Teams Status Quotes

I’m comfortable enough with my hetero status to say that if I did play for the other team? I wouldn’t just fuck Garrett Graham, I’d marry him.

and I’m comfortable enough with my hetero status to say that if I did play for the other team? I wouldn’t just fuck Garrett Graham, I’d marry him.

When our mother is seen only as the one-dimensional Mary of modern times, instead of the great dual force of life and death, She is relegated to the same second-class status of most women in the world. She is without desires of Her own, selfless and sexless except for Her womb. She is the cook, the mistress, bearer and caretaker of children and men. Men call upon Her and carry Her love and magic to form a formidable fortress, a team of cannons to protect them against their enemies. But for a long, long time the wars that women have been left to wage on behalf of men, on behalf of the human race, have started much sooner, in the home, in front of the hearth, in the womb. We do what we must to protect and provide for our young our families, our tribes

Change is difficult, since it challenges the status quo.

People often attain and hold power within an organization by downplaying their qualifications. “We gain status more readily, and more reliably, by acting just a little less deserving than we actually are.

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

Under enemy-alien status, as his biographer Robert Chadwell Williams has pointed out, he could not own a car or join a British Civil Defense team, but he could in time work on the most secret aspects of atomic physics.

The team manager had sent Dad an information sheet with everything he needed to know about Jason--emergency numbers, health information, but nothing that was really important. I mean, it didn’t provide vital stats like eye color, hair color, or girlfriend status.

It’s not what you preach, it’s what you tolerate. You have to drive your CTO to exercise Extreme Ownership—to acknowledge mistakes, stop blaming others, and lead his team to success. If you allow the status quo to persist, you can’t expect to improve performance, and you can’t expect to win.

And as for Aurora being a female, her status as a team member embodies her as an asexual presence.” “Gee, thanks.” “It wasn’t a compliment.” “No kidding.”  A & E Kirk (2014-05-26). Drop Dead Demons: The Divinicus Nex Chronicles: Book 2 (Divinicus Nex Chronicles series) (p. 169). A&E Kirk. Kindle Edition.

People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.” To explain this peculiar phenomenon, Jost’s team developed a theory of system justification. Its core idea is that people are motivated to rationalize the status quo as legitimate—even if it goes directly against their interests. In one study, they tracked Democratic and Republican voters before the 2000 U.S. presidential election. When George W. Bush gained in the polls, Republicans rated him as more desirable, but so did Democrats, who were already preparing justifications for the anticipated status quo. The same happened when Al Gore’s likelihood of success increased: Both Republicans and Democrats judged him more favorably. Regardless of political ideologies, when a candidate seemed destined to win, people liked him more. When his odds dropped, they liked him less. Justifying the default system serves a soothing function. It’s an emotional painkiller: If the world is supposed to be this way, we don’t need to be dissatisfied with it. But acquiescence also robs us of the moral outrage to stand against injustice and the creative will to consider alternative ways that the world could work.

To be a good guide, the ScrumMaster must stay only one step ahead of the team and organization, pulling them out of their habits, norms, and customs. If he goes too far too fast, the team will most likely not understand what he is talking about. If, on the other hand, the ScrumMaster is at the same stage as they are, he is not challenging their status quo enough and they will not improve.

Piff and his team of researchers found that the rich are more likely than the poor to cut off other vehicles when driving through intersections. And they’re less likely to stop for pedestrians. They’re more likely to cheat in a game, and more likely to think of greed as good. But money is not to blame for this, Piff suggests. What’s to blame is the comfort that a higher class status affords—the independence, the insularity, the security, the illusion of not needing other people. “While having money doesn’t necessarily make anybody anything,” Piff told New York magazine, “the rich are way more likely to prioritize their own self-interests above the interests of other people. It makes them more likely to exhibit characteristics that we would stereotypically associate with, say, assholes.

Only when people feel comfortable discussing race or gender or creed or socioeconomic status honestly will true change occur. When Americans can freely talk to one another, and listen, and allow for those uncomfortable moments that happen in a free society. Such communication does not come from the position that what came before me must be wrong; that what my opponent is proposing must be wrong; that only my team’s words are correct and all others are racist, sexist, micro-aggressive, threatening…

Okay, but what about the team name?” Dex asked. “You have to let us change it. Trust me, if you announce that you formed Team Prodigious, people are going to laugh.” “They really will,” Biana agreed. Councillor Emery’s sigh sounded like a muffled scream as it bounced around the room. “Fine. You may call yourselves whatever you’d like, on two conditions,” he told them, holding up a hand and counting off his fingers. “One: You must choose something respectable—something befitting the noble status the team will bear. And two: We must approve your selection.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

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.

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

In a classic study of how names impact people’s experience on the job market, researchers show that, all other things being equal, job seekers with White-sounding first names received 50 percent more callbacks from employers than job seekers with Black-sounding names.5 They calculated that the racial gap was equivalent to eight years of relevant work experience, which White applicants did not actually have; and the gap persisted across occupations, industry, employer size – even when employers included the “equal opportunity” clause in their ads.6 With emerging technologies we might assume that racial bias will be more scientifically rooted out. Yet, rather than challenging or overcoming the cycles of inequity, technical fixes too often reinforce and even deepen the status quo. For example, a study by a team of computer scientists at Princeton examined whether a popular algorithm, trained on human writing online, would exhibit the same biased tendencies that psychologists have documented among humans. They found that the algorithm associated White-sounding names with “pleasant” words and Black-sounding names with “unpleasant” ones.7 Such findings demonstrate what I call “the New Jim Code”: the employment of new technologies that reflect and reproduce existing inequities but that are promoted and perceived as more objective or progressive than the discriminatory systems of a previous era.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

There are other star players in the field of gene editing. Most of them deserve to be the focus of biographies or perhaps even movies. (The elevator pitch: A Beautiful Mind meets Jurassic Park.) They play important roles in this book, because I want to show that science is a team sport. But I also want to show the impact that a persistent, sharply inquisitive, stubborn, and edgily competitive player can have. With a smile that sometimes (but not always) masks the wariness in her eyes, Jennifer Doudna turned out to be a great central character. She has the instincts to be collaborative, as any scientist must, but ingrained in her character is a competitive streak, which most great innovators have. With her emotions usually carefully controlled, she wears her star status lightly.

My perfect number is eighteen: that’s enough bodies in the room that no one person needs to feel vulnerable, but everyone can feel important. Eighteen divides handily into groups of two or three or six—all varying degrees of intimacy in and of themselves. With eighteen students, I can always get to each one of them when I need to. Twenty-four is my second favorite number—the extra six bodies make it even more likely that there will be a dissident among them, a rebel or two to challenge the status quo. But the trade-off with twenty-four is that it verges on having the energetic mass of an audience instead of a team. Add six more of them to hit thirty bodies and we’ve weakened the energetic connections so far that even the most charismatic of teachers can’t maintain the magic all the time.

So, you’re a pitcher,” I said inanely as we started up the stairs. The team manager had sent Dad an information sheet with everything he needed to know about Jason--emergency numbers, health information, but nothing that was really important. I mean, it didn’t provide vital stats like eye color, hair color, or girlfriend status. “Yeah. Didn’t play that much this year because I’m a freshman. I’m hoping that spending time on a collegiate team, playing through the summer, will improve my arm.” I almost said something really corny, like I didn’t think his arm needed improving, based on the way the sleeves of his burnt-orange T-shirt were hugging his biceps. But I refrained, since we’d just met and he might not know I was joking. Besides, it wouldn’t have really been a joke because he was way buff.

The Secret Team does not like criticism, investigation, or history and is always prone to see the world as divided into but two camps—“Them” and “Us.” Sometimes the distinction may be as little as one dot, as in “So. Viets” and “Soviets,” the So. Viets being our friends in Indochina, and the Soviets being the enemy of that period. To be a member, you don’t question, you don’t ask; it’s “Get on the Team” or else. One of its most powerful weapons in the most political and powerful capitals of the world is that of exclusion. To be denied the “need to know” status, like being a member of the Team, even though one may have all the necessary clearances, is to be totally blackballed and eliminated from further participation. Politically, if you are cut from the Team and from its insider’s knowledge, you are dead. In many ways and by many criteria the Secret Team is the inner sanctum of a new religious order.

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

The 120 social scientists and investigators hired by the Kerner Commission, working under the guidance of Research Director Robert Shellow, provided a much more perceptive political analysis of the rebellions that the commission never published. In the concluding chapter of the analysis, “America on the Brink: White Racism and Black Rebellion,” the social scientists argued that racism pervaded all U.S. institutions and that blacks “feel it is legitimate and necessary to use violence against the social order. A truly revolutionary spirit has begun to take hold . . . an unwillingness to compromise or wait any longer, to risk death rather than have their people continue in a subordinate status.” Shellow and his team were subsequently fired, and their analysis was removed from the report.46 Powerful evidence supported the Shellow team’s view that many black people in Detroit saw the unrest as political action—that is, as a rebellion. In the Campbell-Schumann survey several months after the incident, 56 percent of the black respondents in Detroit characterized the incident as a “rebellion or revolution,” whereas only 19 percent characterized it as a “riot.”47 In

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Dr. Gilligan states: “I am suggesting that the only way to explain the causes of violence, so that we can learn how to prevent it, is to approach violence as a problem in public health and preventive medicine, and to think of violence as a symptom of life-threatening pathology, which, like all form of illness, has an etiology or cause, a pathogen.”160 In Dr. Gilligan's diagnosis he makes it very clear that the greatest cause of violent behavior is social inequality, highlighting the influence of shame and humiliation as an emotional characteristic of those who engage in violence.161 Thomas Scheff, a emeritus professor of sociology in California stated that “shame was the social emotion”.162 Shame and humiliation can be equated with the feelings of stupidity, inadequacy, embarrassment, foolishness, feeling exposed, insecurity and the like – all largely social or comparative in their origin. Needless to say, in a global society with not only growing income disparity but inevitably “self-worth” disparity - since status is touted as directly related to our “success” in our jobs, bank account levels and the like - it is no mystery that feelings of inferiority, shame and humiliation are staples of the culture today. The consequence of those feelings have very serious implications for public health, as noted before, including the epidemic of the behavioral violence we now see today in its various complex forms. Terrorism, local school and church shootings, along with other extreme acts that simply did not exist before in the abstractions they find context today, reveals a unique evolution of violence itself. Dr. Gilligan concludes: “If we wish to prevent violence, then, our agenda is political and economic reform.”163

Throughout the history of the church, Christians have tended to elevate the importance of one over the other. For the first 1,500 years of the church, singleness was considered the preferred state and the best way to serve Christ. Singles sat at the front of the church. Marrieds were sent to the back.4 Things changed after the Reformation in 1517, when single people were sent to the back and marrieds moved to the front — at least among Protestants.5 Scripture, however, refers to both statuses as weighty, meaningful vocations. We’ll spend more time on each later in the chapter, but here is a brief overview. Marrieds. This refers to a man and woman who form a one-flesh union through a covenantal vow — to God, to one another, and to the larger community — to permanently, freely, faithfully, and fruitfully love one another. Adam and Eve provide the clearest biblical model for this. As a one-flesh couple, they were called by God to take initiative to “be fruitful . . . fill the earth and subdue it” (Genesis 1:28). Singles. Scripture teaches that human beings are created for intimacy and connection with God, themselves, and one another. Marriage is one framework in which we work this out; singleness is another. While singleness may be voluntarily chosen or involuntarily imposed, temporary or long-term, a sudden event or a gradual unfolding, Christian singleness can be understood within two distinct callings: • Vowed celibates. These are individuals who make lifelong vows to remain single and maintain lifelong sexual abstinence as a means of living out their commitment to Christ. They do this freely in response to a God-given gift of grace (Matthew 19:12). Today, we are perhaps most familiar with vowed celibates as nuns and priests in the Roman Catholic or Orthodox Church. These celibates vow to forgo earthly marriage in order to participate more fully in the heavenly reality that is eternal union with Christ.6 • Dedicated celibates. These are singles who have not necessarily made a lifelong vow to remain single, but who choose to remain sexually abstinent for as long as they are single. Their commitment to celibacy is an expression of their commitment to Christ. Many desire to marry or are open to the possibility. They may have not yet met the right person or are postponing marriage to pursue a career or additional education. They may be single because of divorce or the death of a spouse. The apostle Paul acknowledges such dedicated celibates in his first letter to the church at Corinth (1 Corinthians 7). Understanding singleness and marriage as callings or vocations must inform our self-understanding and the outworking of our leadership. Our whole life as a leader is to bear witness to God’s love for the world. But we do so in different ways as marrieds or singles. Married couples bear witness to the depth of Christ’s love. Their vows focus and limit them to loving one person exclusively, permanently, and intimately. Singles — vowed or dedicated — bear witness to the breadth of Christ’s love. Because they are not limited by a vow to one person, they have more freedom and time to express the love of Christ to a broad range of people. Both marrieds and singles point to and reveal Christ’s love, but in different ways. Both need to learn from one another about these different aspects of Christ’s love. This may be a radically new concept for you, but stay with me. God intends this rich theological vision to inform our leadership in ways few of us may have considered. Before exploring the connections between leadership and marriage or singleness, it’s important to understand the way marriage and singleness are commonly understood in standard practice among leaders today.

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In an odd way you can compare the social enviroment of any online game to that of a skate park or to a lesser degree sports avenue. I know, I know, it seems like an insane comparision to make, but similarities really do exist. The most prevalent of which is the equality presented. In the previously mentioned spaces age/social status/economic background, etc... have little to no effect (depending upon the sport you don't want a 20 year old lined up across a 10 year old). The determining factors regarding inclusion or friendship revolve around talent and social skills. In a skate park or pick up soccer game where you come from doesn't matter. What matters is how you perform and more importantly if it is fun playing on your team or rolling with you. Same rules apply to online gaming, but to an even more significant degree. In the wow user interface guidez online world other people have no idea what you look like. They have no idea what you do for a living or how old you are. All they know is whether or not you are worth playing with. And being a worthwhile teammate does not just correlate to level of skill. As mentioned previously, it correlates very strongly to your social presence. In short do you make the game more fun to play? Now, you certainly do not want to be on polar opposites of each spectrum. Even if you are the most charming individual to even grace the planet earth, if you think soccer is played with your hands guess who is not getting on the field. In the same token if you think the main goal of battlegrounds in World of Warcraft is to dance on the stump guess who is not getting invited to next week's Rated Battlegrounds. On the other side of the coin there have been gigantic jack asses that just so happen to be the best player I have ever seen. Unfortunately for them despite their abilities no one wants to play with someone who makes everyone around them worse via their poisonous attitude. It is both difficult and important to find a balance between the two. There are so many opportunities waiting for you. Whether it be through sports or online gaming. Do not think for a minute that because you are XX years old or XXX pounds or from a certain background you can't fit in somewhere. One of the most amazing aspects of online gaming is that you can truly present yourself to others as you want. Physical and economic factors are completely removed from the equation. It becomes you, your voice, and who you are as a person that shines through.

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As a professional, a leader or an entrepreneur, there will be times in your career when you’ll be an outsider, either because you have changed sectors or jobs, or started a new business where full domain knowledge is not your core strength. Embrace this status, be a quick learner and an even sharper listener. ♦ Build a team that complements yet challenges you, and hones your skill sets, and get them aligned with the big picture sooner rather than later. ♦ I’m often asked about the keys to success as an outsider. The irony, I say, is that the raw material for any entrepreneur or leader to make an impact as an outsider comes from within. It’s a lesson I have learnt and relearnt every day in the two decades I spent in the media and entertainment business.

teams facing significant performance pressure tend to default to high-status members at the expense of the most knowledgeable of the team members.

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We could cite many cases of companies’ similar attempts to create new-growth platforms after the core business had matured. They follow an all-too-similar pattern. When the core business approaches maturity and investors demand new growth, executives develop seemingly sensible strategies to generate it. Although they invest aggressively, their plans fail to create the needed growth fast enough; investors hammer the stock; management is sacked; and Wall Street rewards the new executive team for simply restoring the status quo ante: a profitable but low-growth core business.4

the 10 Desires of Team Members: Make sure that people feel competent at what they are doing. Give them work that challenges their abilities but that is still within their grasp. Try to let people feel accepted by you and the group. Compliment them on their achievements (but only if you mean it). Make sure that their curiosity is addressed. Even though some activities can be boring, there should always be something new for them to investigate. Give people a chance at satisfying their honor. You must allow teams to make their own rules, which team members will follow happily (or sometimes grudgingly). Infuse the business with some idealism (purpose). You’re not just there to make money. You’re also making a (small) contribution to make the world a better place. (Note: Be careful with this one. It is often abused by top management in an attempt to obfuscate its real purpose, which is simply to make money.) Foster people’s independence (autonomy). Allow them to be different from other people, with their own tasks and responsibilities. And compliment them on their original and interesting hair style. Make sure that some level of order is maintained in the organization. People work better when they can rely on some (minimal) company rules and policies. Make sure that people have some power or influence over what’s happening around them. Listen to what they have to say and help them in making those things happen. Create the right environment for social contacts (relatedness) to emerge. There’s usually no need to venture into the romance area, but friendships can easily arise, provided that managers take care of a fertile context. Finally, it is important for people to feel that they have some status in the organization. They shouldn’t feel like dangling somewhere at the bottom of a big hierarchy.

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player. Humility is the single greatest and most indispensable attribute of being a team player.

Aung San spent the rest of 1940 in the Japanese capital, learning Japanese and apparently getting swept away in all the fascist euphoria surrounding him. “What we want is a strong state administration as exemplified in Germany and Japan. There shall be one nation, one state, one party, one leader . . . there shall be no nonsense of individualism. Everyone must submit to the state which is supreme over the individual . . . ,” he wrote in those heady days of the Rising Sun.8 He spoke Japanese, wore a kimono, and even took a Japanese name. He then sneaked back into Burma, landing secretly at Bassein. He changed into a longyi and then took the train unnoticed to Rangoon. He made contact with his old colleagues. Within weeks, in small batches and with the help of Suzuki’s secret agents in Rangoon, Aung San and his new select team traveled by sea to the Japanese-controlled island of Hainan, in the South China Sea. There were thirty in all—the Thirty Comrades—and they would soon be immortalized in nationalist mythology. Aung San at twenty-five was one of the three oldest. He took Teza meaning “Fire” as his nom de guerre. The other two took the names Setkya (A Magic Weapon) and Ne Win (the Bright Sun). All thirty prefixed their names with the title Bo. “Bo” meant an officer and had come to be the way all Europeans in Burma were referred to, signifying their ruling status. The Burmese were now to have their own “bo” for the first time since 1885. But six months of harsh Japanese military training still lay ahead. It wasn’t easy, and at one point some of the younger men were close to calling it quits. Aung San, Setkya, and Ne Win received special training, as they were intended for senior positions. But all had to pass through the same grueling physical tests, saluting the Japanese flag and learning to sing Japanese songs. They heard tales of combat and listened to Suzuki boasting of how he had killed women and children in Siberia.9 It was a bonding experience that would shape Burmese politics for decades to come.

The business or organization that takes itself too seriously and doesn’t know how to question its own beliefs is at a strong competitive disadvantage. Rather than pretend that problems and failures don’t exist, strong leaders and organizations acknowledge what’s not working. They encourage team members to demonstrate their respect for the organization by questioning the status quo, challenging assumptions and traditions that may not be working, and calling out the truth, even when the truth is hard to hear. By allowing team members to air grievances or highlight problems, managers are better able to learn and grow. Unlike organizations married to hierarchy and the status quo, they are also better able to protect themselves from competitors who have embraced irreverence and therefore increased their innovation.

5 Thumb Rules to Follow for Outsourcing 3D Character. Outsourcing has become one of the basic requirements of the digital industry. Be it software, websites, architecture rendering or 3D character modelling, companies look forward to outsource these tasks to reliable names. Reason is simple. When it comes to value for money, 3D Art Outsourcing Service stands to be the most viable option as setting up in-house production often isn’t considered a wise ROI choice. But, this necessity has also given rise to possible frauds. There are countless companies waiting to gulp your money in the blink of an eye. There are many more who are ready to lure you with lucrative offers when it comes to 3D character modelling concept. Since not everyone is familiar with the technicalities of this field, companies can easily get trapped with fake promises of giving top notch services well within their reach, only to find out that the whole thing was neither worth their time nor money. However, all the sham can be avoided if companies follow the six thumb rules while Game outsourcing character modelling tasks to animation studios as these will lead them to the right names. 1) Take a Tour of the Website Although you will find expert comments on not to judge a company by its cover, there is no denying the fact that website plays a decisive role in company’s credibility, especially when it comes to art and animation studios. A studio that claims to offer you state-of-art results must first focus on its own. A clean, crisp website with appropriate content can actually say a lot about the studio’s work. A poor design and inappropriate content often indicate the following things: - Outdated and poorly maintained - Negligence towards its virtual presentation - Unprofessionalism - Poor marketing A sincere design and animation studio will indeed feature a vibrant website with all its details properly included. 2) Location Matters Location has a huge impact on hiring charges as it largely decides the price range one can expect. If you are looking forward to countries like India, you expect the range to be well within your budget chiefly because such countries have immense talent, but because of the increasing demand and competition in the field of outsourcing, hiring charges are relatively cheaper than countries like UK or USA. This means that once can get desired expertise without spending a fortune. 3) Know Your Team Inside Out Since you will be spending your hard earned money, you have every right to know the ins and outs of your team. Getting to know the team can assist you in your decision. Do your part of homework and be ready with your queries. Starting from their names to their works, check everything you can, and if need be, go for one-to-one conversation. This will not only help you to know them better, but will also give you an idea of their communication, their knowledge about their work and their sincerity. A dedicated one will always answer you up to the point while a confused one with fidget with words or beat around the bush. 4) Don’t Miss Out on the Portfolio While the website of a studio is its virtual representative, it’s the portfolio which speaks about its execution. Reputed names of 3D modelling and design companies house excellent projects ranging from simple to complex ones. A solid portfolio indicates: - commitment of the studio towards its projects - competency of its team - execution and precision - status of its expertise Apart from the portfolio, some animation studios even feature case studies and white papers in their websites which indicate their level of transparency. Make sure to go through all of them.

The first day of a new team on a short deadline is fascinating anthropology. Everyone tries to figure everyone else out—who is talented, who has the same taste, who is easy or hard to work with, who has status—all at the same time they're trying to figure out the project itself.

Although an increasing number of girls have begun to participate in team (not individual) sports, most girls still do not compete as a group against another group of girls. Many girls still demand an egalitarian, dyadic reciprocity and are, therefore, more threatened by the slightest change in status. The dyad is the female equivalent of the hierarchically structured boys club. A change in status of one member of the dyad may mean that the entire club is endangered. According to Benenson and Bennaroch, “If a friend is succeeding in school, then the friend might be spending more time studying, or if the friend has a boyfriend, then she might be abandoning other friends to spend time with her boyfriend.” By contrast, boys who are members of the same group feel enhanced by the achievement of any other group member, even if he is a close friend.

In his first class of the day, correlated language arts, a class for students at least two years below their grade level in English, Boobie Miles spent the period working on a short research paper that he called “The Wonderful Life of Zebras.” He thumbed through various basic encyclopedia entries on the zebra. He ogled at how fast they ran (“Damn, they travel thirty miles”) and was so captivated by a picture of a zebra giving birth that he showed it to a classmate (“Want to see it have a baby, man?”). By the end of the class, Boobie produced the following thesis paragraph: Zebras are one of the most unusual animals in the world today. The zebra has many different kind in it nature. The habitat of the zebra is in wide open plain. Many zebras have viris types of relatives. He then went on to algebra I, a course that the average college-bound student took in ninth grade and some took in eighth. Because of his status as a special needs student, Boobie hadn’t taken the course until his senior year. He was having difficulty with it and his average midway through the fall was 71. After lunch it was on to creative writing, where Boobie spent a few minutes playing with a purple plastic gargoyle-looking monster. He lifted the fingers of the monster so it could pick its nose, then stuck his own fingers into its mouth. There were five minutes of instruction that day; students spent the remaining fifty-odd minutes working on various stories they were writing. They pretty much could do what they wanted. Boobie wrote a little and also explained to two blond-haired girls what some rap terms meant, that “chillin’ to the strength,” for example, meant “like cool to the max.” Boobie enjoyed this class. It gave him an unfettered opportunity to express himself, and the teacher didn’t expect much from him. His whole purpose in life, she felt, was to be a football player. “That’s the only thing kids like that have going for them, is that physical strength,” she said.

hunger lust drives many personalities to stand out from the crowd. Members of the new generation seek celebrity status regardless of the cost. We have each engaged in or witnessed someone else’s feeble attempts to define their personal strand of uniqueness derived through acquisitions, nationalism, body piercings, serving as rabid fans of various conglomeration’s sports teams, or by participating in other cult-like activities. Fervently engaging in these or similar misguided identity markers is laughable. Our real identity marker comes from engagement in a succession of character building experiences that integrate the conscious and unconscious mind into a coherent whole. A person defines the contours of their life through a series of life affirming actions, many of which choices initially seem disjointed from any functional significance beyond meeting the needs of our immediate family and mollifying our own selfishness. Akin to silent film actors of yesteryear, we must each play some worthwhile role in the symposium of life which staccato orchestra of spring beauty embraces every nook and cranny of planet Earth.

not having enough money brought everyone together at Southwest. Twelve different job functions, from flight crews to baggage handlers, all put aside status concerns, job descriptions, and work rules to become a team with a big objective: the ten-minute turn.

It is because of serotonin that a college graduate feels a sense of pride and feels their confidence and status rise as they walk across the stage to receive their diploma. Technically, all a student needs to graduate is to pay their bills, fulfill their requirements and collect enough credits. But graduation probably wouldn’t feel the same if we received only an e-mail with a generic letter of congratulations and a downloadable attachment of the diploma. And here’s the best part. At the moment that college graduate feels the serotonin course through their veins as they receive their diploma, their parents, sitting in the audience, also get bursts of serotonin and feel equally as proud. And that’s the point. Serotonin is attempting to reinforce the bond between parent and child, teacher and student, coach and player, boss and employee, leader and follower.

Leslie Faber always enjoyed belonging to organizations and institutions. The basketball team, the softball team, the church youth group and the Girl Scouts; they all gave her a sense of significance. The uniforms she wore for the sports teams and the Girl Scouts conferred an official status, an attachment that the rest of her life sometimes seemed to lack.

If I could redo college and choose any school, I’d choose Michigan again. Yes, the education was great. Yes, I made amazing friends. But the biggest reason for choosing Michigan again would be the aura of its collegiate football program. Auras naturally form around things like sports, religions, and political parties. But anything can have an aura. You should be looking for auras in every relationship you cultivate, every project you engage in, and every company you work for (or build). Different auras work for different people. You have to find one that works for you. While having an aura is a good thing, not having one is equally as bad. There are droves of companies with no aura. If you’re in one of these organizations, get out. I worked in a company with no aura for far too long. My department was the result of an acquisition that happened before I was hired, and the upper management never really knew what to do with our team. After two years of punching in and punching out, I quit. That’s when I started a company of my own, and I’m glad I took the risk. I found out recently that my department at the old company folded and, frankly, I’m not surprised. I don’t know exactly what happened, but I’m sure it had something to do with the aura, or lack thereof. When you’re part of an aura, you’re experiencing the essence of being alive. Caring. Believing. Feeling. Without it, you’re just showing up.

The team spent several years working on Glitch, but it never caught on with a mainstream audience. The game was shut down in 2012 due to a lack of traction. Butterfield and his team had spent nearly four years working on a failed project. It was a painful setback—but it wasn’t “game over.” While working on Glitch, the team had built an internal productivity tool to streamline communication, and it was very effective. Instead of shutting down Tiny Speck, Butterfield decided to refocus the company around the productivity tool. They would polish and retool their internal app for external distribution, selling it to other companies with a SAAS (Software as a Service) pricing model. They called the new product Slack. The early traction for Slack was outstanding. In 2014, the company (now also known as Slack) raised $42.8 million in a new round of funding from several top tier venture firms. Later that year, they raised another $120 million, valuing the company at over $1 billion.[33] Your project might fail. But if your project fails, you don’t necessarily need to abandon your underlying passion. It’s like driving. When your car stops running, you don’t give up on the prospect of ever driving again—you get a new car so you can get back on the road. Butterfield knew he had a passion for startups, and he knew that startups were tough. When his vehicle broke down, he didn’t stop driving. He took his broken car to the dump, got a new one (with far more horsepower), and slammed his foot back down on the gas pedal.

To do truly meaningful work, you need to get serious, focus, and go all in. Floyd Mayweather Junior is the best pound-for-pound boxer in the world. As of this writing, he is also the highest paid athlete in the world. His motto? Hard Work, Dedication. His team chants the motto as he trains. One group yells, “Hard work!” and the other responds, “Dedication!” The chants get louder and faster as Mayweather increases the speed and intensity of his workout. Mayweather knows the value of these words, and the impact they have on success. He lives by them. He endures grueling training sessions, 2-3 times per day. He often trains late into the night. He doesn’t smoke or drink alcohol—ever. Floyd Mayweather is no joke. He’s the real deal. And that’s why he’s such a big deal. He lives to box. It’s what he loves to do. His hard work and dedication have paid off, literally. Some people question Mayweather’s morals, or ridicule him for his arrogance, but it’s hard to argue with his unparalleled achievements in boxing and the relentless dedication that backs it all up. The best in the world are the best because they work their asses off doing what they were born to do. They make sacrifices. They keep grinding—and they don’t stop.[36]

Learn about Public Service Loan Forgiveness The PSLF Program (Public Service Loan Forgiveness) encourages people to proceed and continue their participation in public service careers. In this program, eligible individuals are entitled for forgiveness of their remaining balance that is due on their federal student loans. However, they may only qualify if they were able to make 120 payments on these loans, which are under a particular repayment plan. These individuals also have a full-time employment status from public service companies, so they may qualify for the PSLF. Let’s discuss Public Service Loan Forgiveness with The Student Loan Help Center Team. How to Obtain Remaining Balances on Direct Loans If you want to have remaining balances on your direct loans forgiven through the PSLF, you must be able to make 120 monthly payments on direct loans. Furthermore, these payments should be full and made on time. Another important qualification is securing the payment after October 1, 2007. When you make these monthly payments, keep in mind that you should be a full-time employee at any accredited public service company. Important Details about Eligible Loans for Forgiveness As The Student Loan Help Center CEO Bruce Mesnekoff Said Loans that are eligible for the PSLF program are those you have received from a direct loan. On the other hand, Perkins Loans, Federal Family Education Loans (FFEL) and other types of student loans are not valid for PSLF. If you have an existing Perkins loan or FFEL, you have the option to consolidate these into direct consolidation loans, so you may avail of the outstanding benefits offered by the PSLF. Make sure, though, that the payments made on the new loan will be counted toward your payment requirement, which will last for 120 months. Facts about Qualifying Repayment Plans You will be able to maximize your benefits from the PSLF by repaying loans on the IBR (Income Based Repayments) or the ICR (Income Contingent Repayments. These plans enable you to qualify for the PSLF program. The 10-year repayment plan also qualifies you for the PSLF, as well as other plans where the monthly payment you make is equivalent or more than what you are required to pay under the standard 10-year repayment scheme. Before you decide on the best repayment scheme for paying off your direct loans, make sure you are aware of the costs and implications of such decision. When you extend the period in securing your payments for PSLF qualifying payments, you can reduce the remaining balance on your loan when you satisfy all the eligibility requirements for the PSLF program. Moreover, you will have zero balance on loans to be forgiven when you are able to make all 120 monthly payments through the 10 year standard repayment scheme. You can expect a great reduction on your monthly payments under the ICR or IBR plans, as compared to other qualifying repayment options for the PSLF program. Moreover, the repayment term is likely to extend. With a longer period in repaying your loans, you can expect additional interest to accumulate on your loan. Keep in mind, though, that your inability to meet the PSLF requirements will entitle you to pay off the entire loan balance, as well as the accrued interest.

When I got home, it was late at night. I walked into my room and it was painfully empty. And then I saw it. On the bed were the engagement ring and a letter. I couldn’t read the letter. I still have it but have never read it. I was too sad and ashamed about hurting her. Because I’d proposed to her on national television and now had some celebrity status, my management team said that we needed to make a statement. It could be in our own words, but Jamie and I had to make a statement announcing our breakup. We wrote it together over email and then we chose a date and time to post it. We texted each other right before we had decided we would post it, and then we each hit ENTER on our keyboards. There’s nothing more final than an official statement declaring to the world that your relationship is over. It was the hardest breakup I’ve ever had. And that is not a dig at Brandi or Tracy. I just think I was older, more mature, and more capable or forming a deeper connection with Jamie. And I did. I had a deeper connection to her than to anyone else I’ve ever known. As painful as it was to walk away from her, I know it was for the best for her and for me. And I will forever be thankful for the time I had with her. She made me a better person.

Those benefiting from the status quo, resist change.

One of the main ​reasons that MMM doesn’t deliver the benefits it should is because CMOs and marketers aren’t involved in the analysis. In many cases companies outsource the analysis or throw it over the wall to an internal analytics team. The result we often see is that the CMO pushes back on implementing the findings of the analysis, either because it’s too complex or challenges the status quo. Often times there’s a high level of distrust due to a lack of transparency into the process, so even if there’s great analysis there, the CMO won’t act on it.

One of the most difficult aspects of jumping to a new curve is setting aside your ego. In her essay, "Shedding My Skin," Rebecca Jackson writes, "Have you ever let go of something that simultaneously protects and strangles you; something that both defines you, but also suffocates your evolution? just like a snake shedding its skin, you have to lose something critical to grow, leaving you vulnerable and exposed in the process."7 When we take a step down to gain momentum for an upward surge, for a time we will know less than those around us. This can deal a blow to the ego. In achievement-oriented cultures, it is very difficult to look dumb even temporarily, asking questions like, "Am I doing this correctly?" especially to lower-status team members. MIT professor emeritus Edgar Schein describes a willingness to acknowledge that "in the here-and-now my status is inferior to yours because you know something or can do something that I need in order to accomplish a task or goal" as the art of humble inquiry. For many, this can feel very painful. In fact, in some cultures, says Schein, "task failure is preferable to humiliation and loss of face."8

The meeting wasn’t really necessary to convey status; there are many less wasteful ways to do that. The need that was being served was not the boss’s need for information, but for reassurance.

Work improves when everybody on a team aligns around a shared set of expectations but remains brave and courageous enough to challenge the status quo as necessary. Work could be transformed if leaders had an instrument that allowed people to raise their hands—anonymously or otherwise—and share glitches before projects fail.

Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important.

The captains in Tier One were not poseurs. They didn’t make speeches, didn’t seek attention or acclaim, and were not comfortable wearing the cloak of power. Most of them took subservient roles and carried water for their teammates. In other words, they behaved precisely the way Gruenfeld describes. They won status by doing everything in their power to suggest they didn’t deserve it.

High Performance teams disrupt themselves to be future future and increase AdaptAgility. Fear based teams driven by greed protect the status quo, to be safe....but it's clearly not a safe smart approach to retain the status quo.

I’ve been reading the psychologist Paul Piff, who quotes Jesus in a paper titled “Higher Social Class Predicts Increased Unethical Behavior.” Piff and his team of researchers found that the rich are more likely than the poor to cut off other vehicles when driving through intersections. And they’re less likely to stop for pedestrians. They’re more likely to cheat in a game, and more likely to think of greed as good. But money is not to blame for this, Piff suggests. What’s to blame is the comfort that a higher class status affords—the independence, the insularity, the security, the illusion of not needing other people. “While having money doesn’t necessarily make anybody anything,” Piff told New York magazine, “the rich are way more likely to prioritize their own self-interests above the interests of other people. It makes them more likely to exhibit characteristics that we would stereotypically associate with, say, assholes.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

In short, anything that bucks the status quo—whether on your team inside a big company, at a startup, or within a personal art project—will be an uphill battle. These are the battles worth fighting. If you put something out there and it meets no resistance, chances are it isn’t as vital and worthwhile as you think it is. When it generates a reaction, you know you’re onto something.

While other London clubs in fancier neighborhoods—Arsenal, Tottenham, Chelsea—have all enjoyed long periods as the capital’s preeminent team with championships and trophies to their name, glory has always remained tantalizingly out of West Ham’s grasp. Not that their fans are unduly concerned; they embrace their status as the city’s gruff, blue-collar underdogs with a healthy slice of gallows humor. When Harry Redknapp, a former player at the club, went to inspect the club’s trophy cabinet after taking over as manager, “Lord Lucan, Shergar, and two Japanese prisoners of war fell out,” he wrote. Even the club’s anthem, “I’m Forever Blowing Bubbles,” is an old Broadway tune about shattered dreams and disappointment, and it’s bellowed by thousands of supporters wearing the team’s claret and blue jerseys before every game.

Innovation accounting works in three steps: first, use a minimum viable product to establish real data on where the company is right now. Without a clear-eyed picture of your current status—no matter how far from the goal you may be—you cannot begin to track your progress. Second, startups must attempt to tune the engine from the baseline toward the ideal. This may take many attempts. After the startup has made all the micro changes and product optimizations it can to move its baseline toward the ideal, the company reaches a decision point. That is the third step: pivot or persevere. If the company is making good progress toward the ideal, that means it’s learning appropriately and using that learning effectively, in which case it makes sense to continue. If not, the management team eventually must conclude that its current product strategy is flawed and needs a serious change. When a company pivots, it starts the process all over again, reestablishing a new baseline and then tuning the engine from there. The sign of a successful pivot is that these engine-tuning activities are more productive after the pivot than before.

Based on our research and interviews, we have identified nine core characteristics that mark an individual as having high potential: Drive—the unrelenting need for achievement and constant self-improvement Resiliency—the ability to persevere in the face of challenge and bounce back from setbacks Adaptability—the ability to adjust according to the situation, learn new things, innovate, and try new methods Humility—self-confidence in one’s ability while understanding that there’s always room for improvement and that others’ experiences and knowledge are valuable Integrity—an adherence to not only what is legal but also what is right Effective intelligence—the ability to apply one’s knowledge to real-world scenarios Team-ability—the ability to function as part of a team, placing the success of the whole above the needs of the self Curiosity—a desire to explore the unknown and question the status quo in pursuit of better, more effective solutions Emotional strength—a positive attitude, high empathy, and control over one’s emotions, especially in chaotic and stressful situations

only took that Peruvian rugby team that crashed in the Andes in the early 1970s nine days without food before they were so desperate with hunger they resorted to eating the dead bodies of their friends to survive.

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Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

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This is exactly what Alan Mulally walked into when he took over as the new CEO at Ford in 2006. Ford was in serious trouble, and Mulally was brought in with the hope that he could save the company. Much as Chief Cauley had done at the CRPD, Mulally made it his first order of business at Ford to find out as much as he could about the current state of things from the people who worked there. The task, however, proved more difficult than he expected. To keep a pulse on the health of the organization, Mulally introduced weekly business plan reviews (BPRs). All his senior executives were to attend these meetings and present the status of their work against the company’s strategic plan, using simple color coding—green, yellow and red. Mulally knew that the company was having serious problems, so he was surprised to see that week after week every executive presented their projects as all green. Finally, he threw up his hands in frustration. “We are going to lose billions of dollars this year,” he said. “Is there anything that’s not going well here?” Nobody answered. There was a good reason for the silence. The executives were scared. Prior to Mulally, the former CEO would regularly berate, humiliate or fire people who told him things he didn’t want to hear. And, because we get the behavior we reward, executives were now conditioned to hide problem areas or missed financial targets to protect themselves from the CEO. It didn’t matter that Mulally said he wanted honesty and accountability; until the executives felt safe, he wasn’t going to get it. (For all the cynics who say there is no place for feelings at work, here was a roomful of the most senior people of a major corporation who didn’t want to tell the truth to the CEO because of how they felt.) But Mulally persisted. In every subsequent meeting he repeated the same question until, eventually, one person, Mark Fields, head of operations in the Americas, changed one slide in his presentation to red. A decision he believed would cost him his job. But he didn’t lose his job. Nor was he publicly shamed. Instead, Mulally clapped at the sight and said, “Mark, that is great visibility! Who can help Mark with this?” At the next meeting, Mark was still the only executive with a red slide in his presentation. In fact, the other executives were surprised to see that Fields still had his job. Week after week, Mulally would repeat his question, We are still losing tons of money, is anything not going well? Slowly executives started to show yellow and red in their presentations too. Eventually, it got to the point where they would openly discuss all the issues they were facing. In the process, Mulally had learned some tricks to help build trust on the team. To help them feel safe from humiliation, for example, he depersonalized the problems his executives faced. “You have a problem,” he would tell them. “You are not the problem.

She describes how courage at work shows up when someone speaks up, challenges an idea, shares a different perspective, or reveals a mistake. Every one of these behaviors takes courage because, as Edmondson says, people default to “avoiding failure”—the loss of status, being labeled, or being viewed with disfavor that can result from speaking up.2 Until you build a Courageous Culture, “people at work are vulnerable to a kind of implicit logic in which safe is simply better than sorry.

when new technology for cardiac surgery was introduced, those medical teams with leaders who minimized concern for status differences—in other words, were willing implicitly to admit they didn’t have all the answers and take advice from underlings—had the most effective communication, learned the most, and found the transition the easiest.

In many organizations, Clarity and Curiosity don’t coexist. Leaders focus on one or the other and experience predictable challenges. When you embrace Clarity to the exclusion of Curiosity, you miss opportunities that are hiding in plain sight. Silos and internal competition creep in as forward motion grinds to a halt. FOSU becomes an epidemic as people become more reluctant to challenge the proven status quo. You often lose top talent who want to innovate and achieve breakthrough results. Ultimately, you have teams full of people who just want to be told what to do and aren’t creating the future.

fame is supposed to be a by-product of alpha status, not a way to achieve it.

Throwing even more fuel on this fire was Alibaba’s record-breaking 2014 debut on the New York Stock Exchange. A group of Taobao sellers rang the opening bell for Alibaba’s initial public offering on September 19, just nine days after Premier Li’s speech. When the dust settled on a furious round of trading, Alibaba had claimed the title of the largest IPO in history, and Jack Ma was crowned the richest man in China. But it was about more than just the money. Ma had become a national hero, but a very relatable one. Blessed with a goofy charisma, he seems like the boy next door. He didn’t attend an elite university and never learned how to code. He loves to tell crowds that when KFC set up shop in his hometown, he was the only one out of twenty-five applicants to be rejected for a job there. China’s other early internet giants often held Ph.D.s or had Silicon Valley experience in the United States. But Ma’s ascent to rock-star status gave a new meaning to “mass entrepreneurship”—in other words, this was something that anyone from the Chinese masses had a shot at. The government endorsement and Ma’s example of internet entrepreneurship were particularly effective at winning over some of the toughest customers: Chinese mothers. In the traditional Chinese mentality, entrepreneurship was still something for people who couldn’t land a real job. The “iron rice bowl” of lifetime employment in a government job remained the ultimate ambition for older generations who had lived through famines. In fact, when I had started Sinovation Ventures in 2009, many young people wanted to join the startups we funded but felt they couldn’t do so because of the steadfast opposition of their parents or spouses. To win these families over, I tried everything I could think of, including taking the parents out to nice dinners, writing them long letters by hand, and even running financial projections of how a startup could pay off. Eventually we were able to build strong teams at Sinovation, but every new recruit in those days was an uphill battle. By 2015, these people were beating down our door—in one case, literally breaking Sinovation’s front door—for the chance to work with us. That group included scrappy high school dropouts, brilliant graduates of top universities, former Facebook engineers, and more than a few people in questionable mental states. While I was out of town, the Sinovation headquarters received a visit from one would-be entrepreneur who refused to leave until I met with him. When the staff told him that I wouldn’t be returning any time soon, the man lay on the ground and stripped naked, pledging to lie right there until Kai-Fu Lee listened to his idea.

Bill grasped that there are things we all care about as people—love, family, money, attention, power, meaning, purpose—that are factors in any business situation. That to create effective teams, you need to understand and pay attention to these human values. They are part of who we all are, regardless of our age, level, or status. Bill would get to know people as people, and by doing so he could motivate them to perform as businesspeople. He understood that positive human values generate positive business outcomes. This is a connection that too many business leaders ignore. Which is why we think it is so important that we all learn to do it now. It is counterintuitive in the business world, but essential to success.

The question to ask yourself is this: What can I give back to balance what’s been taken away? Status, turf, team membership, recognition, roles? If people feel that the change has robbed them of control over their futures, can you find some way to give them back a feeling of control?

The more we give of ourselves to see others succeed, the greater our value to the group and the more respect they offer us. The more respect and recognition we receive, the higher our status in the group and the more incentive we have to continue to give to the group. At least that’s how it’s supposed to work. Whether we are a boss, coach or parent, serotonin is working to encourage us to serve those for whom we are directly responsible. And if we are the employee, player or the one being looked after, the serotonin encourages us to work hard to make them proud.

if organizations want leaders to drive change, they would be well advised to hire moderate misfits rather than candidates who are a perfect fit for the current culture. A carbon copy of the rest of the team could perpetuate rather than disrupt the status quo. At the same time, hiring people who are radically different will rarely generate the desired change. More likely, these leaders would end up disrupting only themselves.

At the urging of Chakrabarti and McNally, the company set up a new team to handle “At Risk Countries,” or ARC. Nobody ever specified what they were at risk of, but the criteria made it clear. To get “At Risk” status, a country had to have a history of violence, a potential trigger for future conflict such as an upcoming election, and a high Facebook market penetration. In other words, the status was reserved for places where Facebook’s products could plausibly cause or exacerbate a genocide or civil war.

It used to be that only a professional player could wear the official team uniform. Now anyone with $75 can own an authentic game jersey. Somehow that cheapens the honor and privilege that go with that jersey. In reality, only the players themselves have earned the right to wear it. But we have done the same thing with our heroes. We throw the term around and slap it on just about anyone who has attained even a modicum of celebrity status, whether it is in the world of sports, music, or entertainment. But greatness is not merely for those fortunate enough to gain public notoriety. It is not for those who seek grandeur or personal glory. Rather it should be for those who, through quiet strength, demonstrate character on and off the field or the stage.

But what I can tell you is this: when it comes to performance standards, It’s not what you preach, it’s what you tolerate. You have to drive your CTO to exercise Extreme Ownership—to acknowledge mistakes, stop blaming others, and lead his team to success. If you allow the status quo to persist, you can’t expect to improve performance, and you can’t expect to win.

Another way to foster a sense of belonging for employees is to form teams that are encouraged to engage in collective problem-solving. This affords regular opportunities for all members of the teams to express their views and contribute their talents. But leaders of these teams should establish the norm that colleagues treat each other with respect, making room for everyone in discussions and listening thoughtfully to one another. As we saw with high-status students leading the way in establishing an antibullying norm in schools, managers, as the highest-status member of a team, can set powerful norms. A key goal is foster what leadership scholar Amy Edmonson calls psychological safety, which she describes as "the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed--with relevant ideas, questions, or concerns--without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid." No matter how ingenious or talented individual team members are, if the climate does not foster the psychological safety people need to express themselves, they are likely to hold back on valuable input.

Who are you? Who are the players, the management team? What’s your expertise and track record? Have any of you succeeded in doing this before? Who are your advisors and what are their credentials? #2. What is it? What is your product or service? Even if it’s complex, this explanation must be easily understandable. Do you have any intellectual property rights, such as patents, that will provide some measure of exclusivity? #3. Where are you? What’s the status of your venture? Do you have a working prototype or has anyone tested your product or idea? What benchmarks have you already hit? #4. Where are you going? What’s your goal? What milestones will you attain along the way to achieving that goal? #5. Who wants it? Who’s your target market? What’s the problem being solved? Where’s the PAIN? What itch are you scratching? #6. How many people will want it? What’s your potential market size?

The USOC told U.S. Soccer officials they had to cooperate with the team, and after some back-and-forth, the federation agreed to send the team to the 2005 Algarve Cup. “They were incredibly reluctant to cooperate until the USOC told them they had to cooperate,” Langel says. Tiffeny Milbrett, who returned to the team after April Heinrichs left, says the ordeal reinforced a second-class status for the women’s national team with the federation. “U.S. Soccer had to be threatened by the Olympic Committee that they weren’t managing their governing status toward the women appropriately,” she says. “It was like, Why do we have to deal with this discrimination and these attitudes? It was the Olympic Committee that changed things, not these men at the federation saying, Yes, the women deserve it.

Even though we can indeed raise our status with material goods, the feeling doesn’t last. There is no social relationship associated with that burst of serotonin. Again, the selfless chemicals are trying to help us strengthen our communities and social bonds. To find a lasting sense of pride, there must be a mentor/parent/boss/coach/leader relationship to back it up.