Well Trained Team Quotes

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

Time well-spent is life well-lived.

He was thinking of Max MacKilligan as his girlfriend? The crazy female who’d decimated an entire team of well-trained mercenaries with her badger teammates? Or who didn’t seem too concerned that he’d almost eaten a child? That woman he was thinking of as his girlfriend?

While it is easy to see how this way of thinking, when brought to a college campus, could lead to requests for safe spaces, trigger warnings, microaggression training, and bias response teams, it is difficult to see how this way of thinking could produce well-educated, bold, and open-minded college graduates.

At least you had sense enough not to attempt to lead this particular away team.” “Star Trek,” I murmured, picking out one of Luc’s ubiquitous movie and television references. “I have trained you well, Padawan.” “You’re mixing your Wars and Treks,” Jeff pointed out. “They’re interchangeable,” Luc said, earning a horrified look from Jeff.

Words without thoughts never to heaven go,’ says the King in Hamlet. Simply to say prayers is not to pray; otherwise a team of properly trained parrots would serve as well as men

Aaron opened his mouth, closed it again, and fixed Nicky with an annoyed look. "You're explaining this to Andrew when he gets back." "Oh, hell no," Nicky said, and jerked a thumb at Neil. "I'mma leave that one to him. Thanks for taking one for the team, Neil. You're a real friend." Nicky grinned over at Neil, but his amusement didn't last. He seemed confused by whatever he saw on Neil's face and backpedaled with, "Don't worry, we'll send Renee along with you for backup. Last I checked Andrew only wins half their fights, so you might actually survive. Uh. Neil?" He should just let it go, or at least leave it to think about later, but Neil couldn't resist. "Are we?" he asked, because hadn't Betsy said it just a few days ago? He hadn't understood it then and hadn't even tried, too angry and upset over everything else that was happening. Tonight it almost meant something, though what, Neil didn't know. Realizing Nicky couldn't follow his twisting train of thought, Neil forced himself to say, "Friends?" It was like that one word punched all the joy out of Nicky, but the look that crossed Nicky's face next was too fast for Neil to decipher. Nicky's smile was back a second later, but it didn't reach his eyes. Neil might have apologized, except Nicky reached out and scrubbed a gloved hand through Neil's hair. "You are going to be the absolute death of me," Nicky said. "Yeah, kid. We're friends. You're stuck with us, like it or not.

Counting coup?” Leister asked. He was the sole subordinate that Vantage had brought along. Rime, by contrast, had brought Usher and Arbiter from her team. Prefab from San Diego had shown up as well. I explained, “The term came from the Native Americans’ style of warfare. In a fight, one person makes a risky, successful play against the other side showing their prowess. They gain reputation, the other side loses some. All it is, though, is a game. A way to train and make sure you’re up to snuff against the real threats without losing anything.

Our restaurant fostered a sense of camaraderie in a number of ways besides sharing the same nickname of 'chef.' Initially, we bonded through training. Once we opened, we worked in teams each night, meaning that we not only knew our colleagues well, we depended on them. Most importantly, we all had 'family meal' together every night, just like President Bush recommended to all families so that their children would have good values and grow up to be gun-toting, pro-life, pro-death, gas-guzzling, warmongering, monolingual, homophobic, wiretapped, Bible-thumping, genetically engineered, stem-cell harboring, abstinent creationists. Oops, I think I just lost all of my red state readers. To make up for it, I'll let you lose my ballot.

Don’t be the gap on this team. Be the person who fills it.” I know Dad’s talking about sports and training and all that stuff I don’t care about, but I can’t help but hear his words through the filter of our lives. There is a gap in our house. Maybe it’s the mom I never knew. Maybe it’s the words we never say. Or maybe it’s both of us. Maybe there’s a gap in each of us so big that we can’t get past it to fill the one between us. Maybe we’ll never fill it.

Would you tell a USA Olympic Team hopeful that did not qualify for The Games, to give up and try another sport? No. You would tell them to work harder. Train harder. Try again at the next Olympics. However, that is not what we hear in life. When did it become okay to tell people to quit trying and give up? When did it become okay to promote hopelessness? If we all believe that hard work will not pay off, that we cannot try again, that we should give up early... well then... imagine all he great things that will never happen. I believe in hard work. I believe in dreams. I believe that you can fall and still get up. And no one can take that away from me.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

Captain Marquet came to understand that the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do what needs to be done to advance the mission.

Jill’s words reminded me of a concept I learned in the Army: the 80 percent solution. As Army leaders, we were trained to recognize that the 100 percent solution—absolute perfection—isn’t realistic, so the 80 percent solution was our goal: Get most things right, and get your butt moving to accomplish the mission. If you have 80 percent handled and a well-trained team, you’ll be able to deal with whatever contingencies arise. But if you spend all your time planning to create the 100 percent perfect solution, the troops won’t have time to prepare, train, and actually execute the mission.

On retiring to Capri [Tiberius] devised a pleasance for his secret orgies: teams of wantons of both sexes, selected as experts in deviant intercourse and dubbed analists, copulated before him in triple unions to excite his flagging passions. Its bedrooms were furnished with the most salacious paintings and sculptures, as well as with an erotic library, in case a performer should need an illustration of what was required. Then in Capri's woods and groves he arranged a number of nooks of venery where boys and girls got up as Pans and nymphs solicited outside bowers and grottoes. e acquired a reputation for still grosser depravities that one can hardly bear to tell or be told, let alone believe. For example, he trained little boys (whom he termed tiddlers) to crawl between his thighs when he went swimming and tease him with their licks and nibbles; and unweaned babies he would put to his organ as though to the breast, being by both nature and age rather fond of this form of satisfaction. Left a painting of Parrhasius's depicting Atalanta pleasuring Meleager with her lips on condition that if the theme displeased him he was to have a million sesterces instead, he chose to keep it and actually hung it in his bedroom. The story is also told that once at a sacrifice, attracted by the acolyte's beauty, he lost control of himself and, hardly waiting for the ceremony to end, rushed him off and debauched him and his brother, the flute-player, too; and subsequently, when they complained of the assault, he had their legs broken.

Athletes, by and large, are people who are happy to let their actions speak for them, happy to be what they do. As a result, when you talk to an athlete, as I do all the time in locker rooms, in hotel coffee shops and hallways, standing beside expensive automobiles—even if he’s paying no attention to you at all, which is very often the case—he’s never likely to feel the least bit divided, or alienated, or one ounce of existential dread. He may be thinking about a case of beer, or a barbecue, or some man-made lake in Oklahoma he wishes he was waterskiing on, or some girl or a new Chevy shortbed, or a discothèque he owns as a tax shelter, or just simply himself. But you can bet he isn’t worried one bit about you and what you’re thinking. His is a rare selfishness that means he isn’t looking around the sides of his emotions to wonder about alternatives for what he’s saying or thinking about. In fact, athletes at the height of their powers make literalness into a mystery all its own simply by becoming absorbed in what they’re doing. Years of athletic training teach this; the necessity of relinquishing doubt and ambiguity and self-inquiry in favor of a pleasant, self-championing one-dimensionality which has instant rewards in sports. You can even ruin everything with athletes simply by speaking to them in your own everyday voice, a voice possibly full of contingency and speculation. It will scare them to death by demonstrating that the world—where they often don’t do too well and sometimes fall into depressions and financial imbroglios and worse once their careers are over—is complexer than what their training has prepared them for. As a result, they much prefer their own voices and questions or the jabber of their teammates (even if it’s in Spanish). And if you are a sportswriter you have to tailor yourself to their voices and answers: “How are you going to beat this team, Stu?” Truth, of course, can still be the result—“We’re just going out and play our kind of game, Frank, since that’s what’s got us this far”—but it will be their simpler truth, not your complex one—unless, of course, you agree with them, which I often do. (Athletes, of course, are not always the dummies they’re sometimes portrayed as being, and will often talk intelligently about whatever interests them until your ears turn to cement.)

The cooperative approach has politically progressive roots—the theory is that students take ownership of their education when they learn from one another—but according to elementary school teachers I interviewed at public and private schools in New York, Michigan, and Georgia, it also trains kids to express themselves in the team culture of corporate America. “This style of teaching reflects the business community,” one fifth-grade teacher in a Manhattan public school told me, “where people’s respect for others is based on their verbal abilities, not their originality or insight. You have to be someone who speaks well and calls attention to yourself. It’s an elitism based on something other than merit.” “Today the world of business works in groups, so now the kids do it in school,” a third-grade teacher in Decatur, Georgia, explained.

First, I assessed their combat skills. Aeneas performed surprisingly well for a son of Aphrodite; I expected him to be a lover, not a fighter, and yet he actually knew how to use his sword as a sword rather than as a fashion accessory. The other demigods had some work to do. Atalanta seemed to think all training matches had to be fought to the death. She also referred to her classmates as dirty, stupid men, which made team-building difficult. Achilles spent his entire time in combat defending his right heel, an unusual manoeuvre that baffled me until I found out about his childhood dip in the River Styx. I tried to tell the boy to wear iron-shod boots rather than sandals, but he simply wouldn’t listen. As for Asclepius, in one-on-one melees he had an off-putting habit of darting in and feeling his opponent’s forehead for signs of fever.

History Eraser I got drunk and fell asleep atop the sheets but luckily i left the heater on. And in my dreams i wrote the best song that i've ever written...can't remember how it goes. I stayed drunk and fell awake and i was cycling on a plane and far away i heard you say you liked me. We drifted to a party -- cool. The people went to arty school. They made their paints by mixing acid wash and lemonade In my brain I re-arrange the letters on the page to spell your name I found an ezra pound and made a bet that if i found a cigarette i'd drop it all and marry you. Just then a song comes on: "you can't always get what you want" -- the rolling stones, oh woe is we, the irony! The stones became the moss and once all inhibitions lost, the hipsters made a mission to the farm. We drove by tractor there, the yellow straw replaced our hair, we laced the dairy river with the cream of sweet vermouth. In my brain I re-arrange the letters on the page to spell your name You said "we only live once" so we touched a little tongue, and instantly i wanted to... I lost my train of thought and jumped aboard the Epping as the doors were slowly closing on the world. I touched on and off and rubbed my arm up against yours and still the inspector inspected me. The lady in the roof was living proof that nothing really ever is exactly as it seems. In my brain I re-arrange the letters on the page to spell your name We caught the river boat downstream and ended up beside a team of angry footballers. I fed the ducks some krill then we were sucked against our will into the welcome doors of the casino. We drank green margaritas, danced with sweet senoritas, and we all went home as winners of a kind. You said "i guarantee we'll have more fun, drink till the moon becomes the sun, and in the taxi home i'll sing you a triffids song!" In my brain I re-arrange the letters on the page to spell your name

[Charlie is dying:] After what seemed a long while, but hadn’t been, Marsh gave Paulette’s hand a warm and caring squeeze. “They’re here for him,” she said. But their heavenly visitors didn’t take him right away. They had to make room for the chaos of modern medical urgencies. To get out of the way of well-trained professionals who had dedicated their lives to holding back Heaven. Choppers are just as noisy and turbulent as we imagine them to be. One tore in over the hills and shattered every bit of peace Charlie otherwise could have lost himself into. In an instant the Med-Evac team was all over him. In the midst of that blatant orchestrated chaos Paulette fought to find her peace, and to hold him inside it. “Hang on, buddy,” techs kept telling him. “Don’t go leaving us now. You just hang in there.” But they didn’t understand, Paulette thought. It was his time. The chopper made a horrible racket carrying him off. Marsh, Paulette, and Ailana held their peace as its winds whipped their world into a froth. Harve’s face twisted with something that might conceivably have been rage. Then, all of a sudden, the birds sang, as though someone had given them a cue. “So that’s what it’s like,” Marsha said, very softly. “The afterlife. “My God, it’s so beautiful.

I was a kid in Florida, in Sarasota, and the New York Giants trained in Sarasota. When teams would come, we’d stand outside the ballpark, and we would get the balls they hit over the fence during batting practice. We’d sell them to the tourists. And we made a stepladder so we could climb a pine tree out there. That way we could look into the ballpark. The Yanks were in town. I’m out there behind the fence, and I hear this sound. I’d never heard THAT sound off the bat before. Instead of me running to get the ball, I ran up the ladder to see who was hitting it. Well, it was a barrel-chested sucker, with skinny legs, with the best swing I’d ever seen. That was Babe Ruth hitting that ball. Yeah. I don’t hear that sound again until 1938, I’m with the Monarchs, we’re at Griffith Stadium in Washington D.C. We’re upstairs, changing clothes, and the Grays are taking batting practice. I’ve got nothing on but my jock. And I hear that sound. I ran down the runway, ran out on the field, and there’s a pretty black sucker with a big chest and about 34 in the waist, prettiest man I’d ever seen. That was Josh Gibson hitting that ball. And I don’t hear the sound again until I’m a scout with the Cubs. I’m scouting the Royals. When I opened the door to go downstairs, I heard that sound again. I rushed down on the field, and here’s another pretty black sucker hitting that ball. That was Bo Jackson. That’s three times I heard the sound. Three times. But I want to hear it a fourth. I go to the ballpark every day. I want to hear that sound again.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

Knowing Chris was getting married, his fellow Team members decided that they had to send him off with a proper SEAL bachelor party. That meant getting him drunk, of course. It also meant writing all over him with permanent markers-an indelible celebration, to be sure. Fortunately, they liked him, so his face wasn’t marked up-not by them, at least; he’d torn his eyebrow and scratched his lip during training. Under his clothes, he looked quite the sight. And the words wouldn’t come off no matter how he, or I scrubbed. I pretended to be horrified, but honestly, that didn’t bother me much. I was just happy to have him with me, and very excited to be spending the rest of my life with the man I loved. It’s funny, the things you get obsessed about. Days before the wedding, I spent forty-five minutes picking out exactly the right shape of lipstick, splurging on expensive cosmetics-then forgot to take it with me the morning of the wedding. My poor sister and mom had to run to Walgreens for a substitute; they came back with five different shades, not one of which matched the one I’d picked out. Did it matter? Not at all, although I still remember the vivid marks the lipstick made when I kissed him on the cheek-marking my man. Lipstick, location, time of day-none of that mattered in the end. What did matter were our families and friends, who came in for the ceremony. Chris liked my parents, and vice versa. I truly loved his mom and dad. I have a photo from that day taped near my work area. My aunt took it. It’s become my favorite picture, an accidental shot that captured us perfectly. We stand together, beaming, with an American flag in the background. Chris is handsome and beaming; I’m beaming at him, practically glowing in my white gown. We look so young, happy, and unworried about what was to come. It’s that courage about facing the unknown, the unshakable confidence that we’d do it together, that makes the picture so precious to me. It’s a quality many wedding photos possess. Most couples struggle to make those visions realities. We would have our struggles as well.

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

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As more customers need to be served, more analysis needs to be done, more new hires need to be trained and so on, the one-man (or otherwise understaffed) team model is hazardous. It ensures that nothing is done well.

So training smart, training effectively, involves cycling through the three zones in any given week or training block: 75 percent easy running, 5 to 10 percent running at target race paces, and 15 to 20 percent fast running or hill training in the third zone to spike the heart and breathing rates. In my 5-days-a-week running schedule, that cycle looks like this: On Monday, I cross-train. Tuesday, I do an easy run in zone one, then speed up to a target race pace for a mile or two of zone-two work. On Wednesday, it’s an easy zone-one run. Thursday is an intense third-zone workout with hills, speed intervals, or a combination of the two. Friday is a recovery day to give my body time to adapt. On Saturday, I do a relaxed run with perhaps another mile or two of zone-two race pace or zone-three speed. Sunday is a long, slow run. That constant cycling through the three zones—a hard day followed by an easy or rest day—gradually improves my performance in each zone and my overall fitness. But today is not about training. It’s about cranking up that treadmill yet again, pushing me to run ever faster in the third zone, so Vescovi can measure my max HR and my max VO2, the greatest amount of oxygen my heart and lungs can pump to muscles working at their peak. When I pass into this third zone, Vescovi and his team start cheering: “Great job!” “Awesome!” “Nice work.” They sound impressed. And when I am in the moment of running rather than watching myself later on film, I really think I am impressing them, that I am lighting up the computer screen with numbers they have rarely seen from a middle-aged marathoner, maybe even from an Olympian in her prime. It’s not impossible: A test of male endurance athletes in Sweden, all over the age of 80 and having 50 years of consistent training for cross-country skiing, found they had relative max VO2 values (“relative” because the person’s weight was included in the calculation) comparable to those of men half their age and 80 percent higher than their sedentary cohorts. And I am going for a high max VO2. I am hauling in air. I am running well over what should be my max HR of 170 (according to that oft-used mathematical formula, 220 − age) and way over the 162 calculated using the Gulati formula, which is considered to be more accurate for women (0.88 × age, the result of which is then subtracted from 206). Those mathematical formulas simply can’t account for individual variables and fitness levels. A more accurate way to measure max HR, other than the test I’m in the middle of, is to strap on a heart rate monitor and run four laps at a 400-meter track, starting out at a moderate pace and running faster on each lap, then running the last one full out. That should spike your heart into its maximum range. My high max HR is not surprising, since endurance runners usually develop both a higher maximum rate at peak effort and a lower rate at rest than unconditioned people. What is surprising is that as the treadmill

Magnar wants to start a livery in Worthington. Horses and oxen. Your animal doctoring would be a big help to him.” Susannah had felt the young man’s blue eyes watching her all morning. She met his gaze. “Good idea. Homesteaders arriving by train will need teams. This is excellent grazing land. Your biggest problem will be keeping your stock from running off. Picketing takes time and fencing takes money.” “See. You know the business. You would be a big help to him. Teach him English too. You could live out here or build a house in town. Norwegians are good people. Dependable, treat their women well—” The Reverend cleared his throat. “I’ve asked Mrs. Mason for her hand.” Blood seemed to pound in her ears, but it was only Ivar pounding the table. “But Magnar wants to marry her!

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In addition, there are huge benefits to communal effort in and of itself. By definition, all organizations consist of people working together. Focusing on the team leads to better results for the simple reason that well-functioning groups are stronger than individuals. Teams that work together well outperform those that don’t. And success feels better when it’s shared with others. So perhaps one positive result of having more women at the top is that our leaders will have been trained to care more about the well-being of others. My hope, of course, is that we won’t have to play by these archaic rules forever and that eventually we can all just be ourselves. We

The United States military officially began using canines in World War I and by World War II more than four hundred scout dogs were taking part in combat patrols, finding and hunting the enemy. After Pearl Harbor, a group of dog breeders formed “Dogs for Defense,” with the goal of building a well-trained canine force in the event America went to war. Come Korea, roughly 1,500 canines performed guard duty with the Army while others joined patrols. During Vietnam, with its close-quarters combat in treacherous terrain and tropical climes, dogs were once again called into action: around four thousand joined patrols to hunt for weapons and enemies, and served duty on army bases, especially at night when soldiers were most vulnerable to attack. But many of the dogs that served alongside U.S. soldiers never made it home; some were euthanized and others abandoned in

When the fight starts you do not have time to stop and think about the fundamentals.” ~Chet Richards, Certain to Win 1   Chet Richards wrote an interesting piece “Developing the Touch”, in which he asks the question, if Fingerspitzengefühl (fingertip feel) can be taught, why do so few people have it? He goes on to make two key points: First, Fingerspitzengefühl is a skill, so although most people can get better at it, some are going to get a lot better. Second, it’s a strange kind of skill, not for performing complicated or even dangerous tasks mystically well, but for sensing what is going on among groups of people in conflict and then influencing what happens.2 Chet’s points got me to thinking about, why is it we in law enforcement often times have difficulty applying what we know to a given situation? How do we get better at it? The answer lies in creating and nurturing our abilities in “Operational Art” taking what you know and being able to apply it to a given set of circumstances to affect your strategy and to bring an end to a potentially violent occurrence using appropriate tactics. To do this takes awareness, discipline, adaptability, skill development and strength of character to focus our efforts on the task at hand to meet our overall intent. You cannot learn this by sitting in some training class listening to an instructor give you a checklist formula on how to solve a particular set of problems. As Chet states: The first problem in learning Fingerspitzengefühl is that you can’t learn it by yourself. You have to have at least two groups of people to practice with — your team and some opponents.2 Our training must involve interaction with an adversary, red teaming comes to mind. Red Teaming is an approach to understanding our adversary and the methods they use. To develop a fingertip feel and maneuver we must possess numerous skills and be able to apply those skills individually and collectively if we are to be as effective as we need to be, to win

The Invitation There are lives in which nothing goes right. The would-be suicide takes a bottle of pills and immediately throws up. He tries to hang himself but gets his arm caught in the noose. He tries to throw himself under a subway but misses the last train. He walks home. It is raining. He catches a cold and dies. Once in heaven it is no better. He mops the marble staircase and accidentally jams his foot in the pail. All his harp strings break. His halo slips down over his neck and nearly chokes him. Why is he here? demands one of the noble dead, an archbishop or general, a leader of men: If a loser like that can enter heaven, then how is it an honor for us to be here as well – those of us who are totally deserving? But the would-be suicide knows none of this. In the evening, he returns to his little cloud house and watches the sun set over the planet Earth. He stares down at the cities filled with people and thinks how sad it is that they should rush backwards and forwards as if they had some great destination when their only destination is death itself – a place to be reached by sitting as well as running. He thinks about his own life with its betrayals and disappointments. Regret, regret – how he never made a softball team, how his favorite shirts always shrank in the wash. His eyes moisten and he sheds a few tears, but secretly, because in heaven crying is forbidden. Still, the tears tumble down through all those layers of blue sky and strike a salesman rushing between Point A and Point B. The salesman slips, staggers, and stops as if slapped in the face. People on the street think he’s crazy or drunk. Why am I selling ten thousand ballpoint pens? he asks himself. Suddenly his only wish is to dance the tango. He sees how the setting sun caresses the cold faces of the buildings. He sees a beautiful woman and desperately wants to ask her to stroll in the park. Maybe he will kiss her cheek; maybe she will love him back. You maniac, she tells him, didn’t you know I was only waiting for you to ask me?

Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many executives I’ve worked with who struggle with silos are inclined to look down into their organizations and wonder, “Why don’t those employees just learn to get along better with people in other departments? Don’t they know we’re all on the same team?” All too often this sets off a well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can’t do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another—that was the thrust of my book The Five Dysfunctions of a Team—even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another’s trust and commitment to the team.) To tear

He hated that he was putting her through this, but this was the life of a man or woman who loved a member of the military, law enforcement officer, firefighter, or his team. The ones left behind had the difficult jobs. Far more difficult than [his]. He trained. Knew he was well prepared, and that he could do the job. And then he was actively doing it while the woman he loved would sit and wait.

NOBODY CAN PREDICT WHO’LL MAKE it through BUD/S. The brass tries to figure it out; they bring in psychologists and boost the number of guys beginning the process, hoping more SEALs will be left standing at the end. They tweak the design to create more equal opportunity for minorities, but all that happens is that the instructors do to the students exactly what was done to them, and always 80 percent don’t make it. We have more white SEALs simply because more white guys try out. Eighty percent of white guys fail, 80 percent of Filipinos fail, 80 percent of black guys fail. And the irony is, the Navy doesn’t want an 80 percent failure rate. There can’t be too many SEALs. We’re always undermanned. From the beginning of boot camp, the instructors try separating guys who want to be SEALs. They put them together, feed them better, give them workouts designed to prepare them for BUD/S. These promising rookies get in better shape, are better nourished, and are psychologically primed to go. Then they’re sent to SEAL training and 80 percent fail. No matter what the Navy process tweakers do, they can’t crack it. You’d think the Olympic swimmer would make it. You’d think the pro-football player would make it. But they don’t—well, 80  percent don’t. In my experience, the one category of people who get reliably crushed in BUD/S are that noble demographic, the loudmouths. They’re usually the first to ring the bell. As for who will make it, all I can say is: Are you the person who can convince your body that it can do anything you ask it to? Who can hit the wall and say, “What wall?” That strength of mind isn’t associated with any ethnicity or level of skin pigmentation. It’s not a function of size or musculature or IQ. In the end, it’s sheer cussedness, and I’m guessing you’re either born that way or you never get there.

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When he’d married her years ago she’d known being with the Teams took most of his focus. Missions had taken him away for months at a time. He’d been deployed to Iraq four times and Afghanistan twice, each time for six months or more. Then there were too many individual ops to even count. Though the deployments were hard Cat took care of everything like she’d been doing it all along. And she had, actually. She was literally a single parent. He hadn’t been at Dillon’s birth or Tate’s. Christmases had passed with barely a glance. If she hadn’t have sent him a box of treats every holiday he wouldn’t even have noticed them. But even when he’d been physically home, mentally he hadn’t. In his mind he’d always been preparing for the next op. He was on the range with his rifle every day, rain or shine. Training in the gym every day. Keeping that fine combat ready edge took a lot of grueling work. The only thing he’d been able to do well for his family was leave. And provide for them monetarily. “You

Teamwork may just be hard in certain lines of work. Under conditions of extreme complexity, we inevitably rely on a division of tasks and expertise—in the operating room, for example, there is the surgeon, the surgical assistant, the scrub nurse, the circulating nurse, the anesthesiologist, and so on. They can each be technical masters at what they do. That’s what we train them to be, and that alone can take years. But the evidence suggests we need them to see their job not just as performing their isolated set of tasks well but also as helping the group get the best possible results. This requires finding a way to ensure that the group lets nothing fall between the cracks and also adapts as a team to whatever problems might arise.

Well-intentioned but ill-informed actions usually compromise quality.

They are of course aware of a higher calling, because they are sworn to defend this country and to fight its battles. And when the drum sounds, they're going to come out fighting. And when it does sound, the hearts of a thousand loved ones miss a beat, and the guys know this as well as anyone. But for them, duty and commitment are stronger than anyone's aching heart. And those highly trained warriors automatically pick up their rifles and ammunition and go forward to obey the wishes of their commander in chief. Pg. 55

hacking had become a government operation done by well-trained teams.

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just came from the mayor’s place. “Hey, what’s going on?” I asked Bob. “Oh, hey, I just got done talking to the mayor about my plan.” “Huh? What plan?” “The mining team plan I was talking about yesterday.” “Oh, what are the details?” “Well, basically, it involves me training a bunch of miners. We decided on three teams of two miners each, plus one bodyguard to escort

Jill’s story is typical of those of so many other suffering individuals: My lupus story began in 1992, when I was thirty-two years old. I had experienced severe joint pains, fatigue, and a red facial rash. The blood tests came back specific for lupus. At first I thought this was good news—a diagnosis, now we can do something about it. Well, I was then told there is no cure and I would have to live with it and take medication for the rest of my life. I was even told by the rheumatologist that I might die from it. Even with the medications, I had a constant low-grade fever, low energy, a bright red face, stiffness, and joint pain. I could not accept this death sentence and a life dependent on toxic drugs. I researched everything I could find about this disease and tried changing to a vegetarian diet and alternative medicine with some degree of success. I lived in Virginia and took a train trip up to New Jersey to visit Dr. Fuhrman. I was convinced to take the next step to regain my health and decided to adopt a healthier, “whole foods diet” and do some fasting. Soon I felt like a teenager again; my face was cool and white for the first time in years, my joints felt great, and I had lots of energy. I lost a little weight and looked great. I went back to visit my rheumatologist, who was on staff at a teaching hospital. I just knew he was going to be interested in my story and recovery from lupus. When I started to tell him of my experience and my newfound good health, he wrote “spontaneous recovery” in the chart. I was shocked. He was not the least bit interested in hearing the details of my recovery, and practically walked out of the room when I started to explain what happened. Now, nine years later, I remain free from the symptoms of lupus. Lupus is no longer part of my life. I play tennis and compete on a local team. No one who knows me today would ever guess that I used to be in so much pain that I couldn’t even shake someone’s hand.

I am a bit of a weird case. Here, people perceive me as French and in France, I am half-Asian or sometimes I have heard that I am not Asian enough. There’s always something and I don’t pay attention to anything. I love acting so much. I’m not going to stop at one, ten, twenty people telling me, “You’re too much like this” or “You’re not enough like that.” My team is well trained. I tell them, “Just get me in the room, get me the audition, even if they’re looking for a blonde American woman,” because once I’m there, maybe I can bring something different and change someone’s mind. I try to force doors. I would never fit a character on paper.

My daughter Josie was nine years old when she played basketball for the first time. She’d get the ball and hold it and pivot to the right, to the left, back to the right, but seemed paralyzed by indecision. She would think and think and think about what to do—pass or shoot—but never act. At some point, you have to take the shot. Where in your life do you pivot and pivot, but never take the shot? Maybe you need to have a tough conversation, and you’ve thought about it over and over again. You’ve identified how to start the conversation, and you’ve worked through all your talking points. But when you think you’re ready, you pivot. You decide that the situation isn’t so bad after all. You’re too afraid to have that conversation. What if I miss the shot? What if the ball is intercepted? What if the conversation doesn’t go well? After you Pause and Think, you must Act. This is what will help you overcome obstacles and create the turning point. When you don’t Act, you don’t make progress. Research on the highest-performing teams shows it’s better for leaders to make a decision and act quickly rather than wait until all circumstances are perfect.

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Second, it helps you learn what is important to them by their own words. The request is a rather broad one, after all. When a person talks more about themselves, they subconsciously reveal tidbits of information that can help you smooth out the conversation as it progresses. This also goes well with the next tip, which is… Finding Shared Humanity As you learn more about that person, you will find out that you and they might share the same interest in certain things. Perhaps they like golf and reading like you do. Perhaps they are into deep-dish pizzas like you. Or perhaps they think that the Golden State Warriors are the best NBA team now like you do. And so on. The point is that there are some commonalities you share with that other person, which allows you to connect with them. This is rather important as you would have to remember that everyone within

Huyck proved to be an outstanding administrator and, despite his lack of experience, quickly achieved one of the board’s top priorities. By ensuring that the teachers, curriculum, and classroom offerings met the necessary educational standards, he earned official accreditation for the school, a certification that made it eligible for federal and state financial aid.9 Along with his academic duties, he made time to coach the school’s poultry-judging team, which—as the local press proudly noted—“won over six other teams from high schools in larger towns in a recent contest.”10 At the annual meeting of the Michigan State Teachers’ Association in November 1923, Emory was chosen as a delegate to the general assembly and helped draft a resolution calling for the strict enforcement of the Volstead Act—formally known as the National Prohibition Act—“not only to prevent production and consumption of alcoholic liquors, but also to teach the children respect for the law.”11 He was also a member of both the Masons, “the most prestigious fraternal organization in Bath’s highly Protestant community,”12 and the Stockman Grange, at whose annual meeting in January 1924 he served as toastmaster and delivered a well-received talk on “The Bean Plant and Its Relation to Life.”13 Perhaps unsurprisingly for a man with his military training, Huyck was something of a disciplinarian, demanding strict standards of conduct from both the pupils and staff. “At day’s end,” writes one historian, “students were required to march from the building to the tune of martial music played on the piano. During the day, students tiptoed in the halls.” When a pair of high-spirited teenaged girls “greeted their barely older teachers with a jaunty ‘Well, hello gals,’” they were immediately sent to the superintendent, who imposed a “penalty [of] individual conferences with those teachers and apologies to them.”14

through any structure without detection by his prey. He was a flawless assassin. It was just before five local time when Steven settled into the plush leather seating of the first-class compartment. The Deutsche Bahn Intercity Express, or ICE, was a high-speed train connecting major cities across Germany with other major European destinations. The trip to Frankfurt would take about four hours, giving him time to spend some rare personal time with his team. Slash was the first to find him. The men shook hands and sat down. Typically, these two longtime friends would chest bump in a hearty bro-mance sort of way, but it would be out of place for Europe. “Hey, buddy,” said Steven. “Switzerland is our new home away from home.” “It appears so, although the terrain isn’t that different from our place in Tennessee,” said Slash. “I see lots of fishin’ and huntin’ opportunities out there.” Slash grew up on his parents’ farm atop the Cumberland Plateau of Tennessee about halfway between Nashville and Knoxville. His parents were retired and spent their days farming while raising ducks, rabbits and some livestock. While other kids spent their free time on PlayStation, Slash grew up in the woods, learning survival skills. During his time with the SEAL Teams, he earned a reputation as an expert in close-quarters combat, especially using a variety of knives—hence the nickname Slash. “Beats the heck out of the desert, doesn’t it?” asked Steven. After his service ended, Slash tried a few different security outfits like Blackwater, protecting the Saudi royal family or standing guard outside some safe house in Oman. “I’m not saying the desert won’t call us back someday, but I’ll take the Swiss cheese and German chocolate over shawarma and falafel every friggin’ day!” “Hell yeah,” said Slash. “When are you comin’ down for some ham and beans, along with some butter-soaked cornbread? My folks really wanna meet you.” “I need to, buddy,” replied Steven. “This summer will be nuts for me. Hey, when does deer hunting season open?” “Late September for crossbow and around Thanksgiving otherwise,” replied Slash. Before the guys could set a date, their partners Paul Hittle and Raymond Bower approached their seats. Hittle, code name Bugs, was a former medic with Army Special Forces who left the Green Berets for a well-paying job with DynCorp. DynCorp was a private

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Mary Ellen called dibs on sending off the DJ, but by her expression when she met back up with us near the pool, we could tell something bad had happened. "Well, the DJ isn't going anywhere, but we certainly are," she said. "What do you mean? He isn't leaving?" "While we were dealing with this train wreck of a wedding, Alfie's daughters convinced the DJ to stick around and play for a party they've arranged inside the mansion." "You've got to be kidding me," I said. "Nope. He told me that he doesn't work for me and that we should just go. I'd almost say screw them and let's just leave, but we've got to pack up, so we might as well see what those little she-devils are up to." We stepped into the foyer to find the entire men's soccer team for the nearby university toting bottles of liquor up the giant circular staircase. Right behind them were the evil daughters, who informed us the party was just beginning for them. Not only did they pay the DJ to stay, but they also took all the remaining liquor from the caterers. Apparently, the girls were resetting the house for a party of their own while Alfie and Camila were gone for the night. "We are so not getting paid enough to deal with this," said Mary Ellen. "Agreed." I watched five frat stars stumble out of the kitchen with more half-eaten cake in their hands. After all, these girls were of age, they technically "lived there," and it wasn't our gig anymore. "Let's make sure everything from the wedding is accounted for and then get the hell out of this house of horrors," she said. As we left we could hear the bombastic strains of the DJ blasting "Gold Digger" again. This time, no one cried.

The scientists who tell us that dogs are simple creatures have never owned sled dog teams. They have never tried to organize twelve minds and forty-eight canine legs into a unit that moves forward with conviction. The physical differences in dogs are sometimes the least of the musher’s worries when matching up a team. He must consider the dogs’ personality quirks and varying degrees of dedication. When a well-trained team glides quietly down the trail, spectators may think the sport looks easy, but I guarantee that the driver of that team has put in his time.

Rescue dogs are trained to perform such responses on command, often in repulsive situations, such as fires, that they would normally avoid unless the entrapped individuals are familiar. Training is accomplished with the usual carrot-and stick method. One might think, therefore, that the dogs perform like Skinnerian rats, doing what has been reinforced in the past, partly out of instinct, partly out of a desire for tidbits. If they save human lives, one could argue, they do so for purely selfish reasons. The image of the rescue dog as a well-behaved robot is hard to maintain, however, in the face of their attitude under trying circumstances with few survivors, such as in the aftermath of the bombing of the Murrah Federal Building in Oklahoma City. When rescue dogs encounter too many dead people, they lose interest in their job regardless of how much praise and goodies they get. This was discovered by Caroline Hebard, the U.S. pioneer of canine search and rescue, during the Mexico City earthquake of 1985. Hebard recounts how her German shepherd, Aly, reacted to finding corpse after corpse and few survivors. Aly would be all excited and joyful if he detected human life in the rubble, but became depressed by all the death. In Hebard's words, Aly regarded humans as his friends, and he could not stand to be surrounded by so many dead friends: "Aly fervently wanted his stick reward, and equally wanted to please Caroline, but as long as he was uncertain about whether he had found someone alive, he would not even reward himself. Here in this gray area, rules of logic no longer applied." The logic referred to is that a reward is just a reward: there is no reason for a trained dog to care about the victim's condition. Yet, all dogs on the team became depressed. They required longer and longer resting periods, and their eagerness for the job dropped off dramatically. After a couple of days, Aly clearly had had enough. His big brown eyes were mournful, and he hid behind the bed when Hehard wanted to take him out again. He also refused to eat. All other dogs on the team had lost their appetites as well. The solution to this motivational problem says a lot about what the dogs wanted. A Mexican veterinarian was invited to act as stand-in survivor. The rescuers hid the volunteer somewhere in a wreckage and let the dogs find him. One after another the dogs were sent in, picked up the man's scent, and happily alerted, thus "saving" his life. Refreshed by this exercise, the dogs were ready to work again. What this means is that trained dogs rescue people only partly for approval and food rewards. Instead of performing a cheap circus trick, they are emotionally invested. They relish the opportunity to find and save a live person. Doing so also constitutes some sort of reward, but one more in line with what Adam Smith, the Scottish philosopher and father of economics, thought to underlie human sympathy: all that we derive from sympathy, he said, is the pleasure of seeing someone else's fortune. Perhaps this doesn't seem like much, but it means a lot to many people, and apparently also to some bighearted canines.

In 2013, on the auspicious date of April 1, I received an email from Tetlock inviting me to join what he described as “a major new research program funded in part by Intelligence Advanced Research Projects Activity, an agency within the U.S. intelligence community.” The core of the program, which had been running since 2011, was a collection of quantifiable forecasts much like Tetlock’s long-running study. The forecasts would be of economic and geopolitical events, “real and pressing matters of the sort that concern the intelligence community—whether Greece will default, whether there will be a military strike on Iran, etc.” These forecasts took the form of a tournament with thousands of contestants; the tournament ran for four annual seasons. “You would simply log on to a website,” Tetlock’s email continued, “give your best judgment about matters you may be following anyway, and update that judgment if and when you feel it should be. When time passes and forecasts are judged, you could compare your results with those of others.” I did not participate. I told myself I was too busy; perhaps I was too much of a coward as well. But the truth is that I did not participate because, largely thanks to Tetlock’s work, I had concluded that the forecasting task was impossible. Still, more than 20,000 people embraced the idea. Some could reasonably be described as having some professional standing, with experience in intelligence analysis, think tanks, or academia. Others were pure amateurs. Tetlock and two other psychologists, Barbara Mellers (Mellers and Tetlock are married) and Don Moore, ran experiments with the cooperation of this army of volunteers. Some were given training in some basic statistical techniques (more on this in a moment); some were assembled into teams; some were given information about other forecasts; and others operated in isolation. The entire exercise was given the name Good Judgment Project, and the aim was to find better ways to see into the future. This vast project has produced a number of insights, but the most striking is that there was a select group of people whose forecasts, while they were by no means perfect, were vastly better than the dart-throwing-chimp standard reached by the typical prognosticator. What is more, they got better over time rather than fading away as their luck changed. Tetlock, with an uncharacteristic touch of hyperbole, called this group “superforecasters.” The cynics were too hasty: it is possible to see into the future after all. What makes a superforecaster? Not subject-matter expertise: professors were no better than well-informed amateurs. Nor was it a matter of intelligence; otherwise Irving Fisher would have been just fine. But there were a few common traits among the better forecasters.

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Michael Meoli has served as a paramedic in San Diego and was a field training officer as well as a member of the Special Trauma and Rescue Team. He served as president of the San Diego Medica Association and as an interventionist on the San Diego Police Department Crisis Intervention Team. He has taught courses on crisis intervention and grief support to paramedics throughout San Diego County.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

And so Andy Malloy became the first of many managers I was to have throughout my career. Up to the time I teamed up with Jack Kearns, the managers I had were mostly my friends or well-meaning acquaintances who tried to help me get fights, arranging the small details so that I could dedicate myself to my training. I never signed a contract with any of them, not even Kearns. It just didn’t seem necessary in those days; a handshake was stronger and more meaningful than any inked signature. The only ingredients necessary were respect and trust. There is no doubt in my mind that a fighter needs a manager. Ideally, a manager gets up good likely bouts, arranges suitable dates and times and living accommodations, hires and sometimes fires sparring partners, “sells” his fighter’s ability and skill to others by taking scouting trips and being a good press agent, and honestly handles all accounts as well. This gives the fighter more time to keep himself in shape, running miles, punching bags, jumping rope, sleeping. Together the fighter and the manager are a team, pulling and pushing toward the same goal. If either takes advantage of the other, underestimates or oversteps the given role, then that’s it; a loss of respect sets in and the whole relationship is shot to hell. If such a split does take place, it is usually the fighter who winds up with the short end of the stick. I learned many things from my manager Andy Malloy. I learned to make my body a complete unit, the muscles of my feet, legs, waist, back and shoulders all contributing to the power of my arm. He taught me, in short, that my entire body was at stake in the ring, not just my fists. He was a good teacher.

Everywhere I went, it was Balto this and Balto that. Truth to tell, I knew Balto well enough. He was in my kennel. He was owned, bred, raised, and trained by Sepp, same as I was. Sepp called Balto nothing but a scrub freight dog. Don't get me wrong, he was a nice-enough fellow. But he was no racer. And he didn't have a whole lot going on upstairs. What he had was luck. It was luck, pure and simple, that he happened to be leading the team that made the last leg of the Serum Run.

3. MIGRATE YOUR DNA New products require new capabilities. Equally, new products can result from the unique character and living expansion of your firm. No two species are identical. Neither are two ventures. The mix of founders and early employees is unique. Nobody will ever do things quite the way you do. The more different you can make your firm, the better. Intelligently, of course, ★ hire and promote people who have similar attitudes to the target market; ★ hire people who get on well with each other and go the extra mile for customers and colleagues; ★ hire people who have a high ratio of smarts to cost - younger or from neglected talent pools; ★ hire risk-takers, experimenters, explorers, oddballs, and those with a restless spirit; ★ train on the job; team novices with senior role models; concentrate on the few things customers like most, that can be done with least effort and cost; ★ make your venture bright, quirky, colourful, distinctive, fun and highly commercial - thrilling customers at a high profit for the firm. Encourage smart experiments at every level, in every way, at every time. Make it a way of life in your firm. Then, sooner or later, your star will emerge. LEK did not start by migrating its product. First we migrated its DNA, then we created products we were uniquely able to sell. This goes against the grain, but it works!

Thus, the play is no longer to try to uncover needs, but to facilitate a conversation where the salesperson raises potential issues and their implications. This facilitation is a proactive means of accomplishing two things. On one hand, your bringing up important issues could absolutely jog the customer’s thinking and cause them to recognize key points that they might not have otherwise factored into their decisions. As well, raising important issues and implications is one of your greatest opportunities to gain credibility with potential buyers, as we will discuss in more depth when we get to the chapters on needs development. The key is preparation. When I train sales teams on-site, they leave with a list of action items that are important in terms of implementing the QBS methodology. The first action item on the list is always the same—to create a repository of decision issues and implications that could impact the customer. Notice I use the word “could,” because we’re not asking salespeople to be clairvoyant. You can’t know what’s important to a customer until you actually talk with them. But, you can absolutely make a list of potential issues and the implications of those issues, as a way to prepare yourself in advance for more productive conversations.

We assign a buddy or a mentor to help them with questions. We’ll schedule time with our executive director for the first day. We’ll schedule welcome lunches with their team and various other people.” But it starts on the first day. “We make certain the manager welcomes the new hire at the front door.” New hires are introduced at staff devotions, and their new coworkers pray for them and thank God that they are an answer to prayer. The whole experience is designed to give the new employees total confidence that they made the right decision and have truly taken the right next step in God’s pathway for their calling. The third stage is true onboarding, which takes place over the first ninety days. It revolves around not only role-centered training but also organizational mission, vision, values, and history, delivered in dialogue with multiple voices in the organization

I took the opportunity to complain about our typical government approach of making the same mistakes again and again. I said, “It reminds me of the ancient tribal wisdom that goes, ‘When you’re riding a dead horse, the best strategy is to dismount.’ Well—in Washington—we sometimes do things differently.” I explained: When we find ourselves riding a dead horse, we often try strategies that are less successful, such as: buying a stronger whip, changing riders, saying things like: “This is the way we’ve always ridden this horse,” appointing a committee to study the horse, lowering the standards so that more dead horses can be included, appointing a tiger team to revive the dead horse, hiring outside contractors to ride the dead horse, harnessing several dead horses together—to increase speed—attempting to mount multiple dead horses in hopes that one of them will spring to life, providing additional funding and training to increase the dead horse’s performance, declaring that, since a dead horse doesn’t have to be fed, it’s less costly, carries lower overhead, and therefore, contributes more to the mission than live horses, and my favorite—promoting the dead horse to a supervisory position.

the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission. If the captain provides direction and protection, the crew will do what needs to be done to advance the mission.

I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In

Your kids must not feel aloof. Try to involve them in your day to day routine by giving small tasks and reward them for accomplishing it. It will encourage a team spirit in your kids. Ensure that your kids should be held responsible for their behavior but not for their emotions. It will help them to understand what is right and wrong. Train your child to manage as well as express their feelings.

On December 14, 2015, Cruz’s IEP team decided to allow him to attend MSD full time. Cruz had made progress in the intensive therapeutic setting of Cross Creek, where well-trained professionals could watch him like a hawk. But when he transitioned to MSD, his old “behavior management” plan was discontinued and no new plan was created. Teachers were left uninformed about who this student was, what to watch for, and how to support him. Looking back on the transition, Bone lamented, “They just threw him to the wolves.

Will told his rival that "if you ever do that again, I'll hurt you." The next day Will had a third playhouse almost two-thirds constructed when Steve once again pushed it over. The fight that followed found Will once again on his back, pinned down by Steve Gobel. This time he resorted to a small pocket knife he carried and slashed Steve on the thigh. It was not a serious wound by any means, but it did draw blood, as well as Steve's anguished cry that he had been "killed." The other pupils and the teacher came running, and Will decided he'd better make himself scarce. He fled to a wagon train led by John R. Willis, for whom he had herded cattle. When he told Willis what had happened, the wagon master hid the boy in one of his wagons. Soon Steve, his father, an elder brother, and the local constable came to arrest Will Cody. Willis, a Philadelphia lawyer at heart, demanded to see a warrant. When the constable admitted he didn't have one, Willis told him that he thought it was overdoing it to arrest a boy for what was only play. Will was safe-for the moment-but he was afraid to return to school. Willis suggested that young Cody accompany him on the wagon train, which was headed for Fort Kearny, a trip of some forty days, by which time the excitement ought to have cooled down. Will's mother consented to the trip, not without some foreboding; she feared that her son might be attacked by Indians. Cody wrote of this first trip across the plains that "it proved a most enjoyable one for me, although no incidents worthy of note occurred along the way." John Willis disagreed with Cody about the lack of incidents. Forty years later Buffalo Bill's Wild West played Memphis on October 4, 1897, and Willis, now a judge in Harrisburg, Arkansas, wanted to see it. Unfortunately, he missed the show, but he wrote Cody the following letter: "Dear Old Friend it has been a long time since I have herd from you.... I would like very much to shake your hand, Billy, and talk over the old grand hours you rode at my heels on the little gray mule while I was killing Buffalo. oh them were happy days. of course you recollect the time the Buffalo ran through the train and stampeded the teams and you stoped the stampede.

Want to be a Freelancer? Do You want to be a Freelancer? If so, first of all - You need to be well-versed in the subject you want to freelance on. If you can be good at a few things, you will get more work as a freelancer. Most of the clients on this platform are foreigners. So to communicate with them you have to master the English language very well. How to Start Freelancing? To start working as a freelancer you need to work step by step from the very beginning. Find a specific task or skill that you want to excel at. Must practice speaking or communication in English. Create your own freelancing account. You have to decide how much money you will take in exchange for the work. Choose the Topic that Suits You - There are many types of jobs that can be done on the freelancing marketplace. Both fairly easy and difficult jobs are available on this platform. Easy jobs include data entry, article writing, and jobs for which a large number of bids are received due to which these jobs have to be rushed and competition is high. Difficult jobs include high-quality expensive jobs like web development, web design, graphics design, and software development. Which have higher remuneration. Now you have to decide what kind of work you will do in freelancing. Everything You Need to Train - The first thing you need to train is patience. Without patience, you can never survive on this platform. There are quite a number of freelancing service providers in our country who provide coaching through various courses. You can complete your training through coaching if you want. You will need a good laptop or computer with an internet connection for regular practice. A minimum of basic computer knowledge is essential for learning the job, along with the ability to speak English. You have to focus hard on the subject you want to master and develop a mindset to stick with it. Incorporate what you have learned and done into your portfolio, gain an understanding of the marketplaces, be disciplined, and work on time. Work to Gain Experience - Your path to freelancing may not be smooth. But it should not stop there. Just as in life, there are various problems, pains, and dangers, so it is in the case of freelancing. At first, you may not get job offers or get results as expected. So don't be impatient, you have to strengthen yourself mentally. Because you are in the first step of gaining your experience. Don't just think of yourself as a freelancer, think of yourself as a student who needs experience, not money. So if you make a mistake at work, try to learn from it. You can Reduce the Unemployment rate by Teaching others to Work - Apart from earning income by teaching others to work, you can reduce the unemployment rate by contributing to the economic development of the country. Day by day the country's job market is deteriorating due to which the number of unemployed is increasing every year. Many youths have lost their whole lives, lost precious time of their lives in the pursuit of government jobs. If you are thinking of making your career permanently as a freelancer then you can train those youngsters and form a team of yours. By doing this you can help create employment for millions of youth and increase your income. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

I want to do what you do in my business, but I don’t know how. I’d like to work with you for 6 months so I can learn how you do it. Plus, I’ll pay extra for you to break down why you make the decisions you do and the steps you take to make them. Then, after I get a good idea of how it all works, I’ll start training my team on it. And once they can do it well enough, I’d like to change to a lower cost consulting arrangement. This way, you can still help us if we run into problems. Are you opposed to this?

One of the most closely guarded secrets of advanced capitalist societies involves the possibility—the real possibility—of radically transforming the nature of housework. A substantial portion of the housewife’s domestic tasks can actually be incorporated into the industrial economy. In other words, housework need no longer be considered necessarily and unalterably private in character. Teams of trained and well-paid workers, moving from dwelling to dwelling, engineering technologically advanced cleaning machinery, could swiftly and efficiently accomplish what the present-day housewife does so arduously and primitively. Why the shroud of silence surrounding this potential of radically redefining the nature of domestic labor? Because the capitalist economy is structurally hostile to the industrialization of housework.

Our teams were crafted to be chess pieces with well-honed, predictable capabilities. Our leaders, including me, had been trained as chess masters, and we hoped to display the talent and skill of masters. We felt responsible, and harbored a corresponding need to be in control, but as we were learning, we actually needed to let go.

How can you run Analytics “as one”? If you leave Analytics to IT, you will end up with a first-class race car without a driver: All the technology would be there, but hardly anybody could apply it to real-world questions. Where Analytics is left to Business, however, you’d probably see various functional silos develop, especially in larger organizations. I have never seen a self-organized, cross-functional Analytics approach take shape successfully in such an organization. Instead, you can expect each Analytics silo to develop independently. They will have experts familiar with their business area, which allows for the right questions to be asked. On the other hand, the technical solutions will probably be second class as the functional Analytics department will mostly lack the critical mass to mimic an organization’s entire IT intelligence. Furthermore, a lot of business topics will be addressed several times in parallel, as those Analytics silos may not talk to each other. You see this frequently in organizations that are too big for one central management team. They subdivide management either into functional groups or geographical groups. Federation is generally seen as an organizational necessity. It is well known that it does not make sense to regularly gather dozens of managers around the same table: You’d quickly see a small group discussing topics that are specific to a business function or a country organization, while the rest would get bored. A federated approach in Analytics, however, comes with risks. The list of disadvantages reaches from duplicate work to inconsistent interpretation of data. You can avoid these disadvantages by designing a central Data Analytics entity as part of your Data Office at an early stage, to create a common basis across all of these areas. As you can imagine, such a design requires authority, as it would ask functional silos to give up part of their autonomy. That is why it is worthwhile creating a story around this for your organization’s Management Board. You’d describe the current setup, the behavior it fosters, and the consequences including their financial impact. Then you’d present a governance structure that would address the situation and make the organization “future-proof.” Typical aspects of such a proposal would be The role of IT as the entity with a monopoly for technology and with the obligation to consider the Analytics teams of the business functions as their customers The necessity for common data standards across all of those silos, including their responsibility within the Data Office Central coordination of data knowledge management, including training, sharing of experience, joint cross-silo expert groups, and projects Organization-wide, business-driven priorities in Data Analytics Collaboration bodies to bring all silos together on all management levels

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Political resistance” is a phrase encompassing two concepts that are unfortunately common in the K9 world: “My dog is better than your dog,” and “My K9 training method is the only training method in the known universe that works.” If these concepts seem childish to you, well, you’re not alone.

For mountain rescue operations such as the search for Edwin, we’ll carry twenty-four-hour mission packs, heavy with gear, clothing layers, food, and emergency equipment we may need should we be forced to bivouac overnight high on the mountains. We’ll also carry with us the unseen, the training, successes – and fears 0 from our past experiences in the wilderness.

If I were to ask you about let’s say coaching a high school football team for your local high school and told you the only time you were needed to be there as coach, was on game day. That is right no practice during the week, just take the team and win is all we ask. How do I prepare them if I cannot practice you ask? Well sir they have been trained and practiced in their freshman, sophomore and junior years. You will be the varsity coach and the team knows the game and how it’s played, all you need to do is set up the game plan on game day and organize your team so they win! Ludicrous! How can I be expected to develop the cohesion necessary to put a winning team on the field, without practice, despite their prior training and the three-plus years’ experience? Yes it is ludicrous. Yet this is exactly what we expect of law enforcement, security personnel and other first responders tasked with responding to and winning in crisis situations.

There is an expectation that a trip into the wilderness—even just for the weekend—entails certain risk not found in daily life. A good trip entails a lot of physical effort and teamwork. People expect to be able to cope with the usual demands of the wilderness, and, thus, they develop unusual coping mechanisms. Sometimes, however, for some or all of the people on the trip, events surpass standard coping mechanisms. Then a wilderness-style critical incident has occurred. A critical incident is almost any incident in which the circumstances are so unusual or the sights and sounds so distressing as to produce a high level of immediate or delayed emotional reaction that surpasses an individual’s normal coping mechanisms. Critical incidents are events that cause predictable signs and symptoms of exceptional stress in normal people who are having normal reactions to something abnormal that has happened to them. A critical incident from a wilderness perspective may be caused by such events as the sudden death or serious injury of a member of the group, a multiple-death accident, or any event involving a prolonged expenditure of physical and emotional energy. People respond to critical incidents differently. Sometimes the stress is too much right away, and signs and symptoms appear while the event is still happening. This is acute stress; this member of the group is rendered nonfunctional by the situation and needs care. More often the signs and symptoms of stress come later, once the pressing needs of the situation have been addressed. This is delayed stress. A third sort of stress, common to us all, is cumulative stress. In the context of the wilderness, cumulative stress might arise if multiple, serial disasters strike the same wilderness party. The course of symptom development when a person is going from the normal stresses of day-to-day living into distress (where life becomes uncomfortable) is like a downward spiral. People are not hit with the entire continuum of signs and symptoms at once. However, after a critical incident, a person may be affected by a large number of signs and symptoms within a short time frame, usually 24 to 48 hours. The degree or impairment an event causes an individual depends on several factors. Each person has life lessons that can help, or sometimes hinder, the ability to cope. Factors affecting the degree of impact an event has on the individual include the following: 1. Age. People who are older tend to have had more life lessons to develop good coping mechanisms. 2. Degree of education. 3. Duration of the event, as well as its suddenness and degree of intensity. 4. Resources available for help. These may be internal (a personal belief system) or external (a trained, local critical-incident stress debriefing team). 5. Level of loss. One death may be easier than several, although the nature of a relationship (marriage partners or siblings, for example) would affect this factor. Signs and symptoms of stress manifest in three ways: physical, emotional, and cognitive. Stress manifests differently from one person to the next. Signs and symptoms that occur in one person may not occur in another, who has responses of his or her own.

The sooner the event is defused or debriefed, the faster the reactions will ease or disappear. Denial prolongs the pain and can keep the event freshly in mind far longer than necessary. Once a situation has been identified as a critical incident, there are several options for managing the group’s response. During a critical incident, watch for acute stress symptoms. Someone allowed to continue functioning when suffering acute stress can cause additional, if inadvertent, rescue burdens to arise. Soon after the event, within a few hours, a defusing is likely to help the group. Everyone is brought together and the event is discussed informally. This is not a critique of how the event was handled. A defusing is a time for examining how people are responding to the situation emotionally, physically, and cognitively. It is an acknowledgment that something unusual happened and that unusual responses may be occurring because of it. Defusing these intense reactions allows healing to begin. As a WFR, you may be called upon to manage a defusing. It is generally best to form the group into a circle with no one hanging back “in the shadows.” Establish guidelines for the defusing. Encourage everyone to speak, but do not allow anyone to cast blame or dwell on things he or she thinks were done wrong. Let no one interrupt while another is speaking. Ask each person to relate (1) his or her role during the incident, (2) how he or she felt and now feels, and (3) what he or she thought and now thinks. A formal critical-incident stress debriefing requires the assistance of a trained group. Many critical incident stress management (CISM) or critical incident stress debriefing (CISD) teams exist. You may wish to check for local availability even before leaving the trailhead. A formal debriefing is conducted by a group composed of both peer counselors (in this case, the ideal would be wilderness oriented peers) and mental health workers who have been specially trained in CISM. Only those who were involved are invited. The process usually takes 2 to 4 hours. The relief of a properly debriefed group is palpable. The ability for an untrained, or well intentioned but naïve, group to cause permanent damage to participants is also very real. Call in only an established, trained CISD group.

It’s the cats who trained with the Dark Forest who are fighting hardest, Crowfeather realized. They’re throwing themselves into the worst of the battle. As he looked around, Crowfeather’s heart swelled with pride as he saw his Clanmates, who had suffered so much suspicion after the mistake they’d made, showing their loyalty by risking their lives for their Clan. At the same time, rage against the stoats gave him new strength and energy. A stoat rushed at him, rearing up to attack him with both forepaws. Crowfeather ducked underneath its forelegs, and as the stoat landed, he spun around to fasten his teeth in its throat. He pinned it to the ground, his paws gripping it determinedly until he felt a warm rush of blood; the stoat went limp and he tossed it aside. Looking up, he found himself staring into the face of Nightcloud. “Neat kill,” she commented. “Leave some for the rest of us, won’t you?” As she spoke, a stoat dived for her, leaping up to land on her back. But before it could get a firm grip on her, Crowfeather lashed out with one forepaw, knocking it to the ground. Nightcloud sank her claws into its throat; the stoat twitched and lay still. She gave Crowfeather a nod of gratitude before turning back to the battle. Crowfeather and Nightcloud fought together, standing tail to tail as they turned in a circle, paws striking out at the endless surge of stoats. As soon as they killed or injured one, another would take its place. The white bodies, the small, malignant eyes and snarling fangs, seemed to Crowfeather like something out of a nightmare. He could only go on struggling, grateful for Nightcloud’s steady presence beside him. Then pain exploded in Crowfeather’s shoulder. He turned his head to see a stoat gripping him with its claws, while a splash of drool on his muzzle warned him it was going for his throat. Crowfeather couldn’t shake it off; he dropped to the ground, buying time, but the pressing weight of the frenzied creature made him feel there was no escape. The angle of their bodies meant that he couldn’t batter at it with his hind legs. StarClan, help me! he prayed. The stoat abruptly vanished. Crowfeather looked up to see Nightcloud holding it by the scruff, shaking it vigorously, then tossing it away into the crowd. “Thanks,” Crowfeather gasped, scrambling to his paws. “Anytime,” Nightcloud responded. They turned as one to attack two other stoats that dived in from opposite directions. Even while his body remembered his battle moves, Crowfeather could reflect on how well he and Nightcloud fought together, how well they knew each other. We may not be in love, but we make a fierce team on the battlefield. I know she’ll fight ferociously for me, and for all her Clanmates. Crowfeather’s reflections were interrupted by a screech of pain. Glancing over his shoulder he saw Lionblaze fall, the golden tabby warrior overwhelmed beneath a swarm of stoats. Crowfeather leaped toward him, only to run into what

the role of the leader is not to bark commands and be completely accountable for the success or failure of the mission. It is a leader’s job instead to take responsibility for the success of each member of his crew. It is the leader’s job to ensure that they are well trained and feel confident to perform their duties. To give them responsibility and hold them accountable to advance the mission.

Signs of Stage Two. People talk as though they are disconnected from organizational concerns, seeming to not care about what’s going on. They do the minimum to get by, showing almost no initiative or passion. They cluster together in groups that encourage passive-aggressive behavior (talking about how to get out of work, or how to shine the boss on) while telling people in charge that they are on board with organizational initiatives. The theme of their communication is that no amount of trying or effort will change their circumstances, and giving up is the only enlightened thing to do. From a managerial perspective, nothing seems to work—team building, training, even selective terminations appear to do nothing to change the prevailing mood. The culture is an endless well of unmet needs, gripes, disappointments, and repressed anger. Go to Chapter 5 and continue reading to the end of the book.

When Lombardi joined the Green Bay Packers in 1959, the team had gone eleven straight seasons without a winning record, and after winning only one of twelve games the previous year, the team fired Lombardi’s predecessor. Upon arriving at training camp as their new head coach, Lombardi made an immediate and indelible first impression on Bart Starr, a struggling third-string, fourth-year quarterback. After leading the players to a meeting room, Lombardi waited in front of a portable blackboard as the players sat down. He picked up a piece of chalk and began to speak. “Gentlemen,” he said, “we have a great deal of ground to cover. We’re going to do things a lot differently than they’ve been done here before . . . [We’re] going to relentlessly chase perfection, knowing full well we will not catch it, because perfection is not attainable. But we are going to relentlessly chase it because, in the process, we will catch excellence.”6 He paused and stared, his eyes moving from player to player. The room was silent. “I’m not remotely interested in being just good,” he said with an intensity that startled them all.

MS didn’t come across as someone who was too ambitious. He seemed to enjoy every minute of being part of the team. We knew little about where he came from, or what hardships he had endured to get to where he had. Most youngsters breaking into the team are so busy trying to establish themselves that the fun element goes out of their cricket, and I say this from experience. MS was different. Whether he was batting, keeping wicket or at training, he had a ball. His room was an open house, the door open till past midnight. He was a big PlayStation freak, with a special liking for war games. He was understandably shy when he broke into the team, but we got to know each other well because I stood in the slips and we had lots of conversations. What stood out was his balance and maturity as a human being. He understood the game really well, and his situational awareness was excellent. And he had plenty of self-belief. He was unorthodox as a wicketkeeper and batsman, but he didn’t succumb to pressure and try to be classical. He had a unique batting technique, and because he knew his game so well, he knew how to use it to score runs. At the end of the day, the most important thing was runs on the board. MS didn’t care if people thought he scored those runs prettily or otherwise.

Now, SEALs are known to run to the sound of the guns. But running to the sound of guns is much easier when a SEAL is surrounded by other SEALs; when we know the man covering our “six” (or backside) is someone who has been through the same training, has the same gear, and speaks the same language—someone we trust. For a SEAL to put his life in the hands of someone he doesn’t know—a person he has barely worked with, who is not well trained, undisciplined, speaks a different language, and whose trustworthiness is doubtful—is asking a hell of a lot. In the SEAL Teams, the bond of our brotherhood is our strongest weapon. If you take that away from us, we lose our most important quality as a team.

It seemed a terrible blind spot that we did not discuss the toll those errors exacted on us. Medicine is not oriented to recognize trauma in its own. We do not debrief our team or even ourselves after a code. We do not pause and assess the emotional well-being of our colleagues after they lose a patient, the way we pause to assess the root cause of errors. We were trained to leave the thin veneer covering our colleagues’ emotions undisturbed. We have utterly no idea what to do with shame. We have built no confessionals.

The solfeggio is a six-note scale and is also nicknamed “the creational scale.” Traditional Indian music calls this scale the saptak, or seven steps, and relates each note to a chakra. These six frequencies, and their related effects, are as follows: Do 396 Hz Liberating guilt and fear Re 417 Hz Undoing situations and facilitating change Mi 528 Hz Transformation and miracles (DNA repair) Fa 639 Hz Connecting/relationships Sol 741 Hz Awakening intuition La 852 Hz Returning to spiritual order Mi has actually been used by molecular biologists to repair genetic defects.115 Some researchers believe that sound governs the growth of the body. As Dr. Michael Isaacson and Scott Klimek teach in a sound healing class at Normandale College in Minneapolis, Dr. Alfred Tomatis believes that the ear’s first in utero function is to establish the growth of the rest of the body. Sound apparently feeds the electrical impulses that charge the neocortex. High-frequency sounds energize the brain, creating what Tomatis calls “charging sounds.”116 Low-frequency sounds drain energy and high-frequency sounds attract energy. Throughout all of life, sound regulates the sending and receiving of energy—even to the point of creating problems. People with attention deficit hyperactivity disorder listen too much with their bodies, processing sound through bone conduction rather than the ears. They are literally too “high in sound.”117 Some scientists go a step further and suggest that sound not only affects the body but also the DNA, actually stimulating the DNA to create information signals that spread throughout the body. Harvard-trained Dr. Leonard Horowitz has actually demonstrated that DNA emits and receives phonons and photons, the electromagnetic waves of sound and light. As well, three Nobel laureates in medical research have asserted that the primary function of DNA is not to synthesize proteins, but to perform bioacoustic and bioelectrical signaling.118 While research such as that by Dr. Popp shows that DNA is a biophoton emitter, other research suggests that sound actually originates light. In a paper entitled “A Holographic Concept of Reality,” which was featured in Stanley Krippner’s book Psychoenergetic Systems, a team of researchers led by Richard Miller showed that superposed coherent waves in the cells interact and form patterns first through sound, and secondly through light.119 This idea dovetails with research by Russian scientists Peter Gariaev and Vladimir Poponin, whose work with torsion energies was covered in Chapter 25. They demonstrated that chromosomes work like holographic biocomputers, using the DNA’s own electromagnetic radiation to generate and interpret spiraling waves of sound and light that run up and down the DNA ladder. Gariaev and his group used language frequencies such as words (which are sounds) to repair chromosomes damaged by X-rays. Gariaev thus concludes that life is electromagnetic rather than chemical and that DNA can be activated with linguistic expressions—or sounds—like an antenna. In turn, this activation modifies the human bioenergy fields, which transmit radio and light waves to bodily structures.120