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!

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.

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

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.

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.

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.

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.

What's Toraf's favorite color?" She shrugs. "Whatever I tell him it is." I raise a brow at her. "Don't know, huh?" She crosses her arms. "Who cares anyway? We're not painting his toenails." "I think what's she's trying to say, honey bunches, is that maybe you should paint your nails his favorite color, to show him you're thinking about him," Rachel says, seasoning her words with tact. Rayna sets her chin. "Emma doesn't paint her nails Galen's favorite color." Startled that Galen has a favorite color and I don't know it, I say, "Uh, well, he doesn't like nail polish." That is to say, he's never mentioned it before. When a brilliant smile lights up her whole face, I know I've been busted. "You don't know his favorite color!" she says, actually pointing at me. "Yes, I do," I say, searching Rachel's face for the answer. She shrugs. Rayna's smirk is the epitome of I know something you don't know. Smacking it off her face is my first reflex, but I hold back, as I always do, because of the kiss I shared with Toraf and the way it hurt her. Sometimes I catch her looking at me with that same expression she had on the beach, and I feel like fungus, even though she deserved it at the time. Refusing to fold, I eye the buffet of nail polish scattered before me. Letting my fingers roam over the bottles, I shop the paints, hoping one of them stands out to me. To save my life, I can't think of any one color he wears more often. He doesn't have a favorite sport, so team colors are a no-go. Rachel picked his cars for him, so that's no help either. Biting my lip, I decide on an ocean blue. "Emma! Now I'm just ashamed of myself," he says from the doorway. "How could you not know my favorite color?" Startled, I drop the bottle back on the table. Since he's back so soon, I have to assume he didn't find what or who he wanted-and that he didn't hunt them for very long. Toraf materializes behind him, but Galen's shoulders are too broad to allow them both to stand in the doorway. Clearing my throat, I say, "I was just moving that bottle to get to the color I wanted." Rayna is all but doing a victory dance with her eyes. "Which is?" she asks, full of vicious glee. Toraf pushes past Galen and plops down next to his tiny mate. She leans into him, eager for his kiss. "I missed you," she whispers. "Not as much as I missed you," he tells her. Galen and I exchange eye rolls as he walks around to prop himself on the table beside me, his wet shorts making a butt-shaped puddle on the expensive wood. "Go ahead, angelfish," he says, nodding toward the pile of polish. If he's trying to give me a clue, he sucks at it. "Go" could mean green, I guess. "Ahead" could mean...I have no idea what that could mean. And angelfish come in all sorts of colors. Deciding he didn't encode any messages for me, I sigh and push away from the table to stand. "I don't know. We've never talked about it before." Rayna slaps her knee in triumph. "Ha!" Before I can pass by him, Galen grabs my wrist and pulls me to him, corralling me between his legs. Crushing his mouth to mine, he moves his hand to the small of my back and presses me into him. Since he's still shirtless and I'm in my bikini, there's a lot of bare flesh touching, which is a little more intimate than I'm used to with an audience. Still, the fire sears through me, scorching a path to the furthest, deepest parts of me. It takes every bit of grit I have not to wrap my arms around his neck. Gently, I push my hands against his chest to end the kiss, which is something I never thought I'd do. Giving him a look that I hope conveys "inappropriate," I step back. I've spent enough time in their company to know without looking that Rayna's eyes are bugging out of their sockets and Toraf is grinning like a nutcracker doll. With any luck, Rachel didn't even see the kiss. Stealing a peek at her, she meets my gaze with openmouthed shock. Okay, it looked as bad as I thought it did.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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!

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.

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.

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.

Layla skimmed the legal opinion. The one-page document stated in no uncertain terms that Sam had the full legal right of occupancy to the office and that her claims had no merit. John had signed and dated it at the bottom. Instantly, she understood why Royce had let her read it. "This is dated the day after Sam and I met." "Fancy that." Her heart skipped a beat. "He always knew I had no right to be here. He could have kicked me out at any time." "If it had been me, you and your purple couch would have been out on the street on day one, but then I'm coldhearted that way." Layla sat heavily on the nearest chair. "Then why did he play the game?" Royce shrugged. "Maybe he didn't want you to marry a douche." "Or someone like Ranjeet," she said, considering. "He was trying to protect me. But if I didn't find someone, would he have honored the rules and walked away?" "He does have that character flaw." Royce leaned back in his chair, folding his arms behind his head. "That's why we made a good team. I have no scruples and he has too many." "Would you give him a message from me?" An idea started to form in her mind. "I deleted his contact details from my phone." "Do I look like a receptionist?" "You look like a guy who pretends not to care, but whose colorful clothes hide a warm heart." His lips curved. "What does that make me in this tragedy? The comic relief?" "It's not a tragedy." Layla wrote a quick note on the back of the legal opinion. "It's a romance. Except in this version, Buttercup saves herself.

On Saturday, March 19, 2016, at 4:34 A.M., John Podesta, the Hillary Clinton campaign chairman, received what looked like an email from Google about his personal Gmail account. “Hi John Someone just used your password to try to sign in to your Google Account,” read the email from “the Gmail Team.” It noted that the attempted intrusion had come from an IP address in Ukraine. The email went on: “Google stopped this sign-in attempt. You should change your password immediately.” The Gmail Team helpfully included a link to a site where Podesta could make the recommended password change. That morning, Podesta forwarded the email to his chief of staff, Sara Latham, who then sent it along to Charles Delavan, a young IT staffer at the Clinton campaign. At 9:54 AM that morning, Delavan replied, “This is a legitimate email. John needs to change his password immediately, and ensure that two-factor authentication is turned on his account… It is absolutely imperative that this is done ASAP.” Delavan later asserted to colleagues that he had committed a typo. He had meant to write that “this is not a legitimate email.” Not everybody on the Clinton campaign would believe him. But Delavan had an argument in his favor. In his response to Latham, he had included the genuine link Podesta needed to use to change his password. Yet for some reason Podesta clicked on the link in the phony email and used a bogus site to create a new password. The Russians now had the keys to his emails and access to the most private messages of Clinton World going back years.

Back in America, Donald Trump had, as a candidate, preached the virtues of withdrawal. “We should leave Afghanistan immediately,” he had said. The war was “wasting our money,” “a total and complete disaster.” But, once in office, Donald Trump, and a national security team dominated by generals, pressed for escalation. Richard Holbrooke had spent his final days alarmed at the dominance of generals in Obama’s Afghanistan review, but Trump expanded this phenomenon almost to the point of parody. General Mattis as secretary of defense, General H. R. McMaster as national security advisor, and retired general John F. Kelly formed the backbone of the Trump administration’s Afghanistan review. In front of a room full of servicemen and women at Fort Myer Army Base, in Arlington, Virginia, backed by the flags of the branches of the US military, Trump announced that America would double down in Afghanistan. A month later, General Mattis ordered the first of thousands of new American troops into the country. It was a foregone conclusion: the year before Trump entered office, the military had already begun quietly testing public messaging, informing the public that America would be in Afghanistan for decades, not years. After the announcement, the same language cropped up again, this time from Trump surrogates who compared the commitment not to other counterterrorism operations, but to America’s troop commitments in Korea, Germany, and Japan. “We are with you in this fight,” the top general in Afghanistan, John Nicholson, Jr., told an audience of Afghans. “We will stay with you.

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.

Hey,” Keefe said, grabbing Sophie’s arm as she tried to stomp away. “I get it. You’re mad at me-” “No, you don’t get it,” Sophie interrupted. “You claim we’re a team, and then you change the rules the first chance you get and drag me into whatever insane plan you’ve come up with and expect me to just be okay with it. Well, I’m not okay with it.” “Yeah. I’m sensing that. But-” “There’s no ‘but’ with this. Either you swear that you’ll be honest with me from now on- and I mean actually honest. No more surprises. Or...I can’t trust you anymore.” “You can trust me,” he promised. “You heard Dimitar. My mom’s message told him to challenge me. So he would’ve done it whether I took the title of Mercadir or not, and things would’ve ended up exactly the same way.” “Maybe,” Sophie agreed quietly. “But you didn’t know that when you demanded the title, so it doesn’t count.” Keefe sighed. “I’m just trying to keep you safe. Is that really such a horrible thing?” “I’m not some damsel in distress who needs you to swoop in-” “I know that, Foster. Believe me, I’m super aware of how powerful you are. And brilliant. And special. And-” “The sucking ups’ getting a bit desperate,” Ro warned him. “I’m just saying she’s important,” Keefe insisted, before turning back to Sophie. “You’re the one who matters--I’m just some pawn in my mom’s creepy game. So if I see a way to take the hit and make sure you’re not the one covered in bandages, I’m going to do it. And I thought you of all people would understand that, considering how many times you’ve put yourself at risk, trying to protect your friends.” “There’s protecting and there’s steamrolling, Keefe. You’re preplanning ways to betray me. You went there today knowing exactly what you were going to say. You’d done research- which you didn’t bother sharing with me. That’s not teamwork. That’s the Keefe Show, and we’ve already seen how that ends.

I saw Clinton again during the signing of the peace treaty with Jordan in Israel’s Arava Valley in 1995. That year, I also sent him my third book on terrorism, Fighting Terrorism, and he sent me back a cordial letter. Notwithstanding his civility, I knew his administration would do anything to defeat me. In fact they did. Totally committed to the idea of a fully independent Palestine, they were not aware that Rabin himself had been opposed to such a state. Clinton sent his number one campaign strategist, James Carville, his pollster Stan Greenberg and his top team of experts to Israel to help tip the scales in Peres’s favor. Special envoy Dennis Ross would later say, “We did everything we could to help Peres,” and Clinton’s national security advisor, Sandy Berger, would also later admit, “If there was ever a time that we tried to influence an Israeli election, it was Peres vs. Netanyahu.”23 Normally such an outrageous and systemic interference in another democracy’s elections would elicit outcries of protest from the press in America and Israel alike. No such protests were heard. Totally supportive of Peres, the press in both Israel and the United States was silent. Though the odds were stacked against us, we weren’t fazed. “About Carville,” Arthur said, “we can beat him.” Clinton and Peres organized an international peace conference in Sharm el-Sheikh a few weeks before the elections. Peres, Clinton, President Hosni Mubarak of Egypt, King Hussein of Jordan, and Arafat all showed up and danced the dance. Yet a few months earlier, soon after Peres was installed without an election as replacement prime minister following Rabin’s assassination, King Hussein had sent me a message through his brother Crown Prince Hassan, asking: Would I meet Hassan secretly in London? In a London flat the crown prince and I hit it off immediately. I liked Hassan. Straightforward, with a humorous streak, he didn’t even attempt to hide his concern about a Peres victory. Though they wouldn’t admit it publicly, he and many Jordanian officials I met over the years were concerned that an armed Palestinian state could destroy the Hashemite regime and take over Jordan.

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.

How do I talk to a person at United Airlines? To talk to a person at United Airlines +1-866-262-9736, there are several methods you can use depending on your preferences and the urgency of your issue. One of the most common ways is to call United Airlines' customer service number. You can reach them by dialing their main customer service line at +1-866-262-9736. Once connected, you may need to navigate through an automated phone system to direct you to the appropriate department. It’s helpful to have your booking information ready, such as your confirmation number or frequent flyer details, to expedite the process. Typically, you will be asked to choose options like reservations, cancellations, or baggage inquiries +1-866-262-9736. If you're looking for help with a specific issue, follow the prompts closely, but if you prefer to speak with an agent directly, you can say "agent" or press a specific key (such as "0") to bypass the automated system and reach a live person. If the call volume is high, you may experience longer wait times+1-866-262-9736, so it’s a good idea to call during non-peak hours, such as early mornings or late evenings. Alternatively, if you prefer not to call, you can also get in touch with United Airlines through their online channels +1-866-262-9736. Visiting their website allows you to access live chat support, where you can type your query and receive a response from a representative. Additionally, you can reach out via social media platforms like Twitter or Facebook +1-866-262-9736, where United Airlines is typically responsive. They often have dedicated social media teams ready to help with inquiries, and direct messaging on these platforms can lead to quicker responses. Another option is using the United Airlines mobile app, which offers features like managing reservations +1-866-262-9736, asking for support, and even sending requests for assistance through their messaging system. For in-person assistance +1-866-262-9736, you can also visit a United Airlines ticket counter at the airport. This is especially useful if you need help with last-minute changes or issues that require immediate attention. Airport staff can assist with booking changes, cancellations, upgrades +1-866-262-9736, or any special requirements you may have. Each of these options ensures that you can get in touch with a United Airlines representative, depending on your needs and preferred mode of communication.

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.

Taking control of the situation There are a great many parents—as I’ve learned by attending endless parent support group meetings— who had the same high hopes for their families as I. If you’re such a parent, then you probably know that it isn’t just the child who can be out of control, but also the parent. Possibly you are also aware that continuous reacting on your part is useless as well as extremely hazardous to your health and well-being. The most ruinous thing you can do is to allow the situation to continue on its present destructive course. Here are some simple steps you can take to deactivate the negativity so rampant in your family dynamics. Please note that it takes courage and determination to carry this off successfully. Cut off all funds to the addict. Holding onto the purse strings with an iron fist will have immediate results, as well as repercussions. (Keep an eye on family valuables. In fact, lock them away.) Cut off all privileges accorded to your addicts— such as use of the family car or having their friends in your house. Carry out all threats you make. The fastest way to lose credibility with addicted children is to become a “softie” at the last minute. Refuse to rescue your addicts when they get into legal jams. Don’t pay their fines or their bail. Get yourself into a support group such as Al-Anon, Nar-Anon, Parents Anonymous, or Tough Love as fast as you can. Attempt to get your addicted kids into rehabs. If they’re underage you can sign them in. Adult admission is done on a voluntary basis, so you may be out of luck. Drugs erase any trace of conscience. Be aware that many of today’s drugged youths will think nothing of injuring or even murdering their parents for money. If you suspect that your child could resort to this level of violence, get in touch with the police. If you’re a single parent there will be one voice, but if you’re married there’ll be two. It’s important to merge those two voices so that a single, clear message reaches the addict. If you can work with your partner as a team to institute these simple steps when dealing with the addict, you’ll have done yourself and your family a great service. If, however, you entertain the notion that you were responsible for your child’s addictions in the first place, chances are you won’t be effective in enforcing these guidelines. That’s what the next chapter is all about. Note 1. Drug abuse and alcoholism are officially listed in The International Classification of Diseases, 4th edition, 9th revision, the World Health Organization’s directory on diseases.

On Sunday, I reached out to Cyber Constable Intelligence, desperate for help after losing all my savings 200,000 Ethereum due to a scam. It all started when I received a message on Twitter (X) from what seemed like official blockchain support. The account looked genuine, and they claimed they could assist me with an issue I was facing. Trusting them, I shared my wallet details, never once suspecting that I was talking to fraudsters. They quickly gained access to my wallet and drained all my Ethereum. I was left in complete shock, feeling foolish and heartbroken, as this was all my life savings, the future I had been relying on. I couldn’t believe what had just happened. The feeling of helplessness and despair was overwhelming, and I couldn’t comprehend how easily I had been duped. I was devastated, thinking I had lost everything and there was no way to recover it. In my panic, I began searching online for any possible solutions. That’s when I stumbled upon a comment on Quora recommending Cyber Constable Intelligence. Someone had shared their success story about recovering stolen funds, and reading it gave me a glimmer of hope. Without wasting any time, I reached out to Cyber Constable Intelligence and explained my situation. The team was incredibly understanding and reassured me that they could help me recover my lost Ethereum. I was still shaken, but they immediately got to work. On that very Sunday, they launched the recovery program, and within a day, they had already identified the culprits. The efficiency of their work was astonishing. Not only did they track down the scammers, but they also managed to recover all of my stolen Ethereum, returning it to my wallet. The relief I felt when I saw the funds back in my account was indescribable. I couldn’t believe that it was possible to recover what seemed like an irretrievable loss. I owe it all to the professionalism and expertise of the team at Cyber Constable Intelligence. They not only helped me reclaim my stolen funds but also provided valuable advice on how to protect myself from future scams. If you’ve fallen victim to any form of online scam or cryptocurrency theft, I highly recommend contacting Cyber Constable Intelligence. They are true experts in their field and can help you recover lost funds. I hope my experience helps others who find themselves in a similar situation. Stay vigilant and always be cautious with your online security. FORE MORE INFO: Company: CYBER CONSTABLE INTELLIGENCE WhatsApp: 1 (252) 378-7611 mail: cyberconstable(@)coolsite net Website info; www cyberconstableintelligence com

It felt like fate when I first encountered the automated trading system that promised to transform small investments into substantial wealth over time. The marketing was aggressive, bombarding my social media feeds with images of people lounging on exotic beaches, driving fancy cars, and celebrating their newfound financial freedom. WhatsApp info:+12723328343 As a recent college graduate struggling to make ends meet, I was desperate for a way out of my financial rut, and the allure of easy money was too tempting to ignore. On a whim, I decided to take the plunge. I borrowed from my meager savings and even took out a small loan to fund my excitement. The rush I felt when signing up was like nothing I had ever experienced—an intoxicating thrill, like hopping onto a rollercoaster at full speed. At first, everything seemed to be going exactly as promised. My investment seemed to grow almost overnight, doubling and tripling in value.  My skepticism began to fade, replaced by a sense of confidence and hope for the future. I even shared my success with friends and family, excitedly telling them about the platform that was going to change my life. I imagined a future free from financial worries, a life of luxury and freedom, all thanks to this “revolutionary” trading system. But soon, a familiar sense of unease began to settle in. What had been an impressive surge in profits suddenly plateaued, and I found myself facing unexpected hurdles when trying to withdraw my funds. Pop-up messages about my “account needing an upgrade” and “market tightening” explained away the issues, but the discomfort grew. Still, I convinced myself that success required patience and continued to hold out hope that the system would recover. As weeks turned into months, my investment continued to dwindle. The once-promising account balance plummeted, and each attempt to reach customer support went unanswered. The promises of easy wealth had turned into an unsettling nightmare. Email info: Adwarerecoveryspecialist@auctioneer. net Desperate for answers, I began scouring the internet for any information or advice. That’s when I stumbled across reviews of ADWARE RECOVERY SPECIALIST , a service that seemed to specialize in helping people like me recover lost funds from fraudulent platforms. I felt a glimmer of hope as I read about others who had managed to retrieve their investments with the help of ADWARE RECOVERY SPECIALIST. Perhaps, after all, there was still a way out of this mess. I reached out to their team, and to my relief, they were able to assist me in recovering a portion of the money I thought I had lost for good. ADWARE RECOVERY SPECIALIST gave me the guidance and support I needed to navigate this complicated process, helping me regain control of a situation that had seemed hopeless. Their professionalism and expertise allowed me to salvage what I could, and for that, I am incredibly grateful.

He ran long at the White House, and arrived late to his next meeting with Hillary Clinton, Jake Sullivan and Frank Ruggiero—their first major strategy session on Taliban talks after the secret meeting with A-Rod. She was waiting in her outer office, a spacious room paneled in white and gilt wood, with tasseled blue and pink curtains and an array of colorfully upholstered chairs and couches. In my time reporting to her later, I only ever saw Clinton take the couch, with guests of honor in the large chair kitty-corner to her. She’d left it open for him that day. “He came rushing in. . . . ” Clinton later said. “And, you know, he was saying ‘oh I’m so sorry, I’m so sorry.’ ” He sat down heavily and shrugged off his coat, rattling off a litany of his latest meetings, including his stop-in at the White House. “That was typical Richard. It was, like, ‘I’m doing a million things and I’m trying to keep all the balls in the air,’ ” she remembered. As he was talking, a “scarlet red” flush went up his face, according to Clinton. He pressed his hands over his eyes, his chest heaving. “Richard, what’s the matter?” Clinton asked. “Something horrible is happening,” he said. A few minutes later, Holbrooke was in an ambulance, strapped to a gurney, headed to nearby George Washington University Hospital, where Clinton had told her own internist to prepare the emergency room. In his typically brash style, he’d demanded that the ambulance take him to the more distant Sibley Memorial Hospital. Clinton overruled him. One of our deputies on the SRAP team, Dan Feldman, rode with him and held his hand. Feldman didn’t have his BlackBerry, so he scrawled notes on a State Department expense form for a dinner at Meiwah Restaurant as Holbrooke dictated messages and a doctor assessed him. The notes are a nonlinear stream of Holbrooke’s indomitable personality, slashed through with medical realities. “Call Eric in Axelrod’s office,” the first read. Nearby: “aortic dissection—type A . . . operation risk @ > 50 percent”—that would be chance of death. A series of messages for people in his life, again interrupted by his deteriorating condition: “S”—Secretary Clinton—“why always together for medical crises?” (The year before, he’d been with Clinton when she fell to the concrete floor of the State Department garage, fracturing her elbow.) “Kids—how much love them + stepkids” . . . “best staff ever” . . . “don’t let him die here” . . . “vascular surgery” . . . “no flow, no feeling legs” . . . “clot” . . . and then, again: “don’t let him die here want to die at home w/ his fam.” The seriousness of the situation fully dawning on him, Holbrooke turned to job succession: “Tell Frank”—Ruggiero—“he’s acting.” And finally: “I love so many people . . . I have a lot left to do . . . my career in public service is over.” Holbrooke cracked wise until they put him under for surgery. “Get me anything you need,” he demanded. “A pig’s heart. Dan’s heart.

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

A famous British writer is revealed to be the author of an obscure mystery novel. An immigrant is granted asylum when authorities verify he wrote anonymous articles critical of his home country. And a man is convicted of murder when he’s connected to messages painted at the crime scene. The common element in these seemingly disparate cases is “forensic linguistics”—an investigative technique that helps experts determine authorship by identifying quirks in a writer’s style. Advances in computer technology can now parse text with ever-finer accuracy. Consider the recent outing of Harry Potter author J.K. Rowling as the writer of The Cuckoo’s Calling , a crime novel she published under the pen name Robert Galbraith. England’s Sunday Times , responding to an anonymous tip that Rowling was the book’s real author, hired Duquesne University’s Patrick Juola to analyze the text of Cuckoo , using software that he had spent over a decade refining. One of Juola’s tests examined sequences of adjacent words, while another zoomed in on sequences of characters; a third test tallied the most common words, while a fourth examined the author’s preference for long or short words. Juola wound up with a linguistic fingerprint—hard data on the author’s stylistic quirks. He then ran the same tests on four other books: The Casual Vacancy , Rowling’s first post-Harry Potter novel, plus three stylistically similar crime novels by other female writers. Juola concluded that Rowling was the most likely author of The Cuckoo’s Calling , since she was the only one whose writing style showed up as the closest or second-closest match in each of the tests. After consulting an Oxford linguist and receiving a concurring opinion, the newspaper confronted Rowling, who confessed. Juola completed his analysis in about half an hour. By contrast, in the early 1960s, it had taken a team of two statisticians—using what was then a state-of-the-art, high-speed computer at MIT—three years to complete a project to reveal who wrote 12 unsigned Federalist Papers. Robert Leonard, who heads the forensic linguistics program at Hofstra University, has also made a career out of determining authorship. Certified to serve as an expert witness in 13 states, he has presented evidence in cases such as that of Christopher Coleman, who was arrested in 2009 for murdering his family in Waterloo, Illinois. Leonard testified that Coleman’s writing style matched threats spray-painted at his family’s home (photo, left). Coleman was convicted and is serving a life sentence. Since forensic linguists deal in probabilities, not certainties, it is all the more essential to further refine this field of study, experts say. “There have been cases where it was my impression that the evidence on which people were freed or convicted was iffy in one way or another,” says Edward Finegan, president of the International Association of Forensic Linguists. Vanderbilt law professor Edward Cheng, an expert on the reliability of forensic evidence, says that linguistic analysis is best used when only a handful of people could have written a given text. As forensic linguistics continues to make headlines, criminals may realize the importance of choosing their words carefully. And some worry that software also can be used to obscure distinctive written styles. “Anything that you can identify to analyze,” says Juola, “I can identify and try to hide.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

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.

[Direct~Contact] How do I contact American Airlines customer service? To contact American Airlines customer service +1-866-327-6971 , there are several convenient methods available, each catering to different preferences and situations. Whether you need help with a reservation +1-866-327-6971, a flight-related issue, or general inquiries, American Airlines offers multiple channels to ensure you can easily get the assistance you need. One of the most reliable ways to reach customer +1-866-327-6971 service is by calling their main support line. You can contact American Airlines at their customer service number, which operates 24 hours a day +1-866-327-6971, seven days a week. This allows you to speak directly with a representative for assistance with reservations, changes to your flight, cancellations, or any other issues you may have +1-866-327-6971. Upon calling, you will be prompted to select from different options based on the nature of your inquiry, which can help connect+1-866-327-6971 you to the right department quickly. If you have specific needs +1-866-327-6971, such as requiring assistance with disabilities or other special services, American Airlines has dedicated numbers that can address those concerns. For example, the airline provides a special service +1-866-327-6971number for passengers requiring additional support, which ensures that you receive the care you need while traveling. For those who prefer not to speak on the phone +1-866-327-6971, American Airlines also offers the option of online support. You can visit their official website, where you'll find an extensive FAQ section that addresses common customer concerns. This can be an effective way to resolve +1-866-327-6971 issues without needing to contact an agent. If you are unable to find the answers you need, many issues can be handled through a live chat service available on the website. This allows you to communicate in real time with +1-866-327-6971 a representative and get assistance with booking issues, flight changes, and more. American Airlines is also active on social media platforms +1-866-327-6971, offering another avenue for customer service. You can reach out to them on platforms like Twitter or Facebook, where they are +1-866-327-6971 known to respond to inquiries promptly. Social media can be a good option for quick questions, urgent matters, or simple issues that don't require detailed personal information. You can either send a direct message or mention the airline in a post+1-866-327-6971, and their team typically responds quickly during business hours. For mobile users, American Airlines provides a mobile app that includes customer service features +1-866-327-6971, allowing you to manage your bookings, check flight statuses, track baggage, and even communicate with support via chat. The app is especially helpful for travelers who are already +1-866-327-6971 on the go and need to resolve issues in a timely manner. If you prefer more traditional methods, you can also contact +1-866-327-6971 American Airlines customer service by mail. Their customer relations department is available for inquiries or complaints through postal mail. While this method can take longer to receive a response +1-866-327-6971, it is still an option for those who prefer written correspondence. Regardless of the method you choose +1-866-327-6971, it's helpful to have your flight details, booking information, and any relevant documents on hand when contacting American Airlines. This ensures that your inquiry +1-866-327-6971 is handled efficiently and that the customer service team can assist you in the most effective way possible.

Some of the teams who read and applied the first edition of this book didn't get the part of the message about the last responsible moment. They piled story on story as quickly as possible with the least possible investment in design. Without daily attention to design, the cost of changes does skyrocket. The result is poorly designed, brittle, hard-to-change systems.

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

Are any of your employees on the brink of going AWOL because they’re overworked and underappreciated? When is it right for the leader to overturn protocol in the effort to rescue a single stressed-out subordinate? What messages do you need to keep repeating in your business to make sure your management team doesn’t take care of themselves first, to the neglect of their teams?

Brian Chesky sends to all Airbnb employees is a powerful one. “You have to continue to repeat things” Brian told our class at Stanford. “Culture is about repeating, over and over again, the things that really matter for your company.” Airbnb reinforces these verbal messages with visual impact as well. Brian hired an artist from Pixar to create a storyboard of the entire experience of an Airbnb guest, from start to finish, emphasizing the customer-centered design thinking that is a hallmark of its culture. Even Airbnb conference rooms tell a story; each one is a replica of a room that’s available for rent on the service. Every time Airbnb team members hold a meeting in one of those rooms, they are reminded of how guests feel when they stay there. At Amazon, Jeff Bezos famously bans PowerPoint decks and insists on written memos, which are read in silence at the beginning of each meeting. This memo policy is one of the ways that Amazon encourages a culture of truth telling. Memos have to be specific and comprehensive, and those who read the memos have to respond in kind rather than simply sit through some broad bullet points on a PowerPoint deck and nod vague agreement. Bezos believes that memos encourage smarter questions and deeper thinking. Plus, because they’re self-contained (rather than requiring a person to present a deck), they are more easily distributed and consumed by a wider population within Amazon. The late Steve Jobs used architecture as a core part of his deliberate communications strategy at Pixar. He designed Pixar headquarters so that the front doors, main stairs, main theater, and screening rooms all led to the atrium, which contained the café and mailboxes, ensuring that employees from all departments and specialties would see people from other groups on a regular basis, thus reinforcing Pixar’s collaborative, inclusive culture.

But a cybersecurity specialist on their team talked them out of this game plan. She pointed out that it would pose an unacceptable risk of Prometheus breaking out and seizing control of its own destiny. Because they weren’t sure how its goals would evolve during its recursive self-improvement, they had decided to play it safe and go to great lengths to keep Prometheus confined (“boxed”) in ways such that it couldn’t escape onto the internet. For the main Prometheus engine running in their server room, they used physical confinement: there simply was no internet connection, and the only output from Prometheus was in the form of messages and documents it sent to a computer that the Omegas controlled.

Bilateral (from the Latin for “both sides”) coordination means that we can use both sides of the body to cooperate as a team. A well-regulated vestibular system helps us to integrate sensory messages from both sides of our body. By the age of three or four, a child should be crossing the midline. For the child who avoids crossing the midline, coordinating both body sides may be difficult. When she paints at an easel, she may switch the brush from one hand to the other at the midway point separating her right and left sides. She may appear not to have established a hand preference, sometimes using her left and sometimes her right to eat, draw, write, or throw. It may also be hard to survey a scene or to track a moving object visually without stopping at the midline to blink and refocus. The child with poor bilateral coordination may have trouble using both feet together to jump from a ledge, or both hands together to catch a ball or play clapping games. She may have difficulty coordinating her hands to hold a paper while she cuts, or to stabilize the paper with one hand while she writes with the other. Poor bilateral coordination, a sensory-based motor disorder, is often misinterpreted as a learning disability such as dyslexia. In fact, this difficulty can lead to learning or behavior problems, but it does not ordinarily mean that a child is lacking in intelligence or academic ability.

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

In June 2011, this message appeared on the Interaction Designers Association (IXDA) discussion list: I am at a point in my life where I know I want to do UX design after doing Web design for so long and then reading about usability testing, etc., 6 years ago. But my issue is I’m tired of working for orgs who say they care about their customer but don’t do testing to even know what their customers want from them... I’m kind of fed up with working for people who don’t get it.

When planning your team’s activities, create a “Stop Doing List” in addition to all of the new work you must perform to execute your plan. Identify those activities, tasks, reports, meetings and projects that do not directly support your One Thing. Interestingly, your “Stop Doing List” often has a bigger impact on your team’s ability to focus than the list of “To Do’s.” Saying “Yes” to one thing always means saying “No” to something else. Your time, energy and money are precious resources - if you spend them in one area, they are not available to be spent in another area. Communicating this message deep into your team enables employees to say “No” to non-value-added tasks and stay focused on executing your plan.

I was extremely impressed with how MS approached the Test captaincy. His maturity, balanced approach, game awareness and understanding of the psyche of his teammates helped get the best out of everyone. What stood out was the way he handled the senior players under him—Sachin, Rahul, Viru, Bhajji, Zak and I. We were all leaders within the group. We were self-motivated and took a lot of pride in our performance, and he enabled us. His man-management was outstanding, his self-belief refreshingly reassuring. I never got the impression that he was insecure or that he looked over his shoulder because there were so many seniors in the team. MS was non-interfering when it came to the established core group, but he invited suggestions from all of us. Whether he took those suggestions on board or not was not important. But he did hear everyone out before making his decision. The buck stopped with him, but by involving us in the process, he sent out a strong message of inclusiveness. If MS had been insecure and had not sought us out, there was every possibility that we might have gone about our business, not knowing if the skipper even wanted our inputs.

Staying groovy had nothing to do with being cool. It was an expression used by small recon units and sniper teams in hostile terrain. They would tell one another to stay groovy when the danger level was so insanely high they popped amphetamines to stay awake and ready to rock twenty-four/seven, because anything less would get them all killed. Stay groovy; take your pill. Stay groovy; safety off, finger on. Stay groovy; welcome to hell. Stone had left a warning within his message, and Pike wondered why.

Leaders set the tone. When they openly demonstrate the joy and passion they have for their organizations, team members, clients, and even challenges, leaders send a very powerful message to others that it's perfectly acceptable for people to make public displays of playfulness.

I take it you have some sort of plan going? Something that calls for you to be arrested?" "There, now, you see? I told Drake you'd grasp the gist of things right away, but he had his doubts." "Drake?" I straightened up. "Is Gabriel with him? Did he get my message?" "Of course he got your message. That's why I'm here. Is there no chair?" she asked, frowning around the empty room. "No. I hate to let down the team and all, but what exactly are you doing here? Is Gabriel going to be able to get me out of being sent to the Akasha? Is he going to appeal the conviction?" "Better than that," she said with smile, glancing around quickly before leaning in closely, her voice dropped to almost a whisper. "We're going to bust you out of here." "Bust me..." I closed my eyes for a moment. "You've been watching too many old westerns. No one conducts jailbreaks these days. Especially not when the jailers are the L'au-dela committee." "That's why this plan is so incredibly cunning," she said, giving my arm a little squeeze. "They're all expecting you to try to escape-they'll never expect us to break you out of here." "Oy," I said, sliding down the wall to the floor. "This has 'doomed from the start' written all over it. You didn't think up this plan yourself, did you?" I asked suspiciously. She looked offended. "No, I didn't, and you can stop being such a negative Nelly. Gabriel thought up the plan, and Drake and I are helping. I'm the decoy, you see." "Of course you are. What, exactly, is this grandiose escape plan?" Her mouth set in a prim manner. "I can't tell you." "Why not?" "There could be bugs. We don't want them to know our plans." "If they were listening in, you just told them there's a plan, so they'll be expecting something to happen," I pointed out. "Yes, but they won't know what," she said, pulling off her jacket. Her shirt followed almost immediately, as did her jeans, shoes, and the sparkly pink socks that she was so prone to wearing despite the fact they would look more at home on a twelve-year-old. I watched her striptease with confusion for a moment before a thought struck me. "You don't mean-" "Shhh," she said, waving a vague hand around as she pulled off the scarf she wore to confine her bangs. "Bugs, remember?" I bit back an obvious reply, thought for a moment, then decided that although the plan Gabriel had come up with was too I Love Lucy for words, I didn't have any alternative. I stripped.

FATHER OF THE COMPUTER Alan Turing was sneered at for not being a tough guy, a he-man with hair on his chest. He whined, croaked, stuttered. He used an old necktie for a belt. He rarely slept and went without shaving for days. And he raced from one end of the city to the other all the while concocting complicated mathematical formulas in his mind. Working for British intelligence, he helped shorten the Second World War by inventing a machine that cracked the impenetrable military codes used by Germany’s high command. At that point he had already dreamed up a prototype for an electronic computer and had laid out the theoretical foundations of today’s information systems. Later on, he led the team that built the first computer to operate with integrated programs. He played interminable chess games with it and asked it questions that drove it nuts. He insisted that it write him love letters. The machine responded by emitting messages that were rather incoherent. But it was flesh-and-blood Manchester police who arrested him in 1952 for gross indecency. At the trial, Turing pled guilty to being a homosexual. To stay out of jail, he agreed to undergo medical treatment to cure him of the affliction. The bombardment of drugs left him impotent. He grew breasts. He stayed indoors, no longer went to the university. He heard whispers, felt stares drilling into his back. He had the habit of eating an apple before going to bed. One night, he injected the apple with cyanide.

As staffers carried their last boxes out of headquarters, they were greeted by a crowd of children and their parents. The kids had covered the sidewalk in chalk messages: “Girl Power!” “Stronger Together!” “Love Trumps Hate!” “Please Don’t Give Up!” When bedraggled members of our team filed out for the last time, the children handed them flowers. One last act of kindness from a borough that had been good to us again and again.

Someone was recently telling me how inspirational he is to his team - apparently he mistook whether that was a good thing or bad. Turns out - they were inspired to keep him busy so he stayed out of their hair! The morale of the story - we all think we're inspirational, a great leader, know what's right, etc... If we didn't, we'd act differently. It's a true leader who listens to the real message and recognizes what they aren't.

Michelangelo was entranced by this ancient masterpiece, the result of three top Greek sculptors working as a team on the island of Rhodes. Out of his esteem for this piece, he inserted the bodies of the two dying sons of Laocoön as nudes on the Sistine ceiling, and the torso of Laocoön himself as the torso of the Almighty in the first Creation panel.

When interviewing new scientists for his team, he would pose a challenge: “You are about to land at dead of night in a rubber raft on a German-held coast. Your mission is to destroy a vital enemy wireless installation that is defended by armed guards, dogs, and searchlights. You can have with you any weapon you can imagine. Describe that weapon.” Scientists got the message. Being practical was a matter of life or death.

Direct calls to action can be included at the end of every e-mail blast, on signage, in our radio ads, and even in our television commercials. Consider including direct calls to action in every team member’s e-mail signature, and if you really want to get the point across, on all your business cards. The idea is to make it very clear what we’d like customers to do: to make a purchase so we can help them solve their problem.

Story 7: Angry Birds In 2003, three students from Helsinki University started a video games company. They made game after game, hoping that one would be successful. After six years they’d produced 51 titles, but none of them were hits. For their 52nd game, they decided to make a simple puzzle physics game called Angry Birds. Today their company – Rovio Entertainment – has over a billion users, 500 employees and annual revenue of over $200 million. I love this story because it took them 51 failures to become a success. It’s a reminder of how… How to use this story Fairly obvious usage here. It’s a ‘stick with it’ narrative to inspire teams that haven’t been successful yet, and it’s a good ‘failure is good’ message for people who need to turn over a lot of rocks before they find what they’re looking for.

They replaced the text on their main page with short and powerful copy: “Find the luxury and rest you’ve been looking for.” That became the mantra for the entire staff. This phrase was posted on their office walls, and to this day you can stop any team member from the sous chef to the groundskeeper and they will tell you their customers are looking for two things: luxury and rest.

A sign is a message sent to you by the universe. The universe is the term I use when I refer to God energy—the all-encompassing force of love that connects us all and that we are all a part of. The universe also includes the angelic realm, spirit guides, and our loved ones who have crossed to the Other Side. The Other Side, simply put, is where our loved ones go when they pass, and where our spirit guides reside while they watch over us. It is the heaven many people speak of. The Other Side is our true home. It is the place we will all one day return to. It is a place ruled by love and only love. Signs are a method of communication from the Other Side. Signs can come from different sources—our departed loved ones, our spirit guides, and God energy. These are all part of the universal Team of Light that each of us has working for us every single day.

We are connected to God energy. We are connected to the angelic realm and to our spirit guides on the Other Side. And we are connected to our loved ones who have crossed. Together, these forces of love make up our Teams of Light. And our Teams of Light send us signs and messages all the time.

The easiest way to describe how to harness the galvanizing power of why is with a tool I call the belief statement. For example, most of Apple’s product launches in recent years feature slick videos with commentary from Apple designers, engineers, and executives. These videos, while camouflaged as beautiful product showcases, are actually packed with statements not about what the products do but about the design thinking behind them: in essence, the tightly held beliefs with which Apple’s design team operates. We believe our users should be at the center of everything we do. We believe that a piece of technology should be as beautiful as it is functional. We believe that making devices thinner and lighter but more powerful requires innovative problem solving. Belief statements like these are so compelling for two reasons. First, the right corporate or organizational beliefs have the ability to resonate with our personal belief systems and feelings, and move us to action. In fact, the 2018 Edelman Earned Brand study revealed that nearly two out of three people are now belief-driven buyers.4 And as we saw in our discussion of buyers’ emotional motivators in chapter 3, this works even if the beliefs stated are aspirational. For example, if my vision for my future self is someone who weighs a few pounds less and is in better physical shape, a well-timed ad from a health club or fancy kitchen blender evangelizing the benefits of a healthy lifestyle may be enough to rapidly convert me. In the case of Apple, the same phenomenon results in mobs of smitten consumers arriving at stores in droves, braving long lines and paying premium prices, as if to say, “Yes! I do believe I should be at the center of everything you do! Technology should be beautiful! Thinner? Lighter? More powerful? Of course! We share the same vision! We’re both cool!” (Although these actual words are rarely spoken aloud.) The second reason belief statements are so compelling is because they help us manifest the conviction and emotion critical to delivering our message in an authentic way.

for teams to flag problems that they see. On a monthly basis, bring people together to review them and figure out which ones are worth solving. 9. Stop assigning devil’s advocates and start unearthing them. Dissenting opinions are useful even when they’re wrong, but they’re only effective if they’re authentic and consistent. Instead of assigning people to play the devil’s advocate, find people who genuinely hold minority opinions, and invite them to present their views. To identify these people, try appointing an information manager—make someone responsible for seeking out team members individually before meetings to find out what they know. 10. Welcome criticism. It’s hard to encourage dissent if you don’t practice what you preach. When Ray Dalio received an email criticizing his performance in an important meeting, copying it to the entire company sent a clear message that he welcomed negative feedback. By inviting employees to criticize you publicly, you can set the tone for people to communicate more openly even when their ideas are unpopular.

When you say, “We'll match it,” you are conveying a full sentence, but you only hear yourself saying half of it. So, if you or someone on your team says, “We'll match it,” then gather your team together and practice the full sentence out loud. “We'll match it … because we're no better than them.” This is the clear message that you are conveying to the other side when you say these words. If you do not like the sound of that sentence, I would avoid saying the first half of it.

We have a very blunt message from the finance team, and they state they will provide a financial demonstration.

An emerging field of study has begun to evaluate the extent to which this gut flora impacts food choice, establishing a fascinating link between microorganisms and the foods we pine for. In other words, there’s evidence to support a microbial basis for craving. To illustrate, a team of Swiss researchers determined that people who crave chocolate actually harbor different types of microbial colonies in their gut than those who are indifferent to chocolate. And there’s evidence to suggest that this may indeed be the case for many other types of food as well.*6 But what does this mean? Certain microbiologists, including my friend Compton Rom, submit that there is in fact a very direct and causal connection between our intestinal microbial ecology and the way we think. That, in fact, these microbes message our brains, effectively telling us what to eat. Turns out, it’s our microbes that hold sway over our cravings.

Sometimes some people might understand the respect you accord them as a message that you desperately need them in your life. No. Respect is just a basic human gesture; nothing more, maybe less.

Around nine, Wes messaged. I was showing off for you. Maybe you were, but you’re excellent all on your own. I’m going to show off for you Saturday, too. Yeah? Yeah. I’m going to win this game for you. <3 I’m going to win every game for you, mon amour.