Teams Coming Together Quotes

The true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

And when a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems and see to it that that leader’s vision comes to life the right way, a stable way and not the expedient way.

Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy.

We had grown into one another somewhere along the way. We were officially a team.

Remember: You'll be left with an empty feeling if you hit the finish line alone. When you run a race as a team, though, you'll discover that much of the reward comes from hitting the tape together. You want to be surrounded not just by cheering onlookers but by a crowd of winners, celebrating as one.

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

And that was it. There was nothing we could do. We just had to stand there, watching as they dropped bombs on thirty years of work, killed everyone too young or too old to fight back, and then massacred the rest of our team on the field.” He clenches his hand around mine. “I come back here every day,” he says. “Hoping someone will show up. Hoping to find something to take back.” He stops then, voice tight with emotion. “And here you are. This shit doesn’t even seem real.” I squeeze his fingers—gently, this time—and huddle closer to him. “We’re going to be okay, Kenji. I promise. We’ll stick together. We’ll get through this.

I want answers, Yuan,” she says. “Come to Lotus Lodge. I’m getting a team together.” “Who else?” Mee-Hae asks. “You first.” “Let me guess, you want me to call the others.

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

Damien has died and gone straight to boy heaven,' Shaunee said as soon as we were out of earshot 'Hey it's about time those kid stop acting like ignorant rednecks and behaved like they had some sense,' I said. 'She doesn't mean that, even though we agree with you,' Erin said 'She means Mr Jack the cute-gay-new-kid Twist. 'Now why in the world would you think he's gay?' Stevie Ray asked. 'Stevie Rae, I swear you have got to broaden your horizons, girl,' Shaunee said. 'Okay, I'm lost too. Why do you think Jack's gay?' I asked. Shaunee and Erin shared a long-suffering look, then Erin explained. Jack Twist is yummy Jake Gyllenhaal's totally gay cowboy character from Brokeback Mountain.' 'And please just please! Anyone who chooses that name and who looks all geeky like that is totally, completely playing for Damian's team.' 'Huh' I said. 'Well, I'll be 'Stevie Rae said 'you know i never did see that movie. It didn't come to the Cinema 8 in Henrietta.' 'You don't say?' Shaunee said. 'Please. I'm so shocked,' Erin said. 'Do guys kiss in it?' 'Deliciously' Shaunee and Erin said together. I tried, but failed miserably not laugh at the look on Stevie Rae’s Face.

CHAPTER 2: INGLOURIOUS BASTERDS ALDO THE APACHE My name is Lt. Aldo Raine and I'm putting together a special team, and I need me 8 soldiers. 8 Jewish-American soldiers. Now, y'all might've heard rumors about the armada happening soon. Well, we'll be leaving a little earlier. We're gonna be dropped into France, dressed as civilians. And once we're in enemy territory, as a bushwhackin' guerrilla army, we're gonna be doin' one thing and one thing only... killin' Nazis. Now, I don't know about y'all, but I sure as hell didn't come down from the goddamn Smoky Mountains, cross 5,000 miles of water, fight my way through half of Sicily and jump out of a fuckin' air-o-plane to teach the Nazis lessons in humanity. Nazi ain't got no humanity. They're the foot soldiers of a Jew-hatin', mass murderin' maniac and they need to be destroyed. That's why any and every every son of a bitch we find wearin' a Nazi uniform, they're gonna die. Now, I'm the direct descendant of the mountain man Jim Bridger. That means I got a little Injun in me. And our battle plan will be that of an Apache resistance. We will be cruel to the Germans, and through our cruelty they will know who we are. And they will find the evidence of our cruelty in the disemboweled, dismembered, and disfigured bodies of their brothers we leave behind us. And the German won't not be able to help themselves but to imagine the cruelty their brothers endured at our hands, and our boot heels, and the edge of our knives. And the German will be sickened by us, and the German will talk about us, and the German will fear us. And when the German closes their eyes at night and they're tortured by their subconscious for the evil they have done, it will be with thoughts of us they are tortured with. Sooounds good?

One day the UN Secretary General proposes that, in the interest of global peace and harmony, the world's soccer players should come together and form one United Nations global soccer team. "Great idea," says his deputy. "Er, but who would we play?" "Israel, of course.

Think of a group of Extrovert Moms gathered together at a Little League game, excitedly chatting and enjoying the action. In comes Introvert Mom who, after a full day of work, wants nothing more than to savor the game—all by herself. She sits off a bit from everyone else, stretching her feet onto the bleacher bench, and may even have a book to indulge in as the team warms up. She might enjoy watching the people around her, but she has no energy to interact. What are the Extrovert Moms thinking? Because they are oriented to people, they will likely assume that Introvert Mom is, too—which means they see Introvert Mom as not liking people (what we know now as asocial) or being a “snob,” thinking she’s too good for the Extrovert Moms. More likely, Introvert Mom is not thinking about them at all! She is just doing something she likes to do.

Those who have an opportunity to work in organizations that treat them like human beings to be protected rather than a resource to be exploited come home at the end of the day with an intense feeling of fulfillment and gratitude. This should be the rule for all of us, not the exception. Returning from work feeling inspired, safe, fulfilled and grateful is a natural human right to which we are all entitled and not a modern luxury that only a few lucky ones are able to find.

Our strength will come not from the sharpness of our spears, but from our willingness to offer others the protection of our shields.

At least I’ve got football . It’s been my life since I was seven, but sometimes Henry says I need to spend less time focusing and start “living life like I’m going to hell tomorrow.” But I feel like a normal teenager. Wel , as normal as I can be. I mean, obviously I think Justin Timberlake is a mega-hunk, but I’m also over six feet tal and can launch a footbal fifty yards. Other ways I’m not normal? A girl who hangs with an entire football team must hook up all the time, right? Nope. I’ve never had a boyfriend. Hell , I’ve never even kissed a guy. The closest I’ve ever come to a kiss happened just this past summer, but it was a joke. At a party, one of those cheerleaders suggested we all play a game of seven minutes in heaven, you know, the game where you go into a closet and kiss? Somehow Henry and I got sent into the closet together, and of course we didn’t kiss, but we ended up in a mad thumb-wrestling match. Which turned into a shoving match. Which turned into everyone thinking we’d hooked up in the closet. Yeah, right. He’s like my brother.

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

Leaders are the ones who run headfirst into the unknown. They rush toward the danger. They put their own interests aside to protect us or to pull us into the future. Leaders would sooner sacrifice what is theirs to save what is ours. And they would never sacrifice what is ours to save what is theirs. This is what it means to be a leader. It means they choose to go first into danger, headfirst toward the unknown. And when we feel sure they will keep us safe, we will march behind them and work tirelessly to see their visions come to life and proudly call ourselves their followers.

What makes a good leader is that they eschew the spotlight in favor of spending time and energy to do what they need to do to support and protect their people. And when we feel the Circle of Safety around us, we offer our blood and sweat and tears and do everything we can to see our leader’s vision come to life. The only thing our leaders ever need to do is remember whom they serve and it will be our honor and pleasure to serve them back.

We are a team—I exhale, you inhale. We fight together. We work together. It is an amazing feeling when you find someone who shares the same passion as you. The possibilities are endless. I am the beast beneath your beauty, pushing you. From here on out, we do it together. You come to me for anything and I will do everything in my power to make it happen.

To be able to work together, communication is the biggest thing,’ says Smith. ‘And I think that comes from a team that has good links from off the field . . . a team able to spend time together and talk to one another and be honest with one another. It’s incredibly important.

When our leaders give us something noble to be a part of, offer us a compelling purpose or reason why we should come to work, something that will outlive us, it seems to give us the power to do the right thing when called upon, even if we have to make sacrifices to our comfort in the short term.

Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

Fire What makes a fire burn is space between the logs, a breathing space. Too much of a good thing, too many logs packed in too tight can douse the flames almost as surely as a pail of water would. So building fires requires attention to the spaces in between, as much as the wood. When we are able to build open spaces in the same way we have learned to pile on the logs, then we can come to see how it is fuel, and absence of the fuel together, that make fire possible. We only need lay a log lightly from time to time. A fire grows simply because the space is there, with openings in which the flame that knows just how it wants to burn can find its way. 12 Judy Brown

And you know what this means When I touch your lovely smile Oh, lovers are part of tag teams Coming together to weave dreams

Coming together is a beginning, keeping together is progress, working together is a success.

what people most want from work: to be able to come in and work with the right team of people— colleagues they trust and admire—and to focus like crazy on doing a great job together.

It's halftime. Both teams are in their locker room discussing what they can do to win this game in the second half. It's halftime in America, too. People are out of work and they're hurting. And they're all wondering what they're going to do to make a comeback. And we're all scared, because this isn't a game. The people of Detroit know a little something about this. They almost lost everything. But we all pulled together, now Motor City is fighting again. I've seen a lot of tough eras, a lot of downturns in my life. And, times when we didn't understand each other. It seems like we've lost our heart at times. When the fog of division, discord, and blame made it hard to see what lies ahead. But after those trials, we all rallied around what was right, and acted as one. Because that's what we do. We find a way through tough times, and if we can't find a way, then we'll make one. All that matters now is what's ahead. How do we come from behind? How do we come together? And, how do we win? Detroit's showing us it can be done. And, what's true about them is true about all of us. This country can't be knocked out with one punch. We get right back up again and when we do the world is going to hear the roar of our engines. Yeah, it's halftime America. And, our second half is about to begin.

THESE ARE A FEW OF MY FAVORITE life lessons that I learned as a result of walking on the Moon and the preparation that took us there—the guiding principles that have helped keep me going since returning to Earth. • The sky is not the limit … there are footprints on the Moon! • Keep your mind open to possibilities. • Show me your friends, and I will show you your future. • Second comes right after first. • Write your own epitaph. • Maintain your spirit of adventure. • Failure is always an option. • Practice respect for all people. • Do what you believe is right even when others choose otherwise. • Trust your gut … and your instruments. • Laugh … a lot! • Keep a young mind-set at every age. • Help others go beyond where you have gone. I hope these lessons will be as helpful to you as they have been to me. Take it from a man who has walked on the Moon: Be careful what you dream—it just might come to pass, so be prepared. Apollo is the story of people at their best, working together for a common goal. We started with a dream, and we can do these kinds of things again. With a united effort and a great team, you too can achieve great things. I know, because I am living proof that no dream is too high!

But it takes the whole brain, working and communicating together, harmoniously and in sync—like a symphony orchestra or a football team—for creativity to happen. The spark comes not from any one point but from all the points uniting in a grand network.

What’s the difference? Happiness involves a victory for the self, an expansion of self. Happiness comes as we move toward our goals, when things go our way. You get a big promotion. You graduate from college. Your team wins the Super Bowl. You have a delicious meal. Happiness often has to do with some success, some new ability, or some heightened sensual pleasure. Joy tends to involve some transcendence of self. It’s when the skin barrier between you and some other person or entity fades away and you feel fused together. Joy is present when mother and baby are gazing adoringly into each other’s eyes, when a hiker is overwhelmed by beauty in the woods and feels at one with nature, when a gaggle of friends are dancing deliriously in unison. Joy often involves self-forgetting. Happiness is what we aim for on the first mountain. Joy is a by-product of living on the second mountain.

There is an amazing beauty and strength in diversity. Everyone has something special to offer, everyone has a gift that can add value to the organization, community and even the world. People with different tribe, race, religion and nationality can come together and accomplish something extraordinary. The key is the culture of unity and team work.

She was right, though, in the end. I never should have given her so much credit. It all got tangled together, her appearance and Toby coming back into my life and the first time I ever read a book that spoke to me, and the question of who I wanted to be in the aftermath of my personal tragedy. Because I made a decision that year, to start mattering in a way that had nothing to do with sports teams or plastic crowns, and the reality is, I might have made that decision without her, or if I’d never fallen in love with a girl who considered love to be the biggest disaster of all. The truth of it was, I’d been running the wrong experiment my whole life, and while Cassidy was the first person to realize, she didn’t add the elements that allowed me to proceed down a different path. She lent a spark, perhaps, or tendered the flame, but the arson was mine. Oscar Wilde once said that to live is the rarest thing in the world, because most people just exist, and that’s all. I don’t know if he’s right, but I do know that I spent a long time existing, and now, I intend to live.

The only way you can light other people on fire is to be lit yourself, from the inside. Professional, cool, focused. If you had a bad night and you can’t show up the next day ready to go, or you can’t show up at all, that doesn’t affect just you, it affects everyone around you. A professional doesn’t let other people down just because of personal issues. If you need to show up, you show up. You might detest every individual in the room, but if your presence makes them all feel better, if it pulls the team together, if it results in better performances, then you’ve helped yourself to get one step closer to your own goal. That’s how you get others to come up to your level: show them where it is, and set the example that allows them to get there.

His idea is to get your team together and pretend that your product has failed. That’s right: failed, cratered, imploded, or “went aloha oe,” as we say in Hawaii. You ask the team to come up with all the reasons why the failure occurred. Then each member has to state one reason until every reason is on a list. The next step is to figure out ways to prevent every reason from occurring.

Brainstorming can also be done before the meeting and is best done individually or in very small groups. When I taught at the Stanford design school, I consistently saw how teams who brainstormed individually before coming together not only generated better ideas but were also more likely to have a wider diversity of solutions as they were less likely to be overrun by the louder, more dominating members of the group.

like the culture developed by Coach Steve Kerr for my beloved Golden State Warriors. Even though he helms a team, Steve believes that having good people is more important that just having good basketball players; he understands that players come and go, but the ethos on the court gets passed down from one game and one season to another. The best teams play together like a family who trust one another to have their back.

First and most important, our culture was a reflection of the man we served. Obama is at his core a really chill guy and I mean that in the most presidential way. He is a nice guy who expects his team to be nice to one another. This trait comes from how he was brought up. Obama may have been born in Hawaii, but he is “Midwestern Nice,” which comes from his grandparents and their Kansas roots. He engendered loyalty to him and our cause by being loyal to his team. There were many times in the campaign where people, including some of our top donors, wanted the lot of us fired and replaced by people with more “DC experience,” and every time, Obama stood by his team. We didn’t know if we were going to win or lose, but we were going to do it together. If the person at the top of any organization does not reflect the values you want in the culture of that organization, it won’t work.

Leadership, the Marines understand, is not about being right all the time. Leadership is not a rank worn on a collar. It is a responsibility that hinges almost entirely on character. Leadership is about integrity, honesty and accountability. All components of trust. Leadership comes from telling us not what we want to hear, but rather what we need to hear. To be a true leader, to engender deep trust and loyalty, starts with telling the truth.

So it looks like I’ll be stuck hugging a photograph.” “I’m sorry,” Emma said. “No, that’s not true. I’m glad. I want you to miss me desperately.” “I think you’ll get your wish,” Jimmy said. “When will you come back?” “Next summer, definitely, whether Dad wants me to come or not. I’ll be an independent girl with a college degree. Maybe some paper like the Miami Herald or the LA Times will offer me a job. In the meantime, we have the National Geographic piece to pull together. We can still be a team.” “Be warned that I may come after you.” “If you do, there’s something I want you to bring me.” “Sure. Anything,” Jimmy said, “as long as it’s not some kind of exotic pet. What?” “This.” Emma took Jimmy’s face in her hands and looked straight in his eyes. She then placed her lips on his and gave him a kiss. It was a kiss that erased the pain and eradicated the bad memories, a kiss that left nothing but joy and a promise for things to come.

I love football. I love the aesthetics of football. I love the athleticism of football. I love the movement of the players, the antics of the coaches. I love the dynamism of the fans. I love their passion for their badge and the colour of their team and their country. I love the noise and the buzz and the electricity in the stadium. I love the songs. I love the way the ball moves and then it flows and the way a teams fortune rises and falls through a game and through a season. But what I love about football is that it brings people together across religious divides, geographic divides, political divides. I love the fact that for ninety minutes in a rectangular piece of grass, people can forget hopefully, whatever might be going on in their life, and rejoice in this communal celebration of humanity. The biggest diverse, invasive or pervasive culture that human kinds knows is football and I love the fact that at the altar of football human kind can come worship and celebrate.

The Paradox of Being Human HUMAN BEINGS EXIST as individuals and as members of groups at all times. I am one and I am one of many . . . always. This also creates some inherent conflicts of interest. When we make decisions, we must weigh the benefits to us personally against the benefits to our tribe or collective. Quite often, what’s good for one is not necessarily good for the other. Working exclusively to advance ourselves may hurt the group, while working exclusively to advance the group may come at a cost to us as individuals.

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

symphony isn’t what you’re going for. Leave the conductor and the sheet music behind. Build a jazz band instead. Jazz emphasizes individual spontaneity. The musicians know the overall structure of the song but have the freedom to improvise, riffing off one another other, creating incredible music. Of course, you can’t just remove the rules and processes, tell your team to be a jazz band, and expect it to be so. Without the right conditions, chaos will ensue. But now, after reading this book, you have a map. Once you begin to hear the music, keep focused. Culture isn’t something you can build up and then ignore. At Netflix, we are constantly debating our culture and expecting it will continually evolve. To build a team that is innovative, fast, and flexible, keep things a little bit loose. Welcome constant change. Operate a little closer toward the edge of chaos. Don’t provide a musical score and build a symphonic orchestra. Work on creating those jazz conditions and hire the type of employees who long to be part of an improvisational band. When it all comes together, the music is beautiful.

A company of strong character will have a culture that promotes treating all people well, not just the ones who pay them or earn them money in the moment. In a culture of strong character, the people inside the company will feel protected by their leaders and feel that their colleagues have their backs. In a culture of weak character, the people will feel that any protection they have comes primarily from their own ability to manage the politics, promote their own successes and watch their own backs (though some are lucky enough to have a colleague or two to help).

When the Knicks won the championship in 1970, our fans rallied behind us and became our sixth man because they saw a group of five distinct personalities come together and play as one seamless unit. Winning takes a game plan and that's where a great coach comes in. He has to have the vision. He has to be the architect and design a particular style of play that his players can work together and excel at. The great Celtics teams that won 11 championships in the span of 13 seasons ( 1957-69) never changed their system. They played the same game regardless of who their cast was.

Okay, let's look at it like this: you could meet a twenty-five-year-old guy who is your soul mate. You fall in love and have wild fun, maybe date for a few years. You're a team. You decide together where your home will be and you save for one. You get married, have children, and be on equal grounds for the rest of your lives." My eyes fall to hers in the mirror and I watch her. “Or… you could hook up with Mr. Masters, who has already fallen in love with his soul mate and lost her. He’s a widow and you will always come second to her no matter what. His house, his job, his children… and you’re left to fit in somewhere around them.

Now,” Samite continued, “after Essel has just spent time warning you about generalities and how they often don’t apply, I’m going to use some. Because some generalities are true often enough that we have to worry about them. So here’s one: men will physically fight for status. Women, generally, are more clever. The why of it doesn’t matter: learned, innate, cultural, who cares? You see the chest-bumping, the name-calling, performing for their fellows, what they’re really doing is getting the juices flowing. That interval isn’t always long, but it’s long enough for men to trigger the battle juice. That’s the terror or excitation that leads people to fight or run. It can be useful in small doses or debilitating in large ones. Any of you have brothers, or boys you’ve fought with?” Six of the ten raised their hands. “Have you ever had a fight with them—verbal or physical—and then they leave and come back a little later, and they’re completely done fighting and you’re just fully getting into it? They look like they’ve been ambushed, because they’ve come completely off the mountain already, and you’ve just gotten to the top?” “Think of it like lovemaking,” Essel said. She was a bawdy one. “Breathe in a man’s ear and tell him to take his trousers off, and he’s ready to go before you draw your next breath. A woman’s body takes longer.” Some of the girls giggled nervously. “Men can switch on very, very fast. They also switch off from that battle readiness very, very fast. Sure, they’ll be left trembling, sometimes puking from it, but it’s on and then it’s off. Women don’t do that. We peak slower. Now, maybe there are exceptions, maybe. But as fighters, we tend to think that everyone reacts the way we do, because our own experience is all we have. In this case, it’s not true for us. Men will be ready to fight, then finished, within heartbeats. This is good and bad. “A man, deeply surprised, will have only his first instinctive response be as controlled and crisp as it is when he trains. Then that torrent of emotion is on him. We spend thousands of hours training that first instinctive response, and further, we train to control the torrent of emotion so that it raises us to a heightened level of awareness without making us stupid.” “So the positive, for us Archers: surprise me, and my first reaction will be the same as my male counterpart’s. I can still, of course, get terrified, or locked into a loop of indecision. But if I’m not, my second, third, and tenth moves will also be controlled. My hands will not shake. I will be able to make precision movements that a man cannot. But I won’t have the heightened strength or sensations until perhaps a minute later—often too late. “Where a man needs to train to control that rush, we need to train to make it closer. If we have to climb a mountain more slowly to get to the same height to get all the positives, we need to start climbing sooner. That is, when I go into a situation that I know may be hazardous, I need to prepare myself. I need to start climbing. The men may joke to break the tension. Let them. I don’t join in. Maybe they think I’m humorless because I don’t. Fine. That’s a trade I’m willing to make.” Teia and the rest of the girls walked away from training that day somewhat dazed, definitely overwhelmed. What Teia realized was that the women were deeply appealing because they were honest and powerful. And those two things were wed inextricably together. They said, I am the best in the world at what I do, and I cannot do everything. Those two statements, held together, gave them the security to face any challenge. If her own strengths couldn’t surmount an obstacle, her team’s strengths could—and she was unembarrassed about asking for help where she needed it because she knew that what she brought to the team would be equally valuable in some other situation.

Professor Grant arranged for students who received the scholarships to come to the office and spend five minutes describing to fund-raisers how the scholarship they received changed their lives. The students told them how much they appreciated the hard work of the fund-raising department. Even though the people impacted by the work of the fund-raisers were only there for a short time, the results were astounding. In the following month, the fund-raisers increased their average weekly revenue by more than 400 percent. In a separate similar study, callers showed an average increase of 142 percent in the amount of time they spent on the phone and a 171 percent increase in the amount of funds they raised.

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

One day, fearing that I was coming down with the flu, I stopped by Bowerman’s office to say that I wouldn’t be able to practice that afternoon. “Uh-huh,” he said. “Who’s the coach of this team?” “You are.” “Well, as coach of this team I’m telling you to get your ass out there. And by the way . . . we’re going to have a time trial today.” I was close to tears. But I held it together, channeled all my emotion into my run, and posted one of my best times of the year. As I walked off the track I glowered at Bowerman. Happy now, you son of a—? He looked at me, checked his stopwatch, looked at me again, nodded. He’d tested me. He’d broken me down and remade me, just like a pair of shoes. And I’d held up. Thereafter, I was truly one of his Men of Oregon. From that day on, I was a tiger.

Lorne’s bait for attracting that talent would be to offer them an honest chance to get their work across to a huge audience they all believed was out there, waiting. Lorne often said that in television creative people were usually given a great deal of money and no freedom. He promised to reverse that ratio. The money would come in time. The strength of the comedy underground also allowed Lorne the luxury of searching out what he called “disciplined shock troops”—people who could go in and get the job done. He wanted Saturday Night to be different and startling, but not for the wrong reasons. The sensibility should be fresh, even raw, but the execution smooth, if not seamless. He didn’t want people saying of the show, “They’re going to be great when they get it together.” Monty Python’s Eric Idle had once described Python as “the best comedy fighting team ever assembled,” and that’s what Lorne said he was after.

Did dinosaurs sing? Was there a teeming, singing wilderness with all the species thumping around, tuning up for the next millennia? Of course, dinosaurs sang, I thought. They are the ancestors of the singing birds and cousins to the roaring crocodiles…turns out, no. Turns out the syrinx, the organ that produces birdsong and the larynx, the organ that produces operatic arias, didn’t evolve until after the dinosaur extinction event…Some dinosaurs blew air into their closed mouths and through nasal cavities into resonance chambers, which we see in fossils as bony crests. They made the forest echo with clear, ominous tones, eerily like a cello. I have heard it in recordings scientists made of the sound they produced when they blew air through crests constructed to mimic lambeosaurus’s. Some dinosaurs cooed to their mates like doves…turns out that even if dinosaurs didn’t sing, they danced. There is evidence in vigorous scrape marks found in 100-million year old Colorado sandstone. From the courting behavior of ostriches and grouse, scientists envision the dinosaur males coming together on courting grounds, bobbing and scratching, flaring their brilliant feathers and cooing. Imagine: huge animals, each weighing more than a dozen football teams, shaking the Earth for a chance at love. What the story of the dinosaurs tells me is that if the earth didn’t have music, it would waste no time inventing it. In birds, tantalizing evidence of birdsong is found in 67-million-year old fossils, marking the first know appearance of the syrinx. Now the whole Earth can chime, from deep in the sea to high in the atmosphere with the sounds of snapping shrimp, singing mice, roaring whales, moaning bears, clattering dragonflies, and a fish calling like a foghorn. Who could catalog the astonishing oeuvre of the Earth? And more songs are being created every year.

Once he stared the car, I said, “I just want you to know I’m paying for my meal, because I know it’ll be full price, and I didn’t want you to think I was expecting you to pay for it, because this isn’t a date. It’s just the team and the host sisters, brothers, whatever, getting together to have some fun tonight since it’s raining…or was raining…it’s obviously not raining now. And you’re just giving me a ride, not a meal.” Shut me up! Shut me up! Shut me up! He shifted into reverse, then backed out of the driveway. “I’m buying your dinner.” “No, really--” “Dani.” It was the first time I could recall him actually saying my name. I loved the way it just rumbled, his voice so deep, so perfect. I wanted him to say it again, over and over. But he’d stopped in the middle of the street. I figured any minute Dad was going to come barreling out of the house to find out what was wrong. I looked over at Jason. “I’m buying your dinner, as my thanks to you for convincing your family to host me. Just accept it, okay?” I nodded. “Okay.” He drove, and I settled into my seat, wondering what other surprises the night might hold.

Studies say that it takes six to eight meetings to feel like someone is our friend. When was the last time you saw someone new who you didn’t work with six to eight times in a year? Unless you’re dating, on a sports team together or flatmates, the answer is never. By this definition, my best friend is the route 19 bus driver. Other research says that, on average, it takes fifty hours of time with someone before you consider them a casual friend and ninety hours before you feel comfortable updating them to a ‘friend’. Fifty hours? I’m not so sure. Add a little light trauma, and you can get there ten times as fast. At journalism school, I was paired with a classmate to work on a TV report. You can bet that a few hours of sobbing in the editing suite brought us together like nobody’s business. Same goes for surviving turbulent plane rides, sadistic teachers and punishingly long jazz concerts. If you make it out alive, you are usually bonded for life. Personally, I think meeting someone you really connect with twice, for a few hours, followed by extensive, emotional texting, is enough to feel like friends. And I think I’m on my way with Abigail.

Pat Riley, the famous coach and manager who led the Los Angeles Lakers and Miami Heat to multiple championships, says that great teams tend to follow a trajectory. When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity. It’s Shaq and Kobe, unable to play together. It’s Jordan punching Steve Kerr, Horace Grant, and Will Perdue—his own team members. He punched people on his own team! It’s Enron employees plunging California into darkness for personal profit. It’s leaks to the media from a disgruntled executive hoping to scuttle a project he dislikes. It’s negging and every other intimidation tactic.

Dad's in D.C. all week," he said as we climbed out, "so I get to use the garage. Parking's a bitch around here." I didn't know whether to roll my eyes or sympathize. "Is your mom home?" I really didn't know how I felt about seeing Karina Romanova in her own home. Well,no. Truth: I was worried how she would feel about seeing me in it. "Will she mind my being here?" "Why would she?" Alex gave me an odd look as he pushed open a small door onto a wide brick patio. "But no, she's at the studio until midnight. It's just you,me,and the lacrosse team." I could see myself with amazing clarity in the huge glass wall that was the entire back of the house. I was small, dark, and frozen. "You're kidding, right?" Next to mine, Alex's reflection looked twice as big and ust as still. "You're kidding. Right?" I nodded. Clearly not emphatically enough. "Christ,Ella. Who do you think I am?" I sighed. Honestly, I didn't know. "I think you're probably a terrific guy, Alex. But let's be truthful here.We don't really know each other." "Oh,come one.We've gone to school together for two and a half years. I've been to Marino's..." He stopped. Sighed. "Okay.Fine.So let's change it. Now." And he unlocked the door to his house.

Knowledgeable observers report that dating has nearly disappeared from college campuses and among young adults generally. It has been replaced by something called “hanging out.” You young people apparently know what this is, but I will describe it for the benefit of those of us who are middle-aged or older and otherwise uninformed. Hanging out consists of numbers of young men and young women joining together in some group activity. It is very different from dating. For the benefit of some of you who are not middle-aged or older, I also may need to describe what dating is. Unlike hanging out, dating is not a team sport. Dating is pairing off to experience the kind of one-on-one association and temporary commitment that can lead to marriage in some rare and treasured cases. . . . All of this made dating more difficult. And the more elaborate and expensive the date, the fewer the dates. As dates become fewer and more elaborate, this seems to create an expectation that a date implies seriousness or continuing commitment. That expectation discourages dating even more. . . . Simple and more frequent dates allow both men and women to “shop around” in a way that allows extensive evaluation of the prospects. The old-fashioned date was a wonderful way to get acquainted with a member of the opposite sex. It encouraged conversation. It allowed you to see how you treat others and how you are treated in a one-on-one situation. It gave opportunities to learn how to initiate and sustain a mature relationship. None of that happens in hanging out. My single brothers and sisters, follow the simple dating pattern and you don’t need to do your looking through Internet chat rooms or dating services—two alternatives that can be very dangerous or at least unnecessary or ineffective. . . . Men, if you have returned from your mission and you are still following the boy-girl patterns you were counseled to follow when you were 15, it is time for you to grow up. Gather your courage and look for someone to pair off with. Start with a variety of dates with a variety of young women, and when that phase yields a good prospect, proceed to courtship. It’s marriage time. That is what the Lord intends for His young adult sons and daughters. Men have the initiative, and you men should get on with it. If you don’t know what a date is, perhaps this definition will help. I heard it from my 18-year-old granddaughter. A “date” must pass the test of three p’s: (1) planned ahead, (2) paid for, and (3) paired off. Young women, resist too much hanging out, and encourage dates that are simple, inexpensive, and frequent. Don’t make it easy for young men to hang out in a setting where you women provide the food. Don’t subsidize freeloaders. An occasional group activity is OK, but when you see men who make hanging out their primary interaction with the opposite sex, I think you should lock the pantry and bolt the front door. If you do this, you should also hang up a sign, “Will open for individual dates,” or something like that. And, young women, please make it easier for these shy males to ask for a simple, inexpensive date. Part of making it easier is to avoid implying that a date is something very serious. If we are to persuade young men to ask for dates more frequently, we must establish a mutual expectation that to go on a date is not to imply a continuing commitment. Finally, young women, if you turn down a date, be kind. Otherwise you may crush a nervous and shy questioner and destroy him as a potential dater, and that could hurt some other sister. My single young friends, we counsel you to channel your associations with the opposite sex into dating patterns that have the potential to mature into marriage, not hanging-out patterns that only have the prospect to mature into team sports like touch football. Marriage is not a group activity—at least, not until the children come along in goodly numbers.

One of the few perks of the shit so monumentally hitting the fan is you discover who your real tribe is. It’s the only way through. So make sure you find yours, Kit.” “Okay,” I say, and start assembling my team in my head. I think back to middle school, when we’d have to pick players for dodgeball in gym. David was always chosen last. I imagine him standing there, looking two feet above everyone else’s heads, his hands flapping at his sides—something he still does occasionally, though I’m not sure he realizes it—and I want to go back in time and hug him, whisper in his ear that he can come stand by me. Tell him if he gets tired of flapping, he can hold my hand instead. “I very much hope you’ll consider including me,” my mom says in her quietest voice, and I realize this is the closest someone like my mother gets to begging. When I don’t immediately respond, she says, “At the very least, hashtag squad goals.” I laugh. My mom loves to try to talk like a teenager. A few weeks ago, I overheard her on the phone complaining about how she was tired of adulting and the last time we watched a romantic comedy together, she wanted to ship all the secondary characters. “Yeah, we can work on that,” I say, and realize just how much I’ve missed my mom recently. How I can’t make it through without her. That there will always be room in my tribe

These include: the Bar Raiser hiring process that ensures that the company continues to acquire top talent; a bias for separable teams run by leaders with a singular focus that optimizes for speed of delivery and innovation; the use of written narratives instead of slide decks to ensure that deep understanding of complex issues drives well-informed decisions; a relentless focus on input metrics to ensure that teams work on activities that propel the business. And finally there is the product development process that gives this book its name: working backwards from the desired customer experience. Many of the business problems that Amazon faces are no different from those faced by every other company, small or large. The difference is how Amazon keeps coming up with uniquely Amazonian solutions to those problems. Taken together, these elements combine to form a way of thinking, managing, and working that we refer to as being Amazonian, a term that we coined for the purposes of this book. Both of us, Colin and Bill, were “in the room,” and—along with other senior leaders—we shaped and refined what it means to be Amazonian. We both worked extensively with Jeff and were actively involved in creating a number of Amazon’s most enduring successes (not to mention some of its notable flops) in what was the most invigorating professional experience of our lives.

The RNC was easy for Trump to corrupt to his will, because it had already been corrupted with voter suppression, Frank Luntz messaging, the Hastert Rule, the selling of Sarah Palin, telling different lies to different voters just to gain their support, Mitch McConnell's theft of the supreme court (assisted by those justices prevaricating at their senate hearings), to name just a few. And how about the New York Times, and all those journalists country-wide who cared more about appearing "fair and balanced" than exposing lies and corruption? We watched them not know how to handle the vilification of facts, but that, too, started before Trump (think Joe Walsh calling out "You lie!" during Obama's State of the Union, when Obama was stating facts. They reported the lack of decorum, but not the lack of veracity.) Now we watch the legal system--and its avenues for motions and appeals before, during, and after conviction--be abused and corrupted by Trump's legal team, with an assist from judges who don't even try too hard to hide their partiality. We need those who participated whose eyes have now cleared to be as forthcoming as Michael Cohen has been in exposing how and why the deeds were done, and owning their culpability. They need to come clean, to help us find ways to strengthen the frayed and fraying institutions that are barely holding together. It may be the only way through.

As a candidate, Trump’s praise of Putin had been a steady theme. In the White House, his fidelity to Russia’s president had continued, even as he lambasted other world leaders, turned on aides and allies, fired the head of the FBI, bawled out his attorney general, and defenestrated his chief ideologue, Steve Bannon. It was Steele’s dossier that offered a compelling explanation for Trump’s unusual constancy vis-à-vis Russia. First, there was Moscow’s kompromat operation against Trump going back three decades, to the Kryuchkov era. If Trump had indulged in compromising behavior, Putin knew of it. Second, there was the money: the cash from Russia that had gone into Trump’s real estate ventures. The prospect of a lucrative deal in Moscow to build a hotel and tower, a project that was still being negotiated as candidate Trump addressed adoring crowds. And then there were the loans. These had helped rescue Trump after 2008. They had come from a bank that was simultaneously laundering billions of dollars of Russian money. Finally, there was the possibility that the president had other financial connections to Moscow, as yet undisclosed, but perhaps hinted at by his missing tax returns. Together, these factors appeared to place Trump under some sort of obligation. One possible manifestation of this was the president’s courting of Putin in Hamburg. Another was the composition of his campaign team and government, especially in its first iteration. Wherever you looked there was a Russian trace.

He gently tugged her panties to the side and, watching her watch him, delivered a kiss that was almost as hot as the big ball of fire raging between them. "God, don't stop," she moaned, and, man of big words, he did not. Using his tongue, his teeth, teasing and tempting, he set a delicious pace that had her pressing against him. Harder and faster, he launched an all-out attack until breathing became nonexistent. He got her body so primed it was humming and, in an embarrassing amount of time, he had her careening toward the finish line. The finish line was good. The finish line was great. She hadn't crossed that line in a really, really, really long time. It almost pained her to stop, but Mila was a team player and determined that, when those champagne bottles exploded, they'd fly high together. "Come here." She fisted her hand in his shirt, yanking him forward and his shirt up and over his head. She made quick work of his belt and jeans, then slid her hands down the front to his--- my word, indeed. "Mi," he breathed, so she did it again, only this time beneath his BVDs. Pushing his jeans around his ankles with one hand, she kept up a steady pace with the other. "Slow down," he groaned, but she noticed he didn't make a move to stop her, instead pushing harder into her palm. "One more stroke, and it's game over, Buttercup. I've waited too long to have it end in three seconds." She gave a little squeeze. "Big words go both ways." Okay, more than a little squeeze, but he didn't seem to mind. His eyes darkened. His expression dazed.

The game within the game is the game that only the players see. They experience it in relation to one another on the floor at a particular time and in the middle of the action. It is one of the nuances of the game of basketball. As Knick teammates during those years, we knew what a teammate was going to do almost before he did it. We helped one another on defense and shared the ball on offense. We made room for each of us to be his best within the context of the team. For example, I often would see Clyde come down the floor with the ball. I'd catch his eye. I knew he wanted to go down my side of the floor. In order to give him a little more room to move, I would clear out. That way I didn't clog up his space. Or, when I had the ball on the side and he was at the top of the key, waiting to go backdoor, our center knew he had to move to the other side of the floor to create the room for the backdoor bounce pass from me to Clyde who was moving down the lane toward the basket. That was the game within the game. On one level, the game within the game was a matter of mechanics but is also operated on a psychological level in that we truly were all for one and one for all. We challenged one another in practice to become better. We helped one another come back from defeat. We inspired one another to reach our peak team performance. None of us felt we could be as good alone as all of us could be together. Our unity came sometimes with laughs, sometimes with conflicts, sometimes with moments of collective insight, but it was that spirit of camaraderie which brought us together in a way that allowed the fans to see something very special.

Brain imaging studies suggest that a couple brain areas in particular are involved in cognitive control: the anterior cingulate cortex (ACC) and the lateral prefrontal cortex (lateral PFC). We’ll be referring to these together as the “cognitive control regions” of the brain. There is still some debate about the precise role played by each of these regions, but one plausible characterization is that the ACC is a kind of smoke detector, and the lateral PFC is the fire response team. Like a smoke detector, the ACC is in constant monitoring mode, waiting to detect a whiff of danger, such as an instance of cognitive conflict. In the case of the Stroop task, we’ve got two automatic processes that are in conflict: the identification of a typeface or color versus the automatic processing of a simple word (assuming you’re literate and it’s your native language). This conflict alerts the ACC, which then sends out an alarm to the lateral PFC to come deal with the situation. The lateral PFC is responsible for many higher cognitive functions, such as the integration of conscious and unconscious knowledge, working memory (the small spotlight of consciousness that allows us to focus on explicit information), and conscious planning. Most relevantly, when it comes to the case of the Stroop task, the lateral PFC also exerts control over other areas of the brain by strengthening the activation of task-relevant networks at the expense of other networks. By weakening certain neural pathways, the lateral PFC essentially tells them to stop doing what they are doing, which is the neural equivalent of fire-retarding foam. In the Stroop task presented above,

We end up at an outdoor paintball course in Jersey. A woodsy, rural kind of place that’s probably brimming with mosquitos and Lyme disease. When I find out Logan has never played paintball before, I sign us both up. There’s really no other option. And our timing is perfect—they’re just about to start a new battle. The worker gathers all the players in a field and divides us into two teams, handing out thin blue and yellow vests to distinguish friend from foe. Since Logan and I are the oldest players, we both become the team captains. The wide-eyed little faces of Logan’s squad follow him as he marches back and forth in front of them, lecturing like a hot, modern-day Winston Churchill. “We’ll fight them from the hills, we’ll fight them in the trees. We’ll hunker down in the river and take them out, sniper-style. Save your ammo—fire only when you see the whites of their eyes. Use your heads.” I turn to my own ragtag crew. “Use your hearts. We’ll give them everything we’ve got—leave it all on the field. You know what wins battles? Desire! Guts! Today, we’ll all be frigging Rudy!” A blond boy whispers to his friend, “Who’s Rudy?” The kid shrugs. And another raises his hand. “Can we start now? It’s my birthday and I really want to have cake.” “It’s my birthday too.” I give him a high-five. “Twinning!” I raise my gun. “And yes, birthday cake will be our spoils of war! Here’s how it’s gonna go.” I point to the giant on the other side of the field. “You see him, the big guy? We converge on him first. Work together to take him down. Cut off the head,” I slice my finger across my neck like I’m beheading myself, “and the old dog dies.” A skinny kid in glasses makes a grossed-out face. “Why would you kill a dog? Why would you cut its head off?” And a little girl in braids squeaks, “Mommy! Mommy, I don’t want to play anymore.” “No,” I try, “that’s not what I—” But she’s already running into her mom’s arms. The woman picks her up—glaring at me like I’m a demon—and carries her away. “Darn.” Then a soft voice whispers right against my ear. “They’re already going AWOL on you, lass? You’re fucked.” I turn to face the bold, tough Wessconian . . . and he’s so close, I can feel the heat from his hard body, see the small sprigs of stubble on that perfect, gorgeous jaw. My brain stutters, but I find the resolve to tease him. “Dear God, Logan, are you smiling? Careful—you might pull a muscle in your face.” And then Logan does something that melts my insides and turns my knees to quivery goo. He laughs. And it’s beautiful. It’s a crime he doesn’t do it more often. Or maybe a blessing. Because Logan St. James is a sexy, stunning man on any given day. But when he laughs? He’s heart-stopping. He swaggers confidently back to his side and I sneer at his retreating form. The uniformed paintball worker blows a whistle and explains the rules. We get seven minutes to hide first. I cock my paintball shotgun with one hand—like Charlize Theron in Fury fucking Road—and lead my team into the wilderness. “Come on, children. Let’s go be heroes.” It was a massacre. We never stood a chance. In the end, we tried to rush them—overpower them—but we just ended up running into a hail of balls, getting our hearts and guts splattered with blue paint. But we tried—I think Rudy and Charlize would be proud

When I first started to run the Jingu Gaien course, Toshihiko Seko was still an active runner and he used this course too. The S&B team used this course every day for training, and over time we naturally grew to know each other by sight. Back then I used to jog there before seven a.m. — when the traffic wasn’t bad, there weren’t as many pedestrians, and the air was relatively clean—and the S&B team members and I would often pass each other and nod a greeting. On rainy days we’d exchange a smile, a guess-we’re-both-havingit-tough kind of smile. I remember two young runners in particular, Taniguchi and Kanei. They were both in their late twenties, both former members of the Waseda University track team, where they’d been standouts in the Hakone relay race. After Seko was named manager of the S&B team, they were expected to be the two young stars of the team. They were the caliber of runner expected to win medals at the Olympics someday, and hard training didn’t faze them. Sadly, though, they were killed in a car accident when the team was training together in Hokkaido in the summer. I’d seen with my own eyes the tough regimen they’d put themselves through, and it was a real shock when I heard the news of their deaths. It hurt me to hear this, and I felt it was a terrible waste. Even now, when I run along Jingu Gaien or Asakasa Gosho, sometimes I remember these other runners. I’ll round a corner and feel like I should see them coming toward me, silently running, their breath white in the morning air. And I always think this: They put up with such strenuous training, and where did their thoughts, their hopes and dreams, disappear to? When people pass away, do their thoughts just vanish?

My Father mapped out the perfect blueprint for how to treat a woman. He caters hand and foot to my Mother. Even showers that love onto my sister. He never had to tell me how to treat my woman because his actions spoke louder. Did I cling to my woman? Absolutely. Being up under soft melanin skin pleased me. You want to read a book? Cool, what story we reading? Wanna go shopping? Take my card if you promise to model everything for me. Those females at work bothering you? Let’s get animated in the mirror and act like we about to tag team. Your period on? Baby, want me to rub your belly? You need me to get those diaper looking pads with the wings? How about some lemon ginger tea? What are your dreams? You want to sell weave? Let’s catch a flight to China or India and figure out how we can become wholesalers. You wanna make cute Snapchat filter videos? What filter do you want? Are they not liking your pics? Fine. I’ll blast you all over my page. Your Mother threatening to kick you out. Where you wanna move? Better yet, move in with me. Just focus on school and building your brand. I got everything else. You got finals coming up. Pick a tutor. Heck, can I pay for the answers to the quiz? You think those stretch marks make you unattractive? Come here and let me show you how much I appreciate your stripes of glitter. Do you want to go to Dr. Miami? Absolutely not. We going to the gym. Gym grown not silicone. We are working out together. Go ahead and hashtag us as #baegoals #coupleswhoworkouttogetherstaytogether. You want to switch the hair and get a tapered cut? Let me call my barber and see when we can go. Stressing and worrying? You keep hearing whispers while you’re sleeping? Nah bae, that’s not a ghost. That’s me praying for you.

CELEBRATE YOUR SUCCESS The more you praise and celebrate your life, the more there is in life to celebrate. —Oprah Winfrey How do you know if your scrappy effort was successful? There’s positive movement—cause to celebrate. It either moves your intention forward or you come closer to achieving your goal. You will know it worked because you feel the win, big or small. I’m a huge believer in champagne moments (or celebratory beer, ice cream, night on the town, whatever your preference). You have to celebrate! This journey is supposed to be fun. Stop and take the time to recognize and enjoy the big wins, little wins, and everything in between. Research shows there is bonus value to celebrating. In her article “Getting Results Through Others,” Loraine Kasprzak writes, quoting her coauthor Jean Oursler, “When others have worked hard to achieve the desired results, celebrate it! ‘It’s important to celebrate because our brains need a memorable reference point—also called a reward—to make the whole journey worthwhile.’” Celebrating creates a positive benchmark in your brain for future reference. According to an article in the Journal of Staff Development by Richard DuFour: Ritual and ceremony help us experience the unseen webs of significance that tie a community together. There may be grand ceremonies for special occasions, but organizations [and individuals] also need simple rituals that infuse meaning and purpose into daily routine. Without ritual and ceremony, transitions become incomplete, a clutter of comings and goings. Life becomes an endless set of Wednesdays. An endless set of Wednesdays? Yuck. Who needs that? Whether you are an individual, a small team, or a large organization, celebrate your scrappy wins as part of the experience and enjoy the ride.

Staying at home during this COVID-19 lockdown period is an opportunity to go within ourselves, with less distractions to search for our true calling, to search and find as to what contribution can we make to humanity and make the world a better place. We finally have an opportunity to be with ourselves, or by ourselves  because during this lockdown period we are quieter, not out and about everyday shopping, socialising, eating, drinking, going to shows and team sports, being on the treadmill of life etc. We can during this period give ourselves an opportunity to reflect, renew and know ourselves. You have a choice to make now during this lockdow period as to what kind of a person you want to be from now on, also and what kind of future you want to build.  And that, begins in your very homes, with how you treat your family members. This will move in to the post lockdown period as to how you will treat your friends, neighbours and people in your community and general public. How you conduct yourself (with everyone around you) is influencing all of us as Ba Ga Mohlala and Banareng and also reflect as an image of Ba Ga Mohlala and Banareng to the general public. We all feel you and are impacted by your thought streams and actions. Decide to contribute your talents to society to better your community and people around you. And when your society and peole around you are better, you will be fulfilled and you would have contributed to building a better world for all. We need to stay focused and true to the vision that we hold for how we want life for Ba ga Mohlala and Banareng to look over the coming decades, even hundreds and thousands of years to come. Together, we will create a new better word for Ba Ga Mohlala and Banareng. We must be patient, dedicated to our vision and mission and never, ever give up. Together let us to create the path of an empowered future.

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.

I find that while each partner might have needed some specific coaching, the real tests we faced were basically the same, season after season. We had to learn to move as a team. We had to master complex, carefully timed choreography. We had to face the hot lights and live action and the idea that millions of eyes were upon us. But beyond that, I needed to inspire and instill confidence in each person I coached and danced with. I needed to communicate with an open heart and empathetic, encouraging words. I had to critique usefully and praise strategically. I also needed to be my authentic self--exposing my personal vulnerabilities to win their trust. Ultimately, I had to make each of my partners embrace not just me, but also her own sill and power. Every partner I’ve danced with has it within them to kick ass and climb mountains. When you put yourself in a situation when you’re vulnerable, that’s when your power is revealed. And it’s always there; it’s part of your DNA. It’s like a woman walking into a room looking for the diamond necklace and realizing it’s around her neck. I’m not changing any of these ladies; I’m helping them rediscover themselves. And truth be told, that was never my goal. I never walked into a studio thinking, I’m going to transform this person’s life. I’m no therapist! I was just trying to put some damn routines together! But I realized after all these seasons that the dance is a metaphor for the journey. Every one of my partners has had a very different one. What they brought to the table was different; what they needed to overcome was different. But despite that, the same thing happens time and time again: the walls come tumbling down and they find their true selves. That I have anything at all to do with that is both thrilling and humbling. In the beginning, I thought I was just along for the ride--army candy. To touch a person’s life, to help them find their footing, is a gift, and I’m thankful I get to do it season after season.

Knowing Chris was getting married, his fellow Team members decided that they had to send him off with a proper SEAL bachelor party. That meant getting him drunk, of course. It also meant writing all over him with permanent markers-an indelible celebration, to be sure. Fortunately, they liked him, so his face wasn’t marked up-not by them, at least; he’d torn his eyebrow and scratched his lip during training. Under his clothes, he looked quite the sight. And the words wouldn’t come off no matter how he, or I scrubbed. I pretended to be horrified, but honestly, that didn’t bother me much. I was just happy to have him with me, and very excited to be spending the rest of my life with the man I loved. It’s funny, the things you get obsessed about. Days before the wedding, I spent forty-five minutes picking out exactly the right shape of lipstick, splurging on expensive cosmetics-then forgot to take it with me the morning of the wedding. My poor sister and mom had to run to Walgreens for a substitute; they came back with five different shades, not one of which matched the one I’d picked out. Did it matter? Not at all, although I still remember the vivid marks the lipstick made when I kissed him on the cheek-marking my man. Lipstick, location, time of day-none of that mattered in the end. What did matter were our families and friends, who came in for the ceremony. Chris liked my parents, and vice versa. I truly loved his mom and dad. I have a photo from that day taped near my work area. My aunt took it. It’s become my favorite picture, an accidental shot that captured us perfectly. We stand together, beaming, with an American flag in the background. Chris is handsome and beaming; I’m beaming at him, practically glowing in my white gown. We look so young, happy, and unworried about what was to come. It’s that courage about facing the unknown, the unshakable confidence that we’d do it together, that makes the picture so precious to me. It’s a quality many wedding photos possess. Most couples struggle to make those visions realities. We would have our struggles as well.

He sighed. Morrie had counseled so many unhappy lovers in his years as a professor. “It’s sad, because a loved one is so important. You realize that, especially when you’re in a time like I am, when you’re not doing so well. Friends are great, but friends are not going to be here on a night when you’re coughing and can’t sleep and someone has to sit up all night with you, comfort you, try to be helpful.” Charlotte and Morrie, who met as students, had been married forty-four years. I watched them together now, when she would remind him of his medication, or come in and stroke his neck, or talk about one of their sons. They worked as a team, often needing no more than a silent glance to understand what the other was thinking. Charlotte was a private person, different from Morrie, but I knew how much he respected her, because sometimes when we spoke, he would say, “Charlotte might be uncomfortable with me revealing that,” and he would end the conversation. It was the only time Morrie held anything back.“I’ve learned this much about marriage,” he said now. “You get tested. You find out who you are, who the other person is, and how you accommodate or don’t.” Is there some kind of rule to know if a marriage is going to work? Morrie smiled. “Things are not that simple, Mitch.” I know. “Still,” he said, “there are a few rules I know to be true about love and marriage: If you don’t respect the other person, you’re gonna have a lot of trouble. If you don’t know how to compromise, you’re gonna have a lot of trouble. If you can’t talk openly about what goes on between you, you’re gonna have a lot of trouble. And if you don’t have a common set of values in life, you’re gonna have a lot of trouble. Your values must be alike. “And the biggest one of those values, Mitch?” Yes? “Your belief in the importance of your marriage.” He sniffed, then closed his eyes for a moment. “Personally,” he sighed, his eyes still closed, “I think marriage is a very important thing to do, and you’re missing a hell of a lot if you don’t try it.” He ended the subject by quoting the poem he believed in like a prayer: “Love each other or perish.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

What secrets?” Eena blurted out. Kira answered the question by defensively listing them out on her fingers. “How about the fact that Derian was coming for you in a few short days, or the fact that Gemdorin was forcing you to search for some magic gem we were all unaware existed. How about the knowledge of your unusual powers that you stupidly used to infect the Ghengats, which was also a secret you kept to yourself until it was discovered by Gemdorin, making it too late for us to do anything about preventing you from being beaten half to death! You hide things as if you think your abilities are so superior to what the rest of us can possibly contribute!” Eena shook her head adamantly. “That’s not what I think…” “It’s how you behave. It’s how you come across to everyone. Your selfish actions speak a helluva lot louder than your hollow words or your foolish intentions.” The young queen felt a rise of tears burn her eyes. “My intentions are not foolish. All I ever meant to do was protect those around me.” “By keeping us in the dark? That’s not protection, girl. That’s neglect.” Eena sniffled as fresh waterworks ran down her cheeks. Her face twisted up, confused. “People get hurt when they’re involved in my problems.” “In our problems.” “No! My problems!” she insisted. Kira threw up her arms. “There you go being all selfish again!” Eena sucked in a ragged breath, almost crying out the next question. “How do you figure that’s being selfish? I’m trying to keep everyone safe!” “And what did I just get through telling you about that idiotic notion?” Eena looked up at the ceiling. She raised her palms in frustration as she bawled. “I don’t know what else to do! What do you want from me?” Kira stepped forward and knelt in front of her tortured sister. Her hand rested gently on Eena’s knee as the Mishmorat’s gruff countenance melted. A softer, kinder voice answered the desperate question. “We want you to understand that the world doesn’t rest on your shoulders. You’re only responsible for a small portion of what happens daily on Moccobatra. Life isn’t dependent upon you alone, Sha Eena. It’s dependent upon all of us. We’re a team. We work together doing our own part. We need you to be part of our team, not a single entity existing on your own.

Several teams of German psychologists that have studied the RAT in recent years have come up with remarkable discoveries about cognitive ease. One of the teams raised two questions: Can people feel that a triad of words has a solution before they know what the solution is? How does mood influence performance in this task? To find out, they first made some of their subjects happy and others sad, by asking them to think for several minutes about happy or sad episodes in their lives. Then they presented these subjects with a series of triads, half of them linked (such as dive, light, rocket) and half unlinked (such as dream, ball, book), and instructed them to press one of two keys very quickly to indicate their guess about whether the triad was linked. The time allowed for this guess, 2 seconds, was much too short for the actual solution to come to anyone’s mind. The first surprise is that people’s guesses are much more accurate than they would be by chance. I find this astonishing. A sense of cognitive ease is apparently generated by a very faint signal from the associative machine, which “knows” that the three words are coherent (share an association) long before the association is retrieved. The role of cognitive ease in the judgment was confirmed experimentally by another German team: manipulations that increase cognitive ease (priming, a clear font, pre-exposing words) all increase the tendency to see the words as linked. Another remarkable discovery is the powerful effect of mood on this intuitive performance. The experimenters computed an “intuition index” to measure accuracy. They found that putting the participants in a good mood before the test by having them think happy thoughts more than doubled accuracy. An even more striking result is that unhappy subjects were completely incapable of performing the intuitive task accurately; their guesses were no better than random. Mood evidently affects the operation of System 1: when we are uncomfortable and unhappy, we lose touch with our intuition. These findings add to the growing evidence that good mood, intuition, creativity, gullibility, and increased reliance on System 1 form a cluster. At the other pole, sadness, vigilance, suspicion, an analytic approach, and increased effort also go together. A happy mood loosens the control of System 2 over performance: when in a good mood, people become more intuitive and more creative but also less vigilant and more prone to logical errors. Here again, as in the mere exposure effect, the connection makes biological sense. A good mood is a signal that things are generally going well, the environment is safe, and it is all right to let one’s guard down. A bad mood indicates that things are not going very well, there may be a threat, and vigilance is required. Cognitive ease is both a cause and a consequence of a pleasant feeling.

THE ORIGIN OF INTELLIGENCE Many theories have been proposed as to why humans developed greater intelligence, going all the way back to Charles Darwin. According to one theory, the evolution of the human brain probably took place in stages, with the earliest phase initiated by climate change in Africa. As the weather cooled, the forests began to recede, forcing our ancestors onto the open plains and savannahs, where they were exposed to predators and the elements. To survive in this new, hostile environment, they were forced to hunt and walk upright, which freed up their hands and opposable thumbs to use tools. This in turn put a premium on a larger brain to coordinate tool making. According to this theory, ancient man did not simply make tools—“tools made man.” Our ancestors did not suddenly pick up tools and become intelligent. It was the other way around. Those humans who picked up tools could survive in the grasslands, while those who did not gradually died off. The humans who then survived and thrived in the grasslands were those who, through mutations, became increasingly adept at tool making, which required an increasingly larger brain. Another theory places a premium on our social, collective nature. Humans can easily coordinate the behavior of over a hundred other individuals involved in hunting, farming, warring, and building, groups that are much larger than those found in other primates, which gave humans an advantage over other animals. It takes a larger brain, according to this theory, to be able to assess and control the behavior of so many individuals. (The flip side of this theory is that it took a larger brain to scheme, plot, deceive, and manipulate other intelligent beings in your tribe. Individuals who could understand the motives of others and then exploit them would have an advantage over those who could not. This is the Machiavellian theory of intelligence.) Another theory maintains that the development of language, which came later, helped accelerate the rise of intelligence. With language comes abstract thought and the ability to plan, organize society, create maps, etc. Humans have an extensive vocabulary unmatched by any other animal, with words numbering in the tens of thousands for an average person. With language, humans could coordinate and focus the activities of scores of individuals, as well as manipulate abstract concepts and ideas. Language meant you could manage teams of people on a hunt, which is a great advantage when pursuing the woolly mammoth. It meant you could tell others where game was plentiful or where danger lurked. Yet another theory is “sexual selection,” the idea that females prefer to mate with intelligent males. In the animal kingdom, such as in a wolf pack, the alpha male holds the pack together by brute force. Any challenger to the alpha male has to be soundly beaten back by tooth and claw. But millions of years ago, as humans became gradually more intelligent, strength alone could not keep the tribe together.

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.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

A great marriage is not when the “perfect couple” comes together. It is when an imperfect couple comes together, crazy for each other, and learns to accommodate, and even comes to enjoy their differences. —DAVE MEURER

When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given. Marines just do it. At the heart of this very simple action is the Marine Corps’ approach to leadership. Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.

a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy. This is the influence our jobs have on our families.

Generation Y is said to have a sense of entitlement. Many employers complain of the demands their entry-level employees often make. But I, as one observer, do not believe it is a sense of entitlement. This generation wants to work hard and is willing to work hard. What we perceive as entitlement is, in fact, impatience. An impatience driven by two things: First is a gross misunderstanding that things like success, money or happiness, come instantly. Even though our messages and books arrive the same day we want them, our careers and fulfillment do not. The second element is more unsettling. It is a result of a horrible short circuit to their internal reward systems. These Gen Yers have grown up in a world in which huge scale is normal, money is valued over service and technology is used to manage relationships. The economic systems in which they have grown up, ones that prioritize numbers over people, are blindly accepted, as if that’s the way it has always been.

Working with a sense of obligation is replaced by working with a sense of pride. And coming to work for the company is replaced by coming to work for each other. Work is no longer a place to dread. It is a place to feel valued.

The number of leaders of companies who work hard to make their employees feel safe when they come in is, sadly, fewer than most of us would like to admit. Work is, well, work.

When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper. They do this by eliminating the politics and confusion that plague most organizations. As a result, they get more done in less time and with less cost.

More significantly, Google isn’t some sweetly baited trap designed to trick people into staying at the office working all the time. Why would we care how many hours people work, if their output is good? And the reality is that where you work shouldn’t matter at all. It’s absolutely necessary to have teams come together, and we get great product ideas and partnerships resulting from people bumping into each other. But do I want people in the office from 9:00 a.m. to 5:00 p.m.? Is there any reason I’d want them there earlier? Or later? People should and do come and go as they please. Many engineers don’t roll in until 10:00 a.m. or later. After they head home, there’s another burst of activity online in the evenings as people log back in. It’s not up to us to tell people when they should be creative.

Since you’re their one mutual connection to me, I figured if I drove them mad, they’d both come to you for help. Which gives you the perfect opportunity to invite them to work together to take down their common enemy. Not only would they be spending time in each other’s company, but they’d be working toward the same goal, a goal they both care about, which happens to be the ideal environment for fostering deeper relationships faster. It’s like those ridiculous team games corporate companies force on their employees, except way better.

Rather than coming together to make the best possible decision for the entire organization, they become lobbyers for their own constituents

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

37. Be Kind Enthusiasm, ability and aptitude all have to be on someone’s CV before I’ll take them into a life or death situation, but when I am putting a team together for an expedition, there’s one other quality I’m always looking out for - kindness. Expeditions into jungles or across deserts or raging oceans are never easy. However much we might romanticize the lives of explorers, when you are in the middle of an inflatable boat with 50-foot waves all around, you haven’t slept for three days, or you have been struggling with an injury in silence for a week, it is the little things that count. What you really want from the people you are with is that they are kind - to know that they are on your side when the chips are down. Let me give you a couple of examples: once you get above 25,000 feet (7,500 metres) on a mountain, and the temperature drops to minus 45°, if you don’t get a headache - the kind that grips your head like a nut in a pair of pliers - then you’re not human. Part of this is the altitude, part is the inevitable dehydration that comes from the thin air. So working hard 24/7 to keep hydrated is essential. The only way to get water, though, is to melt the ice. But at that height, at that temperature, melting enough snow and ice to drink can take hours. The good expedition member is the one who gives their buddies the first sip or the last swig of that precious water. In the extremes it is the little things that stand out. So try and look at all those sorts of moments as chances to distinguish yourself - and it is the kind, unselfish mountaineer who is loved and is often the real bedrock of a great team.

Needing a second opinion This one. I think this is the one women in the workplace are scared of. I know I am. Broad City is a very collaborative environment, and I trust everyone we’ve hired to work with us, so I naturally ask people’s opinions. But when you get a new job, a new assignment, or a promotion, the fear of not being good enough, of not knowing everything can seep in. In the last season of Broad City (4), I directed two episodes. This was a new experience for me, and one I took very seriously. But I found, during the process, that a big insecurity for me is the fear that if I need a second opinion, that means I don’t know what I’m doing. This is false, I do know what I’m doing, but it’s that vulnerability, that want for another set of eyes on my decision that can make me shaky. I ultimately made all the decisions I needed to—after using my resources aka asking questions—but in order to do that, I had to continually let go of this unease that someone from a dark, back corner would pop out, pointing directly at me, yelling about how I’m a fraud for asking for help while in charge. That I’d be plucked up by a huge claw and dropped outside on the sidewalk, banished from taking on this new role. This fear is mindless. Understandable, but stupid. Crews are a team. Any business is a team, and the whole point of having people do different jobs and be experts in their specific department is for them to help in any way they know how. The director isn’t there to bark out orders. They are the conductor bringing everyone’s talents together to execute their own artistic vision. Asking and bouncing ideas off people, and even changing your mind, is allowed. It’s so hard to ever show any sort of weakness, especially when you’re a woman at the top of the project, in a business you never thought you’d actually be able to break into. But going through all the possibilities and asking for help is not weak, it’s smart. I’m going to go ahead and dog-ear this paragraph so even I can come back and remind myself.

Nature has so much to teach us. This is what true leadership is about, not degrading someone, insulting someone or making them feel unwanted or unwelcome. This happens too often whether it is in our private lives or at the work place. Leadership means keeping the team together and making things flow. Not to slice and dice others because of the stress that comes with the territory.

A study by two researchers at the Graduate School of Social Work at Boston College found that a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy. This is the influence our jobs have on our families. Working late does not negatively affect our children, but rather, how we feel at work does. Parents may feel guilty, and their children may miss them, but late nights at the office or frequent business trips are not likely the problem. Net-net, if you don’t like your work, for your kids’ sake, don’t go home.

So when our boss comes down hard on us and we don’t know the reason, it is equally our responsibility to express concern for their well-being. That’s how the Circle of Safety stays strong.

Leadership is not a rank worn on a collar. It is a responsibility that hinges almost entirely on character. Leadership is about integrity, honesty and accountability. All components of trust. Leadership comes from telling us not what we want to hear, but rather what we need to hear. To be a true leader, to engender deep trust and loyalty, starts with telling the truth.

Many people think that designers are lone geniuses, working in solitude and waiting for a flash of inspiration to show them the solution to their design problem. Nothing could be further from the truth. There may be some problems, such as the design of a stool or a new set of children’s blocks, that are simple enough to be tackled by an individual, but in today’s highly technical world, almost every problem requires a design team. Design thinking takes this idea even further and suggests that the best results come from radical collaboration. Radical collaboration works on the principle that people with very different backgrounds will bring their idiosyncratic technical and human experiences to the team. This increases the chance that the team will have empathy for those who will use what they are designing, and that the collision of different backgrounds will generate truly unique solutions. This is proved over and over again in d.school classes at Stanford, where graduate students create teams of business, law, engineering, education, and medical students that come up with breakthrough innovations all the time. The glue that holds these teams together is design thinking, the human-centered approach to design that takes advantage of their different backgrounds to spur collaboration and creativity. Typically, none of the students have any design background when they enroll in our classes, and all of the teams struggle at first to be productive. They have to learn the mind-sets of a designer—especially radical collaboration and being mindful of process. But once that happens, they discover that their abilities as a team far exceed what any individual can do, and their creative confidence explodes.

Unfortunately, that’s often not the case: We must wait for tasks or information or other things to be completed before we can move on to the next step. And so we multitask, but not on the task level—we multitask only on the project level. While one project is on hold for an hour or a day or a few days, we can be working on another. I’ve found that three projects works best for this type of project-level multitasking—any more than three, and you begin to lose effectiveness. For this system to work, a project should take no more than a month to complete, and preferably only a week or two. If a project takes a year to complete (for example), then you will not be able to work on any other projects for a year. That’s too long to put the rest of your life on hold. Instead, break long-term projects into smaller projects that can be completed in a month or less. If you want to launch a magazine, for example, focus first on the project of coming up with a design, then on putting together a team, then on finding financial backing, and so on.

if there really is no way you can win, you never say it out loud. You assess why, change strategy, adjust tactics, and keep fighting and pushing till either you’ve gotten a better outcome or you’ve died. Either way, you never quit when your country needs you to succeed. As Team 5 was shutting down the workup and loading up its gear, our task unit’s leadership flew to Ramadi to do what we call a predeployment site survey. Lieutenant Commander Thomas went, and so did both of our platoon officers in charge. It was quite an adventure. They were shot at every day. They were hit by IEDs. When they came home, Lieutenant Commander Thomas got us together in the briefing room and laid out the details. The general reaction from the team was, “Get ready, kids. This is gonna be one hell of a ride.” I remember sitting around the team room talking about it. Morgan had a big smile on his face. Elliott Miller, too, all 240 pounds of him, looked happy. Even Mr. Fantastic seemed at peace and relaxed, in that sober, senior chief way. We turned over in our minds the hard realities of the city. Only a couple weeks from now we would be calling Ramadi home. For six or seven months we’d be living in a hornet’s nest, picking up where Team 3 had left off. It was time for us to roll. In late September, Al Qaeda’s barbaric way of dealing with the local population was stirring some of Iraq’s Sunni tribal leaders to come over to our side. (Stuff like punishing cigarette smokers by cutting off their fingers—can you blame locals for wanting those crazies gone?) Standing up for their own people posed a serious risk, but it was easier to justify when you had five thousand American military personnel backing you up. That’ll boost your courage, for sure. We were putting that vise grip on that city, infiltrating it, and setting up shop, block by block, house by house, inch by inch. On September 29, a Team 3 platoon set out on foot from a combat outpost named Eagle’s Nest on the final operation of their six-month deployment. Located in the dangerous Ma’laab district, it wasn’t much more than a perimeter of concrete walls and concertina wire bundling up a block of residential homes. COP Eagle’s