Tenure Team Quotes

General manager Frank Lane made his mark on the club by making several unpopular or unsuccessful trades. Among the guys he traded to other teams are Rocky Colavito, Roger Maris, Norm Cash, and … manager Joe Gordon? Uh, yes. Lane and Detroit GM Bill DeWitt traded managers—Joe Gordon for Jimmy Dykes. Lane’s tenure ended shortly thereafter, long before the damage he caused.

Every morning I cheer on my Cheerios, but I don’t really want them to win. Secretly I’m trying to drown them and eat them—just like I tried to do to my teammates in my tenure on my high school swim team.

At last we realized that all this cross-team communication didn’t really need refinement at all—it needed elimination. Where was it written in stone that every project had to involve so many separate entities? It wasn’t just that we had had the wrong solution in mind; rather, we’d been trying to solve the wrong problem altogether. We didn’t yet have the new solution, but we finally grasped the true identity of our problem: the ever-expanding cost of coordination among teams. This change in our thinking was of course nudged along by Jeff. In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional

Given all the evidence for how resilient people are, it is striking that people don’t realize this when predicting their emotional reactions to future events. Daniel Gilbert and I have found evidence for this lack of appreciation of resilience—the durability bias—in numerous studies. In one, college football fans predicted how happy they would be in the days following a victory or loss by their favorite team. They anticipated that the outcome of the game would influence their overall happiness for two to three days, but it did not. By the following day, people were back to their normal level of happiness. In another, assistant professors predicted that the outcome of their tenure decision would have a large impact on their overall happiness for five years after the decision. In fact, professors who had received tenure in the previous five years were not significantly happier than professors who had been denied tenure.22

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.

Today the bribes may no longer be necessary. Now that the SWAT teams, the multiagency drug task forces, and the drug enforcement agenda have become a regular part of federal, state, and local law enforcement, it appears the drug war is here to stay. Funding for the Byrne-sponsored drug task forces had begun to dwindle during President Bush’s tenure, but Barack Obama, as a presidential candidate, promised to revive the Byrne grant program, claiming that it is “critical to creating the anti-drug task forces our communities need.”61 Obama honored his word following the election, drastically increasing funding for the Byrne grant program despite its abysmal track record. The Economic Recovery Act of 2009 included more than $2 billion in new Byrne funding and an additional $600 million to increase state and local law enforcement across the country.62 Relatively little organized opposition to the drug war currently exists, and any dramatic effort to scale back the war may be publicly condemned as “soft” on crime. The war has become institutionalized. It is no longer a special program or politicized project; it is simply the way things are done.

Rex Parker, who had a very brief tenure as the team’s fourth quarterback, recalled an afternoon when Jackson charged him from the defensive end. “He hit me,” Parker said, “and my ancestry shook.

In addition to driving revenue growth, David Link, a 20+ year Managing Director at Accenture, played a pivotal role in establishing a strong core payments team in the region during his tenure.

Petraeus’s acolytes arrived in Baghdad in February of 2007 armed with the holy writ: Field Manual 3-24, Counterinsurgency, came right from the font, written by the master and his team during the general’s interlude commanding the Army’s Combined Arms Center at Fort Leavenworth, Kansas, from 2005 to 2007. Leavenworth writes doctrine, the Army’s how-to manuals. During his tenure on the Kansas prairie, David Petraeus ensured that his views on counterinsurgency were recorded. Now they would be applied.

In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional ones. He suggested that each software team should build and clearly document a set of application program interfaces (APIs) for all their systems/services. An API is a set of routines, protocols, and tools for building software applications and defining how software components should interact. In other words, Jeff’s vision was that we needed to focus on loosely coupled interaction via machines through well-defined APIs rather than via humans through emails and meetings. This would free each team to act autonomously and move faster.

Coates and his new colleagues examined a group of financial traders working on a London trading floor, asking each one to identify the successive moments when he felt his heart beat—a measure of the individual’s sensitivity to bodily signals. The traders, they found, were much better at this task than were an age- and gender-matched group of controls who did not work in finance. What’s more, among the traders themselves, those who were the most accurate in detecting the timing of their heartbeats made more money, and tended to have longer tenures in what was a notably volatile line of work. “Our results suggest that signals from the body—the gut feelings of financial lore—contribute to success in the markets,” the team concluded. Confirming Coates’s informal observations, those who thrived in this milieu were not necessarily people with greater education or intellect, but rather “people with greater sensitivity to interoceptive signals.

This change in our thinking was of course nudged along by Jeff. In my tenure at Amazon I heard him say many times that if we wanted Amazon to be a place where builders can build, we needed to eliminate communication, not encourage it. When you view effective communication across groups as a “defect,” the solutions to your problems start to look quite different from traditional ones. He suggested that each software team should build and clearly document a set of application program interfaces (APIs) for all their systems/services. An API is a set of routines, protocols, and tools for building software applications and defining how software components should interact. In other words, Jeff’s vision was that we needed to focus on loosely coupled interaction via machines through well-defined APIs rather than via humans through emails and meetings. This would free each team to act autonomously and move faster.

CRUMB CAKE During my tenure as pastry chef at four-star Restaurant Daniel, I had a group of very special interns every Saturday, who were lovingly referred to as “Johnny’s Angels.” One of the angels was Martha Magliula, who is an avid home baker extraordinaire. Every Saturday she would bring two coffee cakes—one for the team and one just for me. I had to ration it to get me through until the next Saturday. When I decided to do a cookbook focused on home bakers, I knew I just had to feature her incredible coffee cake, which doesn’t skimp on the crumble topping. MAKES ONE 9 × 13-INCH CAKE; SERVES 12 TO 16

They can attend the red team event to demonstrate their support, just as New York Police Department (NYPD) Commissioner Ray Kelly and his successor William Bratton made it a point to participate in every single tabletop exercise, described in chapter 4, that was conducted with senior commanders during his tenure. Red teams can also be rewarded for their work—for example, the CIA Red Cell has received the National Intelligence Meritorious Unit Citation on multiple occasions—or a proficient red teamer can conspicuously be promoted to a more senior position.

The central message of Consiglieri is that the best leadership teams beat to a reciprocal drum. Find out what your C needs and they will show you what you need. Responding to A/C problems and successes in an emotionally intelligent way will service a relationship that could define your tenure.

The years between 2004 and 2008 were troubled years, as Tendulkar battled injuries and form, coinciding also with the ill-fated years of Greg Chappell’s tenure as the coach of the Indian team. All the arm-chair critics said he must go. Somehow, somewhere, Tendulkar found the composure and sagacity to ignore all this and concentrated on getting healthier, fitter and back to his best. He rediscovered himself and everyone knows how incandescent this second coming of Tendulkar was, for he blazed away in Bradmanesque fashion culminating in the 2011 World Cup victory. Back to his attacking best, he scored quickly, attacked the bowling and it was clear that he was enjoying his cricket more than ever before. We did not ask Dravid—actually we forgot to ask him—but Arun Lal or Gavaskar or Ravi Shastri are quite sure that Sachin was batting as well if not better than he had ever batted in his life.

If you’re looking for reliable indicators of enterprise value, take a look at the tenure of the leadership team. Successful organizations with long-term strategic visions tend to have a very low turnover rate at the top. The key, of course, is balancing a culture of long-term commitments with the need to deliver short-term excellence. You want a patient CEO, but you don’t want an extremely patient workforce.

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