Teams Block Quotes

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

There was no 'I' in team, but there was meat in team. And we were all dead meat.

Ove glares out of the window. The poser is jogging. Not that Ove is provoked by jogging. Not at all. Ove couldn’t give a damn about people jogging. What he can’t understand is why they have to make such a big thing of it. With those smug smiles on their faces, as if they were out there curing pulmonary emphysema. Either they walk fast or they run slowly, that’s what joggers do. It’s a forty-year-old man’s way of telling the world that he can’t do anything right. Is it really necessary to dress up as a fourteen-year-old Romanian gymnast in order to be able to do it? Or the Olympic tobogganing team? Just because one shuffles aimlessly around the block for three quarters of an hour?

…We also have friends among the railroad men, and they tell us that so far the Germans of the garrison haven’t dared touch the pumpkins. They’ve blocked the line and have brought in a team of mine detectors from Cracow. They’re more worried about the pumpkins than about the car you stole.

You consulted with a team of neuroscientists about my writer’s block?

The building block of organizations should be small teams. Jeff Bezos, Amazon’s founder, at one point had a “two-pizza team” rule,41 which stipulates that teams be small enough to be fed by two pizzas.

It’s team and family, babe. You absolutely belong here with me.

This is an opportunity for failure as much as it is one to succeed. Do not block out the voices of opposition, study them and defeat their words and prejudices through brilliant action.

Jack?" "Mmmm?" The band was playing a softer song, mellow and slow. "Why did you ask me out when you did?" I tried to sound casual. "What do you mean?" "I mean,did something specific happen to make you ask me out?" "Yes," he said. "What was it?" Had I thrown myself at Jack Caputo? Had I done something to get in Lacey's way? "You remember the first game of the season?" "Yeah," I said. It was Jack's first game as starting quarterback, the youngest starter in school history. I remembered sitting in the second row, directly behind the team bench. "After I threw for the first touchdown of the game?" "Yes." I still couldn't figure out where he was going with this.Had I flashed him or something,and blocked it out of my memory? I was pretty sure I wasn't holding up any large signs declaring my love or anything. "Our defense took the field, and I was on the bench.When I turned around to look at the fans..." He paused. Oh,no. "What did I do?" He smiled. "You looked at me.Not the game." He sighed,as if reliving the memory. I felt my face scrunch up in confusion. "That's it?" "That's it." He shrugged. "It was the first time I thought there might be a chance. I asked Jules about it." I bit my lip. "Apparently she doesn't understand that trusty sidekicks aren't supposed to spill secrets." In a flash,I was suspended in air, the back of my head inches from the ground, Jack's face a breath away from mine, his lips in a wicked grin. I gasped,more from surprise at the sudden dip than from fear. "There are no secrets between us,Becks." His smile remained,but his eyes were intense.

However, during our marriage there have been periods when she has become rather lazy. Jeannie describes these periods as “pregnancy.” My view has always been, pregnant or not, that does not mean she can’t move some cinder blocks. We are a team, and I have to take a second nap today. Of course, pregnant women are not lazy. In fact, they are the opposite of lazy. Whatever they are doing, they are also always growing a baby. Even when they are sleeping, they are growing a baby. They are constantly multitasking. I’m often not even tasking.

The worst weapon of your enemy, rival, competitor, distractor is creating self-doubt in you and/or your team. They cannot win you without first destroying your self-worth.

How many men are on the football field at a time?” he asked us. Eleven on a team, we answered. So that makes twentytwo. “And how many people are touching the football at any given time?” One of them. “Right!” he said. “So we’re going to work on what those other twenty-one guys are doing.” Fundamentals. That was a great gift Coach Graham gave us. Fundamentals, fundamentals, fundamentals. As a college professor, I’ve seen this as one lesson so many kids ignore, always to their detriment: You’ve got to get the fundamentals down, because otherwise the fancy stuff is not going to work.

Your ego is the biggest block you have in being able to listen to and trust your intuition in doing readings or even knowing and familiarizing yourself on a conscious level with your spiritual team.

As I feel less overwhelmed, my fear softens and begins to subside. I feel a flicker of hope, then a rolling wave of fiery rage. My body continues to shake and tremble. It is alternately icy cold and feverishly hot. A burning red fury erupts from deep within my belly: How could that stupid kid hit me in a crosswalk? Wasn’t she paying attention? Damn her! A blast of shrill sirens and flashing red lights block out everything. My belly tightens, and my eyes again reach to find the woman’s kind gaze. We squeeze hands, and the knot in my gut loosens. I hear my shirt ripping. I am startled and again jump to the vantage of an observer hovering above my sprawling body. I watch uniformed strangers methodically attach electrodes to my chest. The Good Samaritan paramedic reports to someone that my pulse was 170. I hear my shirt ripping even more. I see the emergency team slip a collar onto my neck and then cautiously slide me onto a board. While they strap me down, I hear some garbled radio communication. The paramedics are requesting a full trauma team. Alarm jolts me. I ask to be taken to the nearest hospital only a mile away, but they tell me that my injuries may require the major trauma center in La Jolla, some thirty miles farther. My heart sinks.

Having Orion’s new number was a treat in itself. I sent him daily photographs of me and Darcy together with captions like #sheaintblueoveryounomore and #teamDeth. He’d blocked my number after threatening to rip my intestines out and strangle me with them – amongst other murderous threats - but then I got a magical app which sent my texts from anonymous numbers so he couldn’t keep me away. It was hilarious. And very intentional. Because I was officially kickstarting Mission: Get Darion Back Together.

Do you know that scientific teams throughout the world have studied the act of swinging? Studies have shown that repetitive self-stimulatory behavior such as rocking or swaying releases endorphins, which reduce the sensation of pain and have the ability to block pain.

The paper was stiff. In red ink were the words HYENAS & TWIN TOWERS, and a game plan that called for the other team's good player to be triple-teamed while the two remaining defenders stayed under the basket, one on each block, to rebound the misses of the other team's bad players.

The team were in for a surprise; the reactor was empty, its smooth metal interior wall clearly visible. They were shocked. After drilling another hole through the bottom of the reactor, they discovered a few graphite blocks, but the fact remained that the reactor was essentially bare.

My best advice about writer’s block is: the reason you’re having a hard time writing is because of a conflict between the GOAL of writing well and the FEAR of writing badly. By default, our instinct is to conquer the fear, but our feelings are much, much, less within our control than the goals we set, and since it’s the conflict BETWEEN the two forces blocking you, if you simply change your goal from “writing well” to “writing badly,” you will be a veritable fucking fountain of material, because guess what, man, we don’t like to admit it, because we’re raised to think lack of confidence is synonymous with paralysis, but, let’s just be honest with ourselves and each other: we can only hope to be good writers. We can only ever hope and wish that will ever happen, that’s a bird in the bush. The one in the hand is: we suck. We are terrified we suck, and that terror is oppressive and pervasive because we can VERY WELL see the possibility that we suck. We are well acquainted with it. We know how we suck like the backs of our shitty, untalented hands. We could write a fucking book on how bad a book would be if we just wrote one instead of sitting at a desk scratching our dumb heads trying to figure out how, by some miracle, the next thing we type is going to be brilliant. It isn’t going to be brilliant. You stink. Prove it. It will go faster. And then, after you write something incredibly shitty in about six hours, it’s no problem making it better in passes, because in addition to being absolutely untalented, you are also a mean, petty CRITIC. You know how you suck and you know how everything sucks and when you see something that sucks, you know exactly how to fix it, because you’re an asshole. So that is my advice about getting unblocked. Switch from team “I will one day write something good” to team “I have no choice but to write a piece of shit” and then take off your “bad writer” hat and replace it with a “petty critic” hat and go to town on that poor hack’s draft and that’s your second draft. Fifteen drafts later, or whenever someone paying you starts yelling at you, who knows, maybe the piece of shit will be good enough or maybe everyone in the world will turn out to be so hopelessly stupid that they think bad things are good and in any case, you get to spend so much less time at a keyboard and so much more at a bar where you really belong because medicine because childhood trauma because the Supreme Court didn’t make abortion an option until your unwanted ass was in its third trimester. Happy hunting and pecking!

relented, but it left Hertzfeld with a bad taste. When his leave was coming to an end, Hertzfeld made an appointment to have dinner with Jobs, and they walked from his office to an Italian restaurant a few blocks away. “I really want to return,” he told Jobs. “But things seem really messed up right now.” Jobs was vaguely annoyed and distracted, but Hertzfeld plunged ahead. “The software team is completely

Can you do it again tonight?" "The Catamounts were a wretched team," Andrew said. "They brought that ridicule on themselves." "Can you or can't you?" "I don't see why I should." Neil heard the click of a lock coming undone and knew the referees were opening the door. Andrew wasn't moving yet, but Neil still put an arm in his path to keep him where he was. He pressed his gloved hand to the wall and leaned in as close to Andrew as he could with all of his bulky gear on. "I'm asking you to help us," Neil said. "Will you?" Andrew considered it a moment. "Not for free." "Anything," Neil promised, and stepped back to take his place in line again. Neil didn't know what he'd gotten himself into, but he honestly didn't care, because Andrew delivered exactly what Neil wanted him to. Andrew closed the goal like his life depended on it and smashed away every shot. The Bearcat strikers took that challenge head-on. They feinted and swerved and threw every trick shot they had at Andrew. More than once Andrew used his glove or body to block a ball he couldn't get his racquet to in time. That might have been enough, except Andrew didn't stop there. For the first time ever he started talking to the defense line. Neil only understood him in snatches, since there was too much space and movement between them, but what he caught was enough. Andrew was chewing out the backliners for letting the strikers past them so many times and ordering them to pick up the pace. Neil worried for a moment what they'd do with Andrew's rude brand of teamwork at their backs, but the next time he got a good look at Matt, Matt was grinning like this was the most fun he'd had in years.

The physical board had a huge psychological effect compared to anything we got from the electronic tracking tool we used at Microsoft. By attending the standup each day, team members were exposed to a sort of time-lapse photography of the flow of work across the board. Blocked work items were marked with pink tickets, and the team became much more focused on issue resolution and maintaining flow. Productivity jumped dramatically.

Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd. The process is about finishing. Finishing games. Finishing workouts. Finishing film sessions. Finishing drives. Finishing reps. Finishing plays. Finishing blocks. Finishing the smallest task you have right in front of you and finishing it well. Whether

I hate it when other drivers make the left turn super slow with big gaps, as if they’re the only person trying to catch the light. Me? Total courtesy. I pretend the guy behind me is on the same team and it’s my mission to get him through the light as well, like a fullback blocking in the red zone. I often wave them on with my arm out the window. ‘Come on, you can make it! There’s plenty of time!’ Sometimes there is; other times not so much. But I’ve done my job.

THE YOUNG carpenter miserably regarded his fellow inmates. Some had been confined for so long that nobody even knew why they were there anymore. One wild-looking blind and insane man known as “Paul from New Jersey” snored quietly on the floor, with only a block of wood as his pillow. When awake, he wandered around naked and filthy. An appalled visitor, asking why the man had been left naked, found the staff unconcerned: “The keeper explained that when furnished with a shirt, the rats soon eat it off.

Most people think the Lego corporation assembled a crack team of world-class experts to engineer Mini-Florida on a computer, but I’m not buying it.” “You aren’t?” asked Coleman. “It’s way too good.” Serge pointed at a two-story building in Key West. “Examine the meticulous green shutters on Hemingway’s house. No, my money is on a lone-wolf manic type like the famous Latvian Edward Leedskalnin, who single-handedly built the Coral Castle back in the twenties. He operated in secret, moving multi-ton hewn boulders south of Miami, and nobody knows how he did it. Probably happened here as well: The Lego people conducting an exhaustive nationwide search among the obsessive-compulsive community. But they had to be selective and stay away from the ones whose entire houses are filled to the ceiling with garbage bags of their own hair. Then they most likely found some cult guru living in a remote Lego ashram south of Pueblo with nineteen wives, offered him unlimited plastic blocks and said, ‘Knock yourself out.

On a recent trip to Southern California, Jim had been given a tour of the fifty-square-block section of Los Angeles known as Skid Row, where about two thousand people were living on pavement in terrible squalor. Tens of thousands more were living under freeways and beside riverbeds in the greater Los Angeles area. When he returned, Jim told the Street Team: “L.A. makes me feel like we’re playing in a bathtub here in Boston. The dimension of the problem is beyond all imagination. Tents and encampments all over the place. L.A. would have to create housing for at least sixty-six thousand.

The poser is jogging. Not that Ove is provoked by jogging. Not at all. Ove couldn’t give a damn about people jogging. What he can’t understand is why they have to make such a big thing of it. With those smug smiles on their faces, as if they were out there curing pulmonary emphysema. Either they walk fast or they run slowly, that’s what joggers do. It’s a forty-year-old man’s way of telling the world that he can’t do anything right. Is it really necessary to dress up as a fourteen-year-old Romanian gymnast in order to be able to do it? Or the Olympic tobogganing team? Just because one shuffles aimlessly around the block for three quarters of an hour?

Some of the guys said he’s been macking on this little brunette who works in operations.” “What, are you jealous?” Oh my God, why did I say that? As the SOG, or Special Operations Group, team leader, Colt was one of the few men who knew what Meg really did for the CIA. He’d been around the block a few times, and with multiple tours in Iraq, Syria, and Afghanistan, he had a disarming manner that Meg found sexy. It didn’t hurt that he was good-looking and believed she was an asset for the Algiers station. The only problem was that he treated Meg like she was his little sister. “Why would I be jealous?” he asked with a confused look that annoyed the hell out of Meg

Red remembered growing up in that house as heaven. There were enough children on Bouton Road to form two baseball teams, when they felt like it, and they spent all their free time playing out of doors—boys and girls together, little ones and big ones. Suppers were brief, pesky interruptions foisted on them by their mothers. They disappeared again till they were called in for bed, and then they came protesting, all sweaty-faced and hot with grass blades sticking to them, begging for just another half hour. “I bet I can still name every kid on the block,” Red would tell his own children. But that was not so impressive, because most of those kids had stayed on in the neighborhood as grown-ups, or at least come back to it later after trying out other, lesser places. Red

Of the Poet’s Youth" When the man behind the counter said, “You pay by the orifice,” what could we do but purchase them all? Ah, Sandy, vou were clearly the deluxe doll, modish and pert in your plastic nurse whites, official hostess to our halcyon days, where you bobbed in the doorway of our dishabille apartment, a block downwind from the stockyards. Holding court on the corroded balcony, K. and I passed hash brownies, collecting change for the building’s monthly pool to predict which balcony would fall off next. That’s when K. was fucking M. and M. was fucking J., and even B. and I threw down once on the glass-speckled lawn, adrift in the headlights of his El Camino. Those were immortal times, Sandy! Coke wasn’t addictive yet, condoms prevented herpes and men were only a form of practice for the Russian novel we foolishly hoped our lives would become. Now it’s a Friday night, sixteen years from there. Don’t the best characters know better than to live too long? My estranged husband house-sits for a spoiled cockatoo while saving to buy his own place. My lover’s gone back to his gin and the farm-team fiancée he keeps in New York. What else to do but read Frank O’Hara to my tired three-year-old? When I put him to bed, he mutters “more sorry” as he turns into sleep. Tonight, I find you in a box I once marked “The Past.” Well, therapy’s good for some things, Sandy, but who’d want to forgive a girl like that? Frank says Destroy yourself if you don’t know! Deflated, you’re simply the smile that surrounds a hole. I don’t know anything.

Minutes after Eve stepped into her office to coordinate her next move, Peabody rushed in. “I’ve got the initial sweeper’s report on the room the Lombards vacated—nothing,” Peabody said hurriedly. “Canvassing cops found the bar—one block east, two south of the hotel. Door was unlocked. Zana’s purse was inside on the floor. I have a team heading there now.” “You’ve been busy,” Eve said. “How did you manage to fit in sex?” “Sex? I don’t know what you’re talking about. I bet you want coffee.” She darted to the AutoChef, then whirled back. “How do you know I had sex? Do you have sex radar?” “Your shirt’s not buttoned right, and you’ve got a fresh hickey on your neck.” “Damn it.” Peabody slapped a hand to the side of her neck. “How bad is it? Why don’t you have a mirror in here?” “Because, let’s see, could it be because it’s an office?

CLEANSING CONFLICT What is a saint? One whose wine has turned to vinegar. If you're still wine-drunkenly brave, don't step forward. When your sheep becomes a lion, then come. It is said of hypocrites, "They have considerable valor among themselves!" But they scatter when a real enemy appears. Muhammad told his young soldiers, "There is no courage before an engagement." A drunk foams at the mouth talking about what he will do when he gets his sword drawn, but the chance arrives, and he remains sheathed as an onion. Premeditating, he's eager for wounds. Then his bag gets touched by a needle, and he deflates. What sort of person says that he or she wants to be polished and pure, then complains about being handled roughly? Love is a lawsuit where harsh evidence must be brought in. To settle the case, the judge must see evidence. You've heard that every buried treasure has a snake guarding it. Kiss the snake to discover the treasure! The severe treatment is not toward you, but the qualities that block your growth. A rug beater doesn't beat the rug, but rather the dirt. A horse trainer switches not the horse, but the going wrong. Imprison your mash in a dark vat, so it can become wine. Someone asks, "Don't you worry about God's wrath when you spank a child?" "I'm not spanking my child, but the demon in him." When a mother screams, "Get out of here!" she means the mean part of the child. Don't run from those who scold, and don't turn away from cleansing conflict, or you will remain weak. Also, don't listen to bragging. If you go along with self-importance, the work collapses. Better a small modest team. Sift almonds. Discard the bitter. Sour and sweet sound alike when you pour them out on the rattling tray, but inside they're very different.

I suggest you stand slowly and walk out with my men,” Zrakovi said, tapping a napkin against his lying, two-faced mouth and putting a twenty on the table to cover the drinks. “If you make a scene, innocent humans will be injured. I have a Blue Congress cleanup team in place, however, so if you want to fight in public and damage a few humans, knock yourself out. It will only add to your list of crimes.” I stood slowly, gritting my teeth when Squirrel Chin patted me down while feeling me up and making it look like a romantic moment. He’d been so busy feeling the naughty bits that he missed both Charlie, sitting in my bag next to my foot, and the dagger attached to my inner forearm. Idiot. Alex would never have been so sloppy. If Alex had patted me down, he’d have found not only the weapons but also the portable magic kit. From the corner of my eye, I saw a tourist taking mobile phone shots of us. He’d no doubt email them to all his friends back home with stories of those crazy New Orleanians and their public displays of affection. I considered pretending to faint, but I was too badly outnumbered for it to work. Like my friend Jean Lafitte, whose help I could use about now, I didn’t want to try something unless it had a reasonable chance at succeeding. I also didn’t want to pull Charlie out and risk humans getting hurt. “Walk out the door onto Chartres and turn straight toward the cathedral.” Zrakovi pulled his jacket aside enough for me to see a shoulder holster. I hadn’t even known the man could hold a gun, although for all I knew about guns it could be a water pistol. The walk to the cathedral transport was three very long city blocks. My best escape opportunity would be near Jackson Square. When the muscular goons tried to turn me left toward the cathedral, I’d try to break and run right toward the river, where I could get lost among the wharves and docks long enough to draw and power a transport. Of course in order to run, I’d have to get away from the clinch of Dreadlocks and Squirrel Chin. Charlie could take care of that. I slipped the messenger bag over my head slowly, and not even Zrakovi noticed the stick of wood protruding from the top by a couple of inches. Not to be redundant, but . . . idiots. None of us spoke as we proceeded down Chartres Street, where, to our south, the clouds continued to build. The wind had grown stronger and drier. The hurricane was sucking all the humidity out of the air, all the better to gain intensity. I hoped Zrakovi, a Bostonian, would enjoy his first storm. I hoped a live oak landed on his head.

In teaching an honors writing class, I juxtaposed Mary Shelley’s Frankenstein with Shelley Jackson’s Patchwork Girl, an electronic hypertext fiction written in proprietary Storyspace software. Since these were honors students, many of them had already read Frankenstein and were, moreover, practiced in close reading and literary analysis. When it came to digital reading, however, they were accustomed to the scanning and fast skimming typical of hyper reading; they therefore expected that it might take them, oh, half an hour to go through Jackson’s text. They were shocked when I told them a reasonable time to spend with Jackson’s text was about the time it would take them to read Frankenstein, say, ten hours or so. I divided them into teams and assigned a section of Jackson’s text to each team, telling them that I wanted them to discover all the lexias (i.e., blocks of digital text) in their section and warning them that the Storyspace software allows certain lexias to be hidden until others are read. Finally, I asked them to diagram interrelations between lexias, drawing on all three views that the Storyspace software enables. As a consequence, the students were not only required to read closely but also to analyze the narrative strategies Jackson uses to construct her text.

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

In the chaos of sport, as in life, process provides us a way. It says: Okay, you’ve got to do something very difficult. Don’t focus on that. Instead break it down into pieces. Simply do what you need to do right now. And do it well. And then move on to the next thing. Follow the process and not the prize. The road to back-to-back championships is just that, a road. And you travel along a road in steps. Excellence is a matter of steps. Excelling at this one, then that one, and then the one after that. Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd. The process is about finishing. Finishing games. Finishing workouts. Finishing film sessions. Finishing drives. Finishing reps. Finishing plays. Finishing blocks. Finishing the smallest task you have right in front of you and finishing it well. Whether it’s pursuing the pinnacle of success in your field or simply surviving some awful or trying ordeal, the same approach works. Don’t think about the end—think about surviving. Making it from meal to meal, break to break, checkpoint to checkpoint, paycheck to paycheck, one day at a time. And when you really get it right, even the hardest things become manageable. Because the process is relaxing. Under its influence, we needn’t panic. Even mammoth tasks become just a series of component parts.

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

We then reached a fork in the valley. Should we go left or right? Dad called it left. I had a very powerful intuition that right was the choice we should make. Dad insisted left. I insisted right. It was a fifty-fifty call and he relented. Within two hundred yards we stumbled across a snowy track through the woods and followed it excitedly. Within a mile it came out on a mountain road, and within ten minutes we had flagged down a lift from a car heading up the hill in the darkness. We had found salvation, and I was beat. The car dropped us off at the gates of the garrison thirty minutes later. It was, by then, late into the night, but I was suddenly buzzing with energy and excitement. The fatigue had gone. Dad knew that I had made the right call up there--if we had chosen left we would still be trudging into the unknown. I felt so proud. In truth it was probably luck, but I learned another valuable lesson that night: Listen to the quiet voice inside. Intuition is the noise of the mind. As we tromped back through the barracks, though, we noticed there was an unusual amount of activity for the early hours of a weekday morning. It soon became very clear why. First a sergeant appeared, followed by another soldier, and then we were ushered into the senior officers’ block. There was my uncle, standing in uniform looking both tired and serious. I started to break out into a big smile. So did Dad. Well, I was excited. We had cheated a slow, lingering hypothermic death, lost together in the mountains. We were alive. Our enthusiasm was countered by the immortal words from my uncle, the brigadier, saying: “I wouldn’t smile if I was you…” He continued, “The entire army mountain rescue team is currently out scouring the mountains for you, on foot and in the air with the search-and-rescue helicopter. I hope you have a good explanation.” We didn’t, of course, save that we had been careless, and we had got lucky; but that’s life sometimes. And the phrase: “I wouldn’t smile if I was you,” has gone down into Grylls family folklore.

we neared Liverpool’s Lime Street station, we passed through a culvert with walls that appeared to rise up at least thirty feet, high enough to block out the sun. They were as smooth as Navajo sandstone. This had been bored out in 1836 and had been in continuous use ever since, the conductor told me. “All the more impressive,” he said, “when you consider it was all done by Irish navvies working with wheelbarrows and picks.” I couldn’t place his accent and asked if he himself was Irish, but he gave me a disapproving look and told me he was a native of Liverpool. He had been talking about the ragged class of nineteenth-century laborers, usually illiterate farmhands, known as “navvies”—hard-drinking and risk-taking men who were hired in gangs to smash the right-of-way in a direct line from station to station. Many of them had experienced digging canals and were known by the euphemism “navigators.” They wore the diminutive “navvy” as a term of pride. Polite society shunned them, but these magnificent railways would have been impossible without their contributions of sweat and blood. Their primary task was cleaving the hillsides so that tracks could be laid on a level plain for the weak locomotive engines of the day. Teams of navvies known as “butty gangs” blasted a route with gunpowder and then hauled the dirt out with the same kind of harness that so many children were then using in the coal mines: a man at the back of a full wheelbarrow would buckle a thick belt around his waist, then attach that to a rope dangling from the top of the slope and allow himself to be pulled up by a horse. This was how the Lime Street approach had been dug out, and it was dangerous. One 1827 fatality happened as “the poor fellow was in the act of undermining a heavy head of clay, fourteen or fifteen feet high, when the mass fell upon him and literally crushed his bowels out of his body,” as a Liverpool paper told it. The navvies wrecked old England along with themselves, erecting a bizarre new kingdom of tracks. In a passage from his 1848 novel Dombey and Son, Charles Dickens gives a snapshot of the scene outside London: Everywhere

He found that when the Montreal Canadiens ice hockey team—once described as the national team of French Canada—got knocked out of the playoffs early between 1951 and 1992, Quebecois males aged fifteen to thirty-four became more likely to kill themselves. Robert Fernquist, a sociologist at the University of Central Missouri, went further. He studied thirty American metropolitan areas with professional sports teams from 1971 to 1990 and showed that fewer suicides occurred in cities whose teams made the playoffs more often. Routinely reaching the playoffs could reduce suicides by about twenty each year in a metropolitan area the size of Boston or Atlanta, said Fernquist. These saved lives were the converse of the mythical Brazilians throwing themselves off apartment blocks. Later, Fernquist investigated another link between sports and suicide: he looked at the suicide rate in American cities after a local sports team moved to another town. It turned out that some of the fans abandoned by their team killed themselves. This happened in New York in 1957 when the Brooklyn Dodgers and New York Giants baseball teams left, in Cleveland in 1995–1996 when the Browns football team moved to Baltimore, and in Houston in 1997–1998 when the Oilers football team departed. In each case the suicide rate was 10 percent to 14 percent higher in the two months around the team’s departure than in the same months of the previous year. Each move probably helped prompt a handful of suicides. Fernquist wrote, “The sudden change brought about due to the geographic relocations of pro sports teams does appear to, at least for a short time, make highly identified fans drastically change the way they view the normative order in society.” Clearly none of these people killed themselves just because they lost their team. Rather, they were very troubled individuals for whom this sporting disappointment was too much to bear. Perhaps the most famous recent case of a man who found he could not live without sports was the Gonzo author Hunter S. Thompson. He shot himself in February 2005, four days after writing a note in black marker with the title, “Football Season Is Over”:

It would be nice to help them avoid the typical discouragements. I’d tell them to hit pause, think long and hard about how they want to spend their time, and with whom they want to spend it for the next forty years. I’d tell men and women in their midtwenties not to settle for a job or a profession or even a career. Seek a calling. Even if you don’t know what that means, seek it. If you’re following your calling, the fatigue will be easier to bear, the disappointments will be fuel, the highs will be like nothing you’ve ever felt. I’d like to warn the best of them, the iconoclasts, the innovators, the rebels, that they will always have a bull’s-eye on their backs. The better they get, the bigger the bull’s-eye. It’s not one man’s opinion; it’s a law of nature. I’d like to remind them that America isn’t the entrepreneurial Shangri-La people think. Free enterprise always irritates the kinds of trolls who live to block, to thwart, to say no, sorry, no. And it’s always been this way. Entrepreneurs have always been outgunned, outnumbered. They’ve always fought uphill, and the hill has never been steeper. America is becoming less entrepreneurial, not more. A Harvard Business School study recently ranked all the countries of the world in terms of their entrepreneurial spirit. America ranked behind Peru. And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn’t mean stopping. Don’t ever stop. Luck plays a big role. Yes, I’d like to publicly acknowledge the power of luck. Athletes get lucky, poets get lucky, businesses get lucky. Hard work is critical, a good team is essential, brains and determination are invaluable, but luck may decide the outcome. Some people might not call it luck. They might call it Tao, or Logos, or Jñāna, or Dharma. Or Spirit. Or God. Put it this way. The harder you work, the better your Tao. And since no one has ever adequately defined Tao, I now try to go regularly to mass. I would tell them: Have faith in yourself, but also have faith in faith. Not faith as others define it. Faith as you define it. Faith as faith defines itself in your heart.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Areli kicked her dragon upwards and followed Aquilina and Fides through the lanterns and rock, out into clean mountain air. Aquilina had picked only the two, whom she said were hands down the greatest riders on the team, to ride with her. Areli didn’t know how to respond to that, except to turn red and cover her mouth with surprise. And now she was flying, not in an arena, but in free air, a privilege given to only the best professional riders. They flew over the city. The buildings looked like small blocks and the carriages looked like gold-colored ants roaming about. The sweep of the cool air was refreshing against Areli’s face. They flew over the trees leading to Emperor Abhiraja’s forest, which looked like nothing but a tossed salad from their view. And then they were over Emperor Abhiraja’s trees. Back at the boarding facility, before they left, Aquilina told them there was only one rule if they were to ride with her . . . keep up. Aquilina veered down towards the trees. Fides took after her and Areli followed. Areli sat hard into her seat and pulled the reins to her right. She leaned her leg into Kaia’s left shoulder and held on tight to the saddle horn. Kaia leaned her body and they knifed through the air. Areli shifted her legs and hands, chasing after Fides and Aquilina. They slipped through a tiny gap in the tops of the massive trees. Areli saw the red of Fidelja’s dragon ahead of her, and then it disappeared. She saw shades of brown and green coming up fast. Areli pulled on the reins, keeping her hands light, and sunk into the seat, leveling off their descent into the forest. She immediately started kicking Kaia forward as she saw Fides dragon’s tail wrap past a tree. Areli commanded Kaia in a way she never had before. Using every skill she ever learned, she cued Kaia right, then left, then into a roll to get through two narrowly placed trees, and then up, always following the blur of red in front of her. They came out above the trees again and then they swooped back down. This time it was into the Columns of Abhi. They curved around the large rock structures like a knife full of butter caressing a freshly baked roll. Areli didn’t think she could feel this exhilarated. But there was something utterly breathtaking about flying without walls, without spectators or trainers. This was true freedom, according to Areli. Freedom from homework, freedom from fears, freedom from worries. This was the place where she could be . . . just to be.

Bobby ran up on the deck and skidded to a stop in front of them. “It’s time for the Kowalski Fourth of July Football Game of Doom!” Cat laughed and pushed herself out of her seat. “We’ll talk about this some other time, Emma. Go have fun.” “I’m not sure I want to play football. Especially if there’s doom involved,” she said, but Bobby grabbed her hand and dragged her off the deck. They were divvied up into teams roughly by size, each with an assortment of men, women and children. Emma was on Sean’s team, which was good. She’d just hide behind him, because the only thing she knew about football was that it involved a lot of hitting. It only took a few plays to see that the Kowalskis played by their own rules and the few they had were fluid. Mostly they served to ensure the smaller kids didn’t get plowed over, victims of the adults’ competitive streak. Five minutes into the game, Emma somehow ended up with the ball. She squealed and looked around for somebody—anybody—to hand it off to, but there was nobody. Well, there was Danny, but he was doubled over in laughter. “Run, Emma,” Lisa yelled. She ran in the direction her friend was frantically waving her hand, but she only went a few feet before two very strong arms wrapped around her waist and then she was falling. Luckily, she landed on a body instead of the ground. “I love football,” Mitch said, grinning up at her. Emma grimaced and managed to get one of her knees on solid ground so she could push herself to her feet. He was quicker and freed himself to stand and help her up. “They should give you the ball more often,” he said, his blue eyes sparkling and the grin so like Sean’s—but not quite as naughty—in full force. “Hands off my girl,” Sean told him, pulling on Emma’s elbow. “You should do a better job of blocking for her. “Let’s go,” Brian shouted. The very next play, Mitch intercepted Mike’s pass to Evan and turned to run toward the other end zone. He was halfway there when Sean took him down hard. They hit the ground with a bone-jarring thud that made Emma wince, and came up pushing and shoving. When Sean drew back his arm to throw the first punch, Mary blew her whistle from the sidelines. “Boys! Enough!” Instead of heading straight for the huddle, Sean walked to Emma and pulled her into his arms for a hard, almost punishing caveman kiss that made her skin sizzle and her knees go wobbly. Then he glared at his brother for a few long seconds and went back to his team, leaving Emma standing there breathless and discombobulated.

Excuse me, sir.” One the young officers put his hand up to stop them. “Are you Furious Barkley?” “Maybe. Maybe not. Is there a problem, officers?” Doug stepped in front of Furi. “Damn straight there’s a problem.” Syn stepped inside the door, yanking his dark aviator glasses off his face. The scowl he wore told Furi this was not a pleasant coincidence. “Thanks guys, you can go.” Furi stood with his mouth hanging open while Syn dismissed the officers. “Seriously, Starsky. You gonna track my boy down every time he leaves the house?” Doug said angrily, still blocking Furi. “He’s not your boy. And what I do regarding Furi is none of your goddamn business.” Syn’s clenched jaw made his words sound like an evil hiss. He shouldered past Doug and got directly in Furi’s face. “When I’ve been calling him for over six hours and he hasn’t picked up or returned any of my calls, I’ll send a fuckin’ SWAT team to find him if I want to.” Syn spun and pointed his finger in Doug’s face, “That’s my say, not yours.” Syn’s voice was rising with his growing temper, and all eyes were on them. “Okay, let’s get out of here.” Furi pushed at both men, urging them out the door. As soon as they were out in the brisk fall air, Syn rounded on Furi, pushing their chest together. “Where have you been, Furious? I’ve been going crazy trying to check on you, and you’re sitting here casually eating pancakes,” Syn growled. “Hey, back up, man.” Doug tried to wedge in between Furi and Syn. Syn looked up in annoyance. “Doug, I swear, if you touch me, I’m gonna ensure that you never regain the use of that hand.” “Okay, okay.” Furi put both hands flat on Syn’s chest, feeling his rapid heartbeat underneath all that muscle. Fuck. He really was scared. What was I thinking turning off my phone with everything that’s going on? “Syn. I’m so sorry. I turned my phone off because–” “You don’t owe him an explanation. You’re a grown man, Furious. You were having a business meeting; he has no right to demand you be available to him at all times, just like Patrick.” Furi and Syn both snapped at Doug. But Furi took control. “Hey! Don’t you ever say that again. This man is nothing like that asshole.” Furi shook his head at the absurdity of Doug’s accusation. “Don’t even say his name in the same sentence as Patrick’s.” Doug looked at Furi as if he were a stranger. “Doug, you don’t know everything that’s been going on. But I promise I’ll catch you up, okay? Then you’re going to feel pretty shitty about what you just said about Syn.” Furi nodded his head. “Go home. I’ll call you when I’m back at Syn’s place.” “You’re staying with him?” Doug yelled. “Doug. You know it’s not safe at my place,” Furi said softly, his eyes pleading with his friend for him to understand. “Then you should come to stay with me. I don’t trust this guy!” “This is fuckin’ crazy,” Syn snarled. “I know you’re his friend, but you’re sounding more pissed than a friend should be.” “Don’t try to read me, Detective. Furi is my best friend, and I’ve had his back since the first day he got here.” Doug wasn’t backing down from Syn’s intimidating posture. Syn’s dark glasses were back on, creating a perfectly badass look with his black leather coat and boots. All the hardware Syn had tucked under his arms and the shiny badge hanging around his neck was a sight right out of a sexy cop porno.

Syn paid the bill and they headed to the door with lust so thick around them, Syn couldn’t help but wonder if anyone else could see it. Furi reached back for Syn’s hand and he gladly offered it. He looked over his shoulder and threw him a seductive wink when Syn crowded in close behind him. As soon as Syn made it out the door, he saw four members of his team walking up the sidewalk. Well fuck me. “Hey, Sarge.” Pendleton, his demolitions expert was the first to speak up. Syn threw down Furi’s hand and quickly put some distance between them. “Yeah, hey fellas.” They’d all stopped and were staring back and forth between him and Furi. Syn couldn’t even look Furious in his eye after what he’d just done. Detective Green cleared his throat and pointed at Furi. “Don’t I know you?” “Hardly,” Furi mumbled. “Um, this is ... uh, uh. He’s my ... uh.” Syn cursed under his breath. Obviously his team already knew who Furious was. They all had detailed lists of Illustra’s entertainers and Furious’ image was not easy to forget. “Sarge, who’s your friend?” Detective Ruxsburg asked, a sly smile playing on his handsome face. “He’s um.” “He’s leaving,” Furi’s deep voice cut in as he eased his way through and walked in the opposite direction of Syn’s truck. “Fuck,” Syn whispered as he watched Furi turn the corner. “You better go after him and be ready to do some serious groveling,” his IT Detective said in his calm, cool voice. Syn didn’t say anything. His guys walked around him and went into the bar, leaving him feeling ashamed. He thought about running after Furi but choose to get in his truck and cut him off at the corner. He sped around the block and pulled into an alley hoping to intercept his angry date. When Syn got out of the truck Furi was turning the corner coming toward him. Oh hell. Furi had his hands crammed into his pockets and if the scowl on his face didn’t indicate how angry Furious was, then his choice of words when he finally reached Syn sure as hell did. “Get the fuck away from me.” “Furious, I know you're upset.” Furi spun around and glared at him with midnight eyes. “Upset! Upset! Look at my face goddamnit! Does this just look upset to you?” Syn put his hands up in a calming gesture. “Alright, you’re angry, and you have every right to be. I reacted badly back there. I was just caught off guard.” Furi was in Syn’s face and people on the street had begun to stop and stare. “Can we please move this off the sidewalk?” Syn tried to usher Furi farther into the alley and away from the nosy fuckers on the street. “Don’t fuckin’ touch me!” “I’m not gonna touch you! Damn, calm down. I just want to explain,” Syn argued. It seemed every time he was around Furi he was apologizing for something. “I’m sorry, okay. I should have introduced you properly to my team.” “How would the–” “Please, Furious. Let me finish. I should’ve told them your name and introduced you as my friend at a minimum. I’m sorry. I told you I fuckin’ suck at this dating shit, and if you don’t tell me to go fuck myself and give me another–” “Go fuck yourself,” Furi interrupted. He tried to move around Syn but Syn grabbed him around the wrist and backed him against the side of his truck. “No! I will not go fuck myself. I would rather fuck you.” “Well you pretty much shot that chance all to hell,” Furi yelled right back at him. “Have I?” “What do you think?

Buddhist monks cremated the remains of Sherpa guides who were buried in the deadliest avalanche to hit Mount Everest, a disaster that has prompted calls for a climbing boycott by Nepal's ethnic Sherpa community. A Sherpa boycott could critically disrupt the Everest climbing season, which is key to the livelihood of thousands of Nepali guides and porters. Everest climbers have long relied on Sherpas for everything from hauling gear to cooking food to high-altitude guiding. At least 13 Sherpas were killed when a block of ice tore loose from the mountain and triggered a cascade that ripped through teams of guides hauling gear. Three Sherpas missing in Friday's

Chantal and I are on opposite teams, so we have to cover each other. The guys have this weird way with us. For example, if we travel or double-dribble they won't call us on it, or, if we get knocked down by a good block they'll yell, "Foul!" and one of us gets to take a shot. But this favouritism also has a downside because they're always telling us what to do, like we don't know the rules of basketball or something.

He's a Stone Dead gang member. He'll be hanging with the other Deads, and the Deads own the fifth block of Stark. Their color is purple. Their name is significant. These losers are dead inside. They've grown up with so much violence it's normal to them. They're like zombies. They feel no remorse. You do not want to go up against one of them. If you find this guy I want you to call me, and I'll send out the SWAT team..

The ability to roll back the change means that no developer should need to leave the office with the application in a “broken” state, which would block the progress of the rest of the development team.

So training smart, training effectively, involves cycling through the three zones in any given week or training block: 75 percent easy running, 5 to 10 percent running at target race paces, and 15 to 20 percent fast running or hill training in the third zone to spike the heart and breathing rates. In my 5-days-a-week running schedule, that cycle looks like this: On Monday, I cross-train. Tuesday, I do an easy run in zone one, then speed up to a target race pace for a mile or two of zone-two work. On Wednesday, it’s an easy zone-one run. Thursday is an intense third-zone workout with hills, speed intervals, or a combination of the two. Friday is a recovery day to give my body time to adapt. On Saturday, I do a relaxed run with perhaps another mile or two of zone-two race pace or zone-three speed. Sunday is a long, slow run. That constant cycling through the three zones—a hard day followed by an easy or rest day—gradually improves my performance in each zone and my overall fitness. But today is not about training. It’s about cranking up that treadmill yet again, pushing me to run ever faster in the third zone, so Vescovi can measure my max HR and my max VO2, the greatest amount of oxygen my heart and lungs can pump to muscles working at their peak. When I pass into this third zone, Vescovi and his team start cheering: “Great job!” “Awesome!” “Nice work.” They sound impressed. And when I am in the moment of running rather than watching myself later on film, I really think I am impressing them, that I am lighting up the computer screen with numbers they have rarely seen from a middle-aged marathoner, maybe even from an Olympian in her prime. It’s not impossible: A test of male endurance athletes in Sweden, all over the age of 80 and having 50 years of consistent training for cross-country skiing, found they had relative max VO2 values (“relative” because the person’s weight was included in the calculation) comparable to those of men half their age and 80 percent higher than their sedentary cohorts. And I am going for a high max VO2. I am hauling in air. I am running well over what should be my max HR of 170 (according to that oft-used mathematical formula, 220 − age) and way over the 162 calculated using the Gulati formula, which is considered to be more accurate for women (0.88 × age, the result of which is then subtracted from 206). Those mathematical formulas simply can’t account for individual variables and fitness levels. A more accurate way to measure max HR, other than the test I’m in the middle of, is to strap on a heart rate monitor and run four laps at a 400-meter track, starting out at a moderate pace and running faster on each lap, then running the last one full out. That should spike your heart into its maximum range. My high max HR is not surprising, since endurance runners usually develop both a higher maximum rate at peak effort and a lower rate at rest than unconditioned people. What is surprising is that as the treadmill

A block encryption algorithm that divides and encrypts messages. Developed by the KISA and a team of Korean encryption specialists in 1999, its name derives from its creators' intent for it to become the “seed”of information security

Over the past year, as I have been working with the global tax-accounting firm KPMG to help their tax auditors and managers become happier, I began to realize that many of the employees were suffering from an unfortunate problem. Many of them had to spend 8 to 14 hours a day scanning tax forms for errors, and as they did, their brains were becoming wired to look for mistakes. This made them very good at their jobs, but they were getting so expert at seeing errors and potential pitfalls that this habit started to spill over into other areas of their lives. Like the Tetris players who suddenly saw those blocks everywhere, these accountants experienced each day as a tax audit, always scanning the world for the worst. As you can imagine, this was no picnic, and what’s more, it was undermining their relationships at work and at home. In performance reviews, they noticed only the faults of their team members, never the strengths. When they went home to their families, they noticed only the C’s on their kids’ report cards, never the A’s. When they ate at restaurants, they could only notice that the potatoes were underdone—never that the steak was cooked perfectly. One tax auditor confided that he had been very depressed over the past quarter. As we discussed why, he mentioned in passing that one day during a break at work he had made an Excel spreadsheet listing all the mistakes his wife had made over the past six weeks. Imagine the reaction of his wife (or soon to be ex wife) when he brought that list of faults home in an attempt to make things better. Tax auditors are far from the only ones who get stuck in this

Guideline #12: Hire a professional. Remember the definition of a job seeker I posted at the front of this book? Take a moment and go back to the definition, and study all the aspects of the job campaign you have to master or be proficient in. CEOs of Fortune 500 companies would be hard-pressed to master or be proficient in that many disciplines. They have finance professionals, sales teams, IT departments, management personnel, and consultants to help them. However, most job seekers conduct the job campaign solely on their own.

Beer says, ‘In organizations that exhibit these barriers, you see that the leadership team members are coming with their own agenda, and there is no effective senior team in place that is committed to the same strategy, priorities and values. The lower levels don’t know what the top is trying to do and upper levels don’t know what they want done. And there is silence; the lower level teams can’t speak honestly with the top about what the problems are that block their efficacy—clear and common priorities and strategy or their pattern of management.

Dear Mrs. Wellington: I am interested in applying for the position with Beachwear International as Purchasing Manager and have enclosed my résumé for your review. I am certain that I can be a valuable asset to your team and meet and exceed the goals and objectives for this position. I respect your time and feel confident that my value, past achievements, and ability to contribute are well outlined in my résumé. If you feel, as I do, that I would be a significant member of your professional staff, I would welcome an interview at your earliest convenience. Thank you for your consideration, and I look forward to hearing back from you.

A Return-to-Work Candidate To utilize skills and abilities to meet organizational goals in a loyal, dependable, and professional manner Excellent phone skills Good communication skills Sound judgment, good decision making skills Good character: honest, trustworthy, dependable Assignments completed on time Willingness to go the extra mile Team player High school graduate

A CEO To increase global presence, product mix, and market share to improve and maintain shareholder earnings and value Mergers and acquisitions Reengineering and change management International corporate leadership experience Visionary strategist; identify and pursue new growth opportunities Board member and shareholder relations management Developer of world-class teams to achieve world-class results MBA from Oxford in international business Skilled in raising capital for growth and expansion

1. How would you rank the velocity of your sales team on a scale of one to ten, one being very slow and ten being very fast? What steps can you take to increase its velocity?   2. If your success requires new customer acquisition, what strategies can you put in place to increase sales efficiency?   3. Do you routinely develop strategies to block your competitors so that you do not have to rely solely on the effort of the sales team?   4. What could you do to increase the efficiency of your sales team? Will that translate into more sales dollars with the same number of reps?

A Complete Guide to Conduct A Backlinks Audit Google's web spam team is very pro-active today to detect spam at maximum lowest degree in order to give spam-free search results to its viewers. In this regard, Google is making their algorithm strong to block the spammers from search results and attacking on each and every websites having un-natural or spam link profiles. If your website has large number of low quality backlinks OR exceeding 3% backlinks with exact match anchor texts then you should consider reviewing your website's link profile. If you are victim of Google penguin penalty then you have to evaluate your website's link profile to clean it from low quality or over-optimized backlinks. Building backlinks for a single or multiple websites can be a easy task while evaluating backlinks quality can be a challenging. In this regard, you should conduct a detailed backlinks analysis in order clean-up your website from low quality or un-natural backlinks. You should consider the following points while analyzing backlinks profile of a website: 1: Total number of backlinks 2: Total number of referring domains 3: Anchor text distribution ratio 4: Quality of backlinks 1: Number of backlinks This is the 1st main point to review while checking the link profile. You have to download the list of all backlinks to check each and every backlinks. Google Webmaster Tools, Ahrefs, MajesticSEO and Opensiteexplore are some important tools can help you to get the list of backlinks attached with your website. Now, check each and every backlinks from the list you download and see if these are on Google's webmaster quality guidelines or not. 2: Referring Domains You should check the quality also for TLDs linked with your website. Check the PA and DA of each domain and see if these are relevant to your website niche to get backlinks. If linked domains have high external backlinks and not relevant to your website niche then try to remove these domains from your website. 3: Anchor test distribution This is the most important thing to consider while doing backlinks analysis of any website. Most of SEOs prefer to build backlinks with exact match anchor text only and ignoring Brand, Generic, LSI as well as other types of anchor text. Google penguin heavily attack on website having over-optimized exact match anchor text backlinks profile. Review all exact-match anchor text backlinks and remove it if found not-relevant or from low quality websites. 4: Quality of backlinks Backlinks quality really matters while doing backlinks analysis. If your website is full of linked with low quality and irrelevant websites then you should immediately try to remove these from your website. These low quality backlinks might be reason for your web penalization from search results.

As a basketball coach, I love to watch the player who rotates to provide defensive help, sets the proper angled screen to free up the three-point shooter, and blocks out the other team’s leading rebounder. Unfortunately, the majority of fans watching the game (and everybody reading the box score in the paper) miss these crucial elements in the win. Statistics just can’t properly measure the impact a player has on the game.

I suggest you stand slowly and walk out with my men,” Zrakovi said, tapping a napkin against his lying, two-faced mouth and putting a twenty on the table to cover the drinks. “If you make a scene, innocent humans will be injured. I have a Blue Congress cleanup team in place, however, so if you want to fight in public and damage a few humans, knock yourself out. It will only add to your list of crimes.” I stood slowly, gritting my teeth when Squirrel Chin patted me down while feeling me up and making it look like a romantic moment. He’d been so busy feeling the naughty bits that he missed both Charlie, sitting in my bag next to my foot, and the dagger attached to my inner forearm. Idiot. Alex would never have been so sloppy. If Alex had patted me down, he’d have found not only the weapons but also the portable magic kit. From the corner of my eye, I saw a tourist taking mobile phone shots of us. He’d no doubt email them to all his friends back home with stories of those crazy New Orleanians and their public displays of affection. I considered pretending to faint, but I was too badly outnumbered for it to work. Like my friend Jean Lafitte, whose help I could use about now, I didn’t want to try something unless it had a reasonable chance at succeeding. I also didn’t want to pull Charlie out and risk humans getting hurt. “Walk out the door onto Chartres and turn straight toward the cathedral.” Zrakovi pulled his jacket aside enough for me to see a shoulder holster. I hadn’t even known the man could hold a gun, although for all I knew about guns it could be a water pistol. The walk to the cathedral transport was three very long city blocks. My best escape opportunity would be near Jackson Square. When the muscular goons tried to turn me left toward the cathedral, I’d try to break and run right toward the river, where I could get lost among the wharves and docks long enough to draw and power a transport. Of course in order to run, I’d have to get away from the clinch of Dreadlocks and Squirrel Chin. Charlie could take care of that. I slipped the messenger bag over my head slowly, and not even Zrakovi noticed the stick of wood protruding from the top by a couple of inches. Not to be redundant, but . . . idiots. None of us spoke as we proceeded down Chartres Street, where, to our south, the clouds continued to build. The wind had grown stronger and drier. The hurricane was sucking all the humidity out of the air, all the better to gain intensity. I hoped Zrakovi, a Bostonian, would enjoy his first storm. I hoped a live oak landed on his head.

Chanel was shocked, but none of the board members spoke up and defended her. They had known her for the last five years and Chanel hadn’t been anything but a hard worker, and dedicated team member.

The team can direct enormous energy to the wildly important goal without getting blocked by the shifting whirlwind of change all around them.

The “foreign hand” was Avaaz.org, an organisation that promotes pro-democracy movements through the Internet, social media, phones and sometimes with the help of citizen journalists. Avaaz was co-founded in 2007 by Res Publica, a global civic advocacy group, and Moveon.org, an online community for Internet advocacy in the US. The founding team had social entrepreneurs from six countries, including president and executive director Ricken Patel, Tom Perriello, Tom Pravda, Eli Pariser, Andrea Woodhouse, Jeremy Heimans, and David Madden. By 2011, Avaaz had run a total of 750 pro-democracy campaigns worldwide. Widely regarded as the largest global political web movement in history, Avaaz’s website is blocked in China and Iran.

Self-aware individuals — strong I’s — are the building blocks of great teams.

He knew no matter what he did while Jackson was President, his job was safe, for he was there for one specific task, one the American public could never know about, one that even his own wife knew nothing about. One that had been handed down to him by his own father. He pressed the talk button. “Masters.”  “Sir, we have an Umbra Gamma Prime document here for immediate review.” “I’ll be right there.” He hung up the phone and pressed the button to lower the glass partition separating him from the driver. “Jerry, turn us around, I need to get back to the office, fast.” His chauffeur of many years radioed the escort vehicles as he raised the partition, picked up his glass and gripped the overhead handhold. The mini-motorcade’s lead Lincoln Navigator cut left, jumped the median and blocked oncoming traffic. The Town Car limo locked up its brakes and followed, jostling its well-prepared VIP as the trailing Navigator cut across, assuming the role of lead vehicle. All three vehicles turned on their lights and sirens, leaving a trail of burnt rubber, smoke and a dozen confused drivers in their wake. Umbra Gamma Prime. It was one of the highest classifications of Top Secret there was in his business. In fact he had never had one cross his desk since he had taken the job, despite dealing with countless terrorist threats—both domestic and abroad—and having sent teams across the world in secret.

It is one of the eternal stories that are told about soccer: when Brazil gets knocked out of a World Cup, Brazilians jump off apartment blocks. It can happen even when Brazil wins. One writer at the World Cup in Sweden in 1958 claims to have seen a Brazilian fan kill himself out of “sheer joy” after his team’s victory in the final. Janet Lever tells that story in Soccer Madness, her eye-opening study of Brazilian soccer culture published way back in 1983, when nobody (and certainly not female American social scientists) wrote books about soccer. Lever continues: Of course, Brazilians are not the only fans to kill themselves for their teams. In the 1966 World Cup a West German fatally shot himself when his television set broke down during the final game between his country and England. Nor have Americans escaped some bizarre ends. An often cited case is the Denver man who wrote a suicide note—”I have been a Broncos fan since the Broncos were first organized and I can’t stand their fumbling anymore”—and then shot himself. Even worse was the suicide of Amelia Bolaños. In June 1969 she was an eighteen-year-old El Salvadorean watching the Honduras–El Salvador game at home on TV. When Honduras scored the winner in the last minute, wrote the great Polish reporter Ryszard Kapuscinski, Bolaños “got up and ran to the desk which contained her father’s pistol in a drawer. She then shot herself in the heart.” Her funeral was televised. El Salvador’s president and ministers, and the country’s soccer team walked behind the flag-draped coffin. Within a month, Bolaños’s death would help prompt the “Soccer War” between El Salvador and Honduras.

I mostly saw Vince Foster in the hallways. He was Mrs. Clinton’s personal attaché, a lawyer from Arkansas. Word circulated that she berated him mercilessly. The first time I saw Foster I figured he wouldn’t last a year. He looked uncomfortable and unhappy in the White House. I knew what it was like to be yelled at by superiors, but Mrs. Clinton never hesitated to launch a tirade. Yet her staffers never dared say, “I don’t have to take this shit!” They reminded me of battered wives: too loyal, too unwilling to acknowledge they’d never assuage her. They had no one to blame but themselves, but they could never admit it. She criticized Foster for failing to get ahead of the constant scandals, for cabinet positions not confirmed, and for the slowness of staffing the White House. Foster eventually took his own life in Fort Marcy Park. In his briefcase was a note torn into twenty-seven pieces, blaming the FBI, the media, the Republicans—even the White House Ushers Office. A rumor circulated among law enforcement types that contended his suicide weapon had to be repaired in order for the forensics team to fire it since it wouldn’t function for them. Maybe his final shot misaligned the cylinders and later prevented contact with the bullet primers. But that, along with many other public details of the case (carpet fibers on his suit coat, etc.), made his case spooky. The last lines of his sparse suicide note read: “I was not meant for the job or the spotlight of public life in Washington. Here ruining people is considered sport.” A UD friend of mine, Hank O’Neil, was posted outside of Foster’s office as part of the FBI’s investigation of his suicide. Maggie Williams, Mrs. Clinton’s always well dressed chief of staff, physically pushed her way past Hank into Foster’s office, arguing that he had no right to block her entrance. She removed boxes that were never recovered; they were destroyed. Congressmen bashed Officer O’Neil’s integrity, but he held firm. He reported exactly what he saw and didn’t make any inferences about it, but they were sure he held some smoking gun and was protecting the Clintons.

Can you ask Dave to team up with you and write a book? I can ask.

Are you Team Michael or Team Liam?

suppose there is no ‘I’ in ‘team’, unless you are spelling it in a different language, but then of course it would not be spelled ‘team’, so you would have to come up with an entirely different bromide.

here is an early version of principles established by a client adopting LeSS Huge in a product group: 1. The perfection goal is to have a releasable product all the time. Release stabilization periods need to be reduced and eventually eliminated. 2. Co-located, self-managing, cross-functional, Scrum teams are the basic organizational building block. Responsibility and accountability are on team level. 3. The majority of the teams are organized as customer-centric feature teams. 4. Product management steers the development through the Product Owner role. Release commitments are not forced on teams. 5. The line organization is cross-functional. The functional-specialized line organizations are gradually integrated in the cross-functional line organization. 6. Special coordination roles (such as project managers) are avoided and teams are responsible for coordination. 7. The main responsibility of management is improvement—improve team’s learning, efficiency, and quality. The content of the work always comes from the Product Owner. 8. There is no branching in development. And product variation is not to be reflected in the version control system. 9. All tests are automated with the exception of (1) exploratory test, (2) usability test, and (3) tests that require physical movement. All people must learn test automation skills. 10. Adoption is gradual and evolutionary. These principles are considered in every decision.

As Radley Balko, senior editor of Reason magazine, details in his insightful study of the problem, these characteristics include: The militarization of domestic policing, not just in big cities but in small towns and suburbs. The increasingly frequent use of heavily armed SWAT teams for proactive policing and the routine execution of drug warrants, even for simple marijuana possession.

Salvatore Culosi Jr., whom they suspected of gambling on sporting events. When the SWAT team confronted Culosi as he came out of his home, one officer's gun discharged, striking Culosi in the chest and killing him.

High quality landscaping services throughout barrow and the surrounding areas. We provide professional landscapers throughout Barrow in Furness and the surrounding areas. From block paving to full garden designs, our team of expert landscapers are keen to take on any request. No job is too big or too small.

Gunnar's mom was ecstatic that he made one of the teams, but worried that he was not excited to be on the freshman team, the team he belonged on. She allowed him to jog home, but to his dismay, she drove around the block to check on him periodically. Sometimes that is just what mothers do.

Google didn’t get everything right, though. There was a crazy-strict rule in Product Management that you had to have a computer science degree to join the team. Many people wanted to transfer to Product because they had ideas they wanted to pursue, but they were prevented because they didn’t have the right degree. One was Biz Stone who, stymied by the rule, left Google to cofound Twitter. Another was Ben Silbermann, who, similarly blocked, left Google to found Pinterest. Kevin Systrom also left Google to cofound Instagram when he couldn’t join the PM team because of his college degree.

Whether we are Republicans or Democrats, the ultimate goal should be holding our leaders to the positions and objectives that best fit our aims for a better society. People are dug into their own corners. Right and left. Blue and red. We’re more separated now than ever before, and the gap only continues to widen as technology allows us to create more and more ponds where only like-minded fish can swim: the cable news we watch, the websites we gravitate to, the people and groups we follow (and block!) on social media. The idea of a Democrat and a Republican sitting across from each other for a balanced, or even civil, discussion almost sounds impossible anymore. Perhaps the first step in that direction is to start holding our own party accountable. We may demonize the other side a little less once we start looking at our own team with a more honest eye and realize we’re not perfect either. Before I could admit (shudder) that the other side had any good ideas that might advance my core values, I first had to accept the fact that my side sometimes has some bad ones. That alone could be a big step toward both sides truly working together and unraveling some of the issues that both want resolved. Issues that are at the core of who we truly are beyond classifications and political tags.

Not only did they win, they made sure no other team even finished.

At Google, different teams tried declaring “No-Meeting Wednesday” or “No-Meeting Thursday.” None was ever able to stick to it. Greg Badros, an engineering leader at Google and Facebook, set a goal of ending 25 percent of his meetings early. I loved that, but I don’t think he ever hit the goal. I have found that the most effective solution is simply to fight fire with fire. For the same reason, I blocked off think-time in calendar; I also found it necessary to block off time in my calendar to be alone and execute. I encouraged others to do the same. This helped them say “no” to more unnecessary meetings.

I’d asked our economic team to develop legislative reforms that would make a future crisis less likely. As far as Rahm was concerned, the sooner we got such a “Wall Street reform” bill drafted and up for a vote, the better. “It puts us back on the side of the angels,” he said. “And if the Republicans try to block it, we’ll shove it up their ass.

But it is not the remembrance of his athletic ability that—fifty years later—makes San Marcos students smile when they remember the stalwart Boody Johnson. “He was the fatherly type,” a football player says. “If things were going bad in a game, he’d call a time-out, and gather the team around, and say, ‘Now, look, fellows, we’re here to play football,’ and settle everybody down.” He didn’t settle down only football players. “You always felt you could go to him with your problems,” says one woman. “He was a very kind person. Gruff and tough, but very kind. He was just like a father to everybody.” His unselfishness was legendary, and not just on the football field (where, because the other halfback, Lyons McCall, a good runner, was a poor blocker, Boody volunteered to do most of the blocking while McCall carried the ball—if the team was behind in the last minutes of a game, however, the players would growl: “Give it to Boody”). “Boody was the kind of guy who, if you woke him up in the middle of the night and told him your car had broken down, would get out of bed and walk five miles to help you—nothing was too much trouble for him,” Vernon Whiteside says.

NBA 2K18 Wishlist - Good Badges To Deal Problems In 2K17 The NBA 2K18 release date has basketball fans hyped. The new game in the series will be the definitive way for fans to take control of their favorite franchises and players on the Xbox One and PS4. As of the features player wish to be added into NBA 2K18, we can compare it with NBA 2K17. Today, we'll list the best badges players would like to see in the latest NBA franchise. Flashy Dunker 2K Sports has spent a large amount of time recording flashy dunk animations that look great when they trigger. Unfortunately players do not equip any of these because they get blocked at a higher rate than the basic one and two hand dunk packages. NBA 2K17 has posterizer to help with contact dunks but Flashy Dunker would be for non-contact animations. The badge would allow you to use these flashy dunk packages in traffic while getting blocked at a lower rate in NBA 2K18. Bullet Passer Badge Even with a high passer rating and Hall of Fame dimer you can still find yourself throwing slow lob passes inexplicably. These passes are easy to intercept and give the defense too much time to recover. Bullet Passer would be an increase in the speed of passes that you throw, allowing you to create open looks for teammates in 2K18 that were not possible in NBA 2K17. A strong passing game is more important than ISO ball and this badge would help with that style of play. 3 And D Badge The 3 and D badge would be an archetype in NBA 2K18 ideally but a badge version would be an acceptable substitute. This badge would once again reward players for playing good defense. The badge would trigger after a block, steal, or good shot defense and would lead to an increase in shooting percentage on the next possession from behind the 3 point arc. Dominant Post Presence Badge It's a travesty that post scorer is one of the more under-utilized archetypes in NBA 2K17. Many players that have created a post scorer can immediately tell you why they do not play it as much as their other MyPlayers, it is incredibly easy to lose the ball in the post. Whether it is a double team or your matchup, getting the ball poked loose is a constant problem. Dominant Post Presence would trigger when you attempt to post up and would be an increase in your ability to maintain possession of the ball as long as NBA 2K18 add this badge. In addition the badge would be an increase in the shooting percentage of your teammate when you pass out of the post to an open man. The Glove NBA 2K17 has too many contested shots. The shot contest rating on most archetypes is not enough to outweigh the contested midrange or 3 point rating and consistently force misses. It's obviously that height helps you contest shots in a major way but it also slows you down. However, the Glove would solve this problem in NBA 2K18. This badge would increase your ability to contest shots effectively, forcing more misses and allowing you to play better defense. Of course, there should be more other tips and tricks for NBA 2K18. If you have better advices, tell us on the official media. The NBA 2K18 Early Tip-Off Weekend starts September 15th. That's a total of four days for dedicated fans to get in the game and try its new features before other buyers. The game is completely unlocked for Early Tip-Off Weekend. Be sure to make enough preparation for the upcoming event.

Our fulfillment in life and career meets with success when we give our best as per our unique talent, gifting, strengths while willing to team up with others in the areas of our limitations...

In our country, the presidency isn’t decided by the national popular vote. To whine about a free and fair election in which the winner of the popular vote did not win the White House is like claiming that the basketball team who completed the most passes should win the game. We don’t score it that way and the players all know it. “Hamilton Electors” Urge Electoral College “Vote-Switching” Scheme Perhaps the most desperate last-ditch effort to block Trump from the White House was organized by a group of citizens calling themselves “Hamilton Electors.

a fun movie involving interlocking plastic blocks had taught me: it was cool being part of a team. More than cool. It was awesome.

I have the whole team just around the block! One call and they'll ride in here like cavalry! Riding on... robots! Giant robots! Well, not giant robots, like in Egan, but... but... big enough robots!

During NASA’s first fifty years the agency’s accomplishments were admired globally. Democratic and Republican leaders were generally bipartisan on the future of American spaceflight. The blueprint for the twenty-first century called for sustaining the International Space Station and its fifteen-nation partnership until at least 2020, and for building the space shuttle’s heavy-lift rocket and deep spacecraft successor to enable astronauts to fly beyond the friendly confines of low earth orbit for the first time since Apollo. That deep space ship would fly them again around the moon, then farther out to our solar system’s LaGrange points, and then deeper into space for rendezvous with asteroids and comets, learning how to deal with radiation and other deep space hazards before reaching for Mars or landings on Saturn’s moons. It was the clearest, most reasonable and best cost-achievable goal that NASA had been given since President John F. Kennedy’s historic decision to land astronauts on the lunar surface. Then Barack Obama was elected president. The promising new chief executive gave NASA short shrift, turning the agency’s future over to middle-level bureaucrats with no dreams or vision, bent on slashing existing human spaceflight plans that had their genesis in the Kennedy, Johnson, Nixon, Ford, Carter, Reagan, Bush, Clinton, and Bush White Houses. From the starting gate, Mr. Obama’s uncaring space team rolled the dice. First they set up a presidential commission designed to find without question we couldn’t afford the already-established spaceflight plans. Thirty to sixty thousand highly skilled jobs went on the chopping block with space towns coast to coast facing 12 percent unemployment. $9.4 billion already spent on heavy-lift rockets and deep space ships was unashamedly flushed down America’s toilet. The fifty-year dream of new frontiers was replaced with the shortsighted obligations of party politics. As 2011 dawned, NASA, one of America’s great science agencies, was effectively defunct. While Congress has so far prohibited the total cancellation of the space agency’s plans to once again fly astronauts beyond low earth orbit, Obama space operatives have systematically used bureaucratic tricks to slow roll them to a crawl. Congress holds the purse strings and spent most of 2010 saying, “Wait just a minute.” Thousands of highly skilled jobs across the economic spectrum have been lost while hundreds of billions in “stimulus” have been spent. As of this writing only Congress can stop the NASA killing. Florida’s senior U.S. Senator Bill Nelson, a Democrat, a former spaceflyer himself, is leading the fight to keep Obama space advisors from walking away from fifty years of national investment, from throwing the final spade of dirt on the memory of some of America’s most admired heroes. Congressional committees have heard from expert after expert that Mr. Obama’s proposal would be devastating. Placing America’s future in space in the hands of the Russians and inexperienced commercial operatives is foolhardy. Space legend John Glenn, a retired Democratic Senator from Ohio, told president Obama that “Retiring the space shuttles before the country has another space ship is folly. It could leave Americans stranded on the International Space Station with only a Russian spacecraft, if working, to get them off.” And Neil Armstrong testified before the Senate’s Commerce, Science & Transportation Committee that “With regard to President Obama’s 2010 plan, I have yet to find a person in NASA, the Defense Department, the Air Force, the National Academies, industry, or academia that had any knowledge of the plan prior to its announcement. Rumors abound that neither the NASA Administrator nor the President’s Science and Technology Advisor were knowledgeable about the plan. Lack of review normally guarantees that there will be overlooked requirements and unwelcome consequences. How could such a chain of events happen?

Bob Woodward’s 1994 book, The Agenda, is a blow-by-blow account of the first eighteen months of the Clinton White House, most of it focused on creating the Clinton budget, with the single largest block of the president’s time devoted to deep contemplation and arguments about how to allocate resources. In Trump’s case, this sort of close and continuous engagement was inconceivable; budgeting was simply too small-bore for him. “The first couple of times when I went to the White House, someone had to say, This is Mick Mulvaney, he’s the budget director,” said Mulvaney. And in Mulvaney’s telling Trump was too scattershot to ever be of much help, tending to interrupt planning with random questions that seem to have come from someone’s recent lobbying or by some burst of free association. If Trump cared about something, he usually already had a fixed view based on limited information. If he didn’t care, he had no view and no information. Hence, the Trump budget team was also largely forced to return to Trump’s speeches when searching for the general policy themes they could then fasten into a budget program.

A fragmented task takes more time than a blocked-time task.

By empowering teams, and treating them as fundamental building blocks, individuals inside those teams move closer together to act as a team rather than just a group of people. On the other hand, by explicitly agreeing on interaction modes with other teams, expectations on behaviors become clearer and inter-team trust grows.

Having a strict chain of command blocks ideas and innovation. Not every idea should be a no. It should be on standby.

Character Sheet: Herobrine Height: 6’3’’ Most Likely to Say: “Heroes Lose Everything.” Least Likely to Say: “I will fail!” Affiliation: None Origins: Herobrine is the king of the mobs. They follow whatever order he gives, and without him, they are weak and mindless. His goals are to dominate the entire world and become the King of Everything. One of the biggest cities that has been able to resist his attacks is Craft City. And since the arrival of The Mob Hunter, the job has only gotten harder. Herobrine faced off against The Mob Hunter and although he was winning, the Mob Hunter used his creeper ability to gravely injury both himself and Herobrine. Herobrine recovered using the potions of the witches and dark matter energy from the enderman. Not only did he get better, but he also gained the ability to turn into smoke. Herobrine teamed up with Crusher to successfully invade Craft City, but his victory was short lived as he was eventually once again defeated by The Mob Hunter. Herobrine got his freedom after he accepted Alex’s offer to join her team of villains to do hero work. With his redstone collar, he isn’t able to betray her. Yet. Then instead of Alex, Mayor Jackson had control of his redstone collar. Herobrine was then accidently rescued by Steve. Herobrine thought about who he was and if he really was a villain and realized that after fighting for the Mine City Heroes, he rather be a hero. His journey to redeem himself and become a hero came to an end when he sacrificed himself to save Anne and Steve.

...I'm not saying we should encourage defiance. But I do believe the goal is to get our headstrong toddlers to join the team... not to break their spirits.

I mean, it isn’t like you to forget about food,” he laughed. “Heeey…” “It’s probably because he was too busy stuffing his face at BlockRonald’s,” added Devlin. “Heeeey…” “Or maybe the brain freezes made him forget,” added Hunter. “Heeeeey… stop teaming up on me…

Scrum Master The scrum master acts as a coach, guiding the team to ever-higher levels of cohesiveness, self-organization, and performance. While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team. The scrum master is the team’s good shepherd, its champion, guardian, facilitator, and scrum expert.  The scrum master helps the team learn and apply scrum and related agile practices to the team’s best advantage. The scrum master is constantly available to the team to help them remove any impediments or road-blocks that are keeping them from doing their work. The scrum master is not—we repeat, not—the team’s boss. This is a peer position on the team, set apart by knowledge and responsibilities not rank.

The sixth chakra is called the Agnya which is found in the forehead. The single is the reigning world. The Chakra of Agnya contains our ego and our conditioning. On the other hand the Sun forms our character and sense of being in accordance with the energy of the sign in which it is situated. "I'" is the keyword The sign in which the Sun is located is our main sign, and it signifies the stage of evolution with which we were born on this earth as well as the lessons we need to learn in life. It is what constitutes our sense of identity. We all have distinct identities which make us unique. Our family, education, friends, view of the world, the teams we support, and so on. All identities, however, are created by our ego. When our Agnya chakra opens our ego and conditioning cannot rule over us. We perceive our spirit within us which is a deeper identity. We continue to create modesty within us, and the fact that we are pure spirit. Dominant sun energy in the birth chart can make a dominant, conceited and selfish person. What blocks the sixth chakra is pride that makes a person feel superior to others. Other than this, redemption is dawning within us as we sense the pure spirit within each. •       Our Sahasrara, the seventh chakra, is the fontanelle area on top of our head which was soft when we were small. The governing planet is the Sun, which controls the Cancer sign as well. The chakra of Sahasrara is above all chakras, and consists of a combination of all the chakras on top of our head. Emotions, instincts, and mind are governed by the Moon. The opening of the seventh chakra helps integrate the chakras within us and establishes a strong connection between us and the cosmic energy. This incorporation beyond consciousness carries an individual. Throughout astrology, the moon determines our character's unconscious state, implying a region outside our consciousness. This unconscious state has always existed, and it will always exist, since it is the all-pervading power that embraces the whole universe. The Sahasrara chakra is a door that opens to the knowledge of the all-pervading forces from our individual consciousness. At the time of birth, a bright moon makes a person receptive, instinctive, imaginative, sacrificial, capable of understanding others and spiritual. The Moon also reflects prosperity, femininity and motherhood experiences that have grown within us. In a birth chart with a dominant moon, the personality has a changing nature, because the moon is the fastest to tour the zodiac. The energy which it reflects changes and flows constantly. The moon also affords a good adaptability. Likewise, the universe is constantly changing and flowing too. When our seventh chakra is open and connected to the universal energy, we feel like a drop mixed in the ocean and our being is in harmony with that great flow.

Help yourself with your workspace set up, reduction of notifications, block sections to achieve specific goals, reduce distractions and allow yourself to get into deep flow.