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.

Vaughan operates in a different way from me and most of the policy team. He decides to crack the China market with his golf clubs, sending updates about whom he has golfed with and how this might lead to opportunities to meet with key government officials. The actual work, preparing briefings, tracking regulations, or analysing political developments, he delegates to interns, or the women who work for him.

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.

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.

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.

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.

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.

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.

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.

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

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.

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

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.

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

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.

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

and talked about sports and weapons before the morning briefings, their camaraderie interrupted only by the occasional locker-room prank. It was home, and Josh had to admit that he had missed it, although the conference was rewarding in ways he hadn’t anticipated. Knowing he was part of a larger community of chief analysts, people who shared the same life experiences as him, people who had the same problems and fears as he did, was surprisingly comforting. In Jakarta, he was head of analysis, he had a team that worked for him, and he answered only to the station chief; but he had no real peers, no one to really talk to. Intelligence work was a lonely profession, especially for the people in charge. It had certainly taken its toll on some of his old friends. Many had aged well beyond their years. Others had become hardened and distant. After seeing them, Josh had wondered if he would end up that way. Everything had a price, but he believed in the work they were doing. No job was perfect. As his thoughts drifted back from the conference, he realized the elevator should have opened by now. When he turned his head to look around, the elevator lights blurred, like a video in slow motion. His body felt heavy.

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 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

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.

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.

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.

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).

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

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

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.

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).

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.

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.

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.

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.

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

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

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.

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?

Ruth McQuillan and a massive international team scanned the DNA of 35,000 people across twenty-one European countries, and looked for identical genetic variants on both chromosomes across the whole genomes, thereby identifying consanguinity. The difference between those with first-cousin-like inbreeding and outbred individuals was, on average, three centimeters. Socioeconomic factors played a massive part, and were accounted for in the final analysis. The inbreeding depression on one of the simpler metrics of humans is just over an inch. The black Tinkler winna

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.

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.

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.

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.

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?

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!

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 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

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.