Team Meetings Quotes

I don’t go to church. Not anymore. I’m a lot of things, but a hypocrite really isn’t one of them. If you’re not going to play by the rules, you don’t show up for team meetings.

We trained hard—but it seemed that every time we were beginning to form up into teams we were reorganized. I was to learn later in life that we tend to meet any new situation by reorganizing, and what a wonderful method it can be for creating the illusion of progress while actually producing confusion, inefficiency, and demoralization.

At least twice a week, I pause in the rush of work and have a meeting with myself. (If I were part of a team, I’d call a team meeting.) I ask myself, again, of the project: “What is this damn thing about?” Keep refining your understanding of the theme; keep narrowing it down.

Nate called out, “Team Meeting!” and pointed a finger in the air. When he had everyone’s attention, Nate cleared his throat. “There are a few Team Awesome things we need to discuss.” Tristan leaned over to Gabriel. “What’s Team Awesome?” “It’s our team name,” Heather smiled. “We’re not a team,” Gabriel said. “We are a team,” Nate corrected. “We’re Team Awesome and I’m team captain.” He looked at Tristan. “You can call me Captain. Or Captain America, if you’d like. I’m even willing to settle for Captain Jack.” Tristan crossed his arms. “Yeah, that’s not going to happen.” Heather’s eyes lit up. “Ooh! Can we choose code names? Can I be Catwoman?” “We’re not choosing code names.” Gabriel looked incredibly annoyed and Tristan almost smiled.

It was hard to live through the early 1940s in France and not have the war be the center from which the rest of your life spiraled. Marie-Laure still cannot wear shoes that are too large, or smell a boiled turnip, without experiencing revulsion. Neither can she listen to lists of names. Soccer team rosters, citations at the end of journals, introductions at faculty meetings – always they seem to her some vestige of the prison lists that never contained her father’s name.

People are more likely to remember the great social interaction they had with a colleague than the great meeting they both attended.

Twas the night before Christmas, when all through the house Not a creature was stirring, not even a mouse; The stockings were hung by the chimney with care, In hopes that St. Nicholas soon would be there; The children were nestled all snug in their beds; While visions of sugar-plums danced in their heads; And mamma in her 'kerchief, and I in my cap, Had just settled our brains for a long winter's nap, When out on the lawn there arose such a clatter, I sprang from my bed to see what was the matter. Away to the window I flew like a flash, Tore open the shutters and threw up the sash. The moon on the breast of the new-fallen snow, Gave a lustre of midday to objects below, When what to my wondering eyes did appear, But a miniature sleigh and eight tiny rein-deer, With a little old driver so lively and quick, I knew in a moment he must be St. Nick. More rapid than eagles his coursers they came, And he whistled, and shouted, and called them by name: "Now, Dasher! now, Dancer! now Prancer and Vixen! On, Comet! on, Cupid! on, Donder and Blixen! To the top of the porch! to the top of the wall! Now dash away! dash away! dash away all!" As leaves that before the wild hurricane fly, When they meet with an obstacle, mount to the sky; So up to the housetop the coursers they flew With the sleigh full of toys, and St. Nicholas too— And then, in a twinkling, I heard on the roof The prancing and pawing of each little hoof. As I drew in my head, and was turning around, Down the chimney St. Nicholas came with a bound. He was dressed all in fur, from his head to his foot, And his clothes were all tarnished with ashes and soot; A bundle of toys he had flung on his back, And he looked like a pedler just opening his pack. His eyes—how they twinkled! his dimples, how merry! His cheeks were like roses, his nose like a cherry! His droll little mouth was drawn up like a bow, And the beard on his chin was as white as the snow; The stump of a pipe he held tight in his teeth, And the smoke, it encircled his head like a wreath; He had a broad face and a little round belly That shook when he laughed, like a bowl full of jelly. He was chubby and plump, a right jolly old elf, And I laughed when I saw him, in spite of myself; A wink of his eye and a twist of his head Soon gave me to know I had nothing to dread; He spoke not a word, but went straight to his work, And filled all the stockings; then turned with a jerk, And laying his finger aside of his nose, And giving a nod, up the chimney he rose; He sprang to his sleigh, to his team gave a whistle, And away they all flew like the down of a thistle. But I heard him exclaim, ere he drove out of sight— “Happy Christmas to all, and to all a good night!

The Scrum Master, the person in charge of running the process, asks each team member three questions: 1. What did you do yesterday to help the team finish the Sprint? 2. What will you do today to help the team finish the Sprint? 3. What obstacles are getting in the team’s way? That’s it. That’s the whole meeting.

To say that some kind of god might exist is to vivify its being with mystery. To define a god into existence because it meets certain criteria for godhood is to kill that god by turning it into a cheapjack idol with a publicity team of theologians behind it. This would explain why so many deities—all of them, in fact—have fallen apart or are in the process of doing so: eventually every god loses its mystery because it has become overqualified for its job. After a god’s mystery is gone, arguments for its reality begin. Logic steps in to resuscitate what has been bled of its healthful vagueness. Finally, another “living god” is consigned to the mortuary of scholars.

With teamwork, any little contribution you make yields greater output when it meets the contribution of others, and guess who gets the plus? Everyone in the team!

She cast her gaze over him, pausing on the pink, sparkly backpack slung over his shoulder. The sexy, adorable man. “I don’t think you bat for my team, sheriff.

[Lennie meets Joe - he works out that she was named after John Lennon] I nod. "Mom was a hippie." This is northern Northern California after all - the final frontier of freakerdom. Just in the eleventh grade we have a girl named Electricity, a guy named Magic Bus, and countless flowers: Tulip, Begonia, and Poppy - all parent-given-on-the-birth-certificate names. Tulip is a two-ton bruiser of a guy who would be the star of out football team if we were the kind of school that has optional morning meditation in the gym

We had a big Cancer Team Meeting a couple days later. Every so often, a bunch of doctors and social workers and physical therapists and whoever else got together around a big table in a conference room and discussed my situation. (Not the Augustus Waters situation or the Amsterdam situation. The cancer situation.)

stars can’t shine unless they’re cloaked in darkness.

Some mothers seem to have the capacity and energy to make their children's clothes, bake, give piano lessons, go to Relief Society, teach Sunday School, attend parent-teacher association meetings, and so on. Other mothers look upon such women as models and feel inadequate, depressed, and think they are failures when they make comparisons... Sisters, do not allow yourselves to be made to feel inadequate or frustrated because you cannot do everything others seem to be accomplishing. Rather, each should assess her own situation, her own energy, and her own talents, and then choose the best way to mold her family into a team, a unit that works together and supports each other. Only you and your Father in Heaven know your needs, strengths, and desires. Around this knowledge your personal course must be charted and your choices made.

It’s what work should be about—not wasting time in endless meetings, then seeking camaraderie in a team-building event at a bowling alley—but working together to build something that matters to real people. This is the best use of your time. This is a sprint.

They will, trust me. Anyone who can give me as much shit as you do and bring me to my knees, they’re going to love. I wouldn’t be surprised if they showed up wearing Team Lottie T-shirts. Trust me, they’re fans.

I've learned a lot playing college ball," Mark says."What you do in high school doesn't mean shit. You can be the best ballplayer in your high school. The best in the country or state, but when you get to college, you're going to meet fifty other guys who can brag the same thing. You'll meet guys better than you, stronger than you, faster than you, and then you're up against better teams. The world changes when you leave Groveton.

The odds were incredibly stacked against a werewolf ever meeting his one-in-a-billion soul mate. There was no way Becker could have met his in the midst of an armed robbery. That kind of crap didn't happen in the real world.

A week earlier I'd been locked into the idea that the Redskins would win easily -- but when Nixon came out for them and George Allen began televising his prayer meetings I decided that any team with both God and Nixon on their side was fucked from start.

If you're anything like me, You bite your nails, And laugh when you're nervous. You promise people the world, because that's what they want from you. You like giving them what they want... But darling, you need to stop, If you're anything like me, You knock on wood every time you make plans. You cross your fingers, hold your breath, Wish on lucky numbers and eyelashes Your superstitions were the lone survivors of the shipwreck. Rest In Peace, to your naive bravado... If life gets too good now, Darling, it scares you. If you're anything like me, You never wanted to lock your door, Your secret garden gate or your diary drawer Didn't want to face the you you don't know anymore For fear she was much better before... But Darling, now you have to. If you're anything like me, There's a justice system in your head For names you'll never speak again, And you make your ruthless rulings. Each new enemy turns to steel They become the bars that confine you, In your own little golden prison cell... But Darling, there is where you meet yourself. If you're anything like me You've grown to hate your pride To love your thighs And no amount of friends at 25 Will fill the empty seats At the lunch tables of your past The teams that picked you last... But Darling, you keep trying. If you're anything like me, You couldn't recognize the face of your love Until they stripped you of your shiny paint Threw your victory flag away And you saw the ones who wanted you anyway... Darling, later on you will thank your stars for that frightful day. If you're anything like me, I'm sorry. But Darling, it's going to be okay.

Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.

Members of teams that tend to avoid conflict must occasionally assume the role of a “miner of conflict”—someone who extracts buried disagreements within the team and sheds the light of day on them. They must have the courage and confidence to call out sensitive issues and force team members to work through them. This requires a degree of objectivity during meetings and a commitment to staying with the conflict until it is resolved. Some

When all this madness is over, I hope we meet again,” said Lucien. “We will, I’m sure of it,” replied Herzog. “I never thought I’d ever say this to a German oppressor, but I’ll miss you. We made an odd team.” “That we did, my friend,” Herzog agreed.

Efforts are meant to optimize, not to waste. The right time to optimize it is when others are open to giving their buy-ins to participate.

Because meetings involve people, things can and will go wrong. Provide first aid when necessary.

Frederick Buechner said, “The place God calls you is the place where your deep gladness and the world’s deep hunger meet.”7

Societies are mediocre, individuals are excellent.

the doorframes were about six feet, seven inches high. To navigate, I would discreetly bob my head down as if nodding to an unseen companion as I walked. I had no idea how finely calibrated my ducking was until I got new soles and heels on a pair of dress shoes during the George W. Bush administration. Apparently, this refurbished footwear made me about a half-inch taller than usual. Rushing so as not to be late to a Situation Room meeting with the president, I did the usual bob and smacked my head so hard that I rocked backward, stunned. A Secret Service agent asked me if I was okay. I said yes, and continued walking, stars in my eyes. As I sat at the table with the president and his national security team, I began to feel liquid on my scalp and realized I was bleeding. So I did the obvious thing: I kept tilting my head in different directions to keep the running blood inside my hairline. Heaven only knows what President Bush thought was wrong with me, but he never saw my blood.

He opened her door, helped her to the ground, and held her before him. “You’re cold.” Unable to meet his gaze, Kara spoke without thinking. “N-no, it’s not that.” His brow furrowed for a moment and then he seemed to understand. He grinned, a sexy know-it-all grin, and ran a finger down her cheek. “I’m glad I was able to provoke a reaction.” Her sexual frustration became irritation. She glowered at him. “How is it you remain so unaffected?” His eyebrows rose, and he gave a snort. “Unaffected?” Without warning, he cupped her bottom, pulled her hard against him, and she felt the unmistakable evidence of his arousal. He was rock-hard, huge. Her inner muscles clenched—hard—and the air rushed out of her lungs. “Oh!” He thrust against her, his eyes dark with obvious male hunger. His voice was deep and husky. “Nothing about you leaves me unaffected, Kara.

Holacracy includes the following elements: • a constitution, which sets out the “rules of the game” and redistributes authority • a new way to structure an organization and define people’s roles and spheres of authority within it • a unique decision-making process for updating those roles and authorities • a meeting process for keeping teams in sync and getting work done together

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

I go to all the appointments. All the meetings. I sit with the team of inclusion teachers, occupational therapists, doctors, social workers, remedial teachers, and the cab driver that gets him from appointment to appointment, and I push for everything that can be done for my autistic boy. But I will never have a plan that will fix him. Noah is not something to be fixed. And our life will never be normal. And people always say, oh well what’s normal, there’s no such thing really, and I say — sure there is…there’s a spectrum… and there’s lots and lots of possibilities within that spectrum, and trust me buddy, ducks on the moon ain’t one of them….but …. In this abnormal life, I get to live with a pirate, and a bird fancier, and an ogre, and a hedgehog, and many many superheroes, and aliens and monsters — and an angel. I get to go to infinity and beyond.

A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.

The off-the-record reaction of the First Human Contact Team upon meeting the di'Taykan had been, "Holy fuk, they're elves!" To the horror of right thinking xenoanthropologists everywhere, the name stuck.

But as I stood across from Archer, I couldn't forget that I was completely, stupidly in love with the one person I could never have. The laughter died on my lips, and I dashed at my eyes with the back of my hand. "I need to get back," I said. "Right," he replied. He was still holding his sword in his right hand, and he twirled the hilt, the point sratching the wooden floor. "So this is it. We're done." "Yeah," I said, my voice cracking. I cleared my throat. "And I have to say, the world's first and last Eye-demon reconnaissance mission went pretty well." It was a struggle to meet his eyes, but I managed it. "Thank you." He shrugged, his dark gaze full of something I couldn't quite read. "We were a good team." "We were." In more ways than one, I thought. Which is why this sucked so bad. I stepped back. "Anyway, I should go. See ya,Cross." Then I laughed, only it sounded suspiciously like another sob. "Except I won't, will I So I guess I should say goodbye." I felt like I was about to shatter into a million tiny shards, like the mirrors I'd broken with Dad. "okay, well, best of luck with the whole Eye thing, then. Try not to kill anyone I know." I turned away, but he reached out and caught my wrist. I could feel my pulse hammering under his fingers. "Mercer, that day in the cellar..." He searched my face, and I could sense him struggling for what he wanted to say. Then finally, "I didn't kiss you back because I had to. I kissed you because I wanted to." His eyes dropped to my lips,and it was like the whole world had shrunk to just me and him and the shaft of light between us. "I still want to," he said hoarsely. He tugged my wrist and pulled me into his arms. My brain registered the sound of his sword clattering to he ground as his other hand came up to grab the back of my neck, but once his lips were on mine, everything else faded away. I clutched at his shoulders, raising up on my tiptoes, and kissed him with everything I had in me. As the kiss deepened, we held each other tighter, so I didn't know if the pounding heartbeat I felt was mine or his. How stupid,I thought dreamily, to have ever thought I could give this up. Not just the kissing, although, as Archer's hands cupped my face, I had to admit that part was pretty awesome. But all of it: joking with him and working beside him. Being with a guy who was my friend and could still make me feel like this.

The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust. It’s the exact same reason why eating together and doing things as a family really matters. Equally as important are conferences, company picnics and the time we spend around the watercooler. The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.

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.

I can’t really talk about it, but we’ve just got the English language rights for a really prestigious Swedish author. And everybody has been clamouring to read her debut novel, which is being billed as A Hundred Years of Solitude meets Gone Girl. But there was a lot of debate amongst the team over whether to give it an English title or stick with the Swedish original, and it all wound up being sorted out very last minute and so now the book’s gone to press as I’m Out of the Office at the Moment. Please Forward Any Translation Work to My Personal Email Address.

Among those dazzled by the Administration team was Vice-President Lyndon Johnson. After attending his first Cabinet meeting he went back to his mentor Sam Rayburn and told him with great enthusiasm how extraordinary they were, each brighter than the next, and that the smartest of them all was that fellow with the Stacomb on his hair from the Ford Motor Company, McNamara. “Well, Lyndon,” Mister Sam answered, “you may be right and they may be every bit as intelligent as you say, but I’d feel a whole lot better about them if just one of them had run for sheriff once.” It is my favorite story in the book, for it underlines the weakness of the Kennedy team, the difference between intelligence and wisdom, between the abstract quickness and verbal fluency which the team exuded, and the true wisdom, which is the product of hard-won, often bitter experience. Wisdom for a few of them came after Vietnam.

How many of you would rather go to a meeting than a movie?” No hands went up. “Why not?” After a pause, Jeff realized that her question was not a rhetorical one. “Because movies are more interesting. Even the bad ones.” His peers chuckled. Kathryn smiled. “Right. But if you really think about it, meetings should be at least as interesting as movies.

Carson leaned back in his chair. “You’re still gorgeous, if you don’t mind me saying. I like this natural look. I didn’t know what to expect when you agreed to meet. I’ve only seen you at the club, so I had no idea what you’d wear outside in the real world, but I like it. I don’t know about the baseball team itself, but the cap is good. And you’re even more stunning without all the makeup.” He gave her a once-over, allowing his eyes to roam before he stopped at her eyes and gave her another wink.

I mean,” her mother paused to choose her words, “maybe you’ll get involved in some school related activities, or join a team, or maybe meet a nice boy.” “Ugh,” Keely groaned, “I don’t have time for that stuff mom. We’ve talked about this.” “Because of the little ghost...searching…thingy you and Tad do?” “It’s called paranormal investigation mom.” “It’s called being antisocial.

While Elizabeth was fast to catch on to engineering concepts, Sunny was often out of his depth during engineering discussions. To hide it, he had a habit of repeating technical terms he heard others using. During a meeting with Arnav’s team, he latched onto the term “end effector,” which signifies the claws at the end of a robotic arm. Except Sunny didn’t hear “end effector,” he heard “endofactor.” For the rest of the meeting, he kept referring to the fictional endofactors. At their next meeting with Sunny two weeks later, Arnav’s team brought a PowerPoint presentation titled “Endofactors Update.” As Arnav flashed it on a screen with a projector, the five members of his team stole furtive glances at one another, nervous that Sunny might become wise to the prank. But he didn’t bat an eye and the meeting proceeded without incident. After he left the room, they burst out laughing.

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

No. I’ve waited three years to be with this woman; the press can wait another week. Ella and I have only had a week to get to know each other in person, and it’s still a little strange. I want to keep her to myself a few more days before I have to share her with the whole damn world. It’s a holiday. I intend to enjoy it. I’ll talk to Ella about everything after Christmas, and we can schedule a meeting then. That should be enough of a promise to get the team off our backs for a few days, and if not, stop answering your phone.” Scott

Leaders should not interrupt teammates during conversations, because that will establish an interrupting norm. They should demonstrate they are listening by summarizing what people say after they said it. They should admit what they don’t know. They shouldn’t end a meeting until all team members have spoken at least once. They should encourage people who are upset to express their frustrations, and encourage teammates to respond in nonjudgmental ways. They should call out intergroup conflicts and resolve them through open discussion.

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

Keep in mind that a real team should be spending considerable time together in meetings and working sessions. In fact, it is not uncommon that as much as 20 percent of each team member’s time is spent working through issues and solving problems with the team as a whole. p. 105

I personally believe mavericks are people who write their own rulebook. They are the ones who act first and talk later. They are fiercely independent thinkers who know how to fight the lizard brain (to use Seth Godin’s term). I don’t believe many are born, rather they are products of an environment, or their experiences. They are usually the people that find the accepted norm does not meet their requirements and have the self-confidence, appetite, independence, degree of self reliance and sufficient desire to carve out their own niche in life. I believe a maverick thinker can take a new idea, champion it, and push it beyond the ability of a normal person to do so. I also believe the best mavericks can build a team, can motivate with their vision, their passion, and can pull together others to accomplish great things. A wise maverick knows that they need others to give full form to their views and can gather these necessary contributors around them. Mavericks, in my experience, fall into various categories – a/ the totally off-the-wall, uncontrollable genius who won’t listen to anyone; b/ the person who thinks that they have the ONLY solution to a challenge but prepared to consider others’ views on how to conquer the world &, finally, the person who thinks laterally to overcome problems considered to be irresolvable. I like in particular the third category. The upside is that mavericks, because of their different outlook on life, often sees opportunities and solutions that others cannot. But the downside is that often, because in life there is always some degree of luck in success (i.e. being in the right place at the right time), mavericks that fail are often ridiculed for their unorthodox approach. However when they succeed they are acclaimed for their inspiration. It is indeed a fine line they walk in life.

When we bring personality types together, communication breakdowns are inevitable…Thinking types may feel they’re being considerate by getting straight to a point in a conversation, unaware that their feeling friends perceive them as uncomfortably blunt. Intuitive types may think they are contributing by sharing their grand plans in a team meeting, unaware that the thought of so many changes at once completely stresses out their sensing colleagues. Extroverted types may feel disappointed when their spouses don’t immediately respond with enthusiasm to their ideas, ignorant that they just need time to think the ideas over.

Tasks are the real-world activities people think of when planning, conducting, or recalling their day. That can mean things like brushing their teeth, preparing breakfast, reading a newspaper, taking a child to school, responding to e-mail messages, making a sales call, attending a lecture or a business meeting, having lunch with a colleague from work, helping a child with homework, coaching a soccer team, and watching a TV program. Some tasks are mundane, some complex.

Color blindness has become a powerful weapon against progress for people of color, but as a denial mindset, it doesn’t do white people any favors, either. A person who avoids the realities of racism doesn’t build the crucial muscles for navigating cross-cultural tensions or recovering with grace from missteps. That person is less likely to listen deeply to unexpected ideas expressed by people from other cultures or to do the research on her own to learn about her blind spots. When that person then faces the inevitable uncomfortable racial reality—an offended co-worker, a presentation about racial disparity at a PTA meeting, her inadvertent use of a stereotype—she’s caught flat-footed. Denial leaves people ill-prepared to function or thrive in a diverse society. It makes people less effective at collaborating with colleagues, coaching kids’ sports teams, advocating for their neighborhoods, even chatting with acquaintances at social events.

Let me explain: Like two great athletes who don’t play on the same team but meet up on the world stage, blacks and women have always convened at the Oppressed Olympics and given each other a friendly head nod, similar to how when I’m in line at the grocery store and I notice the person in the next checkout line is also buying lemonade.

And then there was Joss. I met him in a dimly lit office, where he regaled me with tales of adventure, swashbuckling, shootings, spaceships, and narrow escapes. Um, where do I sign? He gave me a new identity, a costume, a gun, and a long brown duster for a cape. I remember that meeting so well; it was like a superhero "origin" issue. I remember Joss looking at Polaroid photos of my first costume fitting, holding up the one with the duster and gun saying, "Action figure, anyone?" Never in my wildest. Like some sort of super-team benefactor, Joss made superheroes out of all of us, complete with a super-hideout spaceship. During filming, we'd all retreat to our dressing room trailers and emerge like Supermen with our alter egos. The boots, the suspenders, gun holstered low on my hip... with a flick and a spin of that wicked awesome coat over my shoulders, I became someone else.

I believe that you are surrounded by a personal team of angels, guides, and teachers, both in this world and beyond, who are so completely devoted to your growth that if you knew, you would not spend one more day worrying about things working out. And if you could see things from their viewpoint… each time you’d see a challenge, you would meet it with a cheer.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

Lastly, because you are a superhero, you are really good at putting together a good team. You can look around the room and notice the other superheroes because they are the ones noticing you. The friends you meet over forty are really juicy. They are highly emulsified and full of flavor. Now that you’re starting to have a sense of who you are, you know better what kind of friend you want and need. My peers are crushing it right now and it’s totally amazing and energizing to watch. I have made friends with older women whom I have admired for years who let me learn from their experience. I drink from their life well. They tell me about hormones and vacation spots and neck cream. I am interested in people who swim in the deep end. I want to have conversations about real things with people who have experienced real things. I’m tired of talking about movies and gossiping about friends. Life is crunchy and complicated and all the more delicious.

During a meeting with Arnav’s team, he latched onto the term “end effector,” which signifies the claws at the end of a robotic arm. Except Sunny didn’t hear “end effector,” he heard “endofactor.” For the rest of the meeting, he kept referring to the fictional endofactors. At their next meeting with Sunny two weeks later, Arnav’s team brought a PowerPoint presentation titled “Endofactors Update.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Have you noticed how some project teams are efficient, with everyone knowing what to do and contributing fully, while the members of other teams are constantly bickering and don't seem able to get out of each other's way? Often this is an orthogonality issue. When teams are organized with lots of overlap, members are confused about responsibilities. Every change needs a meeting of the entire team, because any one of them might be affected.

For my number-one favorite kill, I almost went with Johnny Depp being eaten alive and then regurgitated by his own bed in A Nightmare on Elm Street, but the winner, by a finger blade’s width, has to be the death of that feisty Tina (Amanda Wyss), who put up such a fight while I thrashed her about on the ceiling of her bedroom. Freddy loves a worthy adversary, especially if it’s a nubile teenaged girl. A close second goes to my hearing-impaired victim Carlos (Ricky Dean Logan) in Nightmare 6. In these uber-politically-correct times, it’s refreshing to remember what an equal opportunity killer Freddy always was. Not only does he pump up the volume on the hearing aid from hell, but he also adds a nice Latino kid to his body count. Today they probably wouldn’t even let Freddy force-feed a fat kid junk food. Dream death number three is found in a sequence from Nightmare 3. Freddy plays puppet master with victim Phillip (Bradley Gregg), converting his arm and leg tendons into marionette strings, then cutting them in a Freddy meets Verigo moment. The kiss of death Profressor Freddy gives Sheila (Toy Newkirk) is great, but not as good as Al Pacino’s in The Godfather, so my fourth pick is Freddy turning Debbie (Brooke Theiss) into her worst nightmare, a cockroach, and crushing her in a Roach Motel. A classic Kafka/Krueger kill. For my final fave, you will have to check out Freddy vs. Jason playing at a Hell’s Octoplex near you. Here’s a hint: the hockey-puck guy and I double team a member of Destiny’s Child. Yummy! Now where’s that Beyonce…

Apocalyptic saucer cults have started to spring up all over America. One small group, which has been receiving messages from outer space via Lake City housewife Mrs. Marian Keech, becomes the subject of a research team led by psychologist Leon Festinger. According to an alien entity named Sananda, the end of the world is due any day and under the most cataclysmic of circumstances. The group meets regularly to discuss the latest predictions from Sananda and the rest of the Space Brothers, all relayed to them by Mrs. Keech. Some members bake cakes in the shape of flying saucers to be consumed during their gatherings while local college football scores are closely debated.

Be a man. Not any old man, not mankind, but manhood. To do this you don’t need to play pro football and grow hair on your chest and seduce every third woman you meet long as she’s female. All you have to do is hunt, fish (or talk sense about ’em as if you had) and go bug-eyed when the girls go by. If a sunset moves you so much you have to express yourself, do it with a grunt and a dirty word. Or you say, ‘That Beethoven, he blows a cool symphony.’ Never champion a real underdog unless it’s a popular type, like a baseball team. Always treat other men as if you were sore at something and will wipe it off on them if they give you the slightest excuse. I mean sore, Louis, not vexed or in a snit. And stay away from women. They have an intuition that’ll find you nine times out of ten. The tenth time she falls for you, and there’s nothing funnier.” “I think,” Loolyo said after a time, “that you hate human beings.

She glanced up with a cheerful grin. “We’ll be like a Rounders team.” Annabelle regarded her skeptically. “You’re referring to the game in which gentlemen take turns whacking a leather ball with a flat-sided bat?” “Not only gentlemen,” Lillian replied. “In New York, ladies may play also, as long as they don’t forget themselves in the excitement.” Daisy smiled slyly. “Such as the time Lillian became so incensed by a bad call that she pulled a sanctuary post out of the ground.” “It was already loose,” Lillian protested. “A loose post could have presented a danger to one of the runners.” “Particularly while you were hurling it at them,” Daisy said, meeting her older sister’s frown with a sweet smirk.

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

What's Toraf's favorite color?" She shrugs. "Whatever I tell him it is." I raise a brow at her. "Don't know, huh?" She crosses her arms. "Who cares anyway? We're not painting his toenails." "I think what's she's trying to say, honey bunches, is that maybe you should paint your nails his favorite color, to show him you're thinking about him," Rachel says, seasoning her words with tact. Rayna sets her chin. "Emma doesn't paint her nails Galen's favorite color." Startled that Galen has a favorite color and I don't know it, I say, "Uh, well, he doesn't like nail polish." That is to say, he's never mentioned it before. When a brilliant smile lights up her whole face, I know I've been busted. "You don't know his favorite color!" she says, actually pointing at me. "Yes, I do," I say, searching Rachel's face for the answer. She shrugs. Rayna's smirk is the epitome of I know something you don't know. Smacking it off her face is my first reflex, but I hold back, as I always do, because of the kiss I shared with Toraf and the way it hurt her. Sometimes I catch her looking at me with that same expression she had on the beach, and I feel like fungus, even though she deserved it at the time. Refusing to fold, I eye the buffet of nail polish scattered before me. Letting my fingers roam over the bottles, I shop the paints, hoping one of them stands out to me. To save my life, I can't think of any one color he wears more often. He doesn't have a favorite sport, so team colors are a no-go. Rachel picked his cars for him, so that's no help either. Biting my lip, I decide on an ocean blue. "Emma! Now I'm just ashamed of myself," he says from the doorway. "How could you not know my favorite color?" Startled, I drop the bottle back on the table. Since he's back so soon, I have to assume he didn't find what or who he wanted-and that he didn't hunt them for very long. Toraf materializes behind him, but Galen's shoulders are too broad to allow them both to stand in the doorway. Clearing my throat, I say, "I was just moving that bottle to get to the color I wanted." Rayna is all but doing a victory dance with her eyes. "Which is?" she asks, full of vicious glee. Toraf pushes past Galen and plops down next to his tiny mate. She leans into him, eager for his kiss. "I missed you," she whispers. "Not as much as I missed you," he tells her. Galen and I exchange eye rolls as he walks around to prop himself on the table beside me, his wet shorts making a butt-shaped puddle on the expensive wood. "Go ahead, angelfish," he says, nodding toward the pile of polish. If he's trying to give me a clue, he sucks at it. "Go" could mean green, I guess. "Ahead" could mean...I have no idea what that could mean. And angelfish come in all sorts of colors. Deciding he didn't encode any messages for me, I sigh and push away from the table to stand. "I don't know. We've never talked about it before." Rayna slaps her knee in triumph. "Ha!" Before I can pass by him, Galen grabs my wrist and pulls me to him, corralling me between his legs. Crushing his mouth to mine, he moves his hand to the small of my back and presses me into him. Since he's still shirtless and I'm in my bikini, there's a lot of bare flesh touching, which is a little more intimate than I'm used to with an audience. Still, the fire sears through me, scorching a path to the furthest, deepest parts of me. It takes every bit of grit I have not to wrap my arms around his neck. Gently, I push my hands against his chest to end the kiss, which is something I never thought I'd do. Giving him a look that I hope conveys "inappropriate," I step back. I've spent enough time in their company to know without looking that Rayna's eyes are bugging out of their sockets and Toraf is grinning like a nutcracker doll. With any luck, Rachel didn't even see the kiss. Stealing a peek at her, she meets my gaze with openmouthed shock. Okay, it looked as bad as I thought it did.

Ford hired the quality management guru Edward Deming to train his people on quality principles. In the kick-off meeting, he introduced Deming, spoke briefly about the critical need for quality management and then, leaving Deming to do the rest, left the room. As he was walking out, he realized Deming was following him. Surprised, he asked what had happened. In answer, Deming famously quipped that he was simply following the leader. Ford immediately realized his mistake and turned back to sit down with his team to learn about Total Quality Management (TQM).

When the White House got news of the disaster, POTUS coordinated a relief effort pretty much immediately. According to the ticktock, the minute-by-minute outline of an event that the White House comms team would send out afterward, POTUS heard about the quake at 5:52 PM in the Oval Office on January 12, and by 9:00 PM he was in the Situation Room for an emergency meeting to figure out the relief effort, which would include the deployment of thousands of troops and $100 million in aid. He asked a small group of people to go to Haiti to coordinate it immediately:

if you want to set the tone or mood, make sure you get some of the first words in. Think about it, which meeting would you prefer to attend? One that starts with “Let’s get going because we have so much to do today and a lot of fires to put out” or one that starts with “I’m happy to see you all today—it’s great that we have such a strong team working on these exciting new projects”? Same reality but a very different outlook. Then sit back and watch how people’s engagement and motivation improve in response to your power lead. It’s one of the most effective tools in this book.

Working with a small team of researchers, educators, and scientists, we are creating a curriculum on what we are calling “worldview literacy.”31 We define this as the capacity to comprehend and communicate not only our own worldview but also to recognize that our beliefs come from our particular frame of reference and to understand that others hold different and potentially equally valid worldviews out of which their assumptions, and therefore their actions, arise. This capacity also includes being able to adapt to changes that come through a meeting of different perspectives, customs, practices, and belief systems.

Alex Rodriguez seemed not to fit in with the rest of his Yankee teammates. For instance, he wanted a clubhouse attendant personally assigned to him, when there were four or five for the whole team. Seeing the rift between him and the rest of the team and how Rodriguez's major focus on how HE was perceived, Joe Torre suggested in the individual meeting that Rodriguez at least get his own coffee rather than send someone to get it for him. Later that day, Alex Rodriguez made a point of telling the manager that he got his own coffee – drawing attention to himself, even in what was meant to be just an example of how he could fit in with normal behavior.

I carry an invisible box of jerseys with me that say "Team Ian" on the front. My goal is to convince everyone I meet to become my fan and prove it by putting on my "Team Ian" jersey. If they do, then for at least ten minutes I feel like I've won their approval and love. If I have a run of people who don't put it on, I can fall into a rut I have visited so often I should have it decorated and furnished. For me, life is like one long job interview in which I'm trying to impress everyone I meet enough to hire me. The routine is exhausting, mostly for everyone else. I confessed this nutty practice to my spiritual director. He smiled, put his arm around my shoulder, and said, "I never trust a man without a limp.

What’s the best way to manage rock stars, the people whom you can count on to deliver great results year after year? You need to recognize them to keep them happy. For too many bosses, “recognition” means “promotion.” But in most cases, this is a big mistake. Promotion often puts these people in roles they are not as well-suited for or don’t want. The key is to recognize their contribution in other ways. It may be a bonus or a raise. Or, if they like public speaking, get them to present at your all-hands meetings or other big events. If they like teaching, get them to help new people learn their roles faster. Or if they are shy, make sure that you and others on the team thank them privately for the work they do.

What I found telling was what Trump and his team didn’t ask. They were about to lead a country that had been attacked by a foreign adversary, yet they had no questions about what the future Russian threat might be. Nor did they ask how the United States might prepare itself to meet that threat. Instead, with the four of us still in our seats—including two outgoing Obama appointees—the president-elect and his team shifted immediately into a strategy session about messaging on Russia. About how they could spin what we’d just told them. Speaking as if we weren’t there, Priebus began describing what a press statement about this meeting might look like. The Trump team—led by Priebus, with Pence, Spicer, and Trump jumping in—debated how to position these findings for maximum political advantage. They were keen to emphasize that there was no impact on the vote, meaning that the Russians hadn’t elected Trump. Clapper interjected to remind them of what he had said about sixty seconds earlier: the intelligence community did not analyze American politics, and we had not offered a view on that.

Each cooperative in Mondragon has its own workplace structure, though there are similarities and tendencies that most of them share. The firm called Irizar, which manufactures products for trans-portation, from luxury coaches to city buses, exemplifies these tendencies. To encourage innovation and the diffusion of knowledge, there are no bosses or departments in Irizar. Rather, it has a flat organizational structure based on work teams with a high degree of autonomy. (One study remarks that they “set their own targets, establish their own work schedules, [and] organize the work process as they see fit.”) The teams also work with each other, so that knowledge is transmitted efficiently. Participation occurs also in the general assembly, which meets three times a year rather than the single annual meeting common in other Mondragon firms. Its subsidiaries in other countries have at least two general assemblies a year, where they approve the company’s strategic plan, investments, etc. These participatory structures have enabled Irizar to surpass its competitors in profitability and market share.69

Suppose someone says, “Unfortunately, the popularity of soccer, the world’s favorite pastime, is starting to decline.” You suspect he is wrong. How do you question the claim? Don’t even think of taking a personal shot like “You’re silly.” That only adds heat, not light. “I don’t think so” only expresses disagreement without delving into why you disagree. “What do you mean?” lowers the emotional temperature with a question but it’s much too vague. Zero in. You might say, “What do you mean by ‘pastime’?” or “What evidence is there that soccer’s popularity is declining? Over what time frame?” The answers to these precise questions won’t settle the matter, but they will reveal the thinking behind the conclusion so it can be probed and tested. Since Socrates, good teachers have practiced precision questioning, but still it’s often not used when it’s needed most. Imagine how events might have gone if the Kennedy team had engaged in precision questioning when planning the Bay of Pigs invasion: “So what happens if they’re attacked and the plan falls apart?” “They retreat into the Escambray Mountains, where they can meet up with other anti-Castro forces and plan guerrilla operations.” “How far is it from the proposed landing site in the Bay of Pigs to the Escambray Mountains?” “Eighty miles.” “And what’s the terrain?” “Mostly swamp and jungle.” “So the guerrillas have been attacked. The plan has fallen apart. They don’t have helicopters or tanks. But they have to cross eighty miles of swamp and jungle before they can begin to look for shelter in the mountains? Is that correct?” I suspect that this conversation would not have concluded “sounds good!” Questioning like that didn’t happen, so Kennedy’s first major decision as president was a fiasco. The lesson was learned, resulting in the robust but respectful debates of the Cuban missile crisis—which exemplified the spirit we encouraged among our forecasters.

The CIA plan to capture bin Laden also had to accommodate another layer of American law governing covert action: the presidential ban on assassination by the CIA or its agents, a ban initiated by President Gerald R. Ford in 1976 and renewed by Reagan in the same Executive Order 12333. To comply with this part of the law, when they met with their agents to develop their plan, the CIA officers had to make clear that the effort to capture bin Laden could not turn into an assassination hit. The Afghans had to try to take bin Laden alive. CIA officers were assigned to sit down with the team leaders to make it as clear as possible. “I want to reinforce this with you,” station chief Gary Schroen told the Afghans, as he later described the meeting in cables to Langley and Washington. “You are to capture him alive.”9

Gene Berdichevsky, one of the members of the solar-powered-car team, lit up the second he heard from Straubel. An undergraduate, Berdichevsky volunteered to quit school, work for free, and sweep the floors at Tesla if that’s what it took to get a job. The founders were impressed with his spirit and hired Berdichevsky after one meeting. This left Berdichevsky in the uncomfortable position of calling his Russian immigrant parents, a pair of nuclear submarine engineers, to tell them that he was giving up on Stanford to join an electric car start-up. As employee No. 7, he spent part of the workday in the Menlo Park office and the rest in Straubel’s living room designing three-dimensional models of the car’s powertrain on a computer and building battery pack prototypes in the garage. “Only now do I realize how insane it was,” Berdichevsky said.

THE MEETING" "Scant rain had fallen and the summer sun Had scorched with waves of heat the ripening corn, That August nightfall, as I crossed the down Work-weary, half in dream. Beside a fence Skirting a penning’s edge, an old man waited Motionless in the mist, with downcast head And clothing weather-worn. I asked his name And why he lingered at so lonely a place. “I was a shepherd here. Two hundred seasons I roamed these windswept downlands with my flock. No fences barred our progress and we’d travel Wherever the bite grew deep. In summer drought I’d climb from flower-banked combe to barrow’d hill-top To find a missing straggler or set snares By wood or turmon-patch. In gales of March I’d crouch nightlong tending my suckling lambs. “I was a ploughman, too. Year upon year I trudged half-doubled, hands clenched to my shafts, Guiding my turning furrow. Overhead, Cloud-patterns built and faded, many a song Of lark and pewit melodied my toil. I durst not pause to heed them, rising at dawn To groom and dress my team: by daylight’s end My boots hung heavy, clodded with chalk and flint. “And then I was a carter. With my skill I built the reeded dew-pond, sliced out hay From the dense-matted rick. At harvest time, My wain piled high with sheaves, I urged the horses Back to the master’s barn with shouts and curses Before the scurrying storm. Through sunlit days On this same slope where you now stand, my friend, I stood till dusk scything the poppied fields. “My cob-built home has crumbled. Hereabouts Few folk remember me: and though you stare Till time’s conclusion you’ll not glimpse me striding The broad, bare down with flock or toiling team. Yet in this landscape still my spirit lingers: Down the long bottom where the tractors rumble, On the steep hanging where wild grasses murmur, In the sparse covert where the dog-fox patters.” My comrade turned aside. From the damp sward Drifted a scent of melilot and thyme; From far across the down a barn owl shouted, Circling the silence of that summer evening: But in an instant, as I stepped towards him Striving to view his face, his contour altered. Before me, in the vaporous gloaming, stood Nothing of flesh, only a post of wood.

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

The Mongols loved competitions of all sorts, and they organized debates among rival religions the same way they organized wrestling matches. It began on a specific date with a panel of judges to oversee it. In this case Mongke Khan ordered them to debate before three judges: a Christian, a Muslim, and a Buddhist. A large audience assembled to watch the affair, which began with great seriousness and formality. An official lay down the strict rules by which Mongke wanted the debate to proceed: on pain of death “no one shall dare to speak words of contention.” Rubruck and the other Christians joined together in one team with the Muslims in an effort to refute the Buddhist doctrines. As these men gathered together in all their robes and regalia in the tents on the dusty plains of Mongolia, they were doing something that no other set of scholars or theologians had ever done in history. It is doubtful that representatives of so many types of Christianity had come to a single meeting, and certainly they had not debated, as equals, with representatives of the various Muslim and Buddhist faiths. The religious scholars had to compete on the basis of their beliefs and ideas, using no weapons or the authority of any ruler or army behind them. They could use only words and logic to test the ability of their ideas to persuade. In the initial round, Rubruck faced a Buddhist from North China who began by asking how the world was made and what happened to the soul after death. Rubruck countered that the Buddhist monk was asking the wrong questions; the first issue should be about God from whom all things flow. The umpires awarded the first points to Rubruck. Their debate ranged back and forth over the topics of evil versus good, God’s nature, what happens to the souls of animals, the existence of reincarnation, and whether God had created evil. As they debated, the clerics formed shifting coalitions among the various religions according to the topic. Between each round of wrestling, Mongol athletes would drink fermented mare’s milk; in keeping with that tradition, after each round of the debate, the learned men paused to drink deeply in preparation for the next match. No side seemed to convince the other of anything. Finally, as the effects of the alcohol became stronger, the Christians gave up trying to persuade anyone with logical arguments, and resorted to singing. The Muslims, who did not sing, responded by loudly reciting the Koran in an effort to drown out the Christians, and the Buddhists retreated into silent meditation. At the end of the debate, unable to convert or kill one another, they concluded the way most Mongol celebrations concluded, with everyone simply too drunk to continue.

Life of a software engineer sucks big time during project release. Every single team member contribution is very important. At times, we have to skip breakfast, lunch and even dinner, just to make sure the given ‘TASK’ is completed. Worst thing, that’s the time we get to hear wonderful F* words. It can be on conference calls or on emails, still we have to focus and deliver the end product to a client, without any compromise on quality. Actually, every techie should be saluted. We are the reason for the evolution of Information Technology. We innovate. We love artificial intelligence. We create bots and much more. We take you closer to books. Touch and feel it without the need of carrying a paperback. We created eBook and eBook reader app: it’s basically a code of a software engineer that process the file, keeps up-to-date of your reading history, and gives you a smoother reading experience. We are amazing people. We are more than a saint of those days. Next time, when you meet a software engineer, thank him/her for whatever code he/she developed, tested, designed or whatever he/she did!

Technology and its isolating effects Technology in the form of computers, cellphones, and the Internet have increased productivity, access to information, and the ability to communicate. Personally, we love computers — they've enabled us to write more and to research with greater ease than ever. Sometimes we spend days at a time holed up in our offices, banging away on the computer and not speaking to other living beings. Yet, because we don't want to lose real, face-to-face communication, we try to monitor our isolation to make sure we don't go overboard with cyber communication. Unfortunately, some people find themselves drawn into a digital, virtual world that becomes more exciting than their real lives. They spend day after day socializing on MySpace, Facebook, Twitter, and online gaming sites. They lose contact with the people around them, and they become fully absorbed in their virtual selves. Consider the following ways in which many people choose to relate to others: Joining a World of Warcraft team rather than the soccer team Participating in live Webcasts rather than meeting up

was once asked to give a talk to a group of science journalists who were meeting in my hometown. I decided to talk about the design of bridges, explaining how their form does not derive from a set of equations expressing the laws of physics but rather from the creative mind of the engineer. The first step in designing a bridge is for the engineer to conceive of a form in his mind’s eye. This is then translated into words and pictures so that it can be communicated to other engineers on the team and to the client who is commissioning the work. It is only when there is a form to analyze that science can be applied in a mathematical and methodical way. This is not to say that scientific principles might not inform the engineer’s conception of a bridge, but more likely they are embedded in the engineer’s experience with other, existing bridges upon which the newly conceived bridge is based. The journalists to whom I was speaking were skeptical. Surely science is essential to design, they insisted. No, it is not. And it is not a chicken-and-egg paradox. The design of engineering structures is a creative process in the same way that paintings and novels are the products of creative minds.

Callie scrambled from under the covers, dashed around the bed, and flung herself into Luce's arms. "They kept telling me you were going to be okay, but in that lying, we're-also-completely-terrified-we're-just-not-going-to-explain-a-word-to-you kind of way. Do you even realize how thoroughly spooky that was? It was like you physically dropped off the face of the Earth-" Luce hugged her back tightly. As far as Callie knew, Luce had been gone only since the night before. "Okay, you two," Molly growled, pulling Luce away from Callie, "you can OMG your faces off later. I didn't lie in your bed in that cheap polyester wig all night enacting Luce-with-stomach-flue so you guys could blow our cover now." She rolled her eyes. "Amateurs." "Hold on. You did what?" Luce asked. "After you...disappeared," Callie said breathlessly, "we knew we could never explain it to your parents. I mean, I could barely fathom it after seeing it with my own eyes. When Gabbe fixed up the backyard, I told your parents you felt sick and had gone to bed, and Molly pretended to be you and-" "Lucky I found this in your closet." Molly twirled a short wavy black wig around one finger. "Halloween remnant?" "Wonder Woman." Luce winced, regretting her middle school Halloween costume, and not for the first time. "Well, it worked." It was strange to see Molly-who'd once sided with Lucifer-helping her. But even Molly, like Cam and Roland, didn't want to fall again. So here they were, a team, strange bedfellows. "You covered for me? I don't know what to say. Thank you." "Whatever." Molly jerked her head at Callie, anything to deflect Luce's gratitude. "She was the real silver-tongued devil. Thank her." She stuck one leg out the open window and turned to call back, "Think you guys can handle it from here? I have a Waffle House summit meeting to attend.

If you’re reading this book and did not purchase it, or it was not purchased for your use only, please purchase your own copy. So, live your life that the fear of death can never enter your heart. Trouble no one about their religion; respect others in their view, and demand that they respect yours. Love your life, perfect your life, beautify all things in your life. Seek to make your life long and its purpose in the service of your people. Prepare a noble death song for the day when you go over the great divide. Always give a word or a sign of salute when meeting or passing a friend, even a stranger, when in a lonely place. Show respect to all people and grovel to none. When you arise in the morning give thanks for the food and for the joy of living. If you see no reason for giving thanks, the fault lies only in yourself. Abuse no one and no thing, for abuse turns the wise ones to fools and robs the spirit of its vision. When it comes your time to die, be not like those whose hearts are filled with the fear of death, so that when their time comes they weep and pray for a little more time to live their lives over again in a different way. Sing your death song and die like a hero going home. ~ Chief Tecumseh Blurb A woman who betrayed her county.

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

What I hadn’t realized was that, above all else, Favs was a prodigy. Speechwriters, even great ones, tend to lead either from the head or heart. I was a head-first writer, connecting logical dots and only later adding emotions. Heart-first people went the other way around. Favs was the only true switch-hitter I ever met. His writing was both lyrical and well organized, arcing between timeless values and everyday concerns with astounding ease and grace. Perhaps because he possessed innate talent, Favs tended to separate people into two categories: those who had it and those who did not. I was lucky enough to be lumped into the haves. From the day I arrived he acted as if, all evidence to the contrary, his team benefited from having me around. “So, is it amazing?” friends would ask. Of course it was amazing. Sometimes Kathy, Valerie’s assistant, would explain that we needed to reschedule a meeting because Valerie had been called into the Oval. She said this casually, as though her boss had been put on hold with the cable company and not summoned by the leader of the free world. Other times I would watch Favs and the POTUS speechwriters spitball lines for a set of remarks. A few days later, I would see those exact same lines on the front page of the New York Times. It was unbelievable. I felt like Cinderella at the ball.

Here we’ll describe four signs that you have to disengage from your autonomous efforts and seek connection. Each of these emotions is a different form of hunger for connection—that is, they’re all different ways of feeling lonely: When you have been gaslit. When you’re asking yourself, “Am I crazy, or is there something completely unacceptable happening right now?” turn to someone who can relate; let them give you the reality check that yes, the gaslights are flickering. When you feel “not enough.” No individual can meet all the needs of the world. Humans are not built to do big things alone. We are built to do them together. When you experience the empty-handed feeling that you are just one person, unable to meet all the demands the world makes on you, helpless in the face of the endless, yawning need you see around you, recognize that emotion for what it is: a form of loneliness. ... When you’re sad. In the animated film Inside Out, the emotions in the head of a tween girl, Riley, struggle to cope with the exigencies of growing up.... When you are boiling with rage. Rage has a special place in women’s lives and a special role in the Bubble of Love. More, even, than sadness, many of us have been taught to swallow our rage, hide it even from ourselves. We have been taught to fear rage—our own, as well as others’—because its power can be used as a weapon. Can be. A chef’s knife can be used as a weapon. And it can help you prepare a feast. It’s all in how you use it. We don’t want to hurt anyone, and rage is indeed very, very powerful. Bring your rage into the Bubble with your loved ones’ permission, and complete the stress response cycle with them. If your Bubble is a rugby team, you can leverage your rage in a match or practice. If your Bubble is a knitting circle, you might need to get creative. Use your body. Jump up and down, get noisy, release all that energy, share it with others. “Yes!” say the people in your Bubble. “That was some bullshit you dealt with!” Rage gives you strength and energy and the urge to fight, and sharing that energy in the Bubble changes it from something potentially dangerous to something safe and potentially transformative.

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

The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

QUOTES & SAYINGS OF RYAN MORAN- THE WORLD'S MOST POWERFUL MAN Favorite Sayings of Ryan Moran: The World's Most Powerful Man “Sometimes the withholding of a small part of the truth is not only wise, but prudent.” “There is one principle that bars all other principles, and that is contempt prior to investigation.” (Ryan was fond of paraphrasing Herbert Spencer) “What do you mean?”, “How do you know?”, “So what?” “I don’t need much, just one meal a day, a pack of cigarettes and a roof over my head.” “Well…, we must have different data bases, mustn’t we?” “This guy is more squirrely than a shithouse rat” The CIA—you know, the ‘Catholic Irish Alcoholics’ “That dumb fuck.” “Oye! A Jew and an Irishman—what a team!” “Okay, everybody, up and to the right ten thousand feet,” ( If things in general were not going well. Refers to his jet flying days) “Is that what you want to do?.....Are you sure?" “Curiosity is self serving,” “If you don’t know where you’re going, you will end up somewhere else.” “So…, what are you thinking?” “I can do anything that I want, as long as I have the desire and I am willing to pay the price.” (His working definition of honesty) “Well, what did you learn tonight?” “Don’t let your emotions get the best of you, and don’t get too far out into your future.” “If you meet someone in the middle of the desert and he asks you where the next water hole is, you had better tell him the truth. If you don’t, then the next time you meet, he will kill you.” “Damn it!” “And remember to watch your mirrors!” (Refers to the fact someone may be following us in the car) “A person either gets humble or gets humiliated.” “That’s right.” “Oye, Sheldon, a Jew and an Irishman—talk about guilt and suffering!” “Pigs grow fat, but hogs get slaughtered.” “A friend is someone who is coming in, when everyone else is going out.

Now, Potter,” said McGonagall, “you and Miss Lovegood had better return to your friends and bring them to the Great Hall--I shall rouse the other Gryffindors.” They parted at the top of the next staircase, Harry and Luna running back toward the concealed entrance to the Room of Requirement. As they ran, they met crowds of students, most wearing traveling cloaks over their pajamas, being shepherded down to the Great Hall by teachers and prefects. “That was Potter!” “Harry Potter!” “It was him, I swear, I just saw him!” But Harry did not look back, and at last they reached the entrance to the Room of Requirement. Harry leaned against the enchanted wall, which opened to admit them, and he and Luna sped back down the steep staircase. “Wh--?” As the room came into view, Harry slipped down a few stairs in shock. It was packed, far more crowded than when he had last been in there. Kingsley and Lupin were looking up at him, as were Oliver Wood, Katie Bell, Angelina Johnson and Alicia Spinnet, Bill and Fleur, and Mr. and Mrs. Weasley. “Harry, what’s happening?” said Lupin, meeting him at the foot of the stairs. “Voldemort’s on his way, they’re barricading the school--Snape’s run for it--What are you doing here? How did you know?” “We sent messages to the rest of Dumbledore’s Army,” Fred explained. “You couldn’t expect everyone to miss the fun, Harry, and the D.A. let the Order of the Phoenix know, and it all kind of snowballed.” “What first, Harry?” called George. “What’s going on?” “They’re evacuating the younger kids and everyone’s meeting in the Great Hall to get organized,” Harry said. “We’re fighting.” There was a great roar and a surge toward the foot of the stairs; he was pressed back against the wall as they ran past him, the mingled members of the Order of the Phoenix, Dumbledore’s Army, and Harry’s old Quidditch team, all with their wands drawn, heading up into the main castle.

Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

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

The SWAT team leader didn't like us cutting up the body. He and Ramirez went into a yelling match. While everyone was watching the argument, I nodded to Olaf and he beheaded the corpse in one blow. Blood gushed out onto the cave floor. "What the fuck are you doing?" one of the SWAT cops asked, bringing his gun pointed at us. "My job," I said. I put the tip of the blade under the ribs. The policeman brought the gun up to his shoulder. "Get away from the body until the captain tells you it's okay to do it." I kept the knife against the body. "Olaf." "Yes." "If he shoots me, kill him." "My pleasure." The big man turned his eyes to the policeman, and there was something in that gaze that made the heavily armed man take a step back. I plunged the blade into the skin, and it slid home. I cut a hole just below his ribs and reached into the hole. It was tight and wet and slick, and it took two hands to get the heart out, one to cut it free of the connecting tissue, and one to hold onto it. I drew it from the chest, blood stained to my elbows. I caught Ramirez and Bernardo both looking at me, with nearly identical looks on their faces. I didn't think either of them would be wanting a date any time soon. They'd always remember watching me cut a man's heart out, and that memory would stain anything else. With Bernardo, I didn't give a shit. With Ramirez, it hurt to see that look in his eyes. A hand touched the heart. I stared at that hand, then looked up to meet Olaf's eyes. He wasn't repulsed. He stroked the heart, hands sliding over mine. I pulled away, and we looked at each other over the body we'd butchered. No, Olaf wasn't repulsed. The look in his eyes was that pure darkness that only fills a man's eyes in the most intimate of situations. He raised the severed head up by the hair and held it almost as if he'd let me kiss it. Then I realized he was holding it over the heart, like a matched pair. I had to turn away from what I saw in his face.

The phone rang. It was a familiar voice. It was Alan Greenspan. Paul O'Neill had tried to stay in touch with people who had served under Gerald Ford, and he'd been reasonably conscientious about it. Alan Greenspan was the exception. In his case, the effort was constant and purposeful. When Greenspan was the chairman of Ford's Council of Economic Advisers, and O'Neill was number two at OMB, they had become a kind of team. Never social so much. They never talked about families or outside interests. It was all about ideas: Medicare financing or block grants - a concept that O'Neill basically invented to balance federal power and local autonomy - or what was really happening in the economy. It became clear that they thought well together. President Ford used to have them talk about various issues while he listened. After a while, each knew how the other's mind worked, the way married couples do. In the past fifteen years, they'd made a point of meeting every few months. It could be in New York, or Washington, or Pittsburgh. They talked about everything, just as always. Greenspan, O'Neill told a friend, "doesn't have many people who don't want something from him, who will talk straight to him. So that's what we do together - straight talk." O'Neill felt some straight talk coming in. "Paul, I'll be blunt. We really need you down here," Greenspan said. "There is a real chance to make lasting changes. We could be a team at the key moment, to do the things we've always talked about." The jocular tone was gone. This was a serious discussion. They digressed into some things they'd "always talked about," especially reforming Medicare and Social Security. For Paul and Alan, the possibility of such bold reinventions bordered on fantasy, but fantasy made real. "We have an extraordinary opportunity," Alan said. Paul noticed that he seemed oddly anxious. "Paul, your presence will be an enormous asset in the creation of sensible policy." Sensible policy. This was akin to prayer from Greenspan. O'Neill, not expecting such conviction from his old friend, said little. After a while, he just thanked Alan. He said he always respected his counsel. He said he was thinking hard about it, and he'd call as soon as he decided what to do. The receiver returned to its cradle. He thought about Greenspan. They were young men together in the capital. Alan stayed, became the most noteworthy Federal Reserve Bank chairman in modern history and, arguably the most powerful public official of the past two decades. O'Neill left, led a corporate army, made a fortune, and learned lessons - about how to think and act, about the importance of outcomes - that you can't ever learn in a government. But, he supposed, he'd missed some things. There were always trade-offs. Talking to Alan reminded him of that. Alan and his wife, Andrea Mitchell, White House correspondent for NBC news, lived a fine life. They weren't wealthy like Paul and Nancy. But Alan led a life of highest purpose, a life guided by inquiry. Paul O'Neill picked up the telephone receiver, punched the keypad. "It's me," he said, always his opening. He started going into the details of his trip to New York from Washington, but he's not much of a phone talker - Nancy knew that - and the small talk trailed off. "I think I'm going to have to do this." She was quiet. "You know what I think," she said. She knew him too well, maybe. How bullheaded he can be, once he decides what's right. How he had loved these last few years as a sovereign, his own man. How badly he was suited to politics, as it was being played. And then there was that other problem: she'd almost always been right about what was best for him. "Whatever, Paul. I'm behind you. If you don't do this, I guess you'll always regret it." But it was clearly about what he wanted, what he needed. Paul thanked her. Though somehow a thank-you didn't seem appropriate. And then he realized she was crying.