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On Mars | Board Game | BoardGameGeek
In 2025, the first settlers arrived on Mars! The first small colonies developed and now, 10 years later, a group of very powerful space exploration companies are establishing a major colony ruled by a terrestrial organization, the OMDE (Organization for Mars Development and Exploration).

As an astronaut from a private space exploration company, you want to be a pioneer in developing the biggest, most advanced colony on Mars, achieving the OMDE goals as well as your company’s hidden agenda.

By bringing in and managing settlers, you’ll be able to explore, mine, build, power, and upgrade buildings.

You will lead the construction and assembly of farm domes, water compounds, and power generators.

Trade or buy in markets both locally and on Earth.

And in the end, become a self-sufficient colony independent of any terrestrial organization.

Do you dare to take part in mankind’s next biggest conquest?

Grab a piece of it for yourself!

The game starts with a small colony and a few buildings already built: the O₂ factory, shelters, a generator, a farm, and a water compound.
Pol._11  mars  state  Power_materials  Violence_y_Power  Leadership  SON 
1 hour ago by Jibarosoy
The Seven Leadership Secrets of Great Team Captains - WSJ
The captains of history’s most successful sports teams relied on a range of unexpected traits, from dissent and rule-breaking to quiet communication and emotional self-control.
10 hours ago by mwa4
The traits I value most in the people I work with... - macton
Be a champion for quality
Be a champion for efficiency
Have an insatiable curiosity
Have a point of view
Value good communication
Value introspection and self-review
Be pro-active
Be fearless in the face of hard problems
Value performance
Value simplicity
Be responsible with expectations
Be responsible with time and resources
Bring more value than cost
Give and receive feedback well
Be a leader
leadership  inspiration  advice  management 
14 hours ago by tobym
The Best Bosses Are Humble Bosses - WSJ
Teams led by humble leaders outperform teams led by egocentric ones.
Sprint2  leadership 
17 hours ago by neilperkin
Clear is Kind. Unclear is Unkind. | Brené Brown
We started our interviews with senior leaders with one question: What, if anything, about the way people are leading today needs to change in order for leaders to be successful in a complex, rapidly changing environment where we’re faced with seemingly intractable challenges and an insatiable demand for innovation?

There was one answer across the interviews: We need braver leaders and more courageous cultures.

To better understand, we followed up by asking, Why courage? and What’s getting in the way of building more daring cultures? Of the ten behaviors and cultural issues that leaders identified as barriers to courage, there was one issue that leaders ranked as the greatest concern: Avoiding tough conversations, including giving honest, productive feedback.

Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of “nice and polite” that’s leveraged as an excuse to avoid tough conversations.

Whatever the reason, there was saturation across the data that the consequences of avoiding tough conversations or tapping out of a difficult rumble as soon as it gets uncomfortable include:

1. Diminishing trust and engagement;
2. Increases in problematic behavior, including passive-aggressive behavior, talking behind people’s backs, pervasive backchannel communication (or “the meeting after the meeting”), gossip, and the “dirty yes” (when I say yes to your face and then go behind your back); and
3. Decreasing performance due to a lack of clarity and shared purpose.

Over the past several years, my team and I have learned something about clarity and the importance of hard conversations that has changed everything from the way we talk to each other to the way we negotiate with external partners. It’s simple but transformative: Clear is kind. Unclear is unkind.

I first heard this saying two decades ago in a 12-step meeting, but I was on slogan overload at the time and didn’t even think about it again until I saw the data about how most of us avoid clarity because we tell ourselves that we’re being kind, when what we’re actually doing is being unkind and unfair.

Feeding people half-truths or bullshit to make them feel better (which is almost always about making ourselves feel more comfortable) is unkind.

Not getting clear with a colleague about your expectations because it feels too hard, yet holding them accountable or blaming them for not delivering is unkind.
psychology  brenebrown  leadership 
20 hours ago by cnk
Sunday Special Ep 23: Jocko Willink - YouTube
"You have to let your kids brush up against the guardrails of failure"
leadership  parenting  jocko  jocko-wordsofwisdom 
yesterday by caseyajordan12
The Republicans spent years investigating Hillary Clinton - so why not Michael Flynn?
The case for treating Flynn’s resignation with the same level of scrutiny that Clinton endured over Benghazi is strengthened when you consider how the rest of the administration behaved. It has been reported that the Justice Department warned the White House about the content of Flynn’s conversations, that the FBI questioned Flynn on this matter, and that there were transcripts available of his calls. Nonetheless, the White House continued to defend Flynn for weeks and deny he had done anything inappropriate. The acting attorney general had expressed concerns that Flynn risked being blackmailed by Russia, and may have broken the law. What was the White House’s response to this? How did they mitigate the risks posed by Flynn’s recklessness? Who else knew? Who else spoke to Russia? Why did it takes weeks for this to come to light, and why, once it did, was Flynn allowed to resign rather than being fired?
Trump  criminal  state  Power_in_America  Leadership 
yesterday by Jibarosoy
The Trump Rally: A Play in Three Acts - The New York Times
Part presidential ego boost, part political organizing tool and part WrestleMania, “Make America Great Again” rallies are the defining event of the Trump era: Over 500 have taken place since 2015, and over 30 have been held since President Trump was elected.

Halfway through the tumultuous reality show that is “The White House: Season Two,” the rallies are starting to feel like the only scripted plot point. No matter where they are held, no matter how raucous they might become, the rallies follow a formula: Just add MAGA.

What follows is a script of how each usually plays out, based on the real events of a rally on Sept. 21.
Trump  Leadership  Pol._147  state  voting  Power_in_America  Violence_y_Power  fascism 
2 days ago by Jibarosoy
Silicon Valley’s Keystone Problem: ‘A Monoculture of Thought’ - The New York Times
"Ms. Powell smartly recognizes a truth that many in the industry elide: A lack of diversity is not just one of several issues for Silicon Valley to fix, but is instead the keystone problem — the source of much else that ails tech, from its recklessly expansionist zeal to the ways its brightest companies keep stepping in problems of their own making.

In short, Silicon Valley’s problem is sameness, stupid — and in Ms. Powell’s telling, we are not going to get a better, more responsible tech industry until we get a more intellectually diverse one.

“I don’t think that everyone has an equal voice,” Ms. Powell said in an interview. “Even putting aside broader issues around gender diversity, ethnic diversity or class diversity, there’s also an issue around people’s educational backgrounds. If you have a hierarchy where engineers are at the very top and the people who are interfacing with the outside world are a couple rungs below that, you really miss something when those people don’t have an equal voice at the table.”

She added: “It’s a monoculture of thought, and that’s a real problem.”"
culture  tech  how_we_work  silicon_valley  technology  startups  diversity  learning  thinking  leadership 
2 days ago by alexpriest

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