Teams Message Quotes

All right, sweetheart; here's your last question, and it's a real challenge, so don't let yourself get distracted by these jealous women. To make sure all twelve of our future children are going to be legitimate, what New York City football team did Joe Namath play for?" Gracie's face fell. Lord. Any fool should know the answer to this one. New York City... What football team was from New York City? Her expression brightened. "The New York City YANKEES!" A roar of laughter went up from the crowd, accompanied by more than a few loud groans. Bobby Tom silenced them all with a glare. At the same time, the glitter in his eyes dared any of them to contradict her. When he was certain everyone understood the message, he turned back to Gracie and gathered her into his arms. With a tender look and a gentle brush of his lips, he said "Exactly right, sweetheart. I had no idea you knew so much about football" And that was how every last person in Telarosa, Texas, came to understand that Bobby Tom Denton had finally and forever fallen head over heels in love.

To choose not to be part of a team or religion does not make me non-religious; for my religion is Truth and I am very much in love with God. I do not need to align myself with a specific messenger if I already understand God’s message. And the way I think is not considered ‘New Age’, since common sense is not new. So long as you act and speak with love and truth in you, and are good to your fellow man — in that you treat everybody as you would want yourself to be treated, your heart will stand by God regardless of the label you have assigned to your mind.

Nancy is a great friend! We highly recommend Nancy and her team!” While those are nice words, they do very little in telling a story of transformation.

Although your staff may be exposed to the message “work longer and harder” while they’re at the office, they’re getting a very different message at home. The message at home is, “Life is passing you by. Your laundry is piling up in the closet, your babies are uncuddled, your spouse is starting to look elsewhere. There is only one time around on this merry-go-round called life, only one shot at the brass ring. And if you use your life up on C++ . . .

What New York City football team did Joe Namath play for?" "The New York City Yankees!" A roar of laughter went up from the crowd, accompanied by more than a few loud groans. Bobby Tom silenced them all with a glare. At the same time, the glitter in his eyes dared any of them to contradict her. When he was certain every person there understood his message, he turned back to Gracie and gathered her into his arms. With a tender look and a gentle brush of his lips, he said, "Exactly right, sweetheart. I had no idea you knew so much about football." And that was how every last person in Telarosa, Texas, came to understand that Bobby Tom Denton had finally and forever fallen head over heels in love.

The best way to handle your critic, no matter how persistent or bratty she gets, is with love and compassion. When you join forces instead of fighting against her, there’s no stopping you. You become a powerful team!

Sheryl directs Joel to hire teams in Asia and Latin America and Europe. They’ll coach politicians on how to target specific messages to specific sorts of voters, and they’ll sell them ads. Make them reliant on Facebook for their power.

During World War II, the British spy agency MI8 secretly recruited a crew of teenage wireless operators (prohibited from discussing their activities even with their families) to intercept coded messages from the Nazis. By forwarding these transmissions to the crack team of code breakers at Bletchley Park led by the computer pioneer Alan Turing, these young hams enabled the Allies to accurately predict the movements of the German and Italian forces. Asperger’s prediction that the little professors in his clinic could one day aid in the war effort had been prescient, but it was the Allies who reaped the benefits.

Tasks are the real-world activities people think of when planning, conducting, or recalling their day. That can mean things like brushing their teeth, preparing breakfast, reading a newspaper, taking a child to school, responding to e-mail messages, making a sales call, attending a lecture or a business meeting, having lunch with a colleague from work, helping a child with homework, coaching a soccer team, and watching a TV program. Some tasks are mundane, some complex.

I realize how much I’ve missed while I’ve been busy telling my own story. Now I’m part of something much bigger. With the team, I’m representing sixty million displaced people across the world. It’s a huge responsibility, but I know my job. I have a message to spread: that being a refugee is not a choice. That we too can achieve great things.

One main key to successful business growth is digital promotion; apart from having the right team you must also use the right tools to drive your message

If you want to glide toward money, you have to make sure your message is clear as a bell, and you need to ensure that you have a unified team capable of communicating it.

Your information can be summarized by one big idea. You actually present the big idea. You organize everything under one main message.

When I was a med student, the first patient I met with this sort of problem was a sixty-two-year-old man with a brain tumor. We strolled into his room on morning rounds, and the resident asked him, “Mr. Michaels, how are you feeling today?” “Four six one eight nineteen!” he replied, somewhat affably. The tumor had interrupted his speech circuitry, so he could speak only in streams of numbers, but he still had prosody, he could still emote: smile, scowl, sigh. He recited another series of numbers, this time with urgency. There was something he wanted to tell us, but the digits could communicate nothing other than his fear and fury. The team prepared to leave the room; for some reason, I lingered. “Fourteen one two eight,” he pleaded with me, holding my hand. “Fourteen one two eight.” “I’m sorry.” “Fourteen one two eight,” he said mournfully, staring into my eyes. And then I left to catch up to the team. He died a few months later, buried with whatever message he had for the world.

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Vanny, were you gonna want me to help you with your draft list again this year?” I groaned. “I forgot. My brother just messaged me about it. I can’t let him win again this year, Zac. I can’t put up with his crap.” He raised his hand in a dismissive gesture. “I got you. Don’t worry about it.” “Thank—what?” Aiden had his glass halfway to his mouth and was frowning. “You play fantasy football?” he asked, referring to the online role-playing game that millions of people participated in. Participants got to build imaginary teams during a mock draft, made up of players throughout the league. I’d been wrangled into playing against my brother and some of our mutual friends about three years ago and had joined in ever since. Back then, I had no idea what the hell a cornerback was, much less a bye week, but I’d learned a lot since then.

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Apocalyptic saucer cults have started to spring up all over America. One small group, which has been receiving messages from outer space via Lake City housewife Mrs. Marian Keech, becomes the subject of a research team led by psychologist Leon Festinger. According to an alien entity named Sananda, the end of the world is due any day and under the most cataclysmic of circumstances. The group meets regularly to discuss the latest predictions from Sananda and the rest of the Space Brothers, all relayed to them by Mrs. Keech. Some members bake cakes in the shape of flying saucers to be consumed during their gatherings while local college football scores are closely debated.

But the FBI didn’t intercept the messages. It didn’t monitor the Nazi circuits. It didn’t break the codes. It didn’t solve any Enigma machines. The coast guard did this stuff—the little codebreaking team that Elizebeth created from nothing.

The fact that parts of Biden’s base had pushed for him to pick Representative Barbara Lee of California as his running mate had helped the Trump team with its messaging, since Lee was known for her ties to far-left groups and being openly pro-socialism.

That’s always the problem with you elves. You like to be so dignified and diplomatic. This is war! If you want to send a message to your enemies, you form Team Ruthless. Or Team Bloodbath—though I guess you also don’t put a bunch of scrawny kids in Team Bloodbath.

What is trust? I could give you a dictionary definition, but you know it when you feel it. Trust happens when leaders are transparent, candid, and keep their word. It’s that simple. Your people should always know where they stand in terms of their performance. They have to know how the business is doing. And sometimes the news is not good—such as imminent layoffs—and any normal person would rather avoid delivering it. But you have to fight the impulse to pad or diminish hard messages or you’ll pay with your team’s confidence and energy.

Facebook embedded staff in Trump’s campaign team in San Antonio for months, alongside Trump campaign programmers, ad copywriters, media buyers, network engineers, and data scientists. A Trump operative named Brad Parscale ran the operation together with the embedded Facebook staff, and he basically invented a new way for a political campaign to shitpost its way to the White House, targeting voters with misinformation, inflammatory posts, and fundraising messages. Boz, who led the ads team, described it as the “single best digital ad campaign I’ve ever seen from any advertiser. Period.

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We need to be willing to mess up, to look silly, to be imperfect. The uber wealthy or network-driven can find short term successes by hiding flaws or hiring a team of image makers, but it's all temporary. True art, true connectivity, true love is about being authentic and vulnerable. These are the messages that carry weight and survive time.

Make the Leader Occasionally Disappear: Several leaders of successful groups have the habit of leaving the group alone at key moments. One of the best at this is Gregg Popovich. Most NBA teams run time-outs according to a choreographed protocol: First the coaches huddle as a group for a few seconds to settle on a message, then they walk over to the bench to deliver that message to the players. However, during about one time-out a month, the Spurs coaches huddle for a time-out…and then never walk over to the players. The players sit on the bench, waiting for Popovich to show up. Then, as they belatedly realize he isn’t coming, they take charge, start talking among themselves, and figure out a plan.

The captain is basically the messenger of the manager. I always think that when a relationship between a captain and a manager is strong, it makes the team stronger and it makes the manager stronger. When that relationship splits, the club is in trouble because there is nothing worse for the team than to get two different messages from two different leaders.

The universe has been conspiring to help us since before our souls’ arrival on this earth. Our teams have long been in place. Our job is simply to remain open to receiving these messages of love and guidance. When we do, we will know the most powerful truth of all—that the universe is constantly loving and supporting and guiding us, even on our darkest days.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

What I found telling was what Trump and his team didn’t ask. They were about to lead a country that had been attacked by a foreign adversary, yet they had no questions about what the future Russian threat might be. Nor did they ask how the United States might prepare itself to meet that threat. Instead, with the four of us still in our seats—including two outgoing Obama appointees—the president-elect and his team shifted immediately into a strategy session about messaging on Russia. About how they could spin what we’d just told them. Speaking as if we weren’t there, Priebus began describing what a press statement about this meeting might look like. The Trump team—led by Priebus, with Pence, Spicer, and Trump jumping in—debated how to position these findings for maximum political advantage. They were keen to emphasize that there was no impact on the vote, meaning that the Russians hadn’t elected Trump. Clapper interjected to remind them of what he had said about sixty seconds earlier: the intelligence community did not analyze American politics, and we had not offered a view on that.

In the center of Blizzard’s sprawling Irvine campus is a giant statue of a Warcraft orc. Surrounding that statue is a ring of plaques, each with a different message that’s meant to be a mantra for Blizzard employees. Some of them seem like they’ve been ripped from parody motivational posters—“Think Globally”; “Commit to Quality”—but one resonated strongly with the Diablo III team throughout 2012: “Every Voice Matters.

Julian and his team of copy-writers had noted that the phrase ‘Lest we forget’ had so far been reserved for fallen soldiers. In minutes they had created a viral post accusing ‘crazed trans multi-cultural zealots’ of claiming that a dead transsexual was as much an English hero as the fighter pilots who had died during the Battle of Britain. Malika’s algorithms then swiftly sent the message to the people most likely to be annoyed by it.

The seniors look my way before they leave. One girl, not the cheerleader, nods her head, and says, "Way to go. I hope you're OK." With hours left in the school year, I have suddenly become popular. Thanks to the big mouths on the lacrosse team, everybody knew what happened before sundown. Mom took me to the hospital to stitch up the cut on my hand. When we got home, there was a message on the machine from Rachel. She wants me to call her.

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I had worked for a number of organizations that struggled to create meaningful opportunities for people of color, but I had never heard anyone make an overt case in favor of assimilation - particularly at an organization that promoted diversity in its mission statements and messaging. Granted, many people of color on our team had grown suspicious of those statements, suspecting that the organization wanted our racial diversity without our diversity of thought and culture.

Apple’s marketing and communications team works in a building just across from 1 Infinite Loop called M-3, the M standing for “Mariani Avenue”, not for marketing. When the marketers walk through the front door and then two consecutive secured doors, they walk around a light blue wall to get to their desks. On the wall is painted a prominent message in large whitish silver letters. It reads: SIMPLIFY, SIMPLIFY, SIMPLIFY. A broad line is drawn through the first two SIMPLIFYs.

American cold war culture represented an age of anxiety. The anxiety was so severe that it sought relief in an insistent, assertive optimism. Much of American popular culture aided this quest for apathetic security. The expanding white middle class sought to escape their worries in the burgeoning consumer culture. Driving on the new highway system in gigantic showboat cars to malls and shopping centers that accepted a new form of payment known as credit cards, Americans could forget about Jim Crow, communism, and the possibility of Armageddon. At night in their suburban homes, television allowed middle class families to enjoy light domestic comedies like The Adventures of Ozzie and Harriet, Father Knows Best, and Leave It to Beaver. Somnolently they watched representations of settled family life, stories where lost baseball gloves and dinnertime hijinks represented the only conflicts. In the glow of a new Zenith television, it became easy to believe that the American dream had been fully realized by the sacrifice and hard work of the war generation. American monsters in pop culture came to the aid of this great American sleep. Although a handful of science fiction films made explicit political messages that unsettled an apathetic America, the vast majority of 'creature features' proffered parables of American righteousness and power. These narratives ended, not with world apocalypse, but with a full restoration of a secure, consumer-oriented status quo. Invaders in flying saucers, radioactive mutations, and giant creatures born of the atomic age wreaked havoc but were soon destroyed by brainy teams of civilian scientists in cooperation with the American military. These films encouraged a certain degree of paranoia but also offered quick and easy relief to this anxiety... Such films did not so much teach Americans to 'stop worrying and love the bomb' as to 'keep worrying and love the state.

I’ve got a problem,’ he told his mentor. ‘I’ve got these two guys who I don’t know if I can control, they don’t listen to what I say and that affects how everybody else receives my messages. And the problem is, they’re two of the leaders in the dressing room and the best players. I will lose without them on board.’ Cruyff ’s response was blunt: ‘Get rid of them. You might lose one or two games, but then you will start winning and by then you would have turfed those two sons of bitches out the team.

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But it was only a dog." Of course no one actually says that, but it feels to Sune as if all his neighbors are thinking it. Everyday life just carries on out in the street while he sits in a million pieces in his kitchen. When he collects the mail someone goes past and says "sorry for your loss," but that isn't what he wants them to feel sorry about. He wants them to feel sorry about his life, and the fact that he's going to have to see it out now without that ill-disciplined, unruly little monster. Without paws on the edge of the bed and bite marks on his wrists. How's that going to work? Who's going to eat all the liver pate in the fridge? He receives a few text messages and phone calls from the committee of the hockey club and a couple of coaches of the youth teams, all very sorry, but not as if it had been a person. They're sad that Sune is sad, of course, but they don't really understand his loss. Because of course it was only a dog. It's so hard to explain that it's more than an animal when you're that animal's human. Perhaps it takes more empathy than most people are capable of. Or more imagination.

rock Moore Brock has enough on his hands as alpha bear shifter and Lieutenant of his firefighter rescue team, handling a serious case of dangerous fires around the Reno-Sparks , Nevada area. Family has always come first, and when his mother phones him with a cryptic message, he knows something's up. It's another reason he's hesitant to take the next step with Sky, the shapely, captivating and feisty bombshell he wishes he could one day call his one true mate ... if only there weren't so many barriers and secrets standing in their way. Somehow, all those hurdles start to seem small when

New Rule: If you're going to have a rally where hundreds of thousands of people show up, you may as well go ahead and make it about something. With all due respect to my friends Jon Stewart and Stephen Colbert, it seems that if you truly wanted to come down on the side of restoring sanity and reason, you'd side with the sane and the reasonable--and not try to pretend the insanity is equally distributed in both parties. Keith Olbermann is right when he says he's not the equivalent of Glenn Beck. One reports facts; the other one is very close to playing with his poop. And the big mistake of modern media has been this notion of balance for balance's sake, that the left is just as violent and cruel as the right, that unions are just as powerful as corporations, that reverse racism is just as damaging as racism. There's a difference between a mad man and a madman. Now, getting more than two hundred thousand people to come to a liberal rally is a great achievement that gave me hope, and what I really loved about it was that it was twice the size of the Glenn Beck crowd on the Mall in August--although it weight the same. But the message of the rally as I heard it was that if the media would just top giving voice to the crazies on both sides, then maybe we could restore sanity. It was all nonpartisan, and urged cooperation with the moderates on the other side. Forgetting that Obama tried that, and found our there are no moderates on the other side. When Jon announced his rally, he said that the national conversation is "dominated" by people on the right who believe Obama's a socialist, and by people on the left who believe 9/11 was an inside job. But I can't name any Democratic leaders who think 9/11 was an inside job. But Republican leaders who think Obama's socialist? All of them. McCain, Boehner, Cantor, Palin...all of them. It's now official Republican dogma, like "Tax cuts pay for themselves" and "Gay men just haven't met the right woman." As another example of both sides using overheated rhetoric, Jon cited the right equating Obama with Hitler, and the left calling Bush a war criminal. Except thinking Obama is like Hitler is utterly unfounded--but thinking Bush is a war criminal? That's the opinion of Major General Anthony Taguba, who headed the Army's investigation into Abu Ghraib. Republicans keep staking out a position that is farther and farther right, and then demand Democrats meet them in the middle. Which now is not the middle anymore. That's the reason health-care reform is so watered down--it's Bob Dole's old plan from 1994. Same thing with cap and trade--it was the first President Bush's plan to deal with carbon emissions. Now the Republican plan for climate change is to claim it's a hoax. But it's not--I know because I've lived in L.A. since '83, and there's been a change in the city: I can see it now. All of us who live out here have had that experience: "Oh, look, there's a mountain there." Governments, led my liberal Democrats, passed laws that changed the air I breathe. For the better. I'm for them, and not the party that is plotting to abolish the EPA. I don't need to pretend both sides have a point here, and I don't care what left or right commentators say about it, I can only what climate scientists say about it. Two opposing sides don't necessarily have two compelling arguments. Martin Luther King Jr. spoke on that mall in the capital, and he didn't say, "Remember, folks, those southern sheriffs with the fire hoses and the German shepherds, they have a point, too." No, he said, "I have a dream. They have a nightmare. This isn't Team Edward and Team Jacob." Liberals, like the ones on that field, must stand up and be counted, and not pretend we're as mean or greedy or shortsighted or just plain batshit at them. And if that's too polarizing for you, and you still want to reach across the aisle and hold hands and sing with someone on the right, try church.

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.

I have a small mind, but big goals. I have a small heart, but big ambitions. I have a small soul, but big dreams. I have small eyes, but a big vision. I have small ears, but big understanding. I have small hands, but big reach. I have a small tongue, but a big opinion. I have a small nose, but a big sense. I have a small mouth, but a big lecture. I have a small message, but a big audience. I have a small title, but a big education. I have a small purse, but a big gift. I have a small lesson, but a big classroom. I have a small resume, but a big accomplishment. I have a small company, but a big project. I have a small budget, but a big profit. I have a small team, but a big success. I have a small reputation, but a big destiny.

Within Room 40 itself, however, management of day-to-day operations fell largely, if informally, to Cdr. Herbert Hope, recruited in November 1914 to bring naval expertise to the interpretation of intercepted messages. His savvy was badly needed, for the group’s staff were not navy officers but civilians recruited for their skill at mathematics and German and whatever else it was that made a man good at breaking codes and ciphers. The roster came to include a pianist, a furniture expert, a parson from northern Ireland, a wealthy London financier, a past member of the Scottish Olympic hockey team, and a dapper operative named C. Somers Cocks, who, according to one early member, William F. Clarke, was “chiefly remarkable for his spats.

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These are the daily annoyances, the subtle messages of whiteness. But we bear other scars, too. Over and over I have seen white men and women get praise for their gifts and skills while women of color are told only about their potential for leadership. When white people end up being terrible at their jobs, I have seen supervisors move mountains to give them new positions more suited to their talents, while people of color are told to master their positions or be let go. I have been in the room when promises were made to diversify boardrooms, leadership teams, pastoral staff, faculty and staff positions, only to watch committees appoint a white man in the end. It's difficult to express how these incidents accumulate, making you feel undervalued, underappreciated, and ultimately expendable.

Josh’s father felt Josh should bond with his fellow injured patients in the ward. This was something I really dissuaded Josh from doing. I didn’t want him to hear the hardships, battles, and frustrations that others were going through. I also didn’t want Josh to take on their fears and frustrations. We were always pleasant and polite to everyone else in the ward, but my only concern was Josh, and it was enough for us to focus just on his issues. I found the whole Acute Spinal Ward experience extremely negative and distressingly sad with no great healing or recovery objective. The message from the medical team was always, without fail, acceptance of the prognosis. This was totally the opposite message of what we presented and instilled into Josh. We slowly gained evidence that our non-traditional approach was working.

How’s the kid?” asked Ailes, referring to Trump’s son-in-law and paramount political adviser, thirty-six-year-old Jared Kushner. “He’s my partner,” said Bannon, his tone suggesting that if he felt otherwise, he was nevertheless determined to stay on message. “Really?” said a dubious Ailes. “He’s on the team.” “He’s had lot of lunches with Rupert.” “In fact,” said Bannon, “I could use your help here.” Bannon then spent several minutes trying to recruit Ailes to help kneecap Murdoch. Ailes, since his ouster from Fox, had become only more bitter towards Murdoch. Now Murdoch was frequently jawboning the president-elect and encouraging him toward establishment moderation—all a strange inversion in the ever-stranger currents of American conservatism. Bannon wanted Ailes to suggest to Trump, a man whose many neuroses included a horror of forgetfulness or senility, that Murdoch might be losing it.

Both the date of Lennon’s murder and the careful selection of this particular victim are very important. Six weeks after Lennon’s death, Ronald Reagan would become President. Reagan and his soon-to-be appointed cabinet were prepared to build up the Pentagon war machine and increase the potential for war against the USSR. The first strike would fall on small countries like El Salvador and Guatemala. Lennon, alone, was the only man (even without his fellow Beatles) who had the ability to draw out one million anti-war protestors in any given city within 24 hours if he opposed those war policies. John Lennon was a spiritual force. He was a giant, like Gandhi, a man who wrote about peace and brotherly love. He taught an entire generation to think for themselves and challenge authority. Lennon and the Beatles’ songs shout out the inequalities of American life and the messages of change. Change is a threat to the longtime status quo that Reagan’s team exemplified. On my weekly radio broadcast of December 7, 1980, I stated, “The old assassination teams are coming back into power.” The very people responsible for covering up the murders of President John F. Kennedy, Senator Robert Kennedy, Reverend Martin Luther King, for Watergate and Koreagate, and the kidnapping and murder of Howard Hughes, and for hundreds of other deaths, had only six weeks before they would again be removing or silencing those voices of opposition to their policies. Lennon was coming out once more. His album was cut. He was preparing to be part of the world, a world which was a worse place since the time he had withdrawn with his family. It was a sure bet Lennon would react and become a social activist again. That was the threat. Lennon realized that there was danger in coming back into public view. He took that dangerous chance and we all lost!

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

authors of more recent books have also praised the bureau for destroying the Nazi networks in South America. But the FBI didn’t intercept the messages. It didn’t monitor the Nazi circuits. It didn’t break the codes. It didn’t solve any Enigma machines. The coast guard did this stuff—the little codebreaking team that Elizebeth created from nothing. During the Second World War, an American woman figured out how to sweep the globe of undercover Nazis. The proof was on paper: four thousand typed decryptions of clandestine Nazi messages that her team shared with the global intelligence community. She had conquered at least forty-eight different clandestine radio circuits and three Enigma machines to get these plaintexts. The pages found their way to the navy and to the army. To FBI headquarters in Washington and bureaus around the world. To Britain. There was no mistaking their origin. Each sheet said “CG Decryption” at the bottom, in black ink.

Now, Potter,” said McGonagall, “you and Miss Lovegood had better return to your friends and bring them to the Great Hall--I shall rouse the other Gryffindors.” They parted at the top of the next staircase, Harry and Luna running back toward the concealed entrance to the Room of Requirement. As they ran, they met crowds of students, most wearing traveling cloaks over their pajamas, being shepherded down to the Great Hall by teachers and prefects. “That was Potter!” “Harry Potter!” “It was him, I swear, I just saw him!” But Harry did not look back, and at last they reached the entrance to the Room of Requirement. Harry leaned against the enchanted wall, which opened to admit them, and he and Luna sped back down the steep staircase. “Wh--?” As the room came into view, Harry slipped down a few stairs in shock. It was packed, far more crowded than when he had last been in there. Kingsley and Lupin were looking up at him, as were Oliver Wood, Katie Bell, Angelina Johnson and Alicia Spinnet, Bill and Fleur, and Mr. and Mrs. Weasley. “Harry, what’s happening?” said Lupin, meeting him at the foot of the stairs. “Voldemort’s on his way, they’re barricading the school--Snape’s run for it--What are you doing here? How did you know?” “We sent messages to the rest of Dumbledore’s Army,” Fred explained. “You couldn’t expect everyone to miss the fun, Harry, and the D.A. let the Order of the Phoenix know, and it all kind of snowballed.” “What first, Harry?” called George. “What’s going on?” “They’re evacuating the younger kids and everyone’s meeting in the Great Hall to get organized,” Harry said. “We’re fighting.” There was a great roar and a surge toward the foot of the stairs; he was pressed back against the wall as they ran past him, the mingled members of the Order of the Phoenix, Dumbledore’s Army, and Harry’s old Quidditch team, all with their wands drawn, heading up into the main castle.

Here are some practical Dataist guidelines for you: ‘You want to know who you really are?’ asks Dataism. ‘Then forget about mountains and museums. Have you had your DNA sequenced? No?! What are you waiting for? Go and do it today. And convince your grandparents, parents and siblings to have their DNA sequenced too – their data is very valuable for you. And have you heard about these wearable biometric devices that measure your blood pressure and heart rate twenty-four hours a day? Good – so buy one of those, put it on and connect it to your smartphone. And while you are shopping, buy a mobile camera and microphone, record everything you do, and put in online. And allow Google and Facebook to read all your emails, monitor all your chats and messages, and keep a record of all your Likes and clicks. If you do all that, then the great algorithms of the Internet-of-All-Things will tell you whom to marry, which career to pursue and whether to start a war.’ But where do these great algorithms come from? This is the mystery of Dataism. Just as according to Christianity we humans cannot understand God and His plan, so Dataism declares that the human brain cannot fathom the new master algorithms. At present, of course, the algorithms are mostly written by human hackers. Yet the really important algorithms – such as the Google search algorithm – are developed by huge teams. Each member understands just one part of the puzzle, and nobody really understands the algorithm as a whole. Moreover, with the rise of machine learning and artificial neural networks, more and more algorithms evolve independently, improving themselves and learning from their own mistakes. They analyse astronomical amounts of data that no human can possibly encompass, and learn to recognise patterns and adopt strategies that escape the human mind. The seed algorithm may initially be developed by humans, but as it grows it follows its own path, going where no human has gone before – and where no human can follow.

When ad legend Lee Clow took the imagery from George Orwell’s 1984 to create the most iconic TV commercial of all time, almost no one watching Apple’s Super Bowl ad understood all of the references. (They’d read the book in high school, but if you want to impact a hundred million beer-drinking sports fans, an assigned high school book is not a good place to start.) But the media-savvy talking heads instantly understood, and they took the bait and talked about it. And the nerds did, and they eagerly lined up to go first. The lesson: Apple’s ad team only needed a million people to care. And so they sent a signal to them, and ignored everyone else. It took thirty years for the idea to spread from the million to everyone, thirty years to build hundreds of billions of dollars of market cap. But it happened because of the brilliant use of semiotics, not technology. At every turn, Apple sent signals, and they sent them in just edgy enough words, fonts, and design that the right people heard the message.

Groups like SEAL teams and flight crews operate in truly complex environments, where adaptive precision is key. Such situations outpace a single leader’s ability to predict, monitor, and control. As a result, team members cannot simply depend on orders; teamwork is a process of reevaluation, negotiation, and adjustment; players are constantly sending messages to, and taking cues from, their teammates, and those players must be able to read one another’s every move and intent. When a SEAL in a target house decides to enter a storeroom that was not on the floor plan they had studied, he has to know exactly how his teammates will respond if his action triggers a firefight, just as a soccer forward must be able to move to where his teammate will pass the ball. Harvard Business School teams expert Amy Edmondson explains, “Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole.” Without this trust, SEAL teams would just be a collection of fit soldiers

A Note from Zibby: Hi! Thanks so much for coming by! I truly, truly hope that the thoughtful content my team and I produce daily helps you make the most of your (very limited!) time. I mean, if we don’t make time for what’s important, life will just pass us by in a blur of emails and to-do lists. And life is way too short for that. So let this programming enhance your life, not take it over. * Learn about a new book and then go read it. * Hear from an amazing author you’ve always loved and then attend their event. * Get some sex tips and actually try them out. * Receive writing advice from a bestselling pro and then write the essay or book you know you have in you. * Rethink weight loss and change what you eat or how you work out that day. * Message with someone you meet in our grief community over your shared loss. * Offer travel tips to someone who can use them. * Find a product you love or a gift that will delight someone. * Read a personal essay and feel deeply understood. * Connect, connect, connect. But we must find time to enjoy life, before our time runs out. So let’s outrun it while we can. Lace up, friends. Here we go. Warmly, Zibby

The first is to bring clarity to those you work with. This is one of the foundational things leaders do every day, every minute. In order to bring clarity, you’ve got to synthesize the complex. Leaders take internal and external noise and synthesize a message from it, recognizing the true signal within a lot of noise. I don’t want to hear that someone is the smartest person in the room. I want to hear them take their intelligence and use it to develop deep shared understanding within teams and define a course of action. Second, leaders generate energy, not only on their own teams but across the company. It’s insufficient to focus exclusively on your own unit. Leaders need to inspire optimism, creativity, shared commitment, and growth through times good and bad. They create an environment where everyone can do his or her best work. And they build organizations and teams that are stronger tomorrow than today. ​Third, and finally, they find a way to deliver success, to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeking solutions.

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Having judged, condemned, abandoned his cultural forms, his language, his food habits, his sexual behavior, his way of sitting down, of resting, of laughing, of enjoying himself, the oppressed flings himself upon the imposed culture with the desperation of a drowning man. Developing his technical knowledge in contact with more and more perfected machines, entering into the dynamic circuit of industrial production, meeting men from remote regions in the framework of the concentration of capital, that is to say, on the job, discovering the assembly line, the team, production �time,� in other words yield per hour, the oppressed is shocked to find that he continues to be the object of racism and contempt. It is at this level that racism is treated as a question of persons. �There are a few hopeless racists, but you must admit that on the whole the population likes….� �With time all this will disappear.� �This is the country where there is the least amount of race prejudice.� �At the United Nations there is a commission to fight race prejudice.� Films on race prejudice, poems on race prejudice, messages on race prejudice. Spectacular and futile condemnations of race prejudice. In reality, a colonial country is a racist country. If in England, in Belgium, or in France, despite the democratic principles affirmed by these respective nations, there are still racists, it is these racists who, in their opposition to the country as a whole, are logically consistent. It is not possible to enslave men without logically making them inferior through and through. And racism is only the emotional, affective, sometimes intellectual explanation of this inferiorization. The racist in a culture with racism is therefore normal. He has achieved a perfect harmony of economic relations and ideology. The idea that one forms of man, to be sure, is never totally dependent on economic relations, in other words—and this must not be forgotten—on relations existing historically and geographically among men and groups. An ever greater number of members belonging to racist societies are taking a position. They are dedicating themselves to a world in which racism would be impossible. But everyone is not up to this kind of objectivity, this abstraction, this solemn commitment. One cannot with impunity require of a man that he be against �the prejudices of his group.� And, we repeat, every colonialist group is racist. �Acculturized� and deculturized at one and the same time, the oppressed continues to come up against racism. He finds this sequel illogical, what be has left behind him inexplicable, without motive, incorrect. His knowledge, the appropriation of precise and complicated techniques, sometimes his intellectual superiority as compared to a great number of racists, lead him to qualify the racist world as passion-charged. He perceives that the racist atmosphere impregnates all the elements of the social life. The sense of an overwhelming injustice is correspondingly very strong. Forgetting racism as a consequence, one concentrates on racism as cause. Campaigns of deintoxication are launched. Appeal is made to the sense of humanity, to love, to respect for the supreme values.

Respect but do not fear your own fear. Do not let it come between you and something that might be deeply enjoyable. Remember it is quite normal to be a bit frightened of being alone. Most of us grew up in a social environment that sent out the explicit message that solitude was bad for you: it was bad for your health (especially your mental health) and bad for your 'character' too. Too much of it and you would promptly become weird, psychotic, self-obsessed, very possibly a sexual predator and rather literally a wanker. Mental (and even physical) well-being, along with virtue, depends, in this model, on being a good mixer, a team-player, and having high self-esteem, plus regular, uninhibited, simultaneous orgasms with one partner (at a time). Actually, of course, it is never this straightforward because at the same time as pursuing this 'extrovert ideal', society gives out an opposite - though more subterranean - message. Most people would still rather be described as sensitive, spiritual, reflective, having rich inner lives and being good listeners, than the more extroverted opposites. I think we still admire the life of the intellectual over that of the salesman; of the composer over the performer (which is why pop stars constantly stress that they write their own songs); of the craftsman over the politician; of the solo adventurer over the package tourist. People continue to believe, in the fact of so much evidence - films, for example - that Great Art can only be produced by solitary geniuses. But the kind of unexamined but mixed messages that society offers us in relation to being alone add to the confusion; and confusion strengthens fear.

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These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

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The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary ... You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

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You can do a lot for the morale of the people around you (and therefore the people around them) just by taking the guesswork out of their day-to-day life. A CEO must provide the company and its senior team with a road map. A lot of work is complex and requires intense amounts of focus and energy, but this kind of messaging is fairly simple: This is where we want to be. This is how we’re going to get there. Once those things are laid out simply, so many decisions become easier to make, and the overall anxiety of an entire organization is lowered.

If the organization has an expectation that “everyone should see every message in the chat” or “everyone needs to attend the massive standup meetings” or “everyone needs to be present in meetings” to approve decisions, then we have an organization design problem. Conway’s law suggests that this kind of many-to-many communication will tend to produce monolithic, tangled, highly coupled, interdependent systems that do not support fast flow. More communication is not necessarily a good thing.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

In January, Hole sent a message, detailing recent attempts in Berlin to separate uranium isotopes with centrifuges. He also reported an outright statement by a German physicist involved in the program that his countrymen “intended to make uranium bombs.” Tronstad shared none of these conflicting reports with Rønneberg and his team. Vemork was the single identifiable target open to them in their effort to stop the Germans from obtaining a bomb that could annihilate a city in a single strike.

The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems. They would likely compete with one another for resources and sometimes duplicate their efforts, replicating the Darwinian realities of surviving in nature. Freed from the constraints of intracompany communication, Bezos hoped, these loosely coupled teams could move faster and get features to customers quicker. There were some head-scratching aspects to Bezos’s two-pizza-team concept. Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution.

The universe and your spiritual team are always at the ready to support you, but they need to be invited in.

No matter how many times executives preach about the “e” word in their speeches, there is no way that their employees can be empowered to fully execute their responsibilities if they don’t receive clear and consistent messages about what is important from their leaders across the organization. There is probably no greater frustration for employees than having to constantly navigate the politics and confusion caused by leaders who are misaligned. That’s because just a little daylight between members of a leadership team becomes blinding and overwhelming to employees one or two levels below.

Later that week, on the plane home, Ross wrote me a scathing eleven-page confidential report. He called my "$2 billion by 2020" vision "statistically impossible" and "ridiculous," and listed my blind spots as a leader. "Charity: water is a shop of 15 people, but a team of exactly one. You," Ross wrote. "You control everything, You even run everything. You are the product design guy. The merchandising guy. The fundraising guy. The message guy. Probably even the check-signing guy ... Metaphorically, if you're still in the club biz, you can either be the bartender or running the show ... You can't mix the drinks and run the whole club." Ross said I needed to start thinking like a CEO, which meant grow up, stop worrying about day-to-day details, and start focusing on big-picture, multi-year goals. "Whether history records you as a success or failure," Ross warned, "will depend on whether you can shift from living in today to living in tomorrow." It was some of the best advice I'd ever gotten. p221

Change the messaging, before you change the message. The information is not the problem, its the communication.