Team Target Achieved Quotes

By anchoring his arguments firmly in history and law, he opened an antislavery approach that differed from the tactics of the allies of Garrison, who eschewed political organization, dismissed the founding fathers, and considered the Constitution “a covenant with death, an agreement with hell,” because it condoned slavery. Where the Garrisonians called for a moral crusade to awaken the sleeping conscience of the nation, Chase targeted a political audience, hopeful that abolition could be achieved through politics, government, and the courts.

Who are you? Who are the players, the management team? What’s your expertise and track record? Have any of you succeeded in doing this before? Who are your advisors and what are their credentials? #2. What is it? What is your product or service? Even if it’s complex, this explanation must be easily understandable. Do you have any intellectual property rights, such as patents, that will provide some measure of exclusivity? #3. Where are you? What’s the status of your venture? Do you have a working prototype or has anyone tested your product or idea? What benchmarks have you already hit? #4. Where are you going? What’s your goal? What milestones will you attain along the way to achieving that goal? #5. Who wants it? Who’s your target market? What’s the problem being solved? Where’s the PAIN? What itch are you scratching? #6. How many people will want it? What’s your potential market size?

Matt Espenshade confirmed that in spite of the deaths of so many of the kidnappers, many more are still at large, including their leaders. Those men might hope to be forgotten; they are not. The FBI has continued its investigative interest in those involved with the kidnapping. The leaders, especially, are of prime interest to the Bureau. And now the considerable unseen assets in that region are steadily feeding back information on these targeted individuals to learn their operational methods and their locations and hunt them down. The surviving kidnappers and their colleagues are welcome to sneer at the danger. It may help them pass the time, just as it did for Bin Laden’s henchmen to chuckle at the idea of payback. If the men nobody sees coming are dispatched to capture or kill them, the surviving kidnappers will find themselves dealing with a force of air, sea, and land fighters s obsessed with the work they do that they have trained themselves into the physical and mental toughness of world-class athletes. They will carry the latest in weapons, armor, visual systems, and communication devises. Whether they are Navy SEAL fighters, DEVGRU warriors, Army Delta Force soldiers, Green Berets, or any of the elite soldiers under United States Special Operations Command (SOCOM), they will share the elite warriors’ determination to achieve success in their mission assignment. The news that they are coming for you is the worst you could receive. But nobody gets advance warning from these men. They consider themselves born for this. They have fought like panthers to be part of their team. For most of them, there is a strong sense of pride in succeeding at missions nobody else can get done; in lethal challenges. They actually prefer levels of difficulty so high it seems only a sucker would seek them, the sorts of situations seen more and more often these days. Impossible odds.

I’m not quite sure what promotions, if any, are or are not available to me or my colleagues at our level. There seems to be a high rate of turnover that may be, in part, due to a lack of clarity on how to grow within the business.” “While I feel like there is a lot of future opportunity in the organization, I have no idea how to get promoted. My manager has never discussed development or promotion opportunities with me.” “It has never been explained to me what each role entails and what I need to achieve in order to progress. I have only been told by my current and past team leader to ‘carry on how you’re doing,’ which is a compliment. However, it would be better if everyone was given some sort of document which consists of targets you need to hit in order to progress in the company.

An aligned organization is impossible to achieve if the strategy is not clear, because strategy is the endpoint to which the rest of the organization is directed. When leaders set about to align their organizations, they often discover that they are not resolved about their strategy. They may be very clear about their financial targets. They may have precise numbers representing their growth plans. They may be sure of the capital initiatives and other initiatives they have planned to pursue in the short- or long-term. But if your team cannot exactly articulate why customers choose you over others—or in the case of nonprofit organizations, what your beneficiaries rely on you to do that no one else does for them—then you are not yet capable of alignment. Everyone on the executive team and beyond should be able to state in explicit terms how you intend to be unique in customers' eyes.

OP2 aligns each group with the goals of the company. Everybody knows their overall objectives, including targets for revenue, cost, and performance. The metrics are agreed upon and will be supplied as part of every team’s deliverables. OP2 makes it crystal clear what each group has committed to do, how they intend to achieve those goals, and what resources they need to get the work done. Some variances are inevitable, but any change to OP2 requires formal S-Team approval.

From the very first deals we did at EGI, I have spread the opportunity—both the risks and the rewards. We co-invest, side by side, and I often provide a “promote” to my people, allowing them to share in profits on a portion of my invested capital. That means I put my money behind theirs (say $150,000 of my money to $30,000 of their money), and if our investments or funds achieve their minimum target metrics, my people get returns based on the aggregate ($180,000). In effect, we’re all invested in each other’s success. It’s not only about motivation; it’s a mandate to collaborate. Deal opportunities and challenges are discussed, questioned, and probed by the team at large because everybody has a piece of everybody else’s deal.

Climate change is the biggest threat facing the world. And Erick Miller has a big idea to tackle it. Miller, a frenetic L.A.-based entrepreneur and venture investor, has worked in Hollywood, invested in early dot-coms, and had a vital role in developing Snapchat’s highly popular spectacles. Now he wants to “tokenize the world” through his investment fund CoinCircle. As part of that, he and his partners have come up with a term they call “crypto-impact-economics.” Out of this concept, Miller and a team that includes UCLA finance professor Bhagwan Chowdhry and World Economic Forum oceans conservationist Gregory Stone came up with two special value tokens: the Ocean Health Coin and the Climate Coin. Those tokens would be issued to key stakeholders in the global climate problem, a mix of companies, governments, consumers, NGOs, and charities, who could use them to pay for a range of functions having to do with managing carbon credits and achieving emission and pollution reductions. The idea includes a reserve of tokens controlled by the World Economic Forum to manage the value of the global float of coins. The meat of the proposal involves a plan to irrevocably destroy some of the coins in reserve whenever international scientific bodies confirm that improvements in pollution and carbon emission targets have occurred. That act of destroying tokens, through a cryptographic function, will increase the surviving tokens’ scarcity and thus their value. The point: holders are motivated to act in the interests of improving the planet now, not tomorrow.

when India were set 360 to win the World Cup in 2003 against an outstanding Australian team that seemed to add a further 30 runs to the total by the way they caught, fielded and bowled. The dressing room in the break couldn’t have been the happiest place to be in. Until Sachin asked a simple question of them: ‘Can we score one boundary an over?’ It’s not easy but neither is it impossible. When he heard a few players say yes, he asked what the target would then reduce to… a boundary an over means 50 balls produce 200 runs and the objective shrinks to 160 from 250 balls. Very achievable.

Benchmark against the top performing movers and shakers in your game. What are the skills required to achieve excellence in your area of specialty as a leader? How are you managing your vision and mission? Do you demonstrate a life lived with clear goals and targets? How are you providing direction, influence and developing others to lead? What is the evidence of the good leadership of your team?

but with complementary skills and know-how for the core team (absolutely the founders) make certain to climb the ladder on the appropriate wall as you’re starting out—that is, identifying and targeting the right growing market add lots of value to your clients/customers through your product and services differentiate clearly what you do in comparison to your competitors, all the while remembering whom you and your team serve keep innovating Furthermore, if you are entrepreneurial, you need to craft and implement a strong marketing and distribution strategy, be a

In the early 1970s, Csikszentmihalyi conducted an experiment in which he asked people to record all the things they did in their lives that were “noninstrumental”—that is, small activities they undertook not out of obligation or to achieve a particular objective, but because they enjoyed them. Then he issued the following set of instructions: Beginning [morning of target date], when you wake up and until 9:00 PM, we would like you to act in a normal way, doing all the things you have to do, but not doing anything that is “play” or “noninstrumental.” In other words, he and his research team directed participants to scrub their lives of flow. People who liked aspects of their work had to avoid situations that might trigger enjoyment. People who relished demanding physical exercise had to remain sedentary. One woman enjoyed washing dishes because it gave her something constructive to do, along with time to fantasize free of guilt, but could wash dishes only when absolutely necessary. The results were almost immediate. Even at the end of the first day, participants “noticed an increased sluggishness about their behavior.” They began complaining of headaches. Most reported difficulty concentrating, with “thoughts [that] wander round in circles without getting anywhere.” Some felt sleepy, while others were too agitated to sleep. As Csikszentmihalyi wrote, “After just two days of deprivation . . . the general deterioration in mood was so advanced that prolonging the experiment would have been unadvisable.”18

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

A good leader 'serves', mentors, builds and achieves the target as a team.

We push teams to specify in detail the advantage they aim to achieve or leverage, the scope across which the advantage applies, and the activities throughout the value chain that would deliver the intended advantage across the targeted scope. Otherwise, it is impossible to unpack the logic underlying a possibility and to subject the possibility to subsequent tests.

The elements of a true leader’s vision A true leader’s vision should target specific interests and answer important questions, such as: 1.  What is the country’s interest in this vision? What is the interest of its society and business community? Who will benefit from it and how? In what way will it promote development and enhance the achievements that have already resulted from previous visions? 2.  Is the vision based upon specific plans or is it going to be implemented randomly, without any link between its different phases? 3.  Is it realistic and feasible or is it a wild vision that no amount of financial and human resources are capable of realizing? For example, giant residential and tourist complexes such as The Palm29 and The World30 islands may require huge resources that many countries cannot afford. While they may be feasible in the UAE, it would be impossible to build them in a number of other places. 4.  What is the ideal time to propose the vision? 5.  What is the best way to implement it? 6.  Is the executive team ready? Who are its members and where will we acquire the high-calibre skills necessary? 7.  How will the implementation of the vision be financed? 8.  How will we convince investors to finance the project? 9.  How will we market the finished product and what is the target market? Where and when?

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