Team Philosophy Quotes

In football everything is complicated by the presence of the opposite team.

Work hard, do your best, live the truth, trust yourself, have some fun...and you'll have no regrets.

Growth happens in many ways, but a primary way is by giving your team authority equal to their responsibilities. This allows them to learn how to win by giving them the right to lose and, as a result, to learn from the experience

It is great to do what you love but greater with the great team.

Good becomes better by playing against better, but better doesn't become the best by playing against good.

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

Few teams sometimes fails miserably because team members wish to work in the team but they want to be recognized individualy.

Remember the philosophy of the U.S. Navy SEALs: “I will never quit...My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates...I am never out of the fight.

You’re better looking than me. You’re more intelligent than me. Your personality is more likable than mine. You make more money than me. Your family is nicer than mine. Your religion is better than mine. You’ve seen more beaches than me. You’ve been to more cities than me. Your automobile is nicer than mine. Your significant other is better looking than mine. Your candidate won. Your home team won. You’re number one. But life is a tie. We all die.

Civilization, as a process, is indistinguishable from diminishing time-preference (or declining concern for the present in comparison to the future). Democracy, which both in theory and evident historical fact accentuates time-preference to the point of convulsive feeding-frenzy, is thus as close to a precise negation of civilization as anything could be, short of instantaneous social collapse into murderous barbarism or zombie apocalypse (which it eventually leads to). As the democratic virus burns through society, painstakingly accumulated habits and attitudes of forward-thinking, prudential, human and industrial investment, are replaced by a sterile, orgiastic consumerism, financial incontinence, and a ‘reality television’ political circus. Tomorrow might belong to the other team, so it’s best to eat it all now.

With a decision and a defined purpose, you can begin work.

Do all the work you while you still have strength.

Work for what you want, the pursuit of life.

I had forgotten how beautiful fútbol was. Without referees, lines on the ground, trophies, tournaments, or life-changing contracts, the ball was a portal to happiness.

Typically, in politics, more than one horse is owned and managed by the same team in an election. There's always and extra candidate who will slightly mimic the views of their team's opposing horse, to cancel out that person by stealing their votes just so the main horse can win. Elections are puppet shows. Regardless of their rainbow coats and many smiles, the agenda is one and the same.

Individual talent is an obstruction principally among teams that employ the facade of a synergy to diminish the majorities mediocrity.

Do all the work you can in your youthful days while you have the greatest strength.

Societies are mediocre, individuals are excellent.

The different shades of colours present cultural diversity.

You need a team for war, not for negotiation.

It's entirely possible that the Great Sorting Hat at the End of Time won't give a damn which side we thought we were on - Rebel or stormtrooper, Red Pill or Blue - but only our intentions. Which flag we flew, which uniform we wore will yield to something much simpler. Were we coming from fear or love? Were we standing for all of us or only some of us? Were we playing Team Finite, or Team Infinite?

You shall see rude and sturdy, experienced and wise men, keeping their castles, or teaming up their summer’s wood, or chopping alone in the woods, men fuller of talk and rare adventure in the sun and wind and rain, than a chestnut is of meat; who were out not only in ‘75 and 1812, but have been out every day of their lives; greater men than Homer, or Chaucer, or Shakespeare, only they never got time to say so; they never took to the way of writing. Look at their fields, and imagine what they might write, if ever they should put pen to paper. Or what have they not written on the face of the earth already, clearing, and burning, and scratching, and harrowing, and plowing, and subsoiling, in and in, and out and out, and over and over, again and again, erasing what they had already written for want of parchment.

Becoming a footballer is only the first half of the silent prayer a kid offers up to the sky or confides to his teacher in a primary school essay. The second part is the name of the team he wants to play for.

As Chris Granger, executive vice president at the NBA, explains, "Talented people are attracted to those who care about them. When you help someone get promoted out of your team, it's a short-term loss, but it's a clear long-term gain. It's easier to attract people, because word gets around that your philosophy is to help people.

The last thing we want to admit is that the forbidden fruit on which we have been gnawing since reaching the magic age of twenty-one is the same mealy Golden Delicious that we stuff into our children’s lunch boxes. The last thing we want to admit is that the bickering of the playground perfectly presages the machinations of the boardroom, that our social hierarchies are merely an extension of who got picked first for the kickball team, and that grown-ups still get divided into bullies and fatties and crybabies. What’s a kid to find out? Presumably we lord over them an exclusive deed to sex, but this pretense flies so fantastically in the face of fact that it must result from some conspiratorial group amnesia. […] In truth, we are bigger, greedier versions of the same eating, shitting, rutting ruck, hell-bent on disguising from somebody, if only from a three-year-old, that pretty much all we do is eat and shit and rut. The secret is there is no secret. That is what we really wish to keep from our kids, and its supression is the true collusion of adulthood, the pact we make, the Talmud we protect.

That's what you do when you love someone. You accept their baggage and deal with the shit life throws at you along the way. You just learn to become a team and deal with it together. That's the only way you're going to survive it.

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

After all, the Beatitudes don’t tend to look a lot like modern Christianity. We choose a political team. We select a denominational preference. We hitch our cart to a branch of philosophy. Anyone that disagrees is quickly and succinctly judged, and simultaneously disregarded as worthless. Big problem with that approach. We are supposed to be loving those who don’t agree with us to Jesus—and you can’t love those whom you deem worthless.

Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days.

We are a team A beautiful dream Like stones in a stream A literary realm Inspiring everybody to dream!

Work with enthusiasm.

A willing spirit, diligently perform the sacred duty.

A task is only difficulty, when we not find the best strategy to get it done.

Great mission lies ahead of us.

For few matters you need to be solo, for some matters you need soul mate and for many matters you need society,

Working together for a great mission is very fulfilling!

The uniqueness of different colours represents the uniqueness of individuals!

Because it makes him feel part of the team. Because there's something wonderful about making the same noise as everyone around him.

People educate you to write exams individually and expect you to work as a team. Crazy people, crazy world

When you're attached to a player or team, it enhances your experience of watching the game. But too much attachment gives you pain. God doesn't give you pain. Your own attachment does.

Where there is no rest there is energy. Where there is no disruption there is normality. Where there is no profit there is bankruptcy. Where there is no gain there is insolvency. Where there is no injury there is safety. Where there is no team there is individuality. Where there is no hindrance there is opportunity. Where there is no injury there is safety. Where there is no sense there is inefficiency. Where there is no failiure there is competency. Where there is no decline there is industry. Where there is no strength there is infirmity. Where there is no idleness there is activity. Where there is no weakness there is intensity. Where there is no failiure there is industry. Where there is no leadership there is anarchy. Where there is no repetition there is originality. Where there is no increase there is deficiency. Where there is no ignorance there is capacity. Where there is no impotence there is ability. Where there is no falseness there is authenticity. Where there is no excellence there is mediocrity. Where there is no mistake there is quality. Where there is no amatuer there is ingenuity. Where there is no error there is mastery. Where there is no defect there is virtuosity.

Two minds are smarter than one. Two hands are stronger than one. Two hearts are mightier than one. Two souls are greater than one. When we are of one mind, we achieve the great. When we are of one heart, we achieve the extraordinary. When we are of one soul, we achieve the divine.

Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

The leaf does not grow before the plant. The garden does not grow before the flowers. The forest does not grow before the tree. The harvest does not grow before the seeds. The flame does not grow before the spark. The ocean does not grow before the river. The finger does not grow before the hand. The toe does not grow before the foot. The soul does not grow before the mind. The heart does not grow before the body. The world does not grow before the sky. The heavens do not grow before the universe. The child does not grow before the family. The teacher does not grow before the student. The music does not grow before the artist. The team does not grow before the coach. The flock does not grow before the shepherd. The army does not grow before the warrior.

They are trying to be significant in their universe—trying to mean something more than a random collision of molecules. Though modern philosophy tells them they are nothing, their hearts tell them something else. Because their minds cannot fathom what their hearts know, they feel the weight of the God-placed burden. Art often seems irrational, because the heart is reaching beyond the mind.

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

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

The Count of Monte Cristo, Edgar Allan Poe, Robinson Crusoe, Ivanhoe, Gogol, The Last of the Mohicans, Dickens, Twain, Austen, Billy Budd…By the time I was twelve, I was picking them out myself, and my brother Suman was sending me the books he had read in college: The Prince, Don Quixote, Candide, Le Morte D’Arthur, Beowulf, Thoreau, Sartre, Camus. Some left more of a mark than others. Brave New World founded my nascent moral philosophy and became the subject of my college admissions essay, in which I argued that happiness was not the point of life. Hamlet bore me a thousand times through the usual adolescent crises. “To His Coy Mistress” and other romantic poems led me and my friends on various joyful misadventures throughout high school—we often sneaked out at night to, for example, sing “American Pie” beneath the window of the captain of the cheerleading team. (Her father was a local minister and so, we reasoned, less likely to shoot.) After I was caught returning at dawn from one such late-night escapade, my worried mother thoroughly interrogated me regarding every drug teenagers take, never suspecting that the most intoxicating thing I’d experienced, by far, was the volume of romantic poetry she’d handed me the previous week. Books became my closest confidants, finely ground lenses providing new views of the world.

When we've got a common philosophy and a common objective; then we can advance in open order. We shall be a great team. But we've got to make sure of that common set of ideas. Maybe we shall find our formulae difficult for some of these new types. If we keep our minds open, we may find that they are right and that our formulae have to be modified. Probably -- it's a thought that shouldn't dishearten us -- but probably we don't know everything.

Today the intellectual leaders of the Republican Party are the paranoids, kooks, know-nothings, and bigots who once could be heard only on late-night talk shows, the stations you listened to on long drives because it was hard to fall asleep while laughing. When any political movement loses all sense of self and has no unifying theory of government, it ceases to function as a collective rooted in thought and becomes more like fans of a sports team. Asking the Republican Party today to agree on a definition of conservatism is like asking New York Giants fans to have a consensus opinion on the Law of the Sea Treaty. It’s not just that no one knows anything about the subject; they don’t remotely care. All Republicans want to do is beat the team playing the Giants. They aren’t voters using active intelligence or participants in a civil democracy; they are fans. Their role is to cheer and fund their team and trash-talk whatever team is on the other side. This removes any of the seeming contradiction of having spent years supporting principles like free trade and personal responsibility to suddenly stop and support the opposite. Think of those principles like players on a team. You cheered for them when they were on your team, but then management fired them or traded them to another team, so of course you aren’t for them anymore. If your team suddenly decides to focus on running instead of passing, no fan cares—as long as the team wins. Stripped of any pretense of governing philosophy, a political party will default to being controlled by those who shout the loudest and are unhindered by any semblance of normalcy. It isn’t the quiet fans in the stands who get on television but the lunatics who paint their bodies with the team colors and go shirtless on frigid days. It’s the crazy person who lunges at the ref and jumps over seats to fight the other team’s fans who is cheered by his fellow fans as he is led away on the jumbotron. What is the forum in which the key issues of the day are discussed? Talk radio and the television shows sponsored by the team, like Fox & Friends, Tucker Carlson, and Sean Hannity.

The forest reveals what was in the seed. The hen reveals what was in the egg. The storm reveals what was in the clouds. The light reveals what was in the star. The perfume reveals what was in the flower. The honey reveals what was in the bee. The fruit reveals what was in the tree. The rose reveals what was in the thorn. The web reveals what was in the spider. The butterfly reveals what was in the caterpillar. The venom reveals what was in the serpent. The pearl reveals what was in the oyster. The diamond reveals what was in the rock. The flame reveals what was in the spark. The nest reveals what was in the bird. The roar reveals what was in the lion. The leaf reveals what was in the plant. The fire reveals what was in the wood. The droplet reveals what was in the ocean. The rainbow reveals what was in the storm. The ocean reveals what was in the shark. The desert reveals what was in the camel. The sky reveals what was in the eagle. The jungle reveals what was in the elephant. The team reveals what was in the coach. The flock reveals what was in the shepherd. The crew reveals what was in the captain. The army reveals what was in the general. The tower reveals what was in the architect. The sculpture reveals what was in the sculptor. The painting reveals what was in the painter. The symphony reveals what was in the composer. The sensation reveals what was in the body. The tongue reveals what was in the mind. The action reveals what was in the heart. The character reveals what was in the soul. Spring reveals what was in winter. Summer reveals what was in spring. Autumn reveals what was in summer. Summer reveals what was in spring. The past reveals what was in the beginning. The present reveals what was in the past. The future reveals what was in the present. The afterlife reveals what was in the future.

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

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

A good list of questions to ask your advisor will include the following: Where will my money be held? Right answer: Somewhere else! Are you a broker? Right answer: No! Are you a dually registered advisor? Right answer: No! Do you or any affiliate have proprietary investments of any kind? Right answer: No! How are you compensated? Right answer: Total disclosure in writing and never make commissions on any investment product. What are the credentials of you and/or your team? Right answer: If planning is involved, a CFP is ideal to have on the team. What is your planning and investment management approach? Right answer: The firm should follow a coherent philosophy rather than a bunch of different strategies (unprincipled) and should follow an approach that does not involve market timing or active trading.

One athlete does not make a team. One singer does not make a band. One actor does not make an ensemble. One participant does not make a contest. One employee does not make a company. One stroke does not make a portrait. One word does not make an essay. One paragraph does not make a thesis. One note does not make a symphony. One instrument does not make an orchestra. One finger does not make a hand. One toe does not make a foot. One lip does not make a voice. One member does not make a body. One cell does not make a being. One memory does not make an experience. One habit does not make a character. One act does not make a destiny. One day does not make a year. One moment does not make a lifetime. One man does not make a family. One home does not make a neighborhood. One clan does not make nation. One tribe does not make a continent. One people does not make a world.

the community; injustice would only occur, on Plato’s definition, if there were men in the other classes who were wiser than some of the guardians. That is why Plato provides for promotion and degradation of citizens, although he thinks that the double advantage of birth and education will, in most cases, make the children of guardians superior to the children of others. If there were a more exact science of government, and more certainty of men following its precepts, there would be much to be said for Plato’s system. No one thinks it unjust to put the best men into a football team, although they acquire thereby a great superiority. If football were managed as democratically as the Athenian government, the students to play for their university would be chosen by lot. But in matters of government it is difficult to know who has the most skill, and very far from certain that a politician will use his skill in the public interest rather than in his own or in that of his class or party or creed.

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

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

The word “justice,” as still used in the law, is more similar to Plato’s conception than it is as used in political speculation. Under the influence of democratic theory, we have come to associate justice with equality, while for Plato it has no such implication. “Justice,” in the sense in which it is almost synonymous with “law”—as when we speak of “courts of justice”—is concerned mainly with property rights, which have nothing to do with equality. The first suggested definition of “justice,” at the beginning of the Republic, is that it consists in paying debts. This definition is soon abandoned as inadequate, but something of it remains at the end. There are several points to be noted about Plato’s definition. First, it makes it possible to have inequalities of power and privilege without injustice. The guardians are to have all the power, because they are the wisest members of the community; injustice would only occur, on Plato’s definition, if there were men in the other classes who were wiser than some of the guardians. That is why Plato provides for promotion and degradation of citizens, although he thinks that the double advantage of birth and education will, in most cases, make the children of guardians superior to the children of others. If there were a more exact science of government, and more certainty of men following its precepts, there would be much to be said for Plato’s system. No one thinks it unjust to put the best men into a football team, although they acquire thereby a great superiority. If football were managed as democratically as the Athenian government, the students to play for their university would be chosen by lot. But in matters of government it is difficult to know who has the most skill, and very far from certain that a politician will use his skill in the public interest rather than in his own or in that of his class or party or creed.

You might expect that if you spent such an extended period in twelve different households, what you would gather is twelve different ideas about how to raise children: there would be the strict parents and the lax parents and the hyperinvolved parents and the mellow parents and on and on. What Lareau found, however, is something much different. There were only two parenting “philosophies,” and they divided almost perfectly along class lines. The wealthier parents raised their kids one way, and the poorer parents raised their kids another way. The wealthier parents were heavily involved in their children’s free time, shuttling them from one activity to the next, quizzing them about their teachers and coaches and teammates. One of the well-off children Lareau followed played on a baseball team, two soccer teams, a swim team, and a basketball team in the summer, as well as playing in an orchestra and taking piano lessons. That kind of intensive scheduling was almost entirely absent from the lives of the poor children. Play for them wasn’t soccer practice twice a week. It was making up games outside with their siblings and other kids in the neighborhood. What a child did was considered by his or her parents as something separate from the adult world and not particularly consequential. One girl from a working-class family—Katie Brindle—sang in a choir after school. But she signed up for it herself and walked to choir practice on her own. Lareau writes: What Mrs. Brindle doesn’t do that is routine for middle-class mothers is view her daughter’s interest in singing as a signal to look for other ways to help her develop that interest into a formal talent. Similarly Mrs. Brindle does not discuss Katie’s interest in drama or express regret that she cannot afford to cultivate her daughter’s talent. Instead she frames Katie’s skills and interests as character traits—singing and acting are part of what makes Katie “Katie.” She sees the shows her daughter puts on as “cute” and as a way for Katie to “get attention.

Breeding has made the creation of new species illegal. DISILLUSIONMENT CHARMS The wizard on the street also plays a part in the concealment of magical beasts. Those who own a Hippogriff, for example, are bound by law to enchant the beast with a Disillusionment Charm to distort the vision of any Muggle who may see it. Disillusionment Charms should be performed daily, as their effects are apt to wear off. MEMORY CHARMS When the worst happens and a Muggle sees what he or she is not supposed to see, the Memory Charm is perhaps the most useful repair tool. The Memory Charm may be performed by the owner of the beast in question, but in severe cases of Muggle notice, a team of trained Obliviators may be sent in by the Ministry of Magic. THE OFFICE OF MISINFORMATION The Office of Misinformation will become involved in only the very worst magical–Muggle collisions. Some magical catastrophes or accidents are simply too glaringly obvious to be explained away by Muggles without the help of an outside authority. The Office of Misinformation will in such a case liaise directly with the Muggle prime minister to seek a plausible non-magical explanation for the event. The unstinting efforts of this office in persuading Muggles that all photographic evidence of the Loch Ness kelpie is fake have gone some way to salvaging a situation that at one time looked exceedingly dangerous. 7. In his 1972 book Muggles Who Notice, Blenheim Stalk asserts that some residents of Ilfracombe escaped the Mass Memory Charm. ‘To this day, a Muggle bearing the nickname “Dodgy Dirk” holds forth in bars along the south coast on the subject of a “dirty great flying lizard” that punctured his lilo.’ 8. For a fascinating examination of this fortunate tendency of Muggles, the reader might like to consult The Philosophy of the Mundane: Why the Muggles Prefer Not to Know, Professor Mordicus Egg (Dust & Mildewe, 1963). 9. The largest department at the Ministry of Magic is the Department of Magical Law Enforcement, to which the remaining six departments are all, in some respect, answerable – with the possible exception of the Department of Mysteries.

Apple’s announcement that it was teaming up with IBM raised a few eyebrows. The pair will create apps for businesses that draw on Apple’s functionality and IBM’s cloud-computing and security expertise. It is Apple’s first significant thrust into corporate services and amounts to a sea change in its philosophy; Steve Jobs once described IBM as representing the “computer Dark Ages”.

The church celebrates people, possessions, and performances without a hunger to know the principles, practices, processes, procedures, and philosophies of attaining such heights. Therefore, our members remain fans and commentators, instead of team players. Commentators and fans don't get paid and don't win medals.

But in 2009, even as the British track cycling team was preparing for the London Olympics, Brailsford embarked upon a new challenge. He created a road cycling team, Team Sky, while continuing to oversee the track team. On the day the new outfit was announced to the world, Brailsford also announced that they would win the Tour de France within five years. Most people laughed at this aspiration. One commentator said: “Brailsford has set himself up for an almighty fall.” But in 2012, two years ahead of schedule, Bradley Wiggins became the first-ever British rider to win the event. The following year, Team Sky triumphed again when Chris Froome, another Brit, won the general classification. It was widely acclaimed as one of the most extraordinary feats in British sporting history. How did it happen? How did Brailsford conquer not one cycling discipline, but two? These were the questions I asked him over dinner at the team’s small hotel after the tour of the facilities. His answer was clear: “It is about marginal gains,” he said. “The approach comes from the idea that if you break down a big goal into small parts, and then improve on each of them, you will deliver a huge increase when you put them all together.” It sounds simple, but as a philosophy, marginal gains has become one of the hottest concepts not just in sports, but beyond. It has formed the basis of business conferences, and seminars and has even been debated in the armed forces. Many British sports now employ a director of marginal gains.

Eddie and Jim both said it was a great thing the Russians were winning because the strongest team should win. Shannon thought the fascist philosophy was a very comfortable one. You simply cheered for the winner, who proved by virtue of winning that he should have won. No analysis, no doubts, no troubling moral questions.

There are two types of coaches. There’s coaches like me who weigh up the opposition and ask the team to adjust. Fergie was similar. José [Mourinho] is similar. Then there’s Arsène, who won’t adjust. There’s Brendan [Rodgers], who looks like he won’t adjust. There’s Manuel Pellegrini, who looks like he won’t adjust … their philosophy is different to ours. Ours is more about who are we playing against. Their philosophy is more, “We always play this way,” and they won’t change, they carry on doing the same thing. That’s why you can beat them.

thinned out. I will reduce your numbers from more than eight billion, to five or six million. Five or six million of you who will be modeled after the winning team in every way possible, representing their country, culture, philosophy, level of ruthlessness, and so on.

Let's say a dozen hearts, perhaps 500 smiles, a few thousand faces, voices. Out of the whole, not so easy to fit the whole world in one. Thankfully, we're not alone in this X.

When you are going through something. You always need a support of others or a support system to make it . Don’t chase anyone or everyone away. No matter how strong you are. Don’t burn every bridge , because you will be stuck and not being able to progress or move In life.

Black and white keys on Piano. Several strings on Guitar. Double takes layering and adds lips on Vocals. Kicks, snare, hit hat and cymbals on Drums. The more the dynamic, the more the music sounds good. This should tell you that we can achieve great things when we work together. Musicians' career ends when they start working against each other instead of working together.

My philosophy on board composition and culture is the antithesis of what I saw on the Santa Fe board. As the chairman of public companies, I’ve always selected board members based on the assumption that they were cheap consultants to the business, not potted plants. I’ve never hesitated to use them—or to have management teams use them—to further the objectives of the company.

Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.

It would be interesting to place a League Two midfielder in the best team in the world and see how much his game would be raised. Similarly, what would happen if you placed Lionel Messi in a League Two match? We will never know.

To keep things moving up and to the right, Charles Koch had an unwavering philosophy about debt. He was rigid in his belief that debt should be kept as low as possible so that interest payments didn’t eat up Koch’s cash. The reasons for this were strategic. Every downturn brought opportunities for companies that were prepared. Downturns weakened competitors and made them ripe for takeover. Downturns made assets cheaper to buy. For this reason, Markel and his team were discouraged from borrowing large sums even if banks were more than willing to lend it. “It was really based upon kind of looking forward to opportunities,” Markel recalled. “The reason you like to build up cash and not have a lot of debt is so that you can capture opportunities that you couldn’t capture if you were fully loaded in debt and had no cash.

It was American philosopher Eugene Gendlin who developed ways of working with embodied knowledge and the ‘philosophy of the implicit’, and who first coined the phrase ‘felt sense’ to mean the sense we have when we are accessing our ‘gut instinct’, the deeper part of ourselves, our ‘intuition’. That is what constellations enable access to.

As long as grace abounds, I will work with all my strength.

Enthusiastic work is daring spirit.

I work with great gladness for what I want.

Always work enthusiastically.

We can do the work.

I have what takes to get the job done.

You must dare greatly, to receive the grace for greatness.

It feels great to do what you love.

Eastern philosophy permeates our society and has invaded every part of our thinking. The new American religion is one of no wrongs and everyone going to heaven. It is a hodge-podge of multiple religions, with the main objective being self-fulfillment and satisfaction. The Christian world has incorporated many of the doctrines of these religions without even knowing it. God’s winning team was supposed to reach the world. Instead, the world is reaching us.

Talk about your ideal scenario, your philosophy, and anything you can think of. Would you like to burn incense and have your baby ushered into the world by a troupe of Tibetan monks? Great. Have your partner give birth standing on one foot while riding horseback? Have the delivery filmed live for a new reality show? Have the entire medical team speak only Mandarin Chinese so that your baby will be able to begin life bilingual? Have the baby licked clean by your pet schnauzer rather than cleaned up by the nurses? Wonderful.

Dungy sees something that no one else does. He sees proof that his plan is starting to work. Tony Dungy had waited an eternity for this job. For seventeen years, he prowled the sidelines as an assistant coach, first at the University of Minnesota, then with the Pittsburgh Steelers, then the Kansas City Chiefs, and then back to Minnesota with the Vikings. Four times in the past decade, he had been invited to interview for head coaching positions with NFL teams. All four times, the interviews hadn’t gone well. Part of the problem was Dungy’s coaching philosophy. In his job interviews, he would patiently explain his belief that the key to winning was changing players’ habits. He wanted to get players to stop making so many decisions during a game, he said. He wanted them to react automatically, habitually. If he could instill the right habits, his team would win. Period. “Champions don’t do extraordinary things,” Dungy would explain. “They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.” How, the owners would ask, are you going to create those new habits? Oh, no, he wasn’t going to create new habits, Dungy would answer. Players spent their lives building the habits that got them to the NFL. No athlete is going to abandon those patterns simply because some new coach says to. So rather than creating new habits, Dungy was going to change players’ old ones. And the secret to changing old habits was using what was already inside players’ heads. Habits are a three-step loop—the cue, the routine, and the reward—but Dungy only wanted to attack the middle step, the routine. He knew from experience that it was easier to convince someone to adopt a new behavior if there was something familiar at the beginning and end.3.5 His coaching strategy embodied an axiom, a Golden Rule of habit change that study after study has shown is among the most powerful tools for creating change. Dungy recognized that you can never truly extinguish bad habits. Rather, to change a habit, you must keep the old cue, and deliver the old reward, but insert a new routine. That’s the rule: If you use the same cue, and provide the same reward, you can shift the routine and change the habit. Almost any behavior can be transformed if the cue and reward stay the same.

A Consciously Constructive organisation must equally balance the 6 Proven aspects of a High Performance Workplace using the proven CLEARx framework. Philosophy and System.

Digging that hole just to see if you are strong enough to climb out of it is a trait we as humans have developed to put meaning and purpose in our lives. But when you get tired of digging and climbing, you realize that life has no purpose. We constantly search for a way to win the 'Game of Life' until we realize it is impossible. Life is a game no one can win. I wish there was a point where someone (God) handed us an award and said 'Good Job, you won. Now move on to the next step'. This is why I believe life is missing purpose, meaning, and a goal. I also believe that is why we as humans get caught up in games, competition, sports, religion, and even war. These are all events that will come to an end with a winner and a loser. They are definite and absolute, they fill that void we have in our lives. Some could argue that life is definite and absolute, and I would agree, however, how do you win? Fun, Love, Money, Power, Prestige? All of these disappear when we die, thus removing all meaning and purpose. So cheer on your favorite team, challenge someone to a game of chess, and pray to God for redemption, but know why you do it. Be real with yourself, because you are scared, seeking purpose, and stuck playing a game you cannot win.

Leaders sometimes wonder why they or their organization fail to achieve success, never seem to reach their potential. It’s often because they don’t understand or can’t instill the concept of what a team is all about at its best: connection and extension. This is a fundamental ingredient of ongoing organizational achievement. (Of course, incompetence as a leader is also a common cause of organizational failure.) Combat soldiers talk about whom they will die for. Who is it? It’s those guys right next to them in the trench, not the fight song, the flag, or some general back at the Pentagon, but those guys who sacrifice and bleed right next to them. “I couldn’t let my buddies down,” is what all soldiers say. Somebody they had never seen before they joined the army or marines has become someone they would die for. That’s the ultimate connection and extension.

May we recognise the uniqueness of every individual and seek to complement each other.

The presence of the 14 Basques was a fairly accurate reflection of the region’s overwhelming influence on the early years of Spanish football. There are tales told, similar to those of the north-east of England, in which scouts in the region are forever hollering down holes in the ground, out of which would pop monstrous defenders, solid goalkeepers and prodigious goalscorers. In fact the Spanish talk of the cantera (quarry) from which good young ’uns emerge, hewn from the rock of their particular regions. The Basques have always had more cause to celebrate the philosophy of the cantera than most, due to their insistence, from the early years of the century, on using only local players in their teams. This policy is still carried on by Athletic Bilbao, courting controversy in certain circles because their approach has always been coloured by suggestions of Basque racial purity and xenophobia – predictably and strenuously denied by those who support the practice.

Personal Kanban (and by extension this book) is based on the principles and techniques of a management concept known as “Lean.” Lean is both a philosophy and a discipline which, at its core, increases access to information to ensure responsible decision making in the service of creating value. With increased access to information people feel more respected, teams are more motivated, and waste is reduced.

Our present culture idolizes three practical philosophies that are eating away at the very fabric of our workforce and culture, our relationships, and our lives. The first of these practical philosophies is individualism. When most people today are faced with a decision, the question that seems to dominate their inner dialogue is, “What’s in it for me?” This question is the creed of individualism, which is based on an all-consuming concern for self. In the present climate, the most dominant trend governing the decision-making process is individualism. Have you ever tried to work with a team where all its members were rugged individualists? Have you ever tried to manage an individualist? No community, whether it is as small as a team or as large as a nation, can grow strong with this attitude. Individualism always weakens the community and causes the whole to suffer. In every instance it is a cancerous growth. The fruits of individualism are no secret to any of us: greed, selfishness, and exploitation.

In subtle ways, Professor Vaughn showed us how to pay the land its due respect. He was patient with us if we tied an inept half hitch or ran the jeep into quick mud, but he bristled if we complained too much about the heat, or the smell of the cattle tank we used for a bath, or joked sarcastically about the social life of some small town. At the university, he lectured with such precision and speed that two students often teamed up for note taking. But stopped out on some two-track road in Jornada del Muerto, he could chew on a shaft of grass for an hour, languidly exchanging philosophy with a local cowboy. The professor even adopted a slower, lulling speech pattern in the field, and used local phrases liberally. Time moved slowly in the desert and we were expected to fall into that rhythm.

The NTSB operates with small, experienced teams, and each of its reports is approved by a senior board of five, creating a culture of accountability, collaboration, empowerment and pride. Among

following one process and the development team with different process philosophies, terms and metrics. In Waterfall, once a “plan” is baked and approved, there is an expectation that the plan will be followed and delivered upon, even if the development team is using Agile to execute. Now I’m going to say it, “But that’s not truly Agile,” since Agile requires the plan to be flexible and consistently reprioritized and revised. We see this approach so often that we’ve heard many describe it as, “WaterScrumFall. ” It’s really business as usual

Remember the philosophy of the U.S. Navy SEALs: “I will never quit...My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates...I am never out of the fight.” Those

It used to be that developers rarely wrote tests. If tests were written at all, they were written by a separate QA team. However, one of the tenets of agile development is that testing should be tightly integrated with development, and programmers should write tests for their own code. This practice has now become widespread.

One of Satya’s first moves was to abolish stack ranking. He worked to reverse the traditional emphasis on rewarding the smartest person in the room, who dominates and pushes around others. He encouraged people to ask questions and listen—to be “learn-it-alls” not know-it-alls. He pressed people to live the One Microsoft philosophy, that the company is not to be “a confederation of fiefdoms” because “innovation and competition don’t respect our silos, so we need to transcend those barriers.” To support this new culture, Satya changed the reward system so that the superstars were people who worked across silos and teams to build products and services with pieces that meshed together well. And so that people deemed as superstars were those who helped others succeed in their careers. The backstabbers who’d flourished under Ballmer changed their ways, left the company voluntarily, or were shown the door.

Before the management of the company just described could become fast innovators, they had to develop and embrace a new philosophy of organizing around time. The new philosophy is embedded in these eleven key principles: Time is the key performance variable to be managed to attain improved cost and quality. Time benchmarks are set by the performance of competitors and, if faster, by what is technologically possible. The support functions necessary to advance the development process are actively managed to be “invisible.” Their need is to be anticipated; they are to be invested in and kept up-to-date. They are never to be allowed to slow the development process. Each program is to be managed and executed by a small, dedicated, decision-empowered, and experienced team. Team members have common goals and are measured and evaluated as part of a team. The development programs are to have four steps, and the company will organize itself around these steps: Planning and preparation Product definition Design development Manufacturing ramp-up Product improvement The objective of planning and preparation is to avoid having to invent in the middle of the development process—make unknowns be knowns. After definition, the product specification is frozen. The definition is committed to and not allowed to be changed. The improvement phase is to be used for costs and feature enhancements. Functional expertise resides in the development program. Manufacturing and design resources are full-time participants in the definition team. Manufacturing resources are full time participants in the design team. Team members are collocated. Senior management reviews are few. The role of senior management is to ensure that the program teams have the appropriate resources, incentives and environment to execute their tasks quickly. New programs are generated continuously, at regular market-driven intervals, and incorporate more incremental advances and fewer “great leaps forward.