the responsibility of others and not of the CIA operating as a clandestine operation. Let us consider an example:

The New York Times goes on to editorialize: “The Pentagon study does not deal at length with a major question. Why did the policy makers go ahead despite the intelligence estimates prepared by their most senior intelligence officials?” These brief statements are truly amazing and in some respects may be among the most important lines in the entire New York Times presentation of the Pentagon Papers. They show how deeply the clandestine, operating side of the CIA hid behind its first and best cover, that of being an intelligence agency. How can the Times miss the point so significantly? Either the Times is innocent of the CIA as an intelligence organization versus the CIA as a clandestine organization, a highly antagonistic and competitive relationship, or the Times somehow played into the hands of those skillful apologists who would have us all believe that the Vietnam problem was the responsibility of others and not of the CIA operating as a clandestine operation.

The first Agile principle is that our highest priority is to satisfy the customer through early and continuous delivery of valuable software. This provides the grounding teams need as they pursue the Agile path.

As a brief aside, nowhere in the writings of these thinkers, nor in the vast majority of works produced by later theorists in favor of free market capitalism, is the actual structure and process of production and distribution discussed. There is an explicit disconnect between “industry” and “business”, with the former related to the technical/scientific process of true economic unfolding; with the latter only pertaining to the codified market dynamics and pursuit of profit. As will be discussed more so in a moment, a central problem inherent to the capitalist mode of production is how advancements in the “industrial approach”, which can allow for increased problem resolution and the furthering of prosperity, have been blocked by the traditional, seemingly immutable tenets of the “business approach”. The latter has governed the actions of the former, to the disadvantage of the former's potential.

…a group of refugee boys who had survived the unimaginable, strangers now in an unfamiliar land, playing the game with passion, focus, and grace that seemed, for a brief moment anyway, to nullify the effects of whatever misfortune they had experienced in the past.

It will be noted that the specific duties assigned to the new agency (CIA) specifically itemized most of the standard tasks of Intelligence, with the exception of “collection.” It would seem that a Congress that had debated the subject so long and so thoroughly would not have overlooked the function of collection. It is more likely that Congress fully intended what it stated—that the task of the CIA was that of “coordinating” intelligence. The duties of the CIA were set forth in the law as follows: to advise the National Security Council in matters concerning such intelligence activities of the government departments and agencies as relate to national security; to make recommendations to the NSC for the coordination of such intelligence activities. . . .; to correlate and evaluate intelligence relating to the national security, and provide for the appropriate dissemination of such intelligence within the government . . . provided that the Agency shall have no police, subpoena, law-enforcement powers, or internal security functions. . . .; to perform, for the benefit of the existing intelligence agencies, such additional services of common concern as the NSC determines can be more efficiently accomplished centrally; to perform such other functions and duties related to intelligence affecting the national security as the NSC may from time to time direct. For those familiar with that language used in legislative writing, it should be very clear that Congress knew exactly what it was doing when it set up a central authority to coordinate intelligence and when it further delineated the responsibilities into those five brief and explicit paragraphs shown above. Yet few such uncomplicated and simple lines defining the law of the land have ever been subject to so much misinterpretation, intentional and accidental, as have these.

To take one example, even a brief exposure to light in a newborn kitten, rat, or monkey can launch a complex cascade of gene expression. The light activates photoreceptors-which send signals-which trigger a pathway-which leads to the expression of neural growth factors and a set of genes known as "immediate early genes" or "early response genes"-each of which, in turn, triggers the expression of many more genes. One study of cichlid fish suggests that a change in social status (from submissive to dominant) is tied to changes in the expression levels of at least fifty-nine different genes-a phenomenon not entirely unrelated to the testosterone rush that Joe-six-pack gets when the home team wins.

Lamech and Betenos had a brief wedding ceremony. Its brevity was inspired by the fact that the team of giant killers was about to embark on the final leg of its journey to Bashan. They allowed the new lovers several days to discover themselves in all their god-given intimacy. At last, Lamech understood what his father meant when he said that making love to his wife was an act of worship to Elohim. It embodied the kind of union that transcended their physical existence. Grandfather Enoch, with his passionate way with words, had often spoken of the love of Elohim for his people being like that of a bridegroom with his bride.

James and his team were readying to brief a lawyer from the Procurator Fiscal's office. The Fiscal Depute's name was Shona MacBryer. MacBryer knew Clarke, and the two shared a nod of greeting as she arrived. Fox and Oldfield were handing round mugs. Someone had splashed out on a cafetière and proper coffee, and the biscuits were Duchy Originals.

first case with the FBI Behavioral Analysis Unit, and it took us to Salt Lick, Kentucky. The discovery was made this morning, and we were briefed and flown out from Quantico to the Louisville field office where we picked up a couple of SUVs. We drove from there and got here about four in the afternoon. We were in a bunker illuminated by portable lights brought in by the local investigative team. A series of four tunnels spread out as a root system beneath a house the size of a mobile trailer and extended under an abandoned cornfield. A doorway in the cellar of

While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team. The

SPECIAL AGENT ODYSSEUS CARR looked up at the graying tiles of his boss’s ceiling and began counting to ten. He almost made it to three. “What do you mean, I can’t brief my men? They’re putting their lives at risk, commander. Big risk. These aren’t stone-throwers you’re asking us to kill. These are the guys who took out the World Trade Center.” Commander Potchak stood. He was a head shorter than Odi but built like a fireplug, and every bit as tough. “What’s your point?” Odi leaned forward and rested predatory palms on the edge of Potchak’s metal desk. “My point, sir, is that we’re giving up a crucial advantage if we don’t rehearse. I want to give my men every available advantage. They deserve no less.” Potchak did not twitch or blink. He just stared back cold and hard for a couple seconds and then said, “If you’re not up to it, Agent Carr, I’ll give Echo Team to Waslager. He’s been itching to go international. You can sit this one out—in isolation of course.” Odi wanted to leap over the desk, grab his boss

First Week of January 2013 Continuation of my Message to Andy (part 5)   Hi Andy, Are you back from your Tasmanian rowing expedition? Did your team win? I hope so. If I remember correctly, you were always an excellent rower and your teammates at Daltonbury Hall venerated your feathering mastery. I’d love to hear your adventures.☺   Back To My OBSS Escapades   As we headed to Jules’ makeshift office (a classroom temporarily converted), Kim was overtly skittish. He had surmised we would be consigned to cleaning the OBSS lavatories as punishment for our playful misdemeanour. I assured the teenager that that wouldn’t be the case; a more propitious outcome would be in order. Yet, he continued to brood, blaming me for my impertinence. Instead of arguing with him, I kept silent.               I couldn’t help but notice a sardonic smug on Jules’ handsome face when we entered. “Young, will you keep watch outside while I have a word with this young man?” he instructed. I sat on a nearby bench, waiting my turn. Minutes passed, and I needed to use the restroom. I wasn’t sure if I should leave, in the event I would be called upon, but I decided to go. Just as I was finishing my business, I heard a commotion outside. In states of disarray, my leader and tent-mate were being escorted out of the office by a couple of burly guards from the senior officer’s HQ. I was shocked to witness such an unanticipated occurrence. For a brief moment, Kim looked my direction before they marched into the darkness. The unforgettable terror on his face was of a man about to be hanged. It didn’t take long for rumours to circulate around camp that the two were caught red-handed doing unspeakable things to one another. Yet, none of the gossipmongers could provide a definitive account. The next day, Jules and Kim were gone. They had both been hastily expelled without having a chance to say goodbye. My three remaining days at OBSS, I was flummoxed. It was my final evening in Singapore when the truth came to light. My ex-OBSS leader was coming out of a bar in Bugis Street when I stumbled upon him. It was then that I heard the entire narrative from the horse’s mouth.

The cadence of accountability is a rhythm of regular and frequent meetings of any team that owns a wildly important goal. These meetings happen at least weekly and ideally last no more than twenty to thirty minutes. In that brief time, team members hold each other accountable for producing results, despite the whirlwind.

Scrum is a lightweight framework designed to help small, close-knit teams of people develop complex products.

A scrum team typically consists of around seven people who work together in short, sustainable bursts of activity called sprints, with plenty of time for review and reflection built in.

A development team represents a significant investment on the part of the business.

One way that the product owner maximizes ROI is by directing the team toward the most valuable work, and away from less valuable work. That is, the product owner controls the order, sometimes called priority, of items in the team’s backlog. In scrum, no-one but the product owner is authorized to ask the team to do work or to change the order of backlog items.

Another way that the product owner maximizes the value realized from the team’s efforts is to make sure the team fully understands the requirements. If the team fully understands the requirements,

An example is the campaign that Goodby, Berlin & Sil- verstein produced for the Northern California Honda Deal- ers Advertising Association (NCHDAA) in 1989. Rather than conform to the stereotypical dealer group advertising ("one of a kind, never to be repeated deals, this weekend 114 Figure 4.1 UNUM: "Bear and Salmon. Figure 4.2 UNUM: "Father and Child." 115 PEELING THE ONION only, the Honda-thon, fifteen hundred dollars cash back . . ." shouted over cheesy running footage), it was decided that the campaign should reflect the tone of the national cam- paign that it ran alongside. After all, we reasoned, the only people who know that one spot is from the national cam- paign and another from a regional dealer group are industry insiders. In the real world, all people see is the name "Honda" at the end. It's dumb having one of (Los Angeles agency) Rubin Postaer's intelligent, stylish commercials for Honda in one break, and then in the next, 30 seconds of car salesman hell, also apparently from Honda. All the good work done by the first ad would be undone by the second. What if, we asked ourselves, we could in some way regionalize the national message? In other words, take the tone and quality of Rubin Postaer's campaign and make it unique to Northern California? All of the regional dealer groups signed off as the Northern California Chevy/Ford/ Toyota Dealers, yet none of the ads would have seemed out of place in Florida or Wisconsin. In fact, that's probably where they got them from. In our research, we began not by asking people about cars, or car dealers, but about living in Northern California. What's it like? What does it mean? How would you describe it to an alien? (There are times when my British accent comes in very useful.) How does it compare to Southern California? "Oh, North and South are very different," a man in a focus group told me. "How so?" "Well, let me put it this way. There's a great rivalry between the (San Francisco) Giants and the (L.A.) Dodgers," he said. "But the Dodgers' fans don't know about it." Everyone laughed. People in the "Southland" were on a different planet. All they cared about was their suntans and flashy cars. Northern Californians, by comparison, were more modest, discerning, less likely to buy things to "make state- ments," interested in how products performed as opposed to 116 Take the Wider View what they looked like, more environmentally conscious, and concerned with the quality of life. We already knew from American Honda—supplied re- search what Northern Californians thought of Honda's cars. They were perceived as stylish without being ostentatious, reliable, understated, good value for the money . . . the paral- lels were remarkable. The creative brief asked the team to consider placing Honda in the unique context of Northern California, and to imagine that "Hondas are designed with Northern Californi- ans in mind." Dave O'Hare, who always swore that he hated advertising taglines and had no talent for writing them, came back immediately with a line to which he wanted to write a campaign: "Is Honda the Perfect Car for Northern Califor- nia, or What?" The launch commercial took advantage of the rivalry between Northern and Southern California. Set in the state senate chamber in Sacramento, it opens on the Speaker try- ing to hush the house. "Please, please," he admonishes, "the gentleman from Northern California has the floor." "What my Southern Californian colleague proposes is a moral outrage," the senator splutters, waving a sheaf of papers at the other side of the floor. "Widening the Pacific Coast Highway . . . to ten lanes!" A Southern Californian senator with bouffant hair and a pink tie shrugs his shoulders. "It's too windy," he whines (note: windy as in curves, not weather), and his fellow Southern Californians high-five and murmur their assent. The Northern Californians go nuts, and the Speaker strug- gles in vain to call everyone to order. The camera goes out- side as th

Stephen Anderson, author of Seductive Interaction Design, created a tool called Mental Notes to help designers build better products through heuristics.[lxviii] Each of the cards in his deck of 50 contains a brief description of a cognitive bias and is intended to spark product team conversations around how they might utilize the principle.

Get to know the interface   Now that you have caught your very first Pokémon, you’re set to shape your own Pokémon future and catch them all. Back on the map, which will be the screen you visit the most, you can find various points of interest, including your character’s position. Your position on the map is updated with real-time movement in your actual surroundings. Around your character is a radius, indicated with a purple circle. You can interact with points of interest within this radius. Do note that you will only be able to interact and move around when you have an active internet connection and when the application has access to your location.   Around your character, you will see blue floating cubes: PokéStops, as well as colored buildings: gyms. We will be treating these more carefully later on in the book. On the bottom of your screen you will see three main buttons: left being your avatar, right being Pokémon that are nearby and the middle button functions as the menu.   When you tap your avatar button, you can see your character and character name, your level, your balance, a journal of your activities, your team and last but not least: your medals. Increasing your level is achieved by gaining XP, short for experience. There are various ways to gain experience, which we will cover later on in this book. In this chapter, we just want to familiarize ourselves with the interface. You can check the requirements of any achievement by simply tapping on either of them.   When you make it back to the map, we will check out the middle button next to familiarize ourselves with the main menu. There are four subdivisions in the main menu: the Pokédex, the Shop, your Pokémon and your Items. First up is the Pokédex, it contains all the Pokémon you can come across in the game numbered accordingly. Whenever you catch a Pokémon, it will be added to the Pokédex and you can check their traits by simply tapping that particular Pokémon within your Pokédex. You will be shown a brief description about the Pokémon, its possible evolutions (if applicable), the type and how many times you have encountered and caught such Pokémon.   In the Shop, you’re able to spend your Pokécoins, which is your balance or currency. Pokécoins can be acquired by maintaining one or multiple gyms, but can also be bought directly through the store for real life currency. In the Shop you can buy various items such as Poké Balls, incense, eggs, and many more items and upgrades.   The third category in the main menu shows your Pokémon. In the beginning you can carry up to 250 Pokémon and up to 9 eggs, which are also included in the Pokémon tab count. If you wish to exceed these values, you can purchase upgrades in the Shop to increase your capacity. Your Pokémon are listed with their CP, short for Combat Power and their current HP, short for Health Points. The higher a Pokémon’s combat power, the stronger this Pokémon is and the harder it would be to catch.

Have you adopted any new ideas or practices generated by your staff and lawyers? Yes. In the pricing area, our policy is that if you come up with a new way to price with the customer, then do it. The young people have come up with ways to use Twitter, for example, to keep up with customers. That comes from the younger people, not from my generation. Over the past fifteen years, we’ve had lots of contributions from staff to keep our model and practices up to date and responsive. Everyone takes this seriously. A couple years ago, someone on staff was talking about a late-night brief or a big project, and two to three other legal assistants stayed until midnight to help this person out. They coined the phrase, “The Summit team runs toward the fire.” If I’m doing something that requires a late-night effort, I don’t have to go to anyone to get permission for help and work and support from others. Another person who doesn’t have anything on the case will run to the project to help out. That happens every single day. The staff sees a problem someone else has, and they run to the problem to help out. This stuff just happens. It’s one of the things I’m most proud of. Many years ago, someone sent an email thanking other people for helping. No one officially adopted the practice, but somebody did it, and it was rewarded, and now whenever someone does something they should be congratulated for, someone sends an email to everyone in the firm praising the efforts of that person to everyone else in the firm. Those emails fly around Summit on a daily basis. That has the impact of encouraging supportive behavior and making it part of the way Summit operates.

Alves laughed. “Indeed.” He then turned to Alison. “Ms. Shaw, thank you again for allowing this brief interruption to your team’s work. You are very generous.” Alison smiled and shook his hand. He probably didn’t realize that she had no choice.

Making brief eye contact with Tristan, Gabriel casually marched around the gazebo and yanked the Ashman back further into the shadowy cover of the dark trees. The Ashman struggled, but Tristan came up beside Gabriel and caught the Ashman’s hands behind his back. Another Ashman appeared in the darkness beyond Tristan. “Watch your back,” Gabriel said, and Tristan whipped around. In one fluid movement, Tristan pulled a dagger from his coat—because, apparently, Tristan carted bloody weapons around in his coat—and cut through the Ashman’s skull with forceful movement. Without missing a beat, Tristan turned back around and helped Gabriel pin the Ashman that was struggling beneath Gabriel’s grasp.Gabriel punched the Ashman in the face, giving Tristan an opportunity to restrain the Ashman’s hands behind his back. Gabriel pulled Scarlet’s butcher knife from his coat—okay, so maybe they both carted weapons around in their jackets—and with silent movement, he thrust the blade directly into the Ashman’s heart and twisted. Stiffness, cracking, crumbling…then ash. Murder accomplished. Gabriel tucked the blade back into his coat and dusted off his hands as he looked at the two piles of ash on the forest floor. “See how simple that was?” He looked at Tristan. “You hold him down, I stab him, end of threat. With Nate it’s all weird battle cries and plastic hammers.” Gabriel shook his head. “Fighting with you is much less dramatic.” “Yeah, well.” Tristan stretched his neck. “We make a good killing team.” Gabriel rolled his eyes as they headed out of the trees and back to the fair. “What is with everyone wanting to be on teams?

Rex Parker, who had a very brief tenure as the team’s fourth quarterback, recalled an afternoon when Jackson charged him from the defensive end. “He hit me,” Parker said, “and my ancestry shook.

T20 World Cup Betting: A Quick Guide The T20 World Cup is one of the most exciting events in the cricketing calendar, bringing together top teams from around the world for a fast-paced, action-packed tournament. For many fans, placing a bet can add even more excitement to the games. Here’s a brief guide to get you started with T20 World Cup betting. What is T20 World Cup Betting? T20 World Cup betting involves wagering on various outcomes related to the tournament. This can range from predicting the overall winner of the World Cup to specific match outcomes or player performances. Types of Bets Match Bets: Wager on the outcome of individual matches. Outright Bets: Bet on which team will win the entire tournament. Prop Bets: Bet on specific events, like the top run-scorer in a match. How to Bet Choose a Platform: Select a reputable betting site like Bet365 or Betway. Create an Account: Sign up and verify your details. Deposit Funds: Add money to your account using a secure payment method. Place Bets: Choose your bets based on your research and predictions. Tips for Successful Betting Research: Study team form, player statistics, and match conditions. Set a Budget: Only bet what you can afford to lose. Stay Informed: Keep up with the latest news and updates. Responsible Betting Betting should always be fun and done responsibly. Set limits for yourself and seek help if betting becomes a problem. Betting on the T20 World Cup can enhance your enjoyment of the game, but always remember to bet wisely and responsibly.

The root cause of America’s twenty-first-century decline is the combination of (1) tribalism, (2) social media, and (3) a malformed political structure. (1) TRIBALISM Humans lived in tribes for most of our history. The bonds of tribalism are thus deeply hardwired into the human psyche. Tribalism makes us loyal to and biased in favor of fellow members of our own tribe. In the process, it distorts our thinking, overriding facts and data. And it makes us biased against outsiders who we dislike and perceive to be a threat. This makes some sense. For a very long period, human survival depended on being tribal. The more loyal and organized the tribe, the more effective it would be at fending off threats from animals and rival clans. Yale law professor Amy Chua highlighted the power of tribalism in her book Political Tribes: Group Instinct and the Fate of Nations: “Humans, like other primates, are tribal animals. We need to belong to groups, which is why we love clubs and teams. Once people connect with a group, their identities can become powerfully bound to it. They will seek to benefit members of their group even when they gain nothing personally. They will penalize outsiders, seemingly gratuitously. They will sacrifice, and even kill and die, for their group.

Humans, like other primates, are tribal animals. We need to belong to groups, which is why we love clubs and teams.

The essence of tribalism is to be biased in favor of your tribe and against another tribe. To understand tribalism you must therefore understand cognitive biases, which are systemic mental processes that simplify and distort people’s observations and experiences. Most people are familiar with cognitive biases and see them in numerous everyday contexts. Sporting events are a great example, where fans rabidly cheer for their team and, in the process, consistently interpret events (like close calls from the referee) inaccurately in favor of their team (or tribe).

Scrum Master The scrum master acts as a coach, guiding the team to ever-higher levels of cohesiveness, self-organization, and performance. While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team. The scrum master is the team’s good shepherd, its champion, guardian, facilitator, and scrum expert.  The scrum master helps the team learn and apply scrum and related agile practices to the team’s best advantage. The scrum master is constantly available to the team to help them remove any impediments or road-blocks that are keeping them from doing their work. The scrum master is not—we repeat, not—the team’s boss. This is a peer position on the team, set apart by knowledge and responsibilities not rank.

QuickBooks Online Support +1-877-788-4840 QuickBooks Online Support is the chief reason which makes user to a habitual of this meaningful accounting software suite. It is expectation of many customers that problem cannot happen with this accounting and finance software. A great number of people hypotheses that no problem arise with the administration of forthcoming time. Nonetheless, no one has the power to stop the unexpected event in it. By the way, some series of technical problems has been outline in it. Generally, it is the common thing the normal QuickBooks pitch has resolved through self practice. If the existence of problem is out of capacity, then you would not forget to get the smooth interaction of QuickBooks online support. These experts are not adhering with specific time interval to give the valid assistance to their customers. In case you are willing to nullify is non-expected result, then you should not need to explore most update knowledge with the coverage of time. You must active with QuickBooks online support phone number if you dislike to stay connects with long durability of its frustrated outcome. Making worry against the technical issue does not provide the effective solution to decrease the problem stability. You must tell whatever issue to technical team so that they do their best for offering the customer friendly result. First of all, you must see the brief look of encountered QuickBooks conflictions.

Think Casual. Do what Steve Jobs did: Shun the trappings of big business. Operating like a smaller, less hierarchical company makes everyone more productive—and makes it more likely that you’ll become a bigger business. Choreographed meetings and formalized presentations may transfer information from person to person, but they neither inspire nor bring a team closer together. Embrace the fact that you’ll get more accomplished when you converse with people rather than present to them. You’ll still have plenty of opportunities to dress up and do things the old-fashioned way. But internally, and on a day-to-day basis with your clients—deformalize. Many great creative ideas are actually born in these types of briefings, when key words or phrases emerge in conversation. Some of the agency’s most compelling words for Apple were generated this way. If you want to reap the benefits of Simplicity, think big—but don’t act that way. As Steve Jobs proved, one of the most effective ways to become a big business is to maintain the culture of a small business.

However, most of us are so caught up with daily demands that we continually put off serious reflection about how to make a greater contribution to the teams, families, and communities around us.

A particularly effective means to help Prioritize and Execute under pressure is to stay at least a step or two ahead of real-time problems. Through careful contingency planning, a leader can anticipate likely challenges that could arise during execution and map out an effective response to those challenges before they happen. That leader and his or her team are far more likely to win. Staying ahead of the curve prevents a leader from being overwhelmed when pressure is applied and enables greater decisiveness. If the team has been briefed and understands what actions to take through such likely contingencies, the team can then rapidly execute when those problems arise, even without specific direction from leaders. This is a critical characteristic of any high-performance, winning team in any business or industry. It also enables effective Decentralized Command (chapter 8).

And when things go wrong, and they inevitably do go wrong, complexity compounds issues that can spiral out of control into total disaster. Plans and orders must be communicated in a manner that is simple, clear, and concise. Everyone that is part of the mission must know and understand his or her role in the mission and what to do in the event of likely contingencies. As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.

The Return Season On March 19, 1995, Michael Jordan officially returned to the hardwood floor as an NBA player in a game against the Indiana Pacers wearing jersey number 45, which was his brother Larry’s number and the number he used while playing baseball. Still feeling the rust of being away from competitive basketball for nearly two years, Jordan only had 19 points on a poor 7 out of 28 shooting clip in that loss to the Pacers. But while the Bulls may have lost that outing, they were happy enough that they had the franchise’s greatest player back in time to help them with their playoff push. While Jordan took his sweet time getting his groove back, he still had scoring explosions even as he was shaking off the rust. On March 28th he helped avenge the Bulls’ seven-game series loss to New York the previous year by exploding for 55 points against the Knicks. Just three days before that, he had 32 in a win over the Atlanta Hawks. Just as the Chicago Bulls had hoped, they got the push they needed when Jordan returned to the team. They won 13 of the 17 regular-season games that MJ appeared in and went on to make the playoffs with a 47-win season. In that brief 17-game campaign, Michael Jordan averaged 26.9 points, 6.9 rebounds, and 5.3 assists while shooting 41.1% from the floor. It was clear that

Before Entry Read internal and external perspectives on the market and consumers. You won’t become an expert, but that’s OK; awareness is what you’re after. Identify local consultants who can brief you on the state of the market and the competitive environment. Learn the language—it’s not about fluency; it’s about respect. Develop some hypotheses about the business situation you are entering. – Use the STARS model to talk with your new boss and other stakeholders about the situation. – Assess the leadership team—is it functioning well, and does it comprise a good mix of new and veteran, or local and expatriate, talent? – Assess the overall organization using any available corporate performance and talent-pool data. – If possible, talk to some team members to gather their insights and test some of your early hypotheses. After Entry Your first day, first week, and first month are absolutely critical. Without the following four-phase plan, you risk getting drawn into fighting fires rather than proactively leading change. Diagnose the situation and align the leadership team around some early priorities. Establish strategic direction and align the organization around it. Repair critical processes and strive for execution consistency. Develop local leadership talent to lay the foundation for your eventual exit.

Filling your team up while filling them in on what's going on

I didn't have the energy to scream at the flasher or yell for security. And besides, the 'security team' was just a bunch of tanned strippers in peekabook bikini briefs and heels. So I took matters into my own hands. 'Thank God you're here. Get on top of me right now and force-feed me all of that man meat!' I shouted at him. 'Your penis is irresistible to me! I must have it in my body right this minute!' I started to back him into a corner. 'No, don't put it back inside your pants! I require all of the services you are offering me. I request that you inspect my vaginables and see if they meet your exacting standards!' As I pulled my own pants down, he ran out of the building, never so scared in his life.

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

The fact that the question is even asked, the fact that black excellence in a particular field needs ‘explaining’, tells its own story. I can’t recall any documentaries trying to discover an organisational gene left over from fascism that explains why Germany and Italy have consistently been Europe’s best performing football teams. Spain’s brief spell as the best team in the world, with a generation of players born in the years immediately after Franco’s death, would seem to confirm my fascism-meets-football thesis, right? Clearly this would be a ridiculous investigation - or who knows maybe I am on to something - but the question would never be asked because German, Italian and Spanish brilliance don’t really need explaining, or at least not in such negative ways. When I was young, I vividly remember watching a BBC doc called Dreaming of Ajax which investigated why one Dutch club, Ajax Amsterdam, was able to produce better football players than the whole of England. It was a fantastic documentary that looked with great admiration at the obviously superior coaching systems of Ajax, which became so visible in their home-grown players’ performances. But it did not look for some mystery Dutch gene left over from some horrendous episode in European history. Nor did white dominance in tennis or golf - until Tiger and the Williams sisters, anyway - need to be explained by their ancestors having so much practice whipping people for so long, and ending up with strong shoulders and great technique as a result!

As Barr saw it, he had written the letter to be intentionally brief and include only Mueller’s baseline conclusions, and as an act of good faith he quoted Mueller’s language about not being able to “exonerate” the president. What’s more, Barr told his team, they had given Mueller and his deputies an opportunity to review a draft of the letter and Zebley declined. How could Zebley now be upset about it? On March 27, Mueller signed a letter to Barr from the special counsel’s office objecting strongly to the attorney general’s handling of the principal conclusions: “The summary letter the Department sent to Congress and released to the public late in the afternoon of March 24 did not fully capture the context, nature, and substance of this Office’s work and its conclusions.

I have had a brief read of your book....it brought back a lot of memories.

Ranger will brief your team that they’re to report to Nathan and not your father. If I find out any of them are speaking with your father other than to report your safety, their next assignment will be in a drought-ridden hellishly hot climate in a country with an economy that doesn’t support air conditioning.

Tacoma and Calibrisi remained at Cosgrove’s house as two teams of CIA forensics experts and a six-person sanitization crew made it look as if nothing had happened at the house. The plaster wall where the bullet that had passed through the Russian’s thumb was embedded had been sanitized and patched up. All traces of blood upstairs and down were gone. Even an experienced investigator would have found nothing more than some molecular-level DNA. The cleaning process had included a thorough cataloging of all fingerprints in the house, followed by a methodical washing of every surface, followed by a radiological burst, in which every room in the house was exposed for a brief time

Another way that the product owner maximizes the value realized from the team’s efforts is to make sure the team fully understands the requirements. If the team fully understands the requirements, then they will build the right thing, and not waste time building the wrong thing.

most of us are so caught up with daily demands that we continually put off serious reflection about how to make a greater contribution to the teams, families, and communities around us. This is a consequential mistake. Tomorrow is gone in an instant, another month rolls by, and eventually you have missed years, and then decades, of opportunity to make meaningful and substantive contributions.

A typical premortem begins after the team has been briefed on the plan. The leader starts the exercise by informing everyone that the project has failed spectacularly. Over the next few minutes those in the room independently write down every reason they can think of for the failure—especially the kinds of things they ordinarily wouldn’t mention as potential problems, for fear of being impolitic.

Troy exchanged a brief look with the Ravens' assistant coach, Brian Quinn, who stood quietly in the background. Quinn had been the assistant coach last season too, but seemed perfectly happy to have Troy here to take over his shipwreck of a team or maybe, in keeping with the theme, it was less a shipwreck and more a bird with a broken wing and a missing eye that was probably dead.