Team Success Quotes

If you try and lose then it isn't your fault. But if you don't try and we lose, then it's all your fault.

There is immense power when a group of people with similar interests gets together to work toward the same goals.

He who masters the power formed by a group of people working together has within his grasp one of the greatest powers known to man.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don't play together, the club won't be worth a dime.

The elegance under pressure is the result of fearlessness.

The purpose of data is to learn on time what is working and what is not and take any corrective actions according to that.

It’s very possible that your inexperienced intern knows more than you think, even if you have been part of the industry for over thirty years.

A good marketing plan can’t be formed in just four hours. Plans are formed on extensive research.

There can’t be anything more fatal to a business than making decisions based on somebody else’s assumptions.

Even though marketing is one of the building blocks of a successful business, we should make sure that our marketing is effective and productive.

You guide your team when they lose the path, you pick them up when they fall, and you give them motivation when they have none.

Building an employee team or employee tribe is a little time consuming which requires little effort but in the long process of achieving business growth, it’s totally worth it.

Market research is not an add-on feature, it’s a necessity for business survival and business success.

In other words, market research is the swiss knife for the survival of any business.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

There is no alternative to market research.

You don’t want to run your business based on mere suspicions and assumptions.

A successful business owner will know their business as good as they know their favorite celebrity, their partner, and even their dogs.

Proper market research keeps you informed on what your competitors are doing, as well as their strengths and weaknesses.

Market research helps you understand the need of your product in the existing market and the current competition.

Being successful is not that tough, you just need a little mindset change.

Incorporate market research as an integral part of your business, and you’ll not just become competitive, but also profitable.

Remember market research is like warming up. It will keep you safe from unnecessary injuries.

Business growth happens when people remember you.

Incorrect results of the market research when fed to the marketing strategy and action plans produce disastrous results.

It is a healthy approach not to expect persons to turn out precisely how you would have wished.

Accepting that you’re wrong, shows humility which will set a better example of you as a leader on your team than sticking to something that others can clearly see is wrong.

Become a leader that shows humility and not stubbornness.

Search engines' results aren’t always trustworthy. As a matter of fact, they can be easily manipulated.

Inaccurate market research always leads to a business wipe-out.

The moment you will start considering market research as an ongoing process of your business, you will start uncovering so many hidden insights.

Market research not only helps you in gaining competitive advantage, but also helps you in being prepared to handle any testing business times.

If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.

I believe ability can get you to the top,” says coach John Wooden, “but it takes character to keep you there.… It’s so easy to … begin thinking you can just ‘turn it on’ automatically, without proper preparation. It takes real character to keep working as hard or even harder once you’re there. When you read about an athlete or team that wins over and over and over, remind yourself, ‘More than ability, they have character.'

The success of a strategy largely depends on it's implementation. You can have a good strategy, you can have a winning game plan, but ultimately you and your team have to implement the strategy and execute and put the game plan into action if your business is going to succeed.

None of us are immune from life’s tragic moments. Like the small rubber boat we had in basic SEAL training, it takes a team of good people to get you to your destination in life. You cannot paddle the boat alone. Find someone to share your life with. Make as many friends as possible, and never forget that your success depends on others.

When did you first feel like a grown woman and not a girl?” We wrote down our answers and shared them, first in pairs, then in larger groups. The group of women was racially and economically diverse, but the answers had a very similar theme. Almost everyone first realized they were becoming a grown woman when some dude did something nasty to them. “I was walking home from ballet and a guy in a car yelled, ‘Lick me!’” “I was babysitting my younger cousins when a guy drove by and yelled, ‘Nice ass.’” There were pretty much zero examples like “I first knew I was a woman when my mother and father took me out to dinner to celebrate my success on the debate team.” It was mostly men yelling shit from cars. Are they a patrol sent out to let girls know they’ve crossed into puberty? If so, it’s working.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

Internet articles can be used to give direction to your research, but the real research will start after that. You can read The New York Times, The Washington Post, Forbes, Economic Times, or Entrepreneur as much as you want but these still can’t replace market research.

I believe a family can be like that sports team. A successful family wins as a team. But if its members are intent upon winning their own individual battles with one another, the team loses. A winning solution is to work out the differences and, when it’s over, let it be over. Then they can get back in the game as a team.

Give a good idea to a mediocre team, and they’ll find a way to screw it up. Give a mediocre idea to a good team, and they’ll find a way to make it better. The goal needs to be to get the team right, get them moving in the right direction, and get them to see where they are making mistakes and where they are succeeding.

We can only reach the highest height, if we encourage each other.

A board of directors, in many ways, is akin to a well-rounded football team. While individual talent is important, true success comes from a complementary mix of skills and expertise that work together seamlessly to achieve a common goal.

Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine.

TOGETHER we stand, TOGETHER we fall, TOGETHER we win, and winners take ALL. -Temple College Volleyball Team

Great things in business are never done by one person,They are done by a team of people

Often the difference between success and failure is belief.

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

All it takes is a belief that people are fundamentally good—and enough courage to treat your people like owners instead of machines. Machines do their jobs; owners do whatever is needed to make their companies and teams successful. People spend

Engage, educate, equip, encourage, empower, energize, and elevate. Those are the methods for maximizing the potential of any individual, team, organization, or institution for ultimate success and significance. Those are the methods of a mentor leader.

Working together as a team helps build a cohesive organization.

Before you start anything, you need to know why you’re doing it. Then, you have to clearly convey that to your team so they also become partners in your vision.

Simon Cameron: “I loved my brother, as only the poor and lonely can love those with whom they have toiled and struggled up the rugged hill of life’s success—but he died bravely in the discharge of his duty.

Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?’" Change Management Handbook - The Leadership of Change Volume 3

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

I love it when a plan comes together! - Hannibal Smith, A-Team

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

the fixed-mindset premise that great geniuses do not need great teams. They just need little helpers to carry out their brilliant ideas.

[Team player vs team builder] Players focus on the wins and the loses. Builders focus on the team and future of the vision. Let's move our members from team player to team builder.

Be a team player, not a bandwagon jumper.

Once you have analyzed data, you have to mine that data to find insights from it. At this point, you can involve your marketing or product team to work with the data analysis team.

Life is not a game of Solitaire; people depend on one another. When one does well, others are lifted. When one stumbles, others also are impacted. There are no one-man teams—either by definition or natural law. Success is a cooperative effort; it’s dependent upon those who stand beside you.

It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

When efforts that are wisely executed, the situation and condition don't affect the performance.

It was hard to know which of Billy's qualities was most important to his team's success: his energy, his resourcefulness, his intelligence, or his ability to scare the living shit out of even very large professional baseball players.

any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

None of us had realized quite how fragile Alice was. She had always seemed so capable, so in control: getting all those amazing grades, playing on the sports teams, getting her place at university, never missing a trick. But underneath that, fuelling all this success, was a tangled mass of anxiety that none of us saw until it was too late.

In one of the most cited studies of expert problem solving ever conducted, an interdisciplinary team of scientists came to a pretty simple conclusion: successful problem solvers are more able to determine the deep structure of a problem before they proceed to match a strategy to it. Less successful problem solvers are more like most students in the Ambiguous Sorting Task: they mentally classify problems only by superficial, overtly stated features, like the domain context.

As a leader your job is to do everything in your power to create the perfect conditions for success by benching your ego and inspiring your team to play the game the right way. But at some point, you need to let go and turn yourself over to the basketball gods. The soul of success is surrendering to what is.

We’ve all heard the usual examples: Michael Jordan cut from his high school basketball team, Walt Disney fired by a newspaper editor for not being creative enough, the Beatles turned away by a record executive who told them that “guitar groups are on their way out.” In fact, many of their winning mantras essentially describe the notion of falling up: “I’ve failed over and over again in my life,” Jordan once said, “and that is why I succeed.” Robert F. Kennedy said much the same: “Only those who dare to fail greatly can ever achieve greatly.” And Thomas Edison, too, once claimed that he had failed his way to success.

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

Earlier in my life, I have to admit, I was often guilty of this error. I wanted to take an idea from seed thought to solution before sharing it with anyone, even the people it would most impact. I did this both at work and at home. But over the years, I have learned that you can go much farther with a team than you can go alone.

No shortcuts,” “Work hard, be nice,” “Don’t eat the marshmallow,” “Team and family,” “If there’s a problem, we look for the solution,” “Read, baby, read,” “All of us will learn,” “KIPPsters do the right thing when no one is watching,” “Everything is earned,” “Be the constant, not the variable,” “If a teammate needs help, we give; if we need help, we ask,” “No robots,” and “Prove the doubters wrong.

Success depends on psychological safety. At Google, members of teams with high levels of psychological safety were less likely to leave their jobs, brought in more revenue, and were rated effective twice as often by executives. MIT researchers who studied team performance came to the same conclusion: simply grouping smart people together doesn’t guarantee a smart team. Online and off, the best teams discuss ideas frequently, do not let one person dominate the conversation, and are sensitive to one another’s feelings.

You can’t fully prepare. You do your best to acquire diverse skills. You try to learn from your successes and mistakes over the years. You try to assemble a team with varied talents and expertise. Mostly, you strive to stay calm enough to think clearly even under extreme pressure. You try to use the adrenaline for focus rather than panic. You stay on your toes, ready to improvise. And you hope for the best.

A true Leader does not point fingers A true Leader does not assign blame A true Leader does not celebrate the mistakes of others A true Leader points you in the right direction A true Leader assigns praise however meager the task A true Leader celebrates the accomplishments of his team I true Leader Leads.

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

Mastery requires patience. The San Antonio Spurs, one of the most successful teams in NBA history, have a quote from social reformer Jacob Riis hanging in their locker room: “When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it. Yet at the hundred and first blow it will split in two, and I know it was not that last blow that did it—but all that had gone before.

The two keys to success as a sportswriter are: 1) A blind willingness to believe anything you're told by the coaches, flacks, hustlers and other "official spokesmen" for the team-owners who provide the free booze ... and: 2) A Roget's Thesaurus, in order to avoid using the same verbs and adjectives twice in the same paragraph. Even a sports editor, for instance, might notice something wrong with a lead that said: "The precision-jack-hammer attack of the Miami Dolphins stomped the balls off the Washington Redskins today by stomping and hammering with one precise jack-thrust after another up the middle, mixed with pinpoint-precision passes into the flat and numerous hammer-jack stomps around both ends....

The only person that should wear your ring is the one person that would never… 1. Ask you to remain silent and look the other way while they hurt another. 2. Jeopardize your future by taking risks that could potentially ruin your finances or reputation. 3. Teach your children that hurting others is okay because God loves them more. God didn’t ask you to keep your family together at the expense of doing evil to others. 4. Uses religious guilt to control you, while they are doing unreligious things. 5. Doesn't believe their actions have long lasting repercussions that could affect other people negatively. 6. Reminds you of your faults, but justifies their own. 7. Uses the kids to manipulate you into believing you are nothing. As if to suggest, you couldn’t leave the relationship and establish a better Christian marriage with someone that doesn’t do these things. Thus, making you believe God hates all the divorced people and will abandon you by not bringing someone better to your life, after you decide to leave. As if! 8. They humiliate you online and in their inner circle. They let their friends, family and world know your transgressions. 9. They tell you no marriage is perfect and you are not trying, yet they are the one that has stirred up more drama through their insecurities. 10. They say they are sorry, but they don’t show proof through restoring what they have done. 11. They don’t make you a better person because you are miserable. They have only made you a victim or a bitter survivor because of their need for control over you. 12. Their version of success comes at the cost of stepping on others. 13. They make your marriage a public event, in order for you to prove your love online for them. 14. They lie, but their lies are often justified. 15. You constantly have to start over and over and over with them, as if a connection could be grown and love restored through a honeymoon phase, or constant parental supervision of one another’s down falls. 16. They tell you that they don’t care about anyone other than who they love. However, their actions don’t show they love you, rather their love has become bitter insecurity disguised in statements such as, “Look what I did for us. This is how much I care.” 17. They tell you who you can interact with and who you can’t. 18. They believe the outside world is to blame for their unhappiness. 19. They brought you to a point of improvement, but no longer have your respect. 20. They don't make you feel anything, but regret. You know in your heart you settled.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Thinking about your ancestors makes you smarter. A research team led by Peter Fischer found that spending a few minutes contemplating your family tree (as opposed to contemplating a friend, or a shopping list, or nothing at all) significantly boosted performance on tests of cognitive intelligence. Their hypothesis is that thinking about our connections to the group increases our feelings of autonomy and control.

Building purpose in a creative group is not about generating a brilliant moment of breakthrough but rather about building systems that can churn through lots of ideas in order to help unearth the right choices. This is why Catmull has learned to focus less on the ideas than on people—specifically, on providing teams with tools and support to locate paths, make hard choices, and navigate the arduous process together.

If the finest genius studies at one of our colleges, and is not installed in an office within one year afterwards in the cities or suburbs of Boston or New York, it seems to his friends and to himself that he is right in being disheartened, and in complaining the rest of his life. A sturdy lad from New Hampshire or Vermont, who in turn tries all the professions, who teams it, farms it, peddles, keeps a school, preaches, edits a newspaper, goes to Congress, buys a township, and so forth, in successive years, and always, like a cat, falls on his feet, is worth a hundred of these city dolls. He walks abreast with his days, and feels no shame in not 'studying a profession,' for he does not postpone his life, but lives already.

Kay Cannon was a woman I’d known from the Chicago improv world. A beautiful, strong midwestern gal who had played lots of sports and run track in college, Kay had submitted a good writing sample, but I was more impressed by her athlete’s approach to the world. She has a can-do attitude, a willingness to learn through practice, and she was comfortable being coached. Her success at the show is a testament to why all parents should make their daughters pursue team sports instead of pageants. Not that Kay couldn’t win a beauty pageant - she could, as long as for the talent competition she could sing a karaoke version of ‘Redneck Woman’ while shooting a Nerf rifle.

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

d. In designing your organization, remember that the 5-Step Process is the path to success and that different people are good at different steps. Assign specific people to do each of these steps based on their natural inclinations. For example, the big-picture visionary should be responsible for goal setting, the taste tester should be assigned the job of identifying and not tolerating problems, the logical detective who doesn’t mind probing people should be the diagnoser, the imaginative designer should craft the plan to make the improvements, and the reliable taskmaster should make sure the plan gets executed. Of course, some people can do more than one of these things—generally people do two or three well. Virtually nobody can do them all well. A team should consist of people with all of these abilities and they should know who is responsible for which steps.

But far too often when we face the failure of a business venture, we let that failure paralyze us from trying again. The failure could stem from a lack of financial planning, a lack of resources, or the lack of the right team members. But you have to realize that failure is part of the process when you are on the road to success. The only way to get back on track is to come up with another plan. I’ve failed more times than I can count. But you can’t let the failure freeze you in place and stop you from pursuing your dreams.

I've come to the conclusion that it's all about fear- fear that your kid won't come out on top, be a success. Forcing him into these brutal encounters will a) make a dame sure he is a success, and b) all you to see evidence of that success with the added bonus of a cheering crowd. This means that sports are supported with an almost desperate enthusiasm. The football team gets catered dinners before a fame. Honor Society is lucky if it gets a cupcake. Academic success-forget it. That requires too much imagination. There's no scoreboard.

There are too many famous Steve Jobs anecdotes to count, but several of them revolve around one theme: his unwillingness to leave well enough alone. His products had to be perfect; they had to do what they promised, and then some. And even though deadlines loomed and people would have to work around the clock, he would regularly demand more from his teams than they thought they could provide. The result? The most successful company in the history of the world and products that inspire devotion that is truly unusual for a personal computer or cell phone.

STAGE 1—shared by most street gangs and characterized by despair, hostility, and the collective belief that “life sucks.” STAGE 2—filled primarily with apathetic people who perceive themselves as victims and who are passively antagonistic, with the mind-set that “my life sucks.” Think The Office on TV or the Dilbert comic strip. STAGE 3—focused primarily on individual achievement and driven by the motto “I’m great (and you’re not).” According to the authors, people in organizations at this stage “have to win, and for them winning is personal. They’ll outwork and outthink their competitors on an individual basis. The mood that results is a collection of ‘lone warriors.’” STAGE 4—dedicated to tribal pride and the overriding conviction that “we’re great (and they’re not).” This kind of team requires a strong adversary, and the bigger the foe, the more powerful the tribe. STAGE 5—a rare stage characterized by a sense of innocent wonder and the strong belief that “life is great.” (See Bulls, Chicago, 1995–98.)

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.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

One reason she had been as successful an assassin had always been her attention to detail, but the weeks of using the cream to maintain her disguise as the hapless dock technician, were taking their toll. Details slipped her mind occasionally, and concentrating was sometimes hard. She’d used the time she had available to study her target, learn his mannerisms and speech pattern, food and clothing preferences. Most of this possible with the right programs and access to the dock AI system. Those hours ‘at work’ in the Fabrication Unit had been well spent, and supplemented by frequenting places where she could observe him. The lack of her usual team of ‘daemons’ had created a number of difficulties, and though she wondered how Security had managed to take them down so quickly, she didn’t waste time worrying over it. Now she knew who he associated with, and his sexuality—all of it vital if she was to escape detection in such a high profile role.

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.

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.

In three weeks, the women's team had done more for soccer in the United States than any team had ever done. Yet, the United States Soccer Federation was unprepared and unwelcoming in its acerbic response to the women's success. With petty, resentful, chauvinistic behavior, the federation would bungle what should have been its greatest moment as a national governing body. Its leaders would criticize DiCicco instead of congratulating him, they would threaten to sue the women over an indoor victory tour and they would wait an unacceptably long period before entering into contract negotiations with the team. Then, at the end of the year, the federation would offer a deal that the women found insulting. Unwilling to trust that the federation was bargaining in good faith, the women would boycott a trip to a tournament in Australia. They would become champions of the world, embraced by the president, by the largest crowd ever to watch women play and by the largest television audience for soccer in this country, embraced by everyone, it seemed, but the officials who ran the sport with the vision of a student council. Increasingly, it appeared, the only amateurs left in sports were the people running the federations that governed them.

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.