Tracking Team Quotes

Anyone can plot a course with a map or compass; but without a sense of who you are, you will never know if you're already home.

She'd suggested that he observe other teens for social cues, and he'd done the job in spades. Yesterday after spending the afternoon with the track team, Aelyx had smacked her on the back and yelled, "Good hustle!" after she jogged up the front porch steps.

Someone who doesn't make the (Olympic) team might weep and collapse. In my day no one fell on the track and cried like a baby. We lost gracefully. And when someone won, he didn't act like he'd just become king of the world, either. Athletes in my day were simply humble in our victory. I believe we were more mature then...Maybe it's because the media puts so much pressure on athletes; maybe it's also the money. In my day we competed for the love of the sport...In my day we patted the guy who beat us on the back, wished him well, and that was it.

They were all on the volleyball team together and tall and fit as colts and when they went for runs it was what the track team might have looked like in terrorist heaven.

as a lobbyist he had long ago concluded there was no difference in how Democrats and Republicans conducted the business of government. The game stayed the same: It was always about favors and friends, and who controlled the dough. Party labels were merely a way to keep track of the teams; issues were mostly smoke and vaudeville. Nobody believed in anything except hanging on to power, whatever it took. .....

Kay Cannon was a woman I’d known from the Chicago improv world. A beautiful, strong midwestern gal who had played lots of sports and run track in college, Kay had submitted a good writing sample, but I was more impressed by her athlete’s approach to the world. She has a can-do attitude, a willingness to learn through practice, and she was comfortable being coached. Her success at the show is a testament to why all parents should make their daughters pursue team sports instead of pageants. Not that Kay couldn’t win a beauty pageant - she could, as long as for the talent competition she could sing a karaoke version of ‘Redneck Woman’ while shooting a Nerf rifle.

The moment a team member relaxes is the moment their opponent in the next garage or the next driver on the track is pushing harder.

A separate, international team analyzed more than a half million research articles, and classified a paper as “novel” if it cited two other journals that had never before appeared together. Just one in ten papers made a new combination, and only one in twenty made multiple new combinations. The group tracked the impact of research papers over time. They saw that papers with new knowledge combinations were more likely to be published in less prestigious journals, and also much more likely to be ignored upon publication. They got off to a slow start in the world, but after three years, the papers with new knowledge combos surpassed the conventional papers, and began accumulating more citations from other scientists. Fifteen years after publication, studies that made multiple new knowledge combinations were way more likely to be in the top 1 percent of most-cited papers. To recap: work that builds bridges between disparate pieces of knowledge is less likely to be funded, less likely to appear in famous journals, more likely to be ignored upon publication, and then more likely in the long run to be a smash hit in the library of human knowledge. •

But far too often when we face the failure of a business venture, we let that failure paralyze us from trying again. The failure could stem from a lack of financial planning, a lack of resources, or the lack of the right team members. But you have to realize that failure is part of the process when you are on the road to success. The only way to get back on track is to come up with another plan. I’ve failed more times than I can count. But you can’t let the failure freeze you in place and stop you from pursuing your dreams.

People play differently when they’re keeping score,” the 4DX authors explain. They then elaborate that when attempting to drive your team’s engagement toward your organization’s wildly important goal, it’s important that they have a public place to record and track their lead measures. This scoreboard creates a sense of competition that drives them to focus on these measures, even when other demands vie for their attention. It also provides a reinforcing source of motivation. Once the team notices their success with a lead measure, they become invested in perpetuating this performance.

As the 2018 World Cup Championship in Russia draws to a close, President Trump scores a hat-trick of diplomatic faux pas - first at the NATO summit, then on a UK visit, and finally with a spectacular own goal in Helsinki, thereby handing Vladimir Putin a golden propaganda trophy. For as long as this moron continues to queer the pitch by refusing to be a team player, America's Achilles' heel will go from bad to worse. It's high time somebody on his own side tackled him in his tracks.

To me, the simplest gift that a husband or a wife can do for their partner is to remind them of their precious visions, goals and dreams. What a gift that is to have a voice of reason right in your corner when you sometimes need a little nudge to get back on track. To have a team player to cheer you on and to support your efforts is indeed a massive present from the universe. Whomever has such a gift should surely treasure and protect it for all its worth. It's worth is invaluable to the world.

BY HIGH SCHOOL, the names no longer shocked her but the loneliness did. You could never quite get used to loneliness; every time she thought she had, she sank further into it. She sat by herself at lunch, flipping through cheap paperbacks. She never received visits on the weekends, or invitations to Lou’s for lunch, or phone calls just to see how she was doing. After school, she went running alone. She was the fastest girl on the track team, and on another team in another town, she might have been captain. But on this team in this town, she stretched alone before practice and sat by herself on the team bus, and after she won the gold medal at the state championship, no one congratulated her but Coach Weaver.

Vaughan operates in a different way from me and most of the policy team. He decides to crack the China market with his golf clubs, sending updates about whom he has golfed with and how this might lead to opportunities to meet with key government officials. The actual work, preparing briefings, tracking regulations, or analysing political developments, he delegates to interns, or the women who work for him.

The physical board had a huge psychological effect compared to anything we got from the electronic tracking tool we used at Microsoft. By attending the standup each day, team members were exposed to a sort of time-lapse photography of the flow of work across the board. Blocked work items were marked with pink tickets, and the team became much more focused on issue resolution and maintaining flow. Productivity jumped dramatically.

You see, girls are supposed to run. "It can damage the reproductive system"... The issue is put to a vote and Cheryl is eventually allowed on track provided that she keeps away from the boys on the team as she represents a "distraction".

I’ve seen many managers who shy away from leadership moments (e.g., any moment where the team/project needs someone to take decisive action) and retreat to tracking the efforts of others instead of facilitating or even participating in them. If all someone does is keep score and watch from the sidelines, he might be better suited for the accounting department. When someone in a leadership role consistently responds to pressure by getting out of the fray, he’s not leading — he’s hiding. Ineffective

Even the listings of school clubs only emphasized how self-centered we were. The track team—oh, you can’t run? Too bad. The art club—you’re all thumbs? Take a hike. The drama society—you’ve got stage fright? Tough buns. The chess club—no brains? No dice.

I spent that night lying huddled and shivering in the vast bed of the hotel. My feet were icy, my knees drawn up, my head sideways on the pillow; in front of me the arctic waste of starched white bedsheet stretched out to infinity. I knew I could never traverse it, regain the track, get back to where it was warm; I knew I was directionless; I knew I was lost. I would be discovered years later by some intrepid team—fallen in my tracks, one arm outflung as if grasping at straws, my features desiccated, my fingers gnawed by wolves.

We use OKRs to plan what people are going to produce, track their progress vs. plan, and coordinate priorities and milestones between people and teams. We also use OKRs to help people stay focused on the most important goals, and help them avoid being distracted by urgent but less important goals.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

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.

Reece nodded, remembering all that his friends had done to help him avenge his family and his Team. There had been an emptiness to those killings. Born of pure rage, their purpose had been death unto itself. What he'd done since Freddy tracked him down in Mozambique had been different. The purpose of the killing he'd done on this new mission had been life.

Returning from a hunting trip, Orde-Lees, traveling on skis across the rotting surface of the ice, had just about reached camp when an evil, knoblike head burst out of the water just in front of him. He turned and fled, pushing as hard as he could with his ski poles and shouting for Wild to bring his rifle. The animal—a sea leopard—sprang out of the water and came after him, bounding across the ice with the peculiar rocking-horse gait of a seal on land. The beast looked like a small dinosaur, with a long, serpentine neck. After a half-dozen leaps, the sea leopard had almost caught up with Orde-Lees when it unaccountably wheeled and plunged again into the water. By then, Orde-Lees had nearly reached the opposite side of the floe; he was about to cross to safe ice when the sea leopard’s head exploded out of the water directly ahead of him. The animal had tracked his shadow across the ice. It made a savage lunge for Orde-Lees with its mouth open, revealing an enormous array of sawlike teeth. Orde-Lees’ shouts for help rose to screams and he turned and raced away from his attacker. The animal leaped out of the water again in pursuit just as Wild arrived with his rifle. The sea leopard spotted Wild, and turned to attack him. Wild dropped to one knee and fired again and again at the onrushing beast. It was less than 30 feet away when it finally dropped. Two dog teams were required to bring the carcass into camp. It measured 12 feet long, and they estimated its weight at about 1,100 pounds. It was a predatory species of seal, and resembled a leopard only in its spotted coat—and its disposition. When it was butchered, balls of hair 2 and 3 inches in diameter were found in its stomach—the remains of crabeater seals it had eaten. The sea leopard’s jawbone, which measured nearly 9 inches across, was given to Orde-Lees as a souvenir of his encounter. In his diary that night, Worsley observed: “A man on foot in soft, deep snow and unarmed would not have a chance against such an animal as they almost bound along with a rearing, undulating motion at least five miles an hour. They attack without provocation, looking on man as a penguin or seal.

Hey Alex!” Natalie’s voice calls out. “Nice clothes from last night.” There’s no jamming with the band, no all-night music. Just me in my boots and bedhead, and the whole girls’ track team now knows I didn’t sleep in my room last night. I want to yell back, “You know nothing!” But she obviously knows something. She was there. At the club. And I’m the one who knows nothing.

I had Trevor Mitchell’s clothes in my arms. His sweater, V-neck, undershirt, khakis, socks, loafers, and underwear. I had his power. His mask. I had his whole life. What was a girl to do? This girl ran. I ran so hard, like I had never run before. Like I had been training every day in gym class. If Mr. Harris could have seen me then, he surely would have put me on the track team.

Encouragement during the early years is crucial because beginners are still figuring out whether they want to commit or cut bait. Accordingly, Bloom and his research team found that the best mentors at this stage were especially warm ans supportive: 'perhaps the major quality of these teachers was that they made the initial learning very pleasant and rewarding. much of the introduction to the field was as playful activity, and the learning at the beginning of this stage was like a game'. A degree of autonomy during the early years is also important. Longitudinal studies tracking learners confirm that overbearing parents and teachers erode intrinsic motivation. Kids whose parents let them make their own choices about what they like are more likely to develop interests later identified as a passion.

He simply had to trust the dogs. On the hunt, man and dogs were always a team. With Jesse, perhaps this was more true than with most. Most men, knowing themselves to be a lot smarter than the dogs, often overruled their judgment. Jesse, not thinking himself much smarter than anything, did not. He often relied upon his own instincts. He therefore had more respect for instinct, perhaps, than a man who normally relied upon intellect. The mind of the dog was in many ways as simple and uncomplicated as Jesse's own. He was taught to memorize actions in places he couldn't reason, and obey in situations that he did not understand. When he did understand he followed his instinct. His instincts assured him that as hunter, the dog was at least the equal of man. And for scenting and tracking, the dog was superior.

In December 1935, Louie graduated from high school; a few weeks later, he rang in 1936 with his thoughts full of Berlin. The Olympic trials track finals would be held in New York in July, and the Olympic committee would base its selection of competitors on a series of qualifying races. Louie had seven months to run himself onto the team. In the meantime, he also had to figure out what to do about the numerous college scholarships being offered to him. Pete had won a scholarship to the University of Southern California, where he had become one of the nation’s top ten college milers. He urged Louie to accept USC’s offer but delay entry until the fall, so he could train full-time. So Louie moved into Pete’s frat house and, with Pete coaching him, trained obsessively. All day, every day, he lived and breathed the 1,500 meters and Berlin.

When I interviewed with the Chief of Family Medicine at a large medical corporation on the West Coast, he explained that, since he was part of a team of people who arranged for pharmaceutical companies to issue cash grants, he was in a position to offer me a particularly enticing salary. “What are the grants for?” I asked. “We have a quality improvement program that tracks physician prescribing patterns. We call it ‘quality’ but it’s really about money.” And that’s all it’s about. It works like this. In his organization, any patient with LDL cholesterol over 100 is put on a cholesterol-lowering medication. Any person with a blood pressure higher than 140/90 is put on a blood pressure medication. Any person with “low bone density” is put on a bone-remodeling inhibitor. And so on. The doctors who prescribe the most get big bonuses. Those who prescribe the least get fired. With a hint of incredulousness in his voice, he explained, “So far, every time we’ve asked for funding for our program, the drug companies give it to us.” If this is where healthcare is headed, then these hybrid physicians-executives will instinctively turn their gaze to our children and invent more creative methods to bulldoze an entire generation into the bottomless pit of chronic disease.

As with everything she did, Aimi excelled. Academically, she was in the top one percent of students in the state and was in the track team that had just won the nationals. She said she only went in for cheerleading because she liked the physical activity. It made sense though, Sam thought. Because of her bright, cheerful attitude, she was also incredibly popular. At times Sam felt slightly jealous of her, but mostly he was just immensely proud.

… and one day, after Mahlke had learned to swim, we were lying in the grass, in the Schlagball field. I ought to have gone to the dentist, but they wouldn't let me because I was hard to replace on the team. My tooth was howling. A cat sauntered diagonally across the field and no one threw anything at it. A few of the boys were chewing or plucking at blades of grass. The cat belonged to the caretaker and was black. Hotten Sonntag rubbed his bat with a woolen stocking. My tooth marked time. The tournament had been going on for two hours. We had lost hands down and were waiting for the return game. It was a young cat, but no kitten. In the stadium, handball goals were being made thick and fast on both sides. My tooth kept saying one word, over and over again. On the cinder track the sprinters were practicing starts or limbering up. The cat meandered about. A trimotored plane crept across the sky, slow and loud, but couldn't drown out my tooth. Through the stalks of grass the caretaker's black cat showed a white bib. Mahlke was asleep. The wind was from the east, and the crematorium between the United Cemeteries and the Engineering School was operating. Mr. Mallenbrandt, the gym teacher, blew his whistle: Change sides. The cat practiced. Mahlke was asleep or seemed to be. I was next to him with my toothache. Still practicing, the cat came closer. Mahlke's Adam's apple attracted attention because it was large, always in motion, and threw a shadow. Between me and Mahlke the caretaker's black cat tensed for a leap. We formed a triangle. My tooth was silent and stopped marking time: for Mahlke's Adam's apple had become the cat's mouse. It was so young a cat, and Mahlke's whatsis was so active – in any case the cat leaped at Mahlke's throat; or one of us caught the cat and held it up to Mahlke's neck; or I, with or without my toothache, seized the cat and showed it Mahlke's mouse: and Joachim Mahlke let out a yell, but suffered only slight scratches. And now it is up to me, who called your mouse to the attention of this cat and all cats, to write. Even if we were both invented, I should have to write. Over and over again the fellow who invented us because it's his business to invent people obliges me to take your Adam's apple in my hand and carry it to the spot that saw it win or lose.

many ExOs are adopting the Objectives and Key Results (OKR) method. Invented at Intel by CEO Andy Grove and brought to Google by venture capitalist John Doerr in 1999, OKR tracks individual, team and company goals and outcomes in an open and transparent way. In High Output Management, Grove’s highly regarded manual, he introduced OKRs as the answer to two simple questions: Where do I want to go? (Objectives) How will I know I’m getting there? (Key Results to ensure progress is made)

Following their line of vision, he found the distraction. The damn tennis team, running the perimeter of the football field in some half-assed formation, following their fearless leader. They weren’t looking at the field, weren’t yelling or causing a scene. Just concentrating on keeping up with Chris. Having been a teenage boy himself, the draw was obvious. Teenage girls. Short shorts. No brainer. At thirty-four, he was past that. Except his eyes didn’t seem to get the “I’m Too Old For This” memo. They were tracking Chris like a hawk tracks a field mouse.

I was already an atheist, and by my senior year I had became obsessed with the question “What is the meaning of life?” I wrote my personal statement for college admissions on the meaninglessness of life. I spent the winter of my senior year in a kind of philosophical depression—not a clinical depression, just a pervasive sense that everything was pointless. In the grand scheme of things, I thought, it really didn’t matter whether I got into college, or whether the Earth was destroyed by an asteroid or by nuclear war. My despair was particularly strange because, for the first time since the age of four, my life was perfect. I had a wonderful girlfriend, great friends, and loving parents. I was captain of the track team, and, perhaps most important for a seventeen-year-old boy, I got to drive around in my father’s 1966 Thunderbird convertible. Yet I kept wondering why any of it mattered. Like the author of Ecclesiastes, I thought that “all is vanity and a chasing after wind” (ECCLESIASTES 1:14) . I finally escaped when, after a week of thinking about suicide (in the abstract, not as a plan), I turned the problem inside out. There is no God and no externally given meaning to life, I thought, so from one perspective it really wouldn’t matter if I killed myself tomorrow. Very well, then everything beyond tomorrow is a gift with no strings and no expectations. There is no test to hand in at the end of life, so there is no way to fail. If this really is all there is, why not embrace it, rather than throw it away? I don’t know whether this realization lifted my mood or whether an improving mood helped me to reframe the problem with hope; but my existential depression lifted and I enjoyed the last months of high school.

The answer was, we weren’t at all ready. Annual flu shots didn’t provide protection against H1N1, it turned out, and because vaccines generally weren’t a moneymaker for drug companies, the few U.S. vaccine makers that existed had a limited capacity to ramp up production of a new one. Then we faced questions of how to distribute antiviral medicines, what guidelines hospitals used in treating cases of the flu, and even how we’d handle the possibility of closing schools and imposing quarantines if things got significantly worse. Several veterans of the Ford administration’s 1976 swine flu response team warned us of the difficulties involved in getting out in front of an outbreak without overreacting or triggering a panic: Apparently President Ford, wanting to act decisively in the middle of a reelection campaign, had fast-tracked mandatory vaccinations before the severity of the pandemic had been determined, with the result that more Americans developed a neurological disorder connected to the vaccine than died from the flu. “You need to be involved, Mr. President,” one of Ford’s staffers advised, “but you need to let the experts run the process.

The reason a bunch of employees who had no direct responsibility for ads, or culpability when they were lousy, spent their weekends transforming someone else’s problem into a profitable solution speaks to the power of culture. Jeff and gang had a clear understanding of their company’s priorities, and knew they had the freedom to try to solve any big problem that stood in the way of success. If they had failed, no one would have chastised them in any way, and when they succeeded, no one—even on the ads team—was jealous of their progress. But it wasn’t Google’s culture that turned those five engineers into problem-solving ninjas who changed the course of the company over the weekend. Rather it was the culture that attracted the ninjas to the company in the first place. Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.

In one study, a trio of professors from Harvard Business School tracked more than one thousand acclaimed equity analysts over a decade and monitored how their performance changed as they switched firms. Their dour conclusion, “When a company hires a star, the star’s performance plunges, there is a sharp decline in the functioning of the group or team the person works with, and the company’s market value falls.”20 The hiring organization is let down because it failed to consider systems-based advantages that the prior employer supplied, including firm reputation and resources. Employers also underestimate the relationships that supported previous success, the quality of the other employees, and a familiarity with past processes.

One day, fearing that I was coming down with the flu, I stopped by Bowerman’s office to say that I wouldn’t be able to practice that afternoon. “Uh-huh,” he said. “Who’s the coach of this team?” “You are.” “Well, as coach of this team I’m telling you to get your ass out there. And by the way . . . we’re going to have a time trial today.” I was close to tears. But I held it together, channeled all my emotion into my run, and posted one of my best times of the year. As I walked off the track I glowered at Bowerman. Happy now, you son of a—? He looked at me, checked his stopwatch, looked at me again, nodded. He’d tested me. He’d broken me down and remade me, just like a pair of shoes. And I’d held up. Thereafter, I was truly one of his Men of Oregon. From that day on, I was a tiger.

We tried a number of single-threaded efforts to meet the challenge. We rolled out features one after another, such as a recommendation engine for people that our users should meet and a professional Q&A service. None of them worked well enough to solve the problem. We concluded that the problem might require a Swiss Army knife approach with multiple use cases for multiple groups of users. After all, some people might want a news feed, some might want to track their career progress, and some might be keen on continuing education. Fortunately, LinkedIn had grown to the point where the organization could support multiple threads. We reorganized the product team so that each director of product could focus on a different approach to address engagement. Even though none of those efforts alone proved a silver bullet, the overall combination of them significantly improved user engagement.

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 strongest evidence yet was published in 2010. In a painstaking long-term study, much larger and more thorough than anything done previously, an international team of researchers tracked one thousand children in New Zealand from birth until the age of thirty-two. Each child’s self-control was rated in a variety of ways (through observations by researchers as well as in reports of problems from parents, teachers, and the children themselves). This produced an especially reliable measure of children’s self-control, and the researchers were able to check it against an extraordinarily wide array of outcomes through adolescence and into adulthood. The children with high self-control grew up into adults who had better physical health, including lower rates of obesity, fewer sexually transmitted diseases, and even healthier teeth. (Apparently, good self-control includes brushing and flossing.) Self-control was irrelevant to adult depression, but its lack made people more prone to alcohol and drug problems. The children with poor self-control tended to wind up poorer financially. They worked in relatively low-paying jobs, had little money in the bank, and were less likely to own a home or have money set aside for retirement. They also grew up to have more children being raised in single-parent households, presumably because they had a harder time adapting to the discipline required for a long-term relationship. The children with good self-control were much more likely to wind up in a stable marriage and raise children in a two-parent home. Last, but certainly not least, the children with poor self-control were more likely to end up in prison. Among those with the lowest levels of self-control, more than 40 percent had a criminal conviction by the age of thirty-two, compared with just 12 percent of the people who had been toward the high end of the self-control distribution in their youth.

I had always felt that trust was the bedrock of any partnership, especially a business one. My associate and I had what I thought was a non-shakeable alliance. We would strategize; we would go to conferences about crypto and toast our wins with a glass of liquor. He was the only person I had trusted with my financial insight. Unfortunately, he was also the last person I should have trusted. WhatsApp info:+12723 328 343 I woke up one morning to the stuff of nightmares: I had absolutely no access to my Bitcoin wallet, holding $290,000. My password didn't work, my backup keys were useless, and my hardware wallet? Completely wiped. Panic set in as I tried to work out what was going on. Then, a chilling realization hit me. Only a week before, my ever-so-helpful colleague had made an offer to "optimize" my wallet security. I thought at that time, Wow, what a great guy. Well, it turns out he was great-at deception. The real gut punch? He had the audacity to sit across from me at work the next day, sipping coffee like nothing had happened. I confronted him, expecting some elaborate excuse, but he played dumb-so dumb it was insulting. That's when I knew what I needed were professionals, not empty denials. After hours of frantic research, I came across ADWARE RECOVERY SPECIALIST. Their reputation in high-stakes crypto theft gave me hope. From the first conversation, they took my case seriously, breaking down the recovery process in a way that finally made sense. Their forensic team got to work tracking the stolen funds across multiple wallets. A few tense days later, I got the call: my money was back. Every single dollar. It turned out that my trusted colleague had tried to launder the funds through multiple transactions, but ADWARE RECOVERY SPECIALIST untangled his mess with ease. The feeling of relief was overwhelming; I had prepared myself for the worst, yet I walked away victorious. My colleague probably had a pretty good inkling, because he quit before I could file any report. Typical. Some people just love to disappear rather than confront the music. Email info: Adware recovery specialist (@) auctioneer.net I emerged from that fiasco with my money still in one piece, and more painfully but preciously, with the lesson not to confuse control for kindness: you earn trust; you don't give it away freely-especially where money intervenes.

When I first started to run the Jingu Gaien course, Toshihiko Seko was still an active runner and he used this course too. The S&B team used this course every day for training, and over time we naturally grew to know each other by sight. Back then I used to jog there before seven a.m. — when the traffic wasn’t bad, there weren’t as many pedestrians, and the air was relatively clean—and the S&B team members and I would often pass each other and nod a greeting. On rainy days we’d exchange a smile, a guess-we’re-both-havingit-tough kind of smile. I remember two young runners in particular, Taniguchi and Kanei. They were both in their late twenties, both former members of the Waseda University track team, where they’d been standouts in the Hakone relay race. After Seko was named manager of the S&B team, they were expected to be the two young stars of the team. They were the caliber of runner expected to win medals at the Olympics someday, and hard training didn’t faze them. Sadly, though, they were killed in a car accident when the team was training together in Hokkaido in the summer. I’d seen with my own eyes the tough regimen they’d put themselves through, and it was a real shock when I heard the news of their deaths. It hurt me to hear this, and I felt it was a terrible waste. Even now, when I run along Jingu Gaien or Asakasa Gosho, sometimes I remember these other runners. I’ll round a corner and feel like I should see them coming toward me, silently running, their breath white in the morning air. And I always think this: They put up with such strenuous training, and where did their thoughts, their hopes and dreams, disappear to? When people pass away, do their thoughts just vanish?

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In one of her most influential studies, she and her team tracked the emotional experiences of nearly two hundred people over years of their lives. The subjects spanned a broad range of backgrounds and ages. (They were from eighteen to ninety-four years old when they entered the study.) At the beginning of the study and then every five years, the subjects were given a beeper to carry around twenty-four hours a day for one week. They were randomly paged thirty-five times over the course of that week and asked to choose from a list all the emotions they were experiencing at that exact moment. If Maslow’s hierarchy was right, then the narrowing of life runs against people’s greatest sources of fulfillment and you would expect people to grow unhappier as they age. But Carstensen’s research found exactly the opposite. The results were unequivocal. Far from growing unhappier, people reported more positive emotions as they aged. They became less prone to anxiety, depression, and anger. They experienced trials, to be sure, and more moments of poignancy—that is, of positive and negative emotion mixed together. But overall, they found living to be a more emotionally satisfying and stable experience as time passed, even as old age narrowed the lives they led. The findings raised a further question. If we shift as we age toward appreciating everyday pleasures and relationships rather than toward achieving, having, and getting, and if we find this more fulfilling, then why do we take so long to do it? Why do we wait until we’re old? The common view was that these lessons are hard to learn. Living is a kind of skill. The calm and wisdom of old age are achieved over time. Carstensen was attracted to a different explanation. What if the change in needs and desires has nothing to do with age per se? Suppose it merely has to do with perspective—your personal sense of how finite your time in this world is. This idea was regarded in scientific circles as somewhat odd. But Carstensen had her own reason for thinking that one’s personal perspective might be centrally important

we neared Liverpool’s Lime Street station, we passed through a culvert with walls that appeared to rise up at least thirty feet, high enough to block out the sun. They were as smooth as Navajo sandstone. This had been bored out in 1836 and had been in continuous use ever since, the conductor told me. “All the more impressive,” he said, “when you consider it was all done by Irish navvies working with wheelbarrows and picks.” I couldn’t place his accent and asked if he himself was Irish, but he gave me a disapproving look and told me he was a native of Liverpool. He had been talking about the ragged class of nineteenth-century laborers, usually illiterate farmhands, known as “navvies”—hard-drinking and risk-taking men who were hired in gangs to smash the right-of-way in a direct line from station to station. Many of them had experienced digging canals and were known by the euphemism “navigators.” They wore the diminutive “navvy” as a term of pride. Polite society shunned them, but these magnificent railways would have been impossible without their contributions of sweat and blood. Their primary task was cleaving the hillsides so that tracks could be laid on a level plain for the weak locomotive engines of the day. Teams of navvies known as “butty gangs” blasted a route with gunpowder and then hauled the dirt out with the same kind of harness that so many children were then using in the coal mines: a man at the back of a full wheelbarrow would buckle a thick belt around his waist, then attach that to a rope dangling from the top of the slope and allow himself to be pulled up by a horse. This was how the Lime Street approach had been dug out, and it was dangerous. One 1827 fatality happened as “the poor fellow was in the act of undermining a heavy head of clay, fourteen or fifteen feet high, when the mass fell upon him and literally crushed his bowels out of his body,” as a Liverpool paper told it. The navvies wrecked old England along with themselves, erecting a bizarre new kingdom of tracks. In a passage from his 1848 novel Dombey and Son, Charles Dickens gives a snapshot of the scene outside London: Everywhere

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

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

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In the shock of the moment, I gave some thought to renting a convertible and driving the twenty-seven hundred miles back alone. But then I realized I was neither single nor crazy. The acting director decided that, given the FBI’s continuing responsibility for my safety, the best course was to take me back on the plane I came on, with a security detail and a flight crew who had to return to Washington anyway. We got in the vehicle to head for the airport. News helicopters tracked our journey from the L.A. FBI office to the airport. As we rolled slowly in L.A. traffic, I looked to my right. In the car next to us, a man was driving while watching an aerial news feed of us on his mobile device. He turned, smiled at me through his open window, and gave me a thumbs-up. I’m not sure how he was holding the wheel. As we always did, we pulled onto the airport tarmac with a police escort and stopped at the stairs of the FBI plane. My usual practice was to go thank the officers who had escorted us, but I was so numb and distracted that I almost forgot to do it. My special assistant, Josh Campbell, as he often did, saw what I couldn’t. He nudged me and told me to go thank the cops. I did, shaking each hand, and then bounded up the airplane stairs. I couldn’t look at the pilots or my security team for fear that I might get emotional. They were quiet. The helicopters then broadcast our plane’s taxi and takeoff. Those images were all over the news. President Trump, who apparently watches quite a bit of TV at the White House, saw those images of me thanking the cops and flying away. They infuriated him. Early the next morning, he called McCabe and told him he wanted an investigation into how I had been allowed to use the FBI plane to return from California. McCabe replied that he could look into how I had been allowed to fly back to Washington, but that he didn’t need to. He had authorized it, McCabe told the president. The plane had to come back, the security detail had to come back, and the FBI was obligated to return me safely. The president exploded. He ordered that I was not to be allowed back on FBI property again, ever. My former staff boxed up my belongings as if I had died and delivered them to my home. The order kept me from seeing and offering some measure of closure to the people of the FBI, with whom I had become very close. Trump had done a lot of yelling during the campaign about McCabe and his former candidate wife. He had been fixated on it ever since. Still in a fury at McCabe, Trump then asked him, “Your wife lost her election in Virginia, didn’t she?” “Yes, she did,” Andy replied. The president of the United States then said to the acting director of the FBI, “Ask her how it feels to be a loser” and hung up the phone.

What would be the natural thing? A man goes to college. He works as he wants to work, he plays as he wants to play, he exercises for the fun of the game, he makes friends where he wants to make them, he is held in by no fear of criticism above, for the class ahead of him has nothing to do with his standing in his own class. Everything he does has the one vital quality: it is spontaneous. That is the flame of youth itself. Now, what really exists?" "...I say our colleges to-day are business colleges—Yale more so, perhaps, because it is more sensitively American. Let's take up any side of our life here. Begin with athletics. What has become of the natural, spontaneous joy of contest? Instead you have one of the most perfectly organized business systems for achieving a required result—success. Football is driving, slavish work; there isn't one man in twenty who gets any real pleasure out of it. Professional baseball is not more rigorously disciplined and driven than our 'amateur' teams. Add the crew and the track. Play, the fun of the thing itself, doesn't exist; and why? Because we have made a business out of it all, and the college is scoured for material, just as drummers are sent out to bring in business. "Take another case. A man has a knack at the banjo or guitar, or has a good voice. What is the spontaneous thing? To meet with other kindred spirits in informal gatherings in one another's rooms or at the fence, according to the whim of the moment. Instead what happens? You have our university musical clubs, thoroughly professional organizations. If you are material, you must get out and begin to work for them—coach with a professional coach, make the Apollo clubs, and, working on, some day in junior year reach the varsity organization and go out on a professional tour. Again an organization conceived on business lines. "The same is true with the competition for our papers: the struggle for existence outside in a business world is not one whit more intense than the struggle to win out in the News or Lit competition. We are like a beef trust, with every by-product organized, down to the last possibility. You come to Yale—what is said to you? 'Be natural, be spontaneous, revel in a certain freedom, enjoy a leisure you'll never get again, browse around, give your imagination a chance, see every one, rub wits with every one, get to know yourself.' "Is that what's said? No. What are you told, instead? 'Here are twenty great machines that need new bolts and wheels. Get out and work. Work harder than the next man, who is going to try to outwork you. And, in order to succeed, work at only one thing. You don't count—everything for the college.' Regan says the colleges don't represent the nation; I say they don't even represent the individual.

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Excuse me, sir.” One the young officers put his hand up to stop them. “Are you Furious Barkley?” “Maybe. Maybe not. Is there a problem, officers?” Doug stepped in front of Furi. “Damn straight there’s a problem.” Syn stepped inside the door, yanking his dark aviator glasses off his face. The scowl he wore told Furi this was not a pleasant coincidence. “Thanks guys, you can go.” Furi stood with his mouth hanging open while Syn dismissed the officers. “Seriously, Starsky. You gonna track my boy down every time he leaves the house?” Doug said angrily, still blocking Furi. “He’s not your boy. And what I do regarding Furi is none of your goddamn business.” Syn’s clenched jaw made his words sound like an evil hiss. He shouldered past Doug and got directly in Furi’s face. “When I’ve been calling him for over six hours and he hasn’t picked up or returned any of my calls, I’ll send a fuckin’ SWAT team to find him if I want to.” Syn spun and pointed his finger in Doug’s face, “That’s my say, not yours.” Syn’s voice was rising with his growing temper, and all eyes were on them. “Okay, let’s get out of here.” Furi pushed at both men, urging them out the door. As soon as they were out in the brisk fall air, Syn rounded on Furi, pushing their chest together. “Where have you been, Furious? I’ve been going crazy trying to check on you, and you’re sitting here casually eating pancakes,” Syn growled. “Hey, back up, man.” Doug tried to wedge in between Furi and Syn. Syn looked up in annoyance. “Doug, I swear, if you touch me, I’m gonna ensure that you never regain the use of that hand.” “Okay, okay.” Furi put both hands flat on Syn’s chest, feeling his rapid heartbeat underneath all that muscle. Fuck. He really was scared. What was I thinking turning off my phone with everything that’s going on? “Syn. I’m so sorry. I turned my phone off because–” “You don’t owe him an explanation. You’re a grown man, Furious. You were having a business meeting; he has no right to demand you be available to him at all times, just like Patrick.” Furi and Syn both snapped at Doug. But Furi took control. “Hey! Don’t you ever say that again. This man is nothing like that asshole.” Furi shook his head at the absurdity of Doug’s accusation. “Don’t even say his name in the same sentence as Patrick’s.” Doug looked at Furi as if he were a stranger. “Doug, you don’t know everything that’s been going on. But I promise I’ll catch you up, okay? Then you’re going to feel pretty shitty about what you just said about Syn.” Furi nodded his head. “Go home. I’ll call you when I’m back at Syn’s place.” “You’re staying with him?” Doug yelled. “Doug. You know it’s not safe at my place,” Furi said softly, his eyes pleading with his friend for him to understand. “Then you should come to stay with me. I don’t trust this guy!” “This is fuckin’ crazy,” Syn snarled. “I know you’re his friend, but you’re sounding more pissed than a friend should be.” “Don’t try to read me, Detective. Furi is my best friend, and I’ve had his back since the first day he got here.” Doug wasn’t backing down from Syn’s intimidating posture. Syn’s dark glasses were back on, creating a perfectly badass look with his black leather coat and boots. All the hardware Syn had tucked under his arms and the shiny badge hanging around his neck was a sight right out of a sexy cop porno.

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

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The moment you’re part of a group, the amygdala tunes in to who’s in that group and starts intensely tracking them. Because these people are valuable to you. They were strangers before, but they’re on your team now, and that changes the whole dynamic. It’s such a powerful switch—it’s a big top-down change, a total reconfiguration of the entire motivational and decision-making system.

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.

If Ranger needed help with the takedown on someone he was personally tracking he wouldn’t call me. If you gave Ranger fifteen minutes he could assemble a team that would make the invasion of Kuwait look like a kindergarten exercise. Needless to say, I wasn’t at the head of his commando-for-hire list. I wasn’t even on the bottom of it.

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

When all the projections of intent and strategy twist and turn back on you, tracking team blood, 'sorry' just won't cover it. There's nothing so embarrassing as when things go wrong in a war.

Tricia thought about all those training runs, those miserable, hot steamy miles and hills in August in the Berkshires with the team. Or the frigid early - morning speed workouts in January on the track in New Haven. All this time, she'd thought it was about running, but it was really about preparing her for the last 17 minutes and the next few hours of pain, when she had to remain focused long enough to leave work, go to her apartment and pack a few things, and then get on the train out to Southport. This was the moment where developing all that endurance and a high pain threshold finally paid off.

him. That in itself was deeply worrying. It was Jeff, one of our mountaineers, who followed a snowmobile track to an unobtrusive hole. He then came back and got Lance, the team’s other mountaineer, looking

Me, I’m always looking ahead, seeing all the possible twists and turns and pitfalls that lie down the road.  Guess that’s what comes of being captain of the chess team, not the track team.

suggested to the city planning department that we instead identify segments of the city population as heroes. Many team members seemed surprised by the use of the word hero. Why wouldn’t they balk? After all, if you’ve ever attended a city council or local planning board meeting, it’s hard to imagine the people yelling at city representatives as “heroes.” But this framing would be private among the department, designed to help us gain a new appreciation for the concerns, frustrations, and challenges that even these more privileged populations face. This way we would be in a much healthier position for the department to listen to and engage their participation.

Needham's Aaron Dungca epitomizes the amalgamation of fitness and healthcare tech. A former captain of football, basketball, and track teams, he now immerses himself in outdoor pursuits like hiking, camping, kayaking, and photography, all while nurturing a positive mindset.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

In 1958 Fritz Bauer, an ex-lawyer imprisoned by the Nazis, was appointed Attorney General in the state of Hesse and decided to bring the camp commandant and a number of SS guards to face justice in Germany. But he was up against a conspiracy of silence within sections of the post-war administration and the collective amnesia of the general population. The crimes committed at Auschwitz were perpetrated in Poland outside the jurisdiction of German courts, so the federal court had to be convinced that the interests of justice would be served by authorizing the regional court of Hesse to indict the accused. The defendants would seek to evade personal responsibility by claiming they were soldiers acting under orders and the testimony of surviving witnesses was assumed to be unreliable after 20 years. Furthermore, German law required irrefutable evidence of murder. Mere cruelty was not considered to be a serious enough offence. Eight thousand SS men had served at the camp from May 1940 to its liberation in January 1945 and identifying those who had committed individual acts of murder was thought to be practically impossible. They had melted into the community, leaving Bauer and his small team of young, idealistic lawyers (Georg Friedrich Vogel, Joachim Kugler and Gerhard Wiese) to track them down.

ENGINEERING ORGANIZATIONS OFTEN do the equivalent of spring cleaning. Everyone will stop working on new features for a week and fix bugs in the current product. Engineering teams are constantly tracking and evaluating bugs, so that they have a prioritized list to tackle when the so-called “fix-it” week comes around. A bug fix-it week is sort of the opposite of a Hack Week; instead of a chance to work on new and exciting ideas people usually don’t have time to get to, it’s a chance to fix old and annoying problems that have been bothering people for months. It’s like cleaning out the utensil drawer into which you spilled a little honey three months ago but somehow never found the moment to take all the knives and forks out to scrub the bottom of the drawer properly. Fix-it weeks can be deeply satisfying in a totally different way from hack weeks.

He held his head in the manner of one who takes his beauty for granted, but knows that others do not. He was Peter Keating, star student of Stanton, president of the student body, captain of the track team, member of the most important fraternity, voted the most popular man on the campus. The crowd was there, thought Peter Keating, to see him graduate, and he tried to estimate the capacity of the hall. They knew of his scholastic record and no one would beat his record today. Oh, well, there was Shlinker. Shlinker had given him stiff competition, but he had beaten Shlinker this last year. He had worked like a dog, because he had wanted to beat Shlinker. He had no rivals today.... Then he felt suddenly as if something had fallen down, inside his throat, to his stomach, something cold and empty, a blank hole rolling down and leaving that feeling on its way: not a thought, just the hint of a question asking him whether he was really as great as this day would proclaim him to be. He looked for Shlinker in the crowd; he saw his yellow face and gold-rimmed glasses. He stared at Shlinker warmly, in relief, in reassurance, in gratitude. It was obvious that Shlinker could never hope to equal his own appearance or ability; he had nothing to doubt; he would always beat Shlinker and all the Shlinkers of the world; he would let no one achieve what he could not achieve. Let them all watch him. He would give them good reason to stare. He felt the hot breaths about him and the expectation, like a tonic. It was wonderful, thought Peter Keating, to be alive.

We are highly demanding. We want a company to be run by an honest management team, and show solid operating and financial track records over many years. It needs to stay ahead of the competition and be debt free, and we also want it to keep taking calculated risks while not unduly burdening the business. And, as if all these demands were not enough, we dare to insist on a fair price for these rare gems! How is this even possible? The market should almost never offer us an attractive price for such a business, and it doesn’t.

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Leaders’ Tip As a Leader, you should be making a welcome phone call to every new distributor in your team, and encourage all others in the sponsorship line to do the same to each new person. There are so many benefits to this: – a different voice who they can create synergy and rapport with; – tips and advice; – helps the new person feel a sense of belonging and part of something special; – makes them realise there’s plenty of support and a totally different working environment to anything they’ve experienced before. I think this approach increases retention considerably and it is something I have used and taught regularly in my business and when speaking abroad.

If you are playing tennis, you have a partner, you are a team, and you never go against each other — never. Even if you both play tennis differently, you have the same goal: to have fun together, to play together, to be playmates. If you have a partner who wants to control your game, and she says, “No, don’t play like that; play like this. No, you are doing it wrong,” you are not going to have any fun. Eventually, you won’t want to play with that partner anymore. Instead of being a team, your partner wants to control how you play. And without the concept of a team, you are always going to have conflict. If you see your partnership, your romantic relationship, as a team, everything will start to improve. In a relationship, as in a game, it’s not about winning or losing. You are playing because you want to have fun. In the track of love, you are giving more than taking. And of course, you love yourself so much that you don’t allow selfish people to take advantage of you. You are not going for revenge, but you are clear in your communication. You can say, “I don’t like it when you try to take advantage of me, when you disrespect me, when you are unkind to me. I don’t need someone to abuse me verbally, emotionally, physically. I don’t need to hear you cursing all the time. It’s not that I am better than you; it’s because I love beauty. I love to laugh; I love to have fun; I love to love. It’s not that I am selfish, I just don’t need a big victim near me. It doesn’t mean that I don’t love you, but I cannot take responsibility for your dream. If you are in a relationship with me, it will be so hard for your Parasite, because I will not react to your garbage at all.” This is not selfishness; this is self-love. Selfishness, control, and fear will break almost any relationship. Generosity, freedom, and love will create the most beautiful relationship: an ongoing romance.

Ruth suggests Richard first changed when he was thrown off the football team at the Lincoln School for his epilepsy. He was the quarterback, and Julian attended the Saturday games whenever he wasn’t away laying track. Richard was an excellent athlete and was very proud about being the quarterback. He was a fast runner and could think quickly on his feet. However, when Richard had had a grand mal seizure at the end of one game, the coach had unceremoniously and without apology thrown him off the team. There was medication Richard could have been given, but no one ever suggested it. Richard was very disappointed; it wasn’t his fault he had blackouts, and it was unfair for him to be thrown off the team. He protested to the coach, but the coach said, “If something happens to you while you’re playing, it’ll be all my fault. No, thank you.

Rich Nichols, another attorney, was there in Rochester, too. He had already been in contact with the players as far back as late 2012 through Hope Solo, who was frustrated with the team’s hesitance to take a stronger stance against U.S. Soccer. Solo didn’t know Nichols when she called him for the first time. She believed the national team needed a stronger voice in negotiations, and after asking around, she eventually got Nichols’s name. His highest-profile experience in sports came from representing Olympic track star Marion Jones in doping allegations and serving as general counsel for the American Basketball League, a women’s league that preceded the WNBA. Nichols’s expertise isn’t quite as a trial lawyer, but he speaks with the cadence and tempo of one, knowing which words to emphasize and where to pause for effect. As the players of the national team were debating how to move forward in contract negotiations, Solo called Nichols on her own to see if he could help. Their first conversation centered largely around the idea that the women should demand the same pay as the men’s national team. Nichols and Solo felt a philosophical connection right away. Both outspoken and unafraid to ruffle feathers, they had the same ideas about the tack the national team needed to take.

The four common archetypes of Staff-plus roles I encountered are: The Tech Lead guides the approach and execution of a particular team. They partner closely with a single manager, but sometimes they partner with two or three managers within a focused area. Some companies also have a Tech Lead Manager role, which is similar to the Tech Lead archetype but exists on the engineering manager ladder and includes people management responsibilities. The Architect is responsible for the direction, quality, and approach within a critical area. They combine in-depth knowledge of technical constraints, user needs, and organization level leadership. The Solver digs deep into arbitrarily complex problems and finds an appropriate path forward. Some focus on a given area for long periods. Others bounce from hotspot to hotspot as guided by organizational leadership. The Right Hand extends an executive’s attention, borrowing their scope and authority to operate particularly complex organizations. They provide additional leadership bandwidth to leaders of large-scale organizations. This taxonomy is more focused on being useful than complete, but so far, I’ve been able to fit every Staff-plus engineer I’ve spoken to into one of these categories. Admittedly, some folks are easier to classify than others.

There’s a car racing metaphor I find helpful when I’m trying to remind myself to look up from my laptop and take a break. When I was a child, I visited the maintenance pit of the famous Silverstone Formula One racetrack, and of course it was fascinating to learn about the tire switches and refueling that mechanics were able to do in just a few seconds. But what stayed with me most was the idea that success was determined not only by the car’s speed on the track, but also by the “pit strategy”—the race team’s scheduled pit stops. Each stop was a tactical investment in performance, a deliberate slowing down, to enable the car to speed up afterward. Pit stops are not wasted time—they’re an essential part of an efficient, well-planned race. And your brain is like that race car. Downtime is as important to your work as every other part of your day, and you need to make sure you get enough of that time throughout the day. Plan for it, protect it, respect it.

The Bill and Melinda Gates Foundation funded the team’s research, which was published in the journal Science Translational Medicine.65 Gates announced on March 18, 2020, during a “Reddit ‘Ask Me Anything’ session” that he is working on the invisible Quantum Dot Tattoo Implant that will track who has been tested for COVID-19 and who has been vaccinated against it.

I grew up in racially segregated Washington, D.C., the only son of the only white family in the midst of a black neighborhood. In the streets, the black attacked me for my whiteness, and in school, the white attacked me for my Jewishness. But there was always fatness, the fat kids, the big asses, the butts of jokes, those last chosen for athletic teams, those unable to run the circle of the athletic track. I needed someone to hate, too.

For example, teams need individuals to bring a degree of self-mastery and, at a minimum, an ability to make, track, and deliver on agreements they commit to.

Though energy fields are invisible, they shape matter. Albert Einstein said that, “The field is the sole governing agency of the particle.” Many studies show that human beings are influenced by the energy fields of others. In a series of 148 1-minute trials involving 25 people, trained volunteers going into heart coherence were able to induce coherence in test subjects at a distance. They didn’t have to touch their targets to produce the effect. Their energy fields were sufficient. When you are in a heart coherent state, your heart radiates a coherent electromagnetic signal into the environment around you. This field is detectable by a magnetometer several meters away. When other people enter that coherent energy field, their heart coherence increases too, producing a group field effect. Not only are we affected by the fields of other people; we’re affected by the energies of the planet and solar system. A remarkable series of experiments, conducted by a research team led by Rollin McCraty, director of research at the HeartMath Institute, has linked individual human energy to solar cycles. McCraty and his colleagues track solar activity using large magnetometers placed at strategic locations on the earth’s surface. Solar flares affect the electromagnetic fields of the planet. The researchers compare the ebbs and flows of solar energy with the heart coherence readings of trained volunteers. They have found that when people are in heart coherence, their electromagnetic patterns track those of the solar system. 8.15. The heart coherence rhythms of a volunteer compared to solar activity over the course of a month. A later study of 16 participants over 5 months found a similar effect. McCraty writes: “A growing body of evidence suggests that an energetic field is formed among individuals in groups through which communication among all the group members occurs simultaneously. In other words, there is an actual ‘group field’ that connects all the members” together. The results of this research confirm a hypothesis McCraty and I discussed at a conference when I was writing Mind to Matter: Not only are these heart-coherent people in sync with large-scale global cycles, they’re also in sync with each other. McCraty continues, “We’re all like little cells in the bigger Earth brain—sharing information at a subtle, unseen level that exists between all living systems, not just humans, but animals, trees, and so on.” When we use selective attention to tune ourselves to positive coherent energy, we participate in the group energy field of other human beings doing the same. We may also resonate in phase with coherent planetary and universal fields. 8.16. The brain functions as receiver of information from the field. The Brain’s Ability to Detect Fields The idea of invisible energy fields has always been difficult for many scientists to swallow. Around 1900, when Dutch physician Willem Einthoven proposed that the human heart had an energy field, he was ridiculed. He built progressively more sensitive galvanometers to detect it, and he was eventually successful.

FIELD EFFECTS Emotional contagion is just one explanation for the growth of meditation. Another is field effects. Everything begins as energy, then works its way into matter. Though energy fields are invisible, they shape matter. Albert Einstein said that, “The field is the sole governing agency of the particle.” Many studies show that human beings are influenced by the energy fields of others. In a series of 148 1-minute trials involving 25 people, trained volunteers going into heart coherence were able to induce coherence in test subjects at a distance. They didn’t have to touch their targets to produce the effect. Their energy fields were sufficient. When you are in a heart coherent state, your heart radiates a coherent electromagnetic signal into the environment around you. This field is detectable by a magnetometer several meters away. When other people enter that coherent energy field, their heart coherence increases too, producing a group field effect. Not only are we affected by the fields of other people; we’re affected by the energies of the planet and solar system. A remarkable series of experiments, conducted by a research team led by Rollin McCraty, director of research at the HeartMath Institute, has linked individual human energy to solar cycles. McCraty and his colleagues track solar activity using large magnetometers placed at strategic locations on the earth’s surface. Solar flares affect the electromagnetic fields of the planet. The researchers compare the ebbs and flows of solar energy with the heart coherence readings of trained volunteers. They have found that when people are in heart coherence, their electromagnetic patterns track those of the solar system. 8.15. The heart coherence rhythms of a volunteer compared to solar activity over the course of a month. A later study of 16 participants over 5 months found a similar effect. McCraty writes: “A growing body of evidence suggests that an energetic field is formed among individuals in groups through which communication among all the group members occurs simultaneously. In other words, there is an actual ‘group field’ that connects all the members” together. The results of this research confirm a hypothesis McCraty and I discussed at a conference when I was writing Mind to Matter: Not only are these heart-coherent people in sync with large-scale global cycles, they’re also in sync with each other. McCraty continues, “We’re all like little cells in the bigger Earth brain—sharing information at a subtle, unseen level that exists between all living systems, not just humans, but animals, trees, and so on.” When we use selective attention to tune ourselves to positive coherent energy, we participate in the group energy field of other human beings doing the same. We may also resonate in phase with coherent planetary and universal fields. 8.16. The brain functions as receiver of information from the field. The Brain’s Ability to Detect Fields The idea of invisible energy fields has always been difficult for many scientists to swallow. Around 1900, when Dutch physician Willem Einthoven proposed that the human heart had an energy field, he was ridiculed. He built progressively more sensitive galvanometers to detect it, and he was eventually successful.

The fact that NSO sold Pegasus in 2017 to the Saudis barely registered any outrage until the murder of Washington Post columnist Jamal Khashoggi in the Saudi consulate in Istanbul in December 2018. Israel has a long covert history of relations with Saudi Arabia, providing intelligence about threats to its royal family from as early as the 1970s.49 Prince Bandar bin Sultan, who became the country’s spy chief, spent decades meeting Israeli and Jewish leaders as well as Mossad chiefs.50 NSO was immediately blamed for being an accessory to the Khashoggi killing, giving the accused ring leader bin Salman and his team the ability to track Khashoggi’s movements before his death. NSO denied any responsibility but nonetheless reportedly briefly canceled its contract with the Kingdom. NSO’s denials of any complicity in the murder were bogus, with evidence emerging that his wife, fiancé, and associates had their phones compromised by Pegasus both before his death and in the days after, including by the United Arab Emirates, a close ally of Saudi Arabia that often tracks dissidents for its friend. Today, both Khashoggi’s wife and fiancé, Hanan Elatr and Hatice Cengiz, live in fear for their lives.51

Naturally, leaders must be attentive to details. However, leaders cannot be so immersed in the details that they lose track of the larger strategic situation and are unable to provide command and control for the entire team.

would have introduced him to my beautiful girlfriend, Evelyn Kastanos. It wouldn’t have been at random but at your favorite restaurant or the café in Savage River. Of course, he already would have known all about you because you’re always on my mind and I would have talked about you on our weekly calls. He would have already known how smart you are, what a good sister you are, that we like the same music, that your playlists are better than mine. I would have told him I thought I was dreaming the first time I saw you. Your beauty is that surreal. He would have known you’d gotten Marco to smile and regularly bring me to my knees. He’d be keeping track of our swim statistics and know you’re the fastest girl on our team. He would know how long I’ve been stuck on you and what it felt like when you first kissed me. I would have told him you make me want to learn to be gentle and calm because you deserve to have a boyfriend who is that way with you.

If your product trio is already negotiating outcomes with your product leader, congratulations! However, remember to keep these tips in mind as you set outcomes with your leader: Is your team being tasked with a product outcome and not a business outcome or a traction metric? If you are being tasked with a traction metric, is the metric well known? Have you already confirmed that your customers want to exhibit the behavior being tracked? If it’s the first time you are working on a new metric, are you starting with a learning goal (e.g., discover the relevant opportunities) before committing to a challenging performance goal?

I’ve been reading this amazing book by a Navy SEAL who says that high-functioning teams must be clear on three things: the purpose of the team, my role within the team, and the value I bring to the team. I want to take actions that are consistently aligned with those things, but I’m not clear on what some of them are. This is what I think our team’s purpose is, what my role is, what value I bring to the team, and what valuable actions I must hold. Am I on track?

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In many organizations, your ability to grow in your career will hit a ceiling unless you start managing people. All C-level executives lead teams. If your ambitions are to be a CEO or VP someday, you’re going to need to move on to the management track. There are also jobs where, beyond a certain skill level, the only path for growth is learning how to manage and coordinate the work of more and more people—for example, in customer support or retail sales

Success will often mean interpreting business needs, communicating a clear direction, defusing a looming crisis, convincing teams to agree on tradeoffs, or just being a good influence.

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I feel the smile slipping at the reminder that there’s no longer a track team at South Melville High. If I don’t cut it here, I have no chance at a college scholarship.