Teams In Tough Times Quotes

This, then, is a story of Lincoln’s political genius revealed through his extraordinary array of personal qualities that enabled him to form friendships with men who had previously opposed him; to repair injured feelings that, left untended, might have escalated into permanent hostility; to assume responsibility for the failures of subordinates; to share credit with ease; and to learn from mistakes. He possessed an acute understanding of the sources of power inherent in the presidency, an unparalleled ability to keep his governing coalition intact, a tough-minded appreciation of the need to protect his presidential prerogatives, and a masterful sense of timing.

Mental toughness is doing the right thing for the team when it’s not the best thing for you.” BILL BELICHICK, Super Bowl Champion football

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.

1.  Physical toughness (“The easiest quality to find,” he said.) 2.  Mental toughness 3.  Moral toughness (He described this as “Doing the right thing all the time, even when nobody’s looking.”) 4.  Team orientation (“A belief that the needs of the team are greater than your own.”) 5.

Globoforce worked with Cisco to use recognition to boost employee engagement by 5 percent, and with Intuit to achieve and sustain a double-digit increase in employee engagement over a large employee base that spans six countries. Hershey’s recognition approach helped increase employee satisfaction by 11 percent. And for LinkedIn, retention rates are nearly 10 percentage points higher for new hires who are recognized four or more times. Whether we’re leading a group or a member of the team, whether we’re working in a formal or informal recognition program, it is our responsibility to say to the people who work alongside us: “We’ve got to stop and celebrate one another and our victories, no matter how small. Yes, there’s more work to be done, and things could go sideways in an hour, but that will never take away from the fact that we need to celebrate an accomplishment right now.

This, then, is a story of Lincoln’s political genius revealed through his extraordinary array of personal qualities that enabled him to form friendships with men who had previously opposed him; to repair injured feelings that, left untended, might have escalated into permanent hostility; to assume responsibility for the failures of subordinates; to share credit with ease; and to learn from mistakes. He possessed an acute understanding of the sources of power inherent in the presidency, an unparalleled ability to keep his governing coalition intact, a tough-minded appreciation of the need to protect his presidential prerogatives, and a masterful sense of timing. His success in dealing with the strong egos of the men in his cabinet suggests that in the hands of a truly great politician the qualities we generally associate with decency and morality—kindness, sensitivity, compassion, honesty, and empathy—can also

This, then, is a story of Lincoln’s political genius revealed through his extraordinary array of personal qualities that enabled him to form friendships with men who had previously opposed him; to repair injured feelings that, left untended, might have escalated into permanent hostility; to assume responsibility for the failures of subordinates; to share credit with ease; and to learn from mistakes. He possessed an acute understanding of the sources of power inherent in the presidency, an unparalleled ability to keep his governing coalition intact, a tough-minded appreciation of the need to protect his presidential prerogatives, and a masterful sense of timing. His success in dealing with the strong egos of the men in his cabinet suggests that in the hands of a truly great politician the qualities we generally associate with decency and morality—kindness, sensitivity, compassion, honesty, and empathy—can also be impressive political resources.

The last time I’d been unwell, suicidally depressed, whatever you want to call it, the reactions of my friends and family had fallen into several different camps: The Let’s Laugh It Off merchants: Claire was the leading light. They hoped that joking about my state of mind would reduce it to a manageable size. Most likely to say, ‘Feeling any mad urges to fling yourself into the sea?’ The Depression Deniers: they were the ones who took the position that since there was no such thing as depression, nothing could be wrong with me. Once upon a time I’d have belonged in that category myself. A subset of the Deniers was The Tough Love people. Most likely to say, ‘What have you got to be depressed about?’ The It’s All About Me bunch: they were the ones who wailed that I couldn’t kill myself because they’d miss me so much. More often than not, I’d end up comforting them. My sister Anna and her boyfriend, Angelo, flew three thousand miles from New York just so I could dry their tears. Most likely to say, ‘Have you any idea how many people love you?’ The Runaways: lots and lots of people just stopped ringing me. Most of them I didn’t care about, but one or two were important to me. Their absence was down to fear; they were terrified that whatever I had, it was catching. Most likely to say, ‘I feel so helpless … God, is that the time?’ Bronagh – though it hurt me too much at the time to really acknowledge it – was the number one offender. The Woo-Woo crew: i.e. those purveying alternative cures. And actually there were hundreds of them – urging me to do reiki, yoga, homeopathy, bible study, sufi dance, cold showers, meditation, EFT, hypnotherapy, hydrotherapy, silent retreats, sweat lodges, felting, fasting, angel channelling or eating only blue food. Everyone had a story about something that had cured their auntie/boss/boyfriend/next-door neighbour. But my sister Rachel was the worst – she had me plagued. Not a day passed that she didn’t send me a link to some swizzer. Followed by a phone call ten minutes later to make sure I’d made an appointment. (And I was so desperate that I even gave plenty of them a go.) Most likely to say, ‘This man’s a miracle worker.’ Followed by: ‘That’s why he’s so expensive. Miracles don’t come cheap.’ There was often cross-pollination between the different groupings. Sometimes the Let’s Laugh It Off merchants teamed up with the Tough Love people to tell me that recovering from depression is ‘simply mind over matter’. You just decide you’re better. (The way you would if you had emphysema.) Or an All About Me would ring a member of the Woo-Woo crew and sob and sob about how selfish I was being and the Woo-Woo crew person would agree because I had refused to cough up two grand for a sweat lodge in Wicklow. Or one of the Runaways would tiptoe back for a sneaky look at me, then commandeer a Denier into launching a two-pronged attack, telling me how well I seemed. And actually that was the worst thing anyone could have done to me, because you can only sound like a self-pitying malingerer if you protest, ‘But I don’t feel well. I feel wretched beyond description.’ Not one person who loved me understood how I’d felt. They hadn’t a clue and I didn’t blame them, because, until it had happened to me, I hadn’t a clue either.

1. I believe in myself. 2. My self-talk will always be positive. 3. I will come to compete every day. 4. I will not surrender. 5. I will not turn against myself during tough times. 6. I cannot choose what is happening around me, but I can (and will) choose how I respond. 7. I will use setbacks as learning opportunities. 8. I will focus on my strengths and contain my weaknesses. 9. I understand that my role as a team member is to help my teammates win. 10. I will not come in second best to myself. There's a choice you make in everything you do. And you must always keep in mind The choice you make makes you!

Mediocre people are a drag on quality and morale, but they tend to do just enough good work to stick around—managers have a tough time justifying letting them go because there’s no actionable offense. The scent of mediocrity on your team can also scare off talented candidates. Mediocrity is an albatross we tether ourselves to when we don’t give the hiring process our full attention. When you hire, look for skill fit, but don’t make it your primary evaluation criteria. Look for passion, curiosity, selflessness, openness, confidence, communication skills, emotional intelligence, and intrinsic motivation, too. These things can’t be taught—most skills can.

she feels lucky to have a job, but she is pretty blunt about what it is like to work at Walmart: she hates it. She’s worked at the local Walmart for nine years now, spending long hours on her feet waiting on customers and wrestling heavy merchandise around the store. But that’s not the part that galls her. Last year, management told the employees that they would get a significant raise. While driving to work or sorting laundry, Gina thought about how she could spend that extra money. Do some repairs around the house. Or set aside a few dollars in case of an emergency. Or help her sons, because “that’s what moms do.” And just before drifting off to sleep, she’d think about how she hadn’t had any new clothes in years. Maybe, just maybe. For weeks, she smiled at the notion. She thought about how Walmart was finally going to show some sign of respect for the work she and her coworkers did. She rolled the phrase over in her mind: “significant raise.” She imagined what that might mean. Maybe $2.00 more an hour? Or $2.50? That could add up to $80 a week, even $100. The thought was delicious. Then the day arrived when she received the letter informing her of the raise: 21 cents an hour. A whopping 21 cents. For a grand total of $1.68 a day, $8.40 a week. Gina described holding the letter and looking at it and feeling like it was “a spit in the face.” As she talked about the minuscule raise, her voice filled with anger. Anger, tinged with fear. Walmart could dump all over her, but she knew she would take it. She still needed this job. They could treat her like dirt, and she would still have to show up. And that’s exactly what they did. In 2015, Walmart made $14.69 billion in profits, and Walmart’s investors pocketed $10.4 billion from dividends and share repurchases—and Gina got 21 cents an hour more. This isn’t a story of shared sacrifice. It’s not a story about a company that is struggling to keep its doors open in tough times. This isn’t a small business that can’t afford generous raises. Just the opposite: this is a fabulously wealthy company making big bucks off the Ginas of the world. There are seven members of the Walton family, Walmart’s major shareholders, on the Forbes list of the country’s four hundred richest people, and together these seven Waltons have as much wealth as about 130 million other Americans. Seven people—not enough to fill the lineup of a softball team—and they have more money than 40 percent of our nation’s population put together. Walmart routinely squeezes its workers, not because it has to, but because it can. The idea that when the company does well, the employees do well, too, clearly doesn’t apply to giants like this one. Walmart is the largest employer in the country. More than a million and a half Americans are working to make this corporation among the most profitable in the world. Meanwhile, Gina points out that at her store, “almost all the young people are on food stamps.” And it’s not just her store. Across the country, Walmart pays such low wages that many of its employees rely on food stamps, rent assistance, Medicaid, and a mix of other government benefits, just to stay out of poverty. The

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?

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

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

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There’s a Good Book about goodness and how to be good and so forth, but there’s no Evil Book about evil and how to be bad. The Devil has no prophets to write his Ten Commandments and no team of authors to write his biography. His case has gone completely by default. We know nothing about him but a lot of fairy stories from our parents and schoolmasters. He has no book from which we can learn the nature of evil in all its forms, with parables about evil people, proverbs about evil people, folk-lore about evil people. All we have is the living example of the people who are least good, or our own intuition. ‘So,’ continued Bond, warming to his argument, ‘Le Chiffre was serving a wonderful purpose, a really vital purpose, perhaps the best and highest purpose of all. By his evil existence, which foolishly I have helped to destroy, he was creating a norm of badness by which, and by which alone, an opposite norm of goodness could exist. We were privileged, in our short knowledge of him, to see and estimate his wickedness and we emerge from the acquaintanceship better and more virtuous men.’ ‘Bravo,’ said Mathis. ‘I’m proud of you. You ought to be tortured every day. I really must remember to do something evil this evening. I must start at once. I have a few marks in my favour – only small ones, alas,’ he added ruefully – ‘but I shall work fast now that I have seen the light. What a splendid time I’m going to have. Now, let’s see, where shall I start, murder, arson, rape? But no, these are peccadilloes. I must really consult the good Marquis de Sade. I am a child, an absolute child in these matters.’ His face fell. ‘Ah, but our conscience, my dear Bond. What shall we do with him while we are committing some juicy sin? That is a problem. He is a crafty person this conscience and very old, as old as the first family of apes which gave birth to him. We must give that problem really careful thought or we shall spoil our enjoyment. Of course, we should murder him first, but he is a tough bird. It will be difficult, but if we succeed, we could be worse even than Le Chiffre.

Fuck you.” “Oh, now you want me too.” Syn barked a laugh. “I thought you were straight.” “Syn,” Furi snapped. “Knock it off.” Syn took Furi’s backpack off his shoulder and slid it on to his own. He intertwined their fingers and Furi couldn’t ignore how much he liked that gesture from his tough Sergeant. Doug still stood very close to Furi, watching them both through narrowed eyes. “Stop looking like that,” Furi whispered. “Are you sure you know what you’re doing?” Doug whispered back. Furi turned and looked behind him at Syn’s ruggedly gorgeous face then down at their joined hands. He turned back to Doug’s concerned eyes. “Yes, I do.” Furi leaned in and chastely kissed Doug on the lips and watched him turn and leave. When Furi turned back, Syn was wearing a large frown and his chest was frozen like he was holding his breath. Furi got as close to Syn as he could. “What’s the matter?” “Don’t do that again.” Syn’s voice was rough and low. “Do what?” Furi frowned in confusion. Syn brought his free hand up and wiped the pad of his thumb across Furi’s full lips. “Don’t put your lips on him again.” Syn shook his head when Furi opened his mouth to argue. “I know it was friendly, and it didn’t mean anything, but humor me, okay? Don’t put your mouth on his. Syn leaned in and pulled Furi’s bottom lip into his mouth and gently sucked on it, right there in the IHOP parking lot. “Only I get to taste these pretty lips,” Syn moaned inside Furi’s mouth. Furi put his arms around Syn’s shoulders. “Okay,” he whispered back, kissing Syn’s cheek. “Let’s go.” Syn carried Furi’s backpack to the large Suburban he’d parked beside the building and placed it in the back seat. “Whose truck is this?” Furi asked. “I borrowed it from work. It belongs to the team. We can use them if needed.” Syn started the powerful engine. Furi hooked his seat belt and turned to look at Syn, realizing he was just sitting there, staring straight ahead. Furi unhooked his belt. “Babe. What’s the matter?” Syn took his glasses back off and turned his body so he was facing Furi. “Furi. What you did today ... don’t do that again. I can respect your privacy. Really, I can. But in light of recent events, please don’t cut yourself off like that. I was ... I thought ..." “Fuck, Syn. I’m so sorry. I wasn’t thinking. I wanted to call you so many times today.” Syn’s eyes widened. “Just to hear your voice. Not because I was in trouble. But, I didn’t want to seem all clingy and shit. We fucked once and already I’m acting sprung. Can’t stop thinking of you.” Furi knew his embarrassment was making him blush. But Syn was trying to find the words to say he was scared today, so Furi wasn’t holding back on his feelings. They closed the distance over the large console and let their kiss be their words.

Also, you may want to consider having each potential fresh meat fill out a questionnaire to consider their commitment prior to accepting them into your training program. Sample questions may include: 1. Have you ever participated in a team sport? 2. Why do you want to train in roller derby? 3. Do you have aspirations to join a team? 4. Can you attend x% of the following practice schedule (list dates/locations/times)? 5. Will you be committed to personal and athletic growth within your training? 6. Will you be committed to pushing yourself when training gets tough? 7. Can you be comfortable with failing your way to success?

Lucas was courting a range of other potential buyers at the same time, including Siemens, Hallmark, General Motors’ EDS division, and Philips. But as one deal after another fell through, the balance of power tilted toward Steve, who didn’t need the group as much as Lucas needed the money. So he was perfectly willing to play tough himself. “At one point,” says Barnes, who helped with the negotiations, “the delays went on forever and he just went and told one of their executives to ‘fuck off.’ One of the Lucas team said, ‘You can’t say that to one of our EVPs.’ ‘Yes I can,’ he replied. ‘And fuck you, too.’ 

With the proper people, environment, and training, execution can be learned. Morale, on the other hand, cannot. When times get tough, and sooner or later they do with any company, your team’s morale will either pull you up or pull you down. Powerful organizations have sales teams with very high morale.

RULE 3. Leaders get into everyone’s skin, exuding positive energy and optimism. You know that old saying “The fish rots from the head.” It’s mainly used to refer to how politics and corruption filter down into an organization, but it could just as easily be used to describe the effect of a bad attitude at the top of any team, large or small. Eventually, everyone’s infected. The leader’s mood is, for lack of a better word, catching. You’ve seen the dynamic a hundred times. An upbeat manager who goes through the day with a positive outlook somehow ends up running a team or organization filled with…well, upbeat people with positive outlooks. A pessimistic sourpuss somehow ends up with an unhappy tribe all his own. Unhappy tribes have a tough time winning. Of course, sometimes there are good reasons to be down. The economy is bad, competition is brutal—whatever. Work can be hard. But your job as leader is to fight the gravitational pull of negativism. That doesn’t mean you sugarcoat the challenges your team faces. It does mean you display an energizing, can-do attitude about overcoming them. It means you get out of your office and into everyone’s skin, really caring about what they’re doing and how they’re faring as you take the hill together.

There are probably as many different definitions of leadership as there are roles for leaders. There are civic leaders, political, religious and academic leaders. There are “captains” of industry and “skippers” of sports teams. There are leaders by achievement, assignment or necessity. Some leaders are official, others just emerge. Some lead by insignia, some by action, some by both. Some lead in public and some, like the head of a family, lead in private. There are at least ten different theories of leadership and ten times ten books on how to lead. Despite this complexity of characterizing leadership, or more precisely effective leadership, there is one indisputable reality, a requirement common to all those who would effect successful action. They have the ability to handle crisis because they possess the necessary skills to remain calm and functional when others are rendered confused or overwhelmed by difficult circumstances.

Attitude creates actions create results create destiny. Dan Buettner, author of Blue Zones: Lessons for Living Longer From the People Who’ve Lived the Longest, has traveled the world studying the everyday living habits of people who are healthiest and live the longest of anyone on the planet. Of all the factors possibly influencing health, vitality, and longevity, Buettner and his team compiled a list of nine. These people (1) live an active life, (2) cultivate purpose and a reason to wake up every morning, (3) take time to de-stress (appreciation, prayer, etc.), (4) stop eating when they are 80 percent full, (5) eat a diet emphasizing vegetables, especially beans, (6) have moderate alcohol intake (especially dark red wine), (7) play an active role in a faith-based community, (8) place a strong emphasis on family, and (9) are part of like-minded social circles with similar habits. As Buettner points out, physiological factors like exercise and diet play a role—but not as big a role as you’d expect. A big part of it is factors that have to do with attitude, habits of behavior, and who they associate with. And while we’re talking about positivity, let me clear up a common misconception about positive outlook, right here and now. Cultivating positive outlook does not mean you are always happy. It does not mean life never gets you down. It does not mean you walk around with an idiotic grin on your face even when you’re hurting, and it doesn’t mean living in denial, ignoring the realities of pain and struggle, or checking your brain at the door. People who cultivate a genuinely positive outlook go through tough times, too; when we’re cut, we bleed red blood just like everyone else.

1 Minute Wisdom for thriving in Tough Times: Most people's mindset and attitudes are automatically reactive, instead of Adaptively responsive. To get to new "destinations", requires new adaptabile, agile, and resilient thinking, feeling and actions... #ADAPTAGILITY is VITAL.

The role of the manager here is also clear: it is that of the coach. First, an ideal coach takes no personal credit for the success of his team, and because of that his players trust him. Second, he is tough on his team. By being critical, he tries to get the best performance his team members can provide. Third, a good coach was likely a good player himself at one time. And having played the game well, he also understands it well.

1 Minute Wisdom for Thriving: In a world of uncertainty and constant change, the personal ability to adjust and change is becoming the constant. Personal #ADAPTAGILITY is the new vital mindset quality and core skill, required for ensuring greatest success in these tough and ever-changing times

there was no profession in the state of Texas with worse job security than that of high school football coach. Coaches were fired all the time for poor records. Sometimes it happened with the efficiency of a bloodless coup—one day the coach was there at the office decorated in the school colors and the next day he was gone, as if he had never existed. But sometimes he was paraded before school board meetings to be torn apart by the public in a scene like something out of the Salem witch trials, or had several thousands of dollars’ worth of damage done to his car by rocks thrown by irate fans, or responded to a knock on the door to find someone with a shotgun who wasn’t there to fire him but to complain about his son’s lack of playing time. When Gaines himself went home that Friday night at about two in the morning he found seven FOR SALE signs planted in his lawn. The next night, someone had also smashed a pumpkin into his car, causing a dent. It didn’t bother him. He was the coach. He got paid for what he did and he was tough enough to take it. But he did get upset when he heard that several FOR SALE signs had also been punched into Chavez’s lawn. Brian was just a player, a senior in high school, but that didn’t seem to matter. “That’s sick to me,” said Gaines. “I just can’t understand it.

There’s one other area you’ve got to protect your people from. When things get tough, the very first finger-pointing is always aimed toward sales. After all, sales is responsible for producing revenue, and if sufficient revenue isn’t being produced, the decline must be a sales problem. Sometimes it is. And if that’s the case, own up to it and fix it—that’s your job. But sometimes it’s not. And most of the time things are rarely so simple. Don’t make excuses, but never let your team take the blame for things they aren’t responsible for, or that are completely out of their control.

yet it’s so simple. A conscious leader needs to be actively appreciative. We can be tough leaders at times, we can and should be strong, but at the end of the day, human beings respond best to care and appreciation. It’s important to remember that in business, everything we accomplish is ultimately done with and through other people. That is what conscious leaders do—we inspire, motivate, develop, and lead others. To be appreciative of the gifts that other people share with us and with our teams is uplifting and creates a rewarding feeling of fulfillment. Appreciations are easy for leaders and organizations to implement, as we have done at Whole Foods, and they have very powerful reverberations. They unite people, create camaraderie, and help build trust. Conscious leaders should consider ways to institutionalize a culture of appreciation—their teams will thank them for it. Let me end this section on appreciation with a personal note. I have always felt so grateful for the truly amazing people I have worked with over the past forty-plus years at Whole Foods. Without them, the company never would have amounted to much of anything, and neither would I. Every day I work with people who I know are incredibly smart, talented, caring, and passionate

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

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

In life you will face a lot of Circuses. You will pay for your failures. But, if you persevere, if you let those failures teach you and strengthen you, then you will be prepared to handle life’s toughest moments. July 1983 was one of those tough moments. As I stood before the commanding officer, I thought my career as a Navy SEAL was over. I had just been relieved of my SEAL squadron, fired for trying to change the way my squadron was organized, trained, and conducted missions. There were some magnificent officers and enlisted men in the organization, some of the most professional warriors I had ever been around. However, much of the culture was still rooted in the Vietnam era, and I thought it was time for a change. As I was to find out, change is never easy, particularly for the person in charge. Fortunately, even though I was fired, my commanding officer allowed me to transfer to another SEAL Team, but my reputation as a SEAL officer was severely damaged. Everywhere I went, other officers and enlisted men knew I had failed, and every day there were whispers and subtle reminders that maybe I wasn’t up to the task of being a SEAL. At that point in my career I had two options: quit and move on to civilian life, which seemed like the logical choice in light of my recent Officer Fitness Report, or weather the storm and prove to others and myself that I was a good SEAL officer. I chose the latter. Soon after being fired, I was given a second chance, an opportunity to deploy overseas as the Officer in Charge of a SEAL platoon. Most of the time on that overseas deployment we were in remote locations, isolated and on our own. I took advantage of the opportunity to show that I could still lead. When you live in close quarters with twelve SEALs there isn’t anywhere to hide. They know if you are giving 100 percent on the morning workout. They see when you are first in line to jump out of the airplane and last in line to get the chow. They watch you clean your weapon, check your radio, read the intelligence, and prepare your mission briefs. They know when you have worked all night preparing for tomorrow’s training. As month after month of the overseas deployment wore on, I used my previous failure as motivation to outwork, outhustle, and outperform everyone in the platoon. I sometimes fell short of being the best, but I never fell short of giving it my best. In time, I regained the respect of my men. Several years later I was selected to command a SEAL Team of my own. Eventually I would go on to command all the SEALs on the West Coast.

The doors had a peephole, and periodically an Iranian guard would look through and choose who he would let in. It was a bit like waiting to be picked for a sports team at school. You stand there trying to look as useful as possible to the two kids lucky enough to have been chosen as captains. If they were picking you for footy you tried to look as tough as possible. For basketball, you tried to look as tall as possible. For cricket, as long-suffering and patient as possible. That day, every time the guard looked through the peephole, I tried to look as un-Great Satan-like as I could.

Yeah Dad. I’m in here.” Curtis laughed. He knew Ruxs could be a little blunt and heavy-tempered, but he was sure his dads trusted him. A few seconds later Ruxs came through the door, quickly taking in the scene in front of him. His dad wasn’t stupid – he was a detective – so surely he could put the pieces together. Curtis tried to give his dad a look that said “please for the love of god, don’t embarrass me.” Ruxs looked over at Genesis. “How’s it going, G-Man?” Curtis mouth dropped open. Oh hell. “Pretty good, Ruxs. Long time no see.” “Yeah it has been a while. It’s a big surprise to see you here with my boy,” Ruxs said eyeing him carefully. “Dad,” Curtis hissed. Boy? Really? Ruxs ignored him, maintaining his glaring eye contact with Genesis. “Your team’s off to a damn good start this season. That Florida game was close. Y’all got a tough schedule this year.” Genesis sat forward but didn’t stand. “I’m up for the challenge.” “I bet you are.” “Dad.” Curtis scowled again. “You just here for the weekend, Genesis? I would think the coach would have y’all on a pretty tight curfew.” “I got a weekend pass,” Genesis answered with an easy smile. “So you’ll be leaving soon, right?” “Dad. Genesis was at the funeral. Did you know that?” Ruxs tilted his head in question. “Really. No I didn’t realize. All I saw were a bunch of grown. Ass. Men. I must didn’t distinguish.” Curtis’ eyes bugged out of his head. When he looked at Genesis, he didn’t seem fazed. But he on the other hand was humiliated. “I will be leaving tonight. I just came down to show my support. But I’ll be back next week for Thanksgiving break and I’d like to take Curtis on a date, if it’s alright with —” “Hell no,” Ruxs said, not letting Genesis finish. Green walked in before Curtis could say a word. “There you are, Curtis. I was wondering where you’d disappeared…” Green stopped, noticing Ruxs and Genesis’ stare off. “Oh.” Curtis turned to Genesis. “You want to go out with me? I’d like that.” “You can like it all you want,” Ruxs butted in. Curtis gave his dad his most angry look. “I’m not some sixteen year old debutant. What the heck has gotten into you?” “Curtis your grandma is leaving, she wants to say goodbye to you. Why don’t you go on downstairs,” Green said, stepping aside. “We’re gonna talk to Genesis.” Curtis was reluctant to leave, but he did. This was beyond embarrassing. He was almost eighteen. Almost grown. About to graduate and go off to college. He wasn’t even a virgin. Why were they acting like this? Curtis had been on dates. He’d had a steady boyfriend his whole sophomore and junior year, now here they were behaving like they were protecting his untainted virtue.

On the field of play, in the heat of the action, it enabled Guardiola’s Barcelona to switch formations or positions as many as five or six times in the same game. When players understand why, it is easy to react to what is being shouted from the touchline in the heat of battle. However, Guardiola also drilled patience into his sides, because, despite that ability to get his team to react, he and his players also had enough faith in their strategy to know when to avoid a knee-jerk reaction to a tough passage of play or an opposition goal.

The home-field advantage created by you each and every Sunday at FedEx Field does not go unnoticed,” TJ wrote. He then told them, “In these difficult times, we understand our fans have been hit hard and we are here to work with you,” and asked the ticket holders to call back to talk through their “unique situation.” Though superficially simple, the changes TJ made in the script had a deep emotional resonance with the delinquent ticket holders. It mentioned their debt to the team but also acknowledged the team’s debt to them, and by labeling the tough economic times, and the stress they were causing, it diffused the biggest negative dynamic—their delinquency—and turned the issue into something solvable. The simple changes masked a complex understanding of empathy on TJ’s side. With the new script, TJ was able to set up payment plans with all the ticket holders before the Giants game. And the CFO’s next visit? Well, it was far less terse.

I’ve coached on every type of people problem any individual, team, or organization has ever had. You name it, I’ve coached around it. Problems such as Organizations that want to change their culture. Teams that don’t succeed because they have turf wars that create silos. Executive leadership teams that are in conflict and aren’t communicating effectively. Leaders and executives who want more confidence to make tough decisions. Managers who have strong technical expertise in their field but have never managed people. Individual contributors who need to be more engaged with their coworkers and teams. My clients come to me with these challenges. Nine times out of ten, those challenges are people problems. I coach them to handle these problems and clear the hurdles, so they have more time and energy to do what matters most to them—earn their yoga certification, be a more present mom, learn to play the guitar—and get back to focusing on the things they do best: their job and their organization’s mission.

My daughter Josie was nine years old when she played basketball for the first time. She’d get the ball and hold it and pivot to the right, to the left, back to the right, but seemed paralyzed by indecision. She would think and think and think about what to do—pass or shoot—but never act. At some point, you have to take the shot. Where in your life do you pivot and pivot, but never take the shot? Maybe you need to have a tough conversation, and you’ve thought about it over and over again. You’ve identified how to start the conversation, and you’ve worked through all your talking points. But when you think you’re ready, you pivot. You decide that the situation isn’t so bad after all. You’re too afraid to have that conversation. What if I miss the shot? What if the ball is intercepted? What if the conversation doesn’t go well? After you Pause and Think, you must Act. This is what will help you overcome obstacles and create the turning point. When you don’t Act, you don’t make progress. Research on the highest-performing teams shows it’s better for leaders to make a decision and act quickly rather than wait until all circumstances are perfect.

I could read it so you don’t have to?” she offers, but I’m already halfway through. I start to read aloud. “ ‘I had this vision for creating a platform that would help people to connect and coalesce around the things that mattered most to them. It was a natural extension of what I’d been doing for years. People used to call me a humanist spirit guide—I guess that’s what I’m bringing to WAI now, just on a larger stage.’ “He doesn’t even mention us. Doesn’t say anything about how Jules and I dragged him kicking and screaming into this. I wanted to create a platform. Cyrus just wanted to baptize cats.” “To be fair, the Cat Baptism is one of the most shared rituals,” Destiny says, trying to lighten the tone. “Eight hundred thousand videos and counting.” I keep going. “ ‘I’m attracted to the solitary life, Jones says. You can imagine him in a monastery, although he’d have to cut off that halo around his head. In addition to creating a social network that millions of people are turning to for meaning and community, he is also taking care of his employees—he has just kicked off a mentorship program to give the women on his team the support they need to thrive in their roles.’ ” Destiny tells me to stop reading. “It’s just bullshit.” I take a shaky deep breath. “That’s my mentorship program,” I whisper. “Cyrus is telling them what he wants to hear. You and I both know that.” I’m stammering now, but I keep going. “ ‘He’s otherworldly but handsome in an almost comical way. His sentences are long, and when you’re in the middle of one, you wonder, where is this going? But he always manages to bring whatever he’s saying to a satisfying conclusion. Everything he says is mysterious and somehow obvious at the same time.’ ” At least this one is funny. I allow Destiny to laugh briefly. I get to the last line. “ ‘I have to say, I’m developing something of a crush.’ ” “Oh, for God’s sake, another woman in love with Cyrus. Take a number, sister.” Destiny leans over, reads the byline. “George Milos. Guess Cyrus appeals to all genders.” As we get up to leave, she says, “I don’t think Cyrus is a bad person. He’s just basking in a sea of adoration, and it makes him think more of himself than he should.” “Where does that leave me?” “You have a tough gig. No one wants to be married to the guy everyone thinks is going to save the world.

Secret #3 The Third Secret Follows From 1 & 2 Everything you do should be done so that the hiring manager feels totally comfortable asking you to join her team. For that reason, here are things you should never say: “Sorry I’m late.” Your lateness communicates that this job is not that important to you. It also communicates that you’re not organized, and therefore, you’re not dependable. “Do you mind if I get this?” If you decide to take a call during an interview, you’ve communicated that this job is not that important to you. (The only reason a hiring manager might excuse this behavior is if your parent or spouse is deathly ill.) “I’m applying for this job because it will give me ...” Don’t talk about what the job can do for you. Talk about what you can do for the company. "I'm not sure if I'm a good fit for this job, but ... There are few things more foolish than expressing doubt about a job in an interview. The interview is the time to sell yourself and all you have to offer. If you express doubt, you will make the hiring manager write you off. After all, she’s trying to fill a role, so why should she waste time on someone with doubts? “I need …” The interview is not a time to talk about your needs. It is your time to explain how you can address the hiring manager’s needs. “How much paid time off do I get during the first year?” Asking about time off gives the hiring manager the impression that you’ll take as much time off as you can. Even if this is true, sending this type of message doesn’t help you. "I'm getting divorced/pregnant/going through a tough time." You’ll never sell yourself to a hiring manager if you say things that make her think you’ll be distracted and not able to focus on the job. If you’re uncertain about whether you should say something to the hiring manager or not, put yourself in her shoes and consider how such comments will make her feel.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

We get stuck and defined by setbacks, disappointments, and failures, so instead of spending resources on clean-up to ensure that consumers, stakeholders, or internal processes are made whole, we are spending too much time and energy reassuring team members who are questioning their contribution and value.

Believe in your cause. The stronger your belief, the stronger your motivation and perseverance will be. You must know it in your heart that it is a worthwhile cause and that you are fighting the good fight. Whether it is the need to contribute or the belief in a greater good, for your buddy, for the team or for your country, find a reason that keeps your fire burning. You will need this fire when the times get tough. It will help you through when you are physically exhausted and mentally broken and you can only see far enough to take the next step.

Driveway was formed with the verb to drive in the late 1800s. This was before the automobile, and drive was something you did with a carriage or team of animals. A driveway might also be called a carriageway, horseway, or cartway. At the time, no one would have thought of its primary purpose as a place to park anything. Its purpose was to provide room for vehicles to move, not stand still. That’s what a barn or carriage house was for. It wasn’t until later, with the development of private home driveways leading from the street to a house or garage and the spread of automobiles, that it became standard to park in a driveway.

When we spend time together with those we love and respect, good things follow. It’s a virtuous cycle. The way to create a sense of belonging isn’t some corporate retreat or a forced and artificial team bonding activity; it’s in creating space for genuine, real connection.

It sounds counterintuitive, but what got us promoted in the first place, and what made us indispensable to the organization, can get in the way of good leadership skills. Rewarding others rather than seeking to be rewarded is the only way to continue to grow within an organization, and to fully embody the mantle of daring leadership. In a daring leadership role, it’s time to lift up our teams and help them shine. This is one of the most difficult hurdles of advancement, particularly for those of us who are used to hustling, or don’t know exactly where we contribute value once the areas where we contributed value before are delegated to those coming up behind us.

Every time the toughness of the opponents isn't responsible for losing a game. Games are lost because few team members think that entering the field is their contribution to the team & running hard is the best they can offer, but remember the games are won by scoring and taking the responsibility, because your best scorers aren’t going to score every game.

maturity in a relationship is not expecting your partner to constantly be happy. ups and downs are natural. giving each other space to feel heavy emotions while staying attentive and actively supporting one another is a sign of real love. relationships are not about fixing everything for each other; they are about experiencing joyful moments and tough times as a team and loving each other through the changes. sometimes your partner needs to go through their own process to emerge lighter and freer than before.

The winner of that particular honor is an algorithm called Comparison Counting Sort. In this algorithm, each item is compared to all the others, generating a tally of how many items it is bigger than. This number can then be used directly as the item’s rank. Since it compares all pairs, Comparison Counting Sort is a quadratic-time algorithm, like Bubble Sort. Thus it’s not a popular choice in traditional computer science applications, but it’s exceptionally fault-tolerant. This algorithm’s workings should sound familiar. Comparison Counting Sort operates exactly like a Round-Robin tournament. In other words, it strongly resembles a sports team’s regular season—playing every other team in the division and building up a win-loss record by which they are ranked. That Comparison Counting Sort is the single most robust sorting algorithm known, quadratic or better, should offer something very specific to sports fans: if your team doesn’t make the playoffs, don’t whine. The Mergesort postseason is chancy, but the Comparison Counting regular season is not; championship rings aren’t robust, but divisional standings are literally as robust as it gets. Put differently, if your team is eliminated early in the postseason, it’s tough luck. But if your team fails to get to the postseason, it’s tough truth. You may get sports-bar sympathy from your fellow disappointed fans, but you won’t get any from a computer scientist.

they are offering an opportunity for lifetime employment for those who want it, then the leaders of the company have to work hard to bring in the right people. “Firing is an easy option,” Kim says. “Tough love, coaching, even a program to help people find a job somewhere else if they decide our company is not for them are all much more effective, but require much more time and attention from the company.

Firing is an easy option,” Kim says. “Tough love, coaching, even a program to help people find a job somewhere else if they decide our company is not for them are all much more effective, but require much more time and attention from the company.

pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

VC Fred Wilson estimates that a typical startup will turn over its management team three times between its inception and when it achieves significant scale. Wilson emphasizes that turning over a team is not the same as firing someone for poor performance. Still, it can be tough to create new roles for senior managers who can’t handle the evolving demands of their current positions, and terminating them can be demoralizing for colleagues who’ve worked with them since the beginning—especially if those individuals are torchbearers for the startup’s mission and values. Wilson notes that serial entrepreneurs, having seen these patterns before, are better equipped to manage executive churn. He also advises founders to be open with new hires, letting them know that “they may not make it to the finish line, but they will be handsomely compensated with equity.

George Mumford, a Newton-based mindfulness teacher, one such moment took place in 1993, at the Omega Institute, a holistic learning center in Rhinebeck, New York. The center was hosting a retreat devoted to mindfulness meditation, the clear-your-head habit in which participants sit quietly and focus on their breathing. Leading the session: meditation megastar Jon Kabat-Zinn. Originally trained as a molecular biologist at MIT, Kabat-Zinn had gone on to revolutionize the meditation world in the 1970s by creating a more secularized version of the practice, one focused less on Buddhism and more on stress reduction and other health benefits. After dinner one night, Kabat-Zinn was giving a talk about his work, clicking through a slide show to give the audience something to look at. At one point he displayed a slide of Mumford. Mumford had been a star high school basketball player who’d subsequently hit hard times as a heroin addict, Kabat-Zinn explained. By the early 1980s, however, he’d embraced meditation and gotten sober. Now Mumford taught meditation to prison inmates and other unlikely students. Kabat-Zinn explained how they were able to relate to Mumford because of his tough upbringing, his openness about his addiction — and because, like many inmates, he’s African-American. Kabat-Zinn’s description of Mumford didn’t seem to affect most Omega visitors, but one participant immediately took notice: June Jackson, whose husband had just coached the Chicago Bulls to their third consecutive NBA championship. Phil Jackson had spent years studying Buddhism and Native American spirituality and was a devoted meditator. Yet his efforts to get Michael Jordan, Scottie Pippen, and their teammates to embrace mindfulness was meeting with only limited success. “June took one look at George and said, ‘He could totally connect with Phil’s players,’ ’’ Kabat-Zinn recalls. So he provided an introduction. Soon Mumford was in Chicago, gathering some of the world’s most famous athletes in a darkened room and telling them to focus on their breathing. Mumford spent the next five years working with the Bulls, frequently sitting behind the bench, as they won three more championships. In 1999 Mumford followed Phil Jackson to the Los Angeles Lakers, where he helped turn Kobe Bryant into an outspoken adherent of meditation. Last year, as Jackson began rebuilding the moribund New York Knicks as president, Mumford signed on for a third tour of duty. He won’t speak about the specific work he’s doing in New York, but it surely involves helping a new team adjust to Jackson’s sensibilities, his controversial triangle offense, and the particular stress that comes with compiling the worst record in the NBA. Late one April afternoon just as the NBA playoffs are beginning, Mumford is sitting at a table in O’Hara’s, a Newton pub. Sober for more than 30 years, he sips Perrier. It’s Marathon Monday, and as police begin allowing traffic back onto Commonwealth Avenue, early finishers surround us, un-showered and drinking beer. No one recognizes Mumford, but that’s hardly unusual. While most NBA fans are aware that Jackson is serious about meditation — his nickname is the Zen Master — few outside his locker rooms can name the consultant he employs. And Mumford hasn’t done much to change that. He has no office and does no marketing, and his recently launched website, mindfulathlete.org, is mired deep in search-engine results. Mumford has worked with teams that have won six championships, but, one friend jokes, he remains the world’s most famous completely unknown meditation teacher. That may soon change. This month, Mumford published his first book, The Mindful Athlete, which is part memoir and part instruction guide, and he has agreed to give a series of talks and book signings

The second element to why the show has worked is undoubtedly my team. And guess what? I am not alone out there. I work with a truly brilliant, small tight-knit crew. Four or five guys. Heroes to a man. They work their nuts off. Unsung. Up to their necks in the dirt. Alongside me in more hellholes than you could ever imagine. They are mainly made up of ex-Special Forces buddies and top adventure cameramen--as tough as they come, and best friends. It’s no surprise that all the behind-the-scenes episodes we do are so popular--people like to hear the inside stories about what it is really like when things go a little “wild.” As they often do. My crew are incredible--truly--and they provide me with so much of my motivation to do this show. Without them I am nothing. Simon Reay brilliantly told me on episode one: “Don’t present this, Bear, just do it--and tell me along the way what the hell you are doing and why. It looks amazing. Just tell me.” That became the show. And there is the heroic Danny Cane, who reckoned I should just: “Suck an earthworm up between your teeth, and chomp it down raw. They’ll love it, Bear. Trust me!” Inspired. Producers, directors, the office team and the field crew. My buddies. Steve Rankin, Scott Tankard, Steve Shearman, Dave Pearce, Ian Dray, Nick Parks, Woody, Stani, Ross, Duncan Gaudin, Rob Llewellyn, Pete Lee, Paul Ritz, and Dan Etheridge--plus so many others, helping behind the scenes back in the UK. Multiple teams. One goal. Keeping one another alive. On, and do the field team share their food with me, help collect firewood, and join in tying knots on my rafts? All the time. We are a team.

Many people report that the greatest fear they face today is the fear of not having enough money to maintain their lifestyle throughout retirement. Does this sound like you? Social Security is still a vital role in retirement income. The greatest benefit Social Security provides is regular income that is guaranteed to increase over time and continue as long as you live. Keep in mind, Social Security taxes are just that – taxes. As a result, a worker’s retirement security is entirely dependent upon political decisions. Nevertheless, for now, this benefit makes Social Security one of the most valuable sources of income during one’s retirement. Unfortunately, most Americans do not know much about Social Security. They know even less about how to maximize the benefits that may help sustain them throughout retirement. Whether you are depending upon Social Security to make a significant impact on your retirement income or just a part of your entire financial portfolio, it would be wise to understand which claiming options are available to get the most out of your Social Security income. Even in these tough times and volatile markets, we help our clients take a comprehensive approach to their retirement planning. We offer a complimentary service that we call Social Security Maximization or SSI Max. There are hundreds of ways to claim your Social Security, but which one is right for you and your family? One simple mistake or misjudgment of the program can cost you thousands of dollars that you rightfully deserve. Download our free eBook: 4 Myths about Social Security Income to learn a few common misconceptions about Social Security Income. Find out your SSI Max Strategy Our team of experts use a proprietary system that links to the government’s official Social Security website. It only takes a few minutes to generate your SSI Max Report. Click here to see a sample report and act quickly to get your very own personalized report. Just schedule a call with me to find out your very own, optimal SSI Max Strategy! Click here to schedule now! P.S. – Be sure to ask me about including a “Shortfall Analysis” in your report. Our clients are LOVING this feature! Seriously! What is it? Our Advanced Case Design team builds a comprehensive financial plan best suited for your specific situation by considering all of your retirement vehicles. This is, without a doubt, the best retirement planning offer you will see in a very, very long time!

This leader is also not shirking the responsibility of attending to the team’s fears and feelings by oversharing and sympathy seeking with statements like “I’m really falling apart too. I don’t know what to do either. I’m not the enemy here.” Basically, Feel sorry for me and don’t hold me accountable for leading through this hard time because I’m scared too. Blech.

I recently sat down with my direct report to go through the BRAVING Inventory and talk about the strengths and areas for growth in our working relationship. When we got to R—reliability—an issue surfaced about how I was often late to our meetings or needed to postpone them due to meetings with our executive team running late or being called at the last minute. It made my teammate think that I didn’t prioritize our time together. We came up with a plan together to address this issue by building in more time between meetings so I can be on time, and by getting clearer in our communication about how we address meeting changes when my schedule shifts. We left feeling committed to a new way of working together that has led to deeper trust.

There’s a terrible pattern in organizations in which leaders turn to their teams, or their investors, or their board, and say “You need to trust me.” Typically, that happens in a moment of crisis, when it is far too late. Trust is the stacking of small moments over time, something that cannot be summoned with a command

Take good care” has to do with how we take care of ourselves and each other: I treat my colleagues with respect and compassion by responding when appropriate in a timely and professional manner. I practice gratitude with my team and colleagues. I am mindful of other people’s time.

To get to the top of motor racing, to drive a Formula 1 car in one of the leading teams, you have to have certain qualities in the right proportion. One of them has always been much admired, and is now more important than ever: consistency. What matters is not a single outstanding move but your performance across the full duration of a race, a racing season, and indeed your career...Clearly consistency is not simply a natural talent within a driver, but the outcome of a long and tough physical programme which will allow us to give our best at all times and reach the end of a race - even the toughest - as fresh as we were to start.

He spends more time than ever now schooling players on the value of competition. He explains to them in spring training the challenge and magnificence of getting a World Series ring, because “it won’t happen accidentally. You gotta tell ’em to want it.” He sees how quickly clubhouses empty out regardless of how sweet the win or how tough the loss, suburbanites hoping to catch the 5:05 home, all-night talk of baseball replaced by simply wanting to get to wherever they’re going. He wishes there were more team parties, but when so many players are glancing impatiently at their Rolexes because it’s almost ten o’clock, no party could generate much esprit de corps. In recent years,

Never Doubt His Plan A cargo helicopter flying over Alaska had some engine trouble. The pilot did excellent work to get the aircraft down, but electrics had been damaged, meaning he couldn't radio for help. He knew a search party would be looking for him, but there was such a vast area to cover. Being from a family of deep faith, he started to pray for God to send the rescuers in the right direction. Just when he thought it couldn't get any worse. One day while out getting freshwater, there was an electrical fire in the helicopter. He stood at a safe distance and watched it going up in flames. Then the gas tank exploded. He fell to his knees as it did. Watching his pride and joy go up in smoke felt like pouring salt on his wounds. He cried out to God, "I give up, I ask you to help me, and this happens. A few hours later he heard a distance sound, he perked up, he couldn't see anything, but it kept getting closer. Next thing he saw a helicopter in the distance, it was the coast guard coming to rescue him. When they landed, he ran over and gave them a big hug—asking how in the world did they find him. It turned out the smoke from the wreckage had travelled over 300 miles with the wind. The rescue team had followed the smoke. Sometimes what looks like a disappointment is God positioning us for a new level. If your helicopter is on fire today, so to speak, instead of being bitter, complaining, being upset. Have a new perspective, trust in God's plan. It may not make sense now. Being stranded is tough; being in the pits of life will feel uncomfortable. The setbacks, the closed doors can be discouraging, but you have to remind yourself. It's not working against you; it's working for you. Now you only see in part, but one day you will see in full.