Tehran Conference - Wikipedia
Define sorted out. sorted out synonyms, sorted out pronunciation, sorted out translation, English dictionary definition of sorted out. n. 1. A group of persons or . Trims are sorted tracks of cars in a hump yard pulled out of the sorting tracks and coupled Movement of a crew from one point to another or to a train by vehicle At the meeting point of opposing trains, one train "Holds the Main," the other Trains stopped between primary terminals and switched to further define the car. Definition of crew - a group of people who work on and operate a ship, aircraft, etc., a group of people who work closely together.
Into the storm, then. Andy took the wheel, and I moved around the ship, keeping busy. I worked the ropes, controlling our sails so we could get more speed; I grabbed my bucket, trying to empty the water that was filling our cargo hold; when a hole appeared in the hull, I quickly patched it up; and when Andy started to feel nauseous, I played a tune on my hurdy-gurdy.
The sea and sky blended together, cloaking us in darkness as we were tossed around in every direction. The compass went wild, Andy lost control of the wheel and the ship lurched and creaked.
More holes started to appear, and then lightning struck the cabin, ripping another chunk out of our ship. We had no idea where we were going. There was a good chance. Then, all of a sudden, the sheet of rain became a drizzle and the ship started to settle. Those are the kinds of stories I want to be able to tell, when I make it back to dry land.
Maybe the problem is my expectations. The Sea of Thieves pitch is for a co-operative multiplayer pirate romp, but it looks like everyone I was playing with last night considers PvP the focus, turning it into a huge, tiresome deathmatch. I find that incredibly hard to parse with the game where I can chase chickens and pigs around a tiny island while my crew serenades me from the ship.
The whole experience has been somewhat off-putting. High performing organizations are often built by optimizing processes and procedures Plus, engagement and satisfaction are largely based on autonomy and independence. I care when something is "mine.
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And freedom breeds innovation. Even heavily process-oriented tasks have room for different approaches. That's why smart leaders give their employees the autonomy and independence to work the way they work best. So even though some crew chiefs still try to oversee every detail, micromanaging is a fast track to a short career. As best I can determine, the average crew chief's career span is approximately three years.
Micromanaging isn't sustainable for many reasons, chief among them the overwhelming mass of information that must be synthesized and the countless decisions that must be made over the course of the longest season in professional sports.
The Nascar race schedule runs from February to November, with only a handful of weekends off. And the offseason itself isn't really "off": A successful crew chief must constantly balance control and empowerment, knowledge and trust--an uneasy equilibrium made even harder by the relentless pressure to perform.
Josh knows he needs to follow up. He'll stay on top of it. They'll sort it out and get back to me. Shop Meeting The manager meeting ends and we walk downstairs to the shop floor. Everywhere you look are cars in various states of preparation. All the employees affiliated with the 5 and the 24 teams gather around. Although it's a couple of years old, here's a video that will provides an inside look at the HMS campus. Alan speaks first, recapping the weekend at Phoenix. The car was good in practice and they almost won the pole: Chase qualified third, five-hundredths of a second behind from pole-winner and teammate Alex Bowman.
Alex subbed for Dale Earnhardt Jr. They started the race well and decided to pit early in the first run to take advantage of fresh tires and hopefully gain a second or so per lap on the leader, but a caution flag caught them in the pits. They fought their way back through the field, gambled by changing two tires instead of four on the final pit stop, but eventually finished ninth.
The result was disappointing but Alan remains positive throughout and thanks everyone for their hard work. Keith then steps forward to recap his team's race. The 5 car wasn't fast on new tires but sustained speed well on long runs. Keith is also happy with his team's progress. They amassed five top finishes in the last 10 races of the year and he's optimistic about the Homestead race. Unfortunately, Kahne will be involved in a late-race crash and finish 37th.
Up next is general manager Doug Duchardt. Doug is responsible for overseeing all competition-related departments: He reminds everyone to make any yearend employee benefits changes and announces a pep rally will be held on Wednesday for the 48 team. It's natural to assume that racing is somehow different from "normal" businesses, but in most ways, it is not.
There is a need to perform; the main difference is that victories and defeats play out on a public stage. There are still goals to focus on, metrics to track, and careers to nurture and develop, but many of those aspects play out publicly as well. Success is rewarded and failure is punished Each week there is only be one winner. Thirty-nine other teams are left to wonder what happened--and what they can do differently the next time. But that is also business. Maybe what makes racing different is that most of the people involved genuinely love the sport--or at least love the work that goes into the sport.
They work too hard and sacrifice too much not to love it. Still, Alan says he doesn't work as many hours as he once did.
While a few races sprinkled throughout the year are run on Saturday nights, Sunday is typically race day. The team flies back after the race, meaning he gets home as early as 7 p. Mondays he gets to the shop by 8. He generally doesn't leave work until 6 or 7 p. Thursday afternoons are typically reserved for travel to the next track.
In years past, he worked Thursday mornings, but more recently he's taken those few hours off to spend time with his family or mountain bike or paddle board. Fridays, Saturdays, and Sundays are spent at the track Yet he claims he doesn't work as many hours as he once did. Car Meeting Engaged employees have ideas. Take away their opportunities to make suggestions, or instantly disregard their ideas without consideration, and they immediately disengage. That's why great bosses make it extremely easy for employees to offer suggestions.
They ask leading questions. They probe, but gently. They make employees feel comfortable proposing new ways to get things done. When an idea isn't feasible, they take the time to explain why; other times, they use silence as a tool to spark discussion. That's how Alan runs this meeting. These are car guys, so they talk about brakes and brake calipers. They talk about splitter angles.
They talk about the balance between aerodynamic performance and wind shear. They also talk about the other Hendrick teams.
One of the advantages of running a multi-car race team is that each car serves as both a benchmark and a test bed. The ability to share information is a huge advantage, but it also creates a problem common to complex businesses: All those factors make this a surprisingly thoughtful room, filled with relatively introverted people who spend significant time in their own heads, in a constant search for innovation.
Another surprise is the nature of conversations about other Hendrick teams. I'm accustomed to overt competition between facilities and even departments. I once worked at a dog-eat-dog plant where intra-department competition was encouraged and "winning" was a zero-sum game. Here, the spirit is collaboratively competitive. The 24 team never talks about what other teams don't do well--they talk about what other HMS teams do well that they can learn from.
They want to out run their stable mates because their car is better, not because the other teams' cars are worse. Then the team's spotter, Eddie D'Hondtprovides input that can't be found on their spreadsheets. During the race, spotters assume a perch high above the track and serve as the driver's primary point of communication. Once spotters focused primarily on safety, letting the driver know when others cars were in the driver's blind spot and alerting them to crashes.
Today's spotters pass on information about other cars, suggest lines that are working for other drivers, identify rubber buildup on the track After each race, Eddie prepares reports that include his impressions, post-race video analysis, and suggestions for improvement.
Today, his input is especially valuable since Chase's plane has been delayed by fog. The group decides they had a potentially top-five and possibly even a top-three car. They feel the 48 of Jimmie Johnson was the best car, the 88 of Alex Bowman was a little better, and while the 22 was better on short runs, their car was better on long runs. And they're probably right Fast is fast, but racing is racing. The fastest car often doesn't win. What perplexes the group is why the car performed relatively poorly near the end of the race.
Hopefully, Chase can provide insight that helps them better understand why the car's performance fell off. Pit Crew Meeting The car guys leave the room and the big boys roll in. Nascar pit crew members don't work on the cars. They aren't mechanics, they aren't engineers although some have engineering degreesthey don't work in the shop. Rowdy Harrella tire changer for the 88 team, won three National Championships as a linebacker at the University of Alabama before being recruited for the HMS pit crew development program.
They have one job: In their world, a tenth of a second matters. Math isn't my friend, but I do know that a tenth of a second lost in the pits translates to almost 30 feet on the racetrack for a car going miles per hour. Losing a half-second in the pits can mean falling from first to tenth--or worse, at super speedways like Talladega, where cars tend to circle the track almost bumper to bumper.
The meeting starts with a video review of pit stops from the Phoenix race. Each of the six pit crew members--two tire changers, two tire carriers, the jack man, and the fueler--wear helmet-mounted GoPro cameras. GoPros are also mounted on arms suspended over the pit box. Every stop is reviewed from all angles.
Chris Burkeytheir pit crew coach and a former scout for the Miami Dolphins, reviews each stop from a group perspective as well individually.
But Alan also jumps in; while Chris is responsible for the crew's performance, Alan calls the "plays" on race day, deciding whether to replace two tires or four, as well as what adjustments to make to the car. That means his decisions affect the crew's individual movements and overall choreography.
Chris reviews every Phoenix pit stop, especially the final stop when a lug nut hung on a stud and the stop took at least a second longer than expected. Pitting a car comes down to human performance: Then there's the mental aspect. Confidence is critical when you have to perform under extreme pressure. Pit crew members are mostly former college athletes accustomed to performing in critical situations in front of large crowds, but still: Spend too much time analyzing an individual's mistakes and you chip away at his or her confidence.
Then again, fail to provide constructive feedback and you reduce the chance for improvement. Alan makes a few comments, but he mostly looks to the group for input and solutions. Ultimately, they're a team, and great teammates are not just skilled at their jobs but also at making the people around them perform better.
The conversation then shifts to Homestead. The pit boxes there are relatively large, which is a good thing, but the pit wall is both taller and wider, which makes jumping off to service the car more challenging. They review video from pit stops of last year's race at Homestead and chuckle appreciatively when they remember how then-driver Jeff Gordon managed to stop the car at the same spot nearly every time. The meeting ends with a summary of what to expect in terms of race strategy for Homestead, a track where tires wear quickly and lap times steadily drop off.
Alan plans to stay "short" on fuel, meaning he'll likely pit the car to change tires long before it will need to be refueled. That, plus the likelihood of caution flags due to crashes, should result in plenty of pit stops. The crew also must be prepared to deal with damage to the right side of the car, since running inches away from the wall--which unfortunately means sometimes scraping it--is often the fastest way to circle the Homestead track.
And with that the crew heads off to the HMS athletic facilities: It's a relatively young group, less corporate but more tech-y. As Alan leads this meeting I see his true nature emerge. In earlier meetings he was slightly more formal, constantly reading the room to manage personalities and team dynamics. This part of his job takes him back to his roots in the sport.
You can tell he loves race cars. He also loves to delegate. Alan quickly moves from one bullet point to the next, listing a problem and then stating a solution. While a looser meeting, it's also an implementation meeting: But delegation is only effective after you've built a team of skilled people you can trust. If you run a company, you don't need a director of sales; you need a person who loves helping other people sell more.
You don't need an engineering manager; you need a person who loves creating new products.
You don't need a supervisor of whatever; you need a person who long ago made the choice that his or her happiness comes from someone else's success and who thrives on working through other people to get important things done. You need people who want the job because they want to be responsible for making things happen.
You need people who want the job because they want to do the job; the title only makes it easier for them to do that job. That's why Alan promotes based not just on skills but also on personality, attitude, work ethic, drive, and attention to detail. Skills can be learned.
The 24 team--and the Hendrick shop in general--functions as a meritocracy where people are promoted if they deserve to be promoted, regardless of seniority or conventional career path. If you excel, there is room for you to grow. What also becomes apparent for the first time is Alan's staggering grasp of technical detail. Tolerances, sizes, dimensions, test results, past performances He would say he's not the smartest, but he is.
Yet he's also comfortable in the knowledge that this group, like the others, is extremely capable, which lets him focus on coordination and collaboration. Ultimately his job, like every leader's job, is to make the most important decision: Decisiveness is a quality every good leader possesses.
The best leaders are decisive on an even higher level: They realize they sometimes are not the best person to make a particular decision, so they decide who is.
Once the list is complete, a few people leave. The rest watch videos showing last year's qualifying sessions at Homestead. Some are digital composites, blending different videos to make it seem like two cars were on the track at the same time--the result shows where each car ran on the track, and which was faster or slower by comparison.
While Jeff Gordon was the driver last year, he's rarely mentioned. What he did then is interesting but irrelevant to their purposes now; they're responsible for giving the driver--whomever that might be--a fast car.
They act on the assumption that the driver did the best he could with what he was given.Sorting Hat Scene
If he is slower than another car, it's their fault. They haven't given him the tools he needed. So, because Nascar doesn't allow comprehensive telemetry on the cars, the engineers rely on tests, practices, and race results for one set of data.
Then they run simulations to test hypotheses and generate another set of data. That means sometimes a car will be fast Other times, a setup will not work, and they can only make informed guesses as to why. When you're dealing with fractions of an inch and fractions of degrees of angle and changing ambient temperatures and track conditions, uncertainty is a given.
That's why performance tends to run in cycles. A team's fortunes tend to ebb and flow from season to season and even within a season But that's also why an organization like HMS has been so successful over a number of years: They have more smart people working as hard, if not harder, than just about any other organization.
But there's a self-imposed downside. HMS shares the results of all that effort by building engines and chassis and parts for other--competing--teams. Want to run a Hendrick engine?
You can--and it will be identical to the engines HMS teams run. Want to run a Hendrick chassis? You can--and it will be just as good as the chassis the HMS teams' cars use. In many ways, HMS does the heavy lifting and leaves the fine-tuning to its customers--who, again, are also their competitors. You could argue that gives other teams an advantage, since they can focus their time and effort on making incremental improvements to already outstanding equipment.
Or you could argue that HMS maintains an advantage because it better understands the fundamentals of what it builds. Should you buy technology, or build it yourself? Both are viable, but building--and selling, which also means sharing--is the Hendrick way.
And you certainly can't argue with the results. Nor do you have time to argue with the results, because Chase has arrived. Driver Meeting Unlike everyone else in the room, Chase wears a flannel shirt The discussion immediately jumps back the race at Phoenix; the team is obviously eager to hear his thoughts.
Numbers are important, but only the driver can provide subjective feedback on how the car performed. Turning "feel" into practical terms is an essential skill; a driver who can't describe what the car is doing is a driver who will never reach the top level of the sport.
The room goes quiet as Chase starts his debriefing. Here are my notes from what he said: Late in the run, Jimmie was mowing them down. Entrance was good, but it seemed like he had to wait on the center and lost ground. That's why he wanted to free the car up a tad.
After the first pit stop, he felt that was the best the car was all day: After 10 laps, when traffic sorted out, he could roll. That's where the car felt like it was leaned over on the right rear and would fall on that corner and that was why he thought the right rear tire was going down. Handling just didn't have the same characteristic. It helped when they took out a round of wedge but the car still never got back to where it had been. The center suffered, the entry wasn't as secure They then discuss different lines used in the corners, as well as diving down onto the apron at Phoenix.
Chase wishes he had started using the apron sooner; he was behind Kyle Larson in the 42 when he started to use that line, and the lack of clean air negatively affected his car's handling. Chase also talks about what he saw other drivers do, especially Jimmie Johnson. Johnson and his team are the gold standard, the six-time champions soon to be sevena natural benchmark. Still, having a superstar as a colleague is both blessing and curse: You're in a great position to learn from the other team's success Speaking of comparisons, at this point I realize I've seen Alan use at least four different communication styles.
Great leaders change their communication style to suit the needs of different audiences. In the manager's meeting, Alan was in "peer" mode, always collaborative and never authoritative. During the whole-shop meeting he was in "teambuilding" mode: During the car and engineering meetings, he shifted to "CEO" mode: He's direct, but with a light touch.
He said that only war criminals should be put on trial in accordance with the Moscow Documentwhich he himself had written. He stormed out of the room, but was brought back in by Stalin who said he was joking.
- Sea of Thieves is fun until you meet other pirates
- Tehran Conference
Churchill was glad Stalin had relented, but thought Stalin was testing the waters. The declaration of the three powers regarding Iran: Iran was going to war with Germany, a common enemy to the three powers. Stalin, Churchill, and Roosevelt addressed the issue of Iran's special financial needs during the war, and the possibility of needing aid after the war. The three powers declared to continue to render aid to Iran.
The Government of Iran and the three powers reach an accord within all the disagreements to maintain the independence, sovereignty and integrity of Iran. The United States, USSR, and the United Kingdom expect Iran to follow along with the other allied nations to establish peace once the war is over, this is what was agreed upon once the declaration was made.
The Yugoslav Partisans also known as National Liberation Army and Partisan Detachments of Yugoslavia should be supported by supplies and equipment to the maximum extent and also by commando operations.
The leaders exclaimed that it would be desirable if Turkey should come into war on the side of the Allies before the end of the year. The leaders took note of Stalin's statement that if Turkey found herself at war with Germany, and as a result Bulgaria declared war on Turkey or attacked her, the Soviet Union would immediately be at war with Bulgaria. The Conference further took note that this could be mentioned in the forthcoming negotiations to bring Turkey into the war. The cross-channel invasion of France Operation Overlord would be launched during Mayin conjunction with an operation against southern France.
The latter operation would be undertaken in as great a strength as availability of landing-craft permitted. The Conference further took note of Joseph Stalin's statement that the Soviet forces would launch an offensive at about the same time with the object of preventing the German forces from transferring from the Eastern to the Western Front. The leaders agreed that the military staffs of the Three Powers should keep in close touch with each other in regard to the impending operations in Europe.
In particular it was agreed that a cover plan to mislead the enemy about these operations should be concerted between the staffs concerned. Stalin and Churchill discussed the future borders of Poland and settled on the Curzon line in the east and the Oder-Neisse line in the west. FDR had asked to be excused from any discussion of Poland out of consideration for the effects of any decision on Polish voters in the USA and the upcoming election. This decision was not ratified until the Potsdam Conference of During the negotiations at the Tehran Conference, Roosevelt secured the reincorporation of the Republics of Lithuania, Latvia, and Estonia into the Soviet Union only after the citizens voted on these actions.
Stalin would not consent to any international control over the elections, and that all issues would have to be resolved in accordance with the Soviet Constitution. Results[ edit ] The Yugoslav Partisans were given full Allied support, and Allied support to the Yugoslav Chetniks was halted they were believed to be cooperating with the occupying Germans rather than fighting them.
The Communist Partisans under Tito took power in Yugoslavia as the Germans gradually retreated from the Balkans in —