Annual Review Quotes

Luc : It's time for our annual review of Rules You Disrespectful Bastards Never Follow.

Not only do fossil fuel companies receive $775 billion to $1 trillion in annual global subsidies, but they pay nothing for the privilege of treating our shared atmosphere as a free waste dump—a fact that has been described by the Stern Review on the Economics of Climate Change as “the greatest market failure the world has ever seen.

Now that we’ve done the tea party,” Luc said, pushing back the notepad and settling into his chair, “it’s time for our annual review of Rules You Disrespectful Bastards Never Follow.

Despite the ever-increasing responsibilities, there are no promotions in motherhood. You’ll never get an annual review followed by a fat bonus and a healthy raise.

Humans see patterns in the world, we can communicate this to other humans, and we have the capacity to imagine futures that don’t yet exist: how if we just changed this thing, then that thing would happen, and the world would be a slightly better place. The only trouble is … well, we’re not terribly good at any of those things. Any honest assessment of humanity’s previous performance on those fronts reads like a particularly brutal annual review from a boss who hates you. We imagine patterns where they don’t exist. Our communication skills are, uh, sometimes lacking. And we have an extraordinarily poor track record of failing to realise that changing this thing will also lead to the other thing, and that even worse thing, and oh God no now this thing is happening how do we stop it.

At the level of ego-psychology', wrote Mowrer in his survey on 'Motivation' in the Annual Review for 1952, 'there may be said to be only one master motive: anxiety.

EVERY YEAR, near the end of May, between 250,000 and 350,000 people gather in the tiny enclave of Speedway, Indiana, to watch the Indianapolis 500. It is the largest annual nonreligious gathering of human beings on Earth.

My (Carolyn’s) sister says that as a full-time mother she misses her annual review. Whenever she got her review on the job, she knew exactly how well she was doing against her performance goals. But mothering can be a long stretch of unappreciated labor.

We have an embarrassingly simple solution. Never have the conversations at the same time. Annual reviews happen in November, and pay discussions happen a month later. Everyone at Google is eligible for stock grants, but those decisions are made a further six months down the line.

the Indianapolis 500. It is the largest annual nonreligious gathering of human beings on Earth.

I remember sitting at the back of the sanctuary, reviewing my notes for my very first seminary-intern sermon. It was to be a mighty word from God that would correct all the hypocrisy, greed, and faithlessness of the local church that was, nonetheless, supporting my education as they had supported that of so many others. As I mustered my courage to sock it to them, I overheard one woman lean across her walker and whisper loudly to her pew mate, 'Ah, our new intern is preaching. I see it's time for our annual scolding.

QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-KILLING ISSUES Internal negotiating influence often sits with the people who are most comfortable with things as they are. Change may make them look as if they haven’t been doing their job. Your dilemma in such a negotiation is how to make them look good in the face of that change. You’ll be tempted to concentrate on money, but put that aside for now. A surprisingly high percentage of negotiations hinge on something outside dollars and cents. Often they have more to do with self-esteem, status, autonomy, and other nonfinancial needs. Think about their perceived losses. Never forget that a loss stings at least twice as much as an equivalent gain. For example, the guy across the table may be hesitating to install the new accounting system he needs (and you are selling) because he doesn’t want to screw anything up before his annual review in four months’ time. Instead of lowering your price, you can offer to help impress his boss, and do it safely, by promising to finish the installation in ninety days, guaranteed.

Anya's final sweep of the bow was as if she had delivered the coup de grâce in a sword duel. The last note reverberated around the empty theatre until only the white noise from the speakers remained, lapping back in like a gentle wave. It was probably the most beautiful rendition I had heard her perform, but there was no applause; there was only silence. I flicked my eyes across to Malcolm, the theatre director, but his gaze was transfixed on a particular seat. Even Anya, rigid and breathless with the violin at her side, was staring at that same seat.

The book received a wider review in the business press than in academic journals. A few weeks after the U.S. publication I was invited to address the annual meeting of Drexel-Burnham to outline how the new Treasury bill standard of world finance had replaced the gold exchange standard. Herman Kahn was the meeting’s other invited speaker. When I had finished, he got up and said, “You’ve shown how the United States has run rings around Britain and every other empire-building nation in history. We’ve pulled off the greatest rip-off ever achieved.” He hired me on the spot to join him as the Hudson Institute’s economist. I was happy enough to leave my professorship in international economics at the New School for Social Research. My professional background had been on Wall Street as balance-of-payments economist for the Chase Manhattan Bank and Arthur Andersen. My research along these lines was too political to fit comfortably into the academic economics curriculum, but at the Hudson Institute I set to work tracing how America was turning its payments deficit into an unprecedented element of strength rather than weakness.

The Biggest Property Rental In Amsterdam Amsterdam has been ranked as the 13th best town to live in the globe according to Mercer contacting annual Good quality of Living Review, a place it's occupied given that 2006. Which means that the city involving Amsterdam is among the most livable spots you can be centered. Amsterdam apartments are equally quite highly sought after and it can regularly be advisable to enable a housing agency use their internet connections with the amsterdam parkinghousing network to help you look for a suitable apartment for rent Amsterdam. Amsterdam features rated larger in the past, yet continuing plan of disruptive and wide spread construction projects - like the problematic North-South town you live line- has intended a small scores decline. Amsterdam after rated inside the top 10 Carolien Gehrels (Tradition) told Dutch news company ANP that the metropolis is happy together with the thirteenth place. "Of course you want is actually the first place position, however shows that Amsterdam is a fairly place to live. Well-known places to rent in Amsterdam Your Jordaan. An old employees quarter popularised amang other things with the sentimental tunes of a quantity of local vocalists. These music painted an attractive image of the location. Local cafes continue to attribute live vocalists like Arthur Jordaan and Tante Leeni. The Jordaan is a network of alleyways and narrow canals. The section was proven in the Seventeenth century, while Amsterdam desperately needed to expand. The region was created along the design of the routes and ditches which already existed. The Jordaan is known for the weekly biological Nordermaarkt on Saturdays. Amsterdam is famous for that open air market segments. In Oud-zuid there is a ranging Jordan Cuypmarkt open year long. This part of town is a very popular spot for expats to find Expat Amsterdam flats due in part to vicinity of the Vondelpark. Among the largest community areas A hundred and twenty acres) inside Amsterdam, Netherlands. It can be located in the stadsdeel Amsterdam Oud-Zuid, western side from the Leidseplein as well as the Museumplein. The playground was exposed in 1865 as well as originally named the "Nieuwe Park", but later re-named to "Vondelpark", after the 17th one hundred year author Joost lorrie den Vondel. Every year, the recreation area has around 10 million guests. In the park can be a film art gallery, an open air flow theatre, any playground, and different cafe's and restaurants.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

FOR MANY YEARS, I was on a committee that read and selected papers to be published at SIGGRAPH, the annual computer graphics conference I mentioned in chapter 2. These papers were supposed to present ideas that advanced the field. The committee was composed of many of the field’s most prominent players, all of whom I knew; it was a group that took the task of selecting papers very seriously. At each of the meetings, I was struck that there seemed to be two kinds of reviewers: some who would look for flaws in the papers, and then pounce to kill them; and others who started from a place of seeking and promoting good ideas. When the “idea protectors” saw flaws, they pointed them out gently, in the spirit of improving the paper—not eviscerating it. Interestingly, the “paper killers” were not aware that they were serving some other agenda (which was often, in my estimation, to show their colleagues how high their standards were). Both groups thought they were protecting the proceedings, but only one group understood that by looking for something new and surprising, they were offering the most valuable kind of protection. Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room for it to grow.

Not only do fossil fuel companies receive $775 billion to $1 trillion in annual global subsidies, but they pay nothing for the privilege of treating our shared atmosphere as a free waste dump—a fact that has been described by the Stern Review on the Economics of Climate Change as “the greatest market failure the world has ever seen.” That freebie is the real distortion, that theft of the sky the real subsidy.13

Over time, one of this engine's most potent impacts is in prioritizing investments for customer-driven growth by shifting the annual planning process. Instead of starting with the silos, leaders start with the customers' lives, identify priorities, and then determine collectively the investments to improve them to earn the right to growth. Without alignment among your executive team to regularly review the customer journey that this engine affords, investments are not fully optimized. Tactical actions are budgeted and implemented by silo, but complete customer experiences that drive growth are not improved. Rinse and repeat.

An effective way to determine the Ultimate Results messages is to answer the following questions: If you were to be hired today, what specific performance standards will you be measured on at your first annual review—a year from now? You get paid for producing results, so what results will you produce that will indicate to a company that you are the best candidate for the job? When you answer these questions, you’ll have your Ultimate Results messages.

A similar dynamic exists when managers sit down to give employees their annual review and salary increase. The employees focus on the extrinsic reward—a raise, a higher rating—and learning shuts down. I

When it’s time to conduct annual reviews, Googlers and their managers select a list of peer reviewers that includes not just peers, but also people junior to them.

ANNUAL REVIEWS. THE BEST WAY TO RANK PERFORMANCES IS BY QUANTUM OF EXCUSES.

The biannual or annual review is performance management, which is different from developmental feedback! Radical Candor is mostly about developmental feedback, which has to occur regularly—ideally every week—in impromptu two-minute chats. You risk undermining all of your hard work spent making your culture more Radically Candid if you conflate development and performance management.

when the EPA issued its first-ever plan to limit carbon emissions from power plants and five conservative justices (then including Justice Scalia) blocked the law while it was still under review in the lower courts, before it had even reached them. This was a procedural eyebrow-raiser of a ruling without precedent in U.S. history, one that I reckon saved the fossil fuel industry $100 billion per year (assuming it would have cost them about one-sixth of their annual federal pollution subsidy).3

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

Why does all of this matter, though? It matters because without being conscious and intentional, you can easily “forget” or lose sight of your former GAINS. You can forget what you previously struggled with and overcame. You can take for granted how far you’ve come, ignore your progress, and miss out on the confidence of remembering where you were. This is why it is incredibly powerful and important to keep journals, records, or “annual reviews.” Like Jill, you can look back and be reminded of the easily forgotten past. You can be reminded that the “normal life” you’re now living may be the dreams—or even beyond the dreams—of your former self.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

If you truly want to be intimate with the people you love, you need to know what drives them. In different stages of our lives we are driven by different things; that is why it is so important to make this an annual exercise with regular review throughout the year. If you asked your spouse what his or her dreams were when you first starting dating and you haven’t spent much time on the subject since, you will likely discover that he or she has a whole new set of dreams now. If this is the case, may I suggest you ask this question of your significant other as a starting point for the renewal in your relationship: Which of your dreams got lost along the way while I was too busy pursuing my own

Based on Better Work's experience with hundred's of enterprises, there have emerged 5 critical areas of conversation between manager and contributor 1- goal setting and reflection - where the employee's OKR plan are set for the upcoming cycle. The discussion focuses on how best to align individual objectives and key results with organizational priorities. 2- ongoing progress updates, which are brief, data-driven check-ins based on the employee's real-time progress with problem-solving as needed. Progress updates really entail two basic questions - what's going well and what's not working well 3 - two-way coaching to help contributors to reach their potential and managers do a better job 4- career growth to develop skills, identify growth opportunities and expand employee's vision of their future at the company 5- light-weight performance reviews. A feedback mechanism to gather input, and summarize what the employee has accomplished since the last meeting in the context of the organization's needs. And note this conversation is held apart from the employee's annual compensation performance review.

Musk differed from his competitors in another, important way—failure was an option. At most other aerospace companies, no employee wanted to make a mistake, lest it reflect badly on an annual performance review. Musk, by contrast, urged his team to move fast, build things, and break things. At some government labs and large aerospace firms, an engineer may devote a career to creating stacks of paperwork without ever touching hardware. The engineers designing the Falcon 1 rocket spent much of their time on the factory floor, testing ideas, rather than debating them. Talk less, do more.

As a group of Northwestern University professors wrote in a 2005 article in the Annual Review of Sociology, the recent changes in our reading habits suggest that the “era of mass [book] reading” was a brief “anomaly” in our intellectual history: “We are now seeing such reading return to its former social base: a self-perpetuating minority that we shall call the reading class.” The question that remains to be answered, they went on, is whether that reading class will have the “power and prestige associated with an increasingly rare form of cultural capital” or will be viewed as the eccentric practitioners of “an increasingly arcane hobby.”20

The third issue is that companies usually base performance reviews on annual goals. But employees and their managers don’t set annual goals or KPIs (Key Performance Indicators) at Netflix.

Unleash ambitious goal setting by divorcing forward-looking OKRs from backward-looking annual reviews. Equating goal attainment to bonus checks will invite sandbagging and risk-averse behavior.

The loans for new farms around Waldron were parceled out by small banks with local branches, like Chambers Bank of Danville, Arkansas, or Regions Bank in Alabama. These banks became a loan mill, churning out hundreds of loans to Laotian immigrants so they could overhaul existing farms or build new ones. The paperwork for these loans reflected the same sort of hazy math and willful blindness that characterized the wave of subprime mortgages being extended from Las Vegas to Florida. To get a loan from Chambers or Regions Bank, farmers had to submit a Farm and Home Plan that justified the amount of money they would borrow. The plan was meant to show how much money the farmers could reasonably expect to earn from their operation, balanced against the amount of income they would need to keep the farm running and support their family. If earnings from the farm were enough to support the family and cover expenses, then the loan could be approved. A review of the Farm and Home Plans submitted by a single loan officer in Arkansas named Larry Skeets reveals the sort of rigor that went into the process.7 The paperwork for Tria and Mai Xiong, for example, shows that the couple and their son planned to spend about $20,000 a year for their living expenses. That budget made their loan application look pretty feasible, leaving the family a total annual income of about $61,000 a year after expenses. Curiously, it appears that farmers Lue Her and Mai Yang also budgeted $20,000 a year in living expenses, according to loan documents, even though it was just the two of them, with no children. Strikingly, a farmer named Tou Lee also budgeted $20,000 a year in living expenses. So did Lao. All these families decided to budget their living expenses at $20,000, which was luckily just the right amount to make their farms appear profitable on paper.

I am troubled by grave doubts about the usefulness of scientific endeavor and have a whole drawer filled with treatises on politics and their relation to science, written for myself with the sole purpose of clarifying my mind, and finding an answer to the question: will science lead to the elevation or destruction of man , and has my scientific endeavor any sense?

I am troubled by grave doubts about the usefulness of scientific endeavor and have a whole drawer filled with treatises on politics and their relation to science, written for myself with the sole purpose of clarifying my mind, and finding an answer to the question: will science lead to the elevation or destruction of -man- and has my scientific endeavor any sense?

The German liberties were certainly very dearly bought. They may not have seemed to expensive to the princes, for it was not they who paid the price. Famine in Brunswick-Wolfenbuttel caused the Duke to notice that his table was less plentifully supplied than usual, and three bad wine harvests on the Lower Danube once prevented Ferdinand from sending his annual gift of tokay to John George of Saxony--such minute draughts blew in through palace windows from the hurricane without. Mortgaged lands, empty exchequers, noisy creditors, the discomforts of wounds and imprisonment, the loss of children in battle, these are all griefs which man can bear with comparative equanimity. The bitter mental sufferings which followed from mistaken policies, loss of prestige, the stings of conscience, and the blame of public opinion gave the German rulers cause to regret the war but seldom acted as an incentive to peace. No German ruler perished homeless in the winter's cold, nor was found dead with grass in his mouth, nor saw his wife and daughters ravished; few, significantly few, caught the pest. Secure in the formalities of their lives, in the food and drink at their table, they could afford to think in terms of politics and not of human sufferings.

We’ve been against performance reviews from the beginning. The first problem is that the feedback goes only one way—downward. The second difficulty is that with a performance review you get feedback from only one person—your boss. This is in direct opposition to our “don’t seek to please your boss” vibe. I want people to receive feedback not just from their direct managers but from anyone who has feedback to provide. The third issue is that companies usually base performance reviews on annual goals. But employees and their managers don’t set annual goals or KPIs (Key Performance Indicators) at Netflix. Likewise, many companies use performance reviews to determine pay raises, but at Netflix we base salaries on the market, not performance.

Some businesses take a unique approach to this. Footwear brand Toms, already beloved thanks to its renowned blend of “social purpose” and product, forgoes splashy celebrity marketing campaigns. Instead, they engage and elevate real customers. During the summer of 2016, Toms engaged more than 3.5 million people in a single day using what they call tribe power. The company tapped into its army of social media followers for its annual One Day Without Shoes initiative to gather millions of Love Notes on social media. However, Toms U.K. marketing manager Sheela Thandasseri explained that their tribe’s Love Notes are not relegated to one day. “Our customers create social content all the time showing them gifting Toms or wearing them on their wedding day, and they tag us because they want us to be part of it.”2 Toms uses customer experience management platform Sprinklr to aggregate interactions on Facebook, Instagram, and Twitter. Toms then engages in a deep analysis of the data generated by its tribe, learning what customers relish and dislike about its products, stores, and salespeople so they can optimize their Complete Product Experience (CPE). That is an aggressive, all-in approach that extracts as much data as possible from every customer interaction in order to see patterns and craft experiences. Your approach might differ based on factors ranging from budget limitations to privacy concerns. But I can attest that earning love does not necessarily require cutting-edge technology or huge expenditures. What it does require is a commitment to delivering the building blocks of lovability that I reviewed in the previous chapter. Lovability begins with a mindset that makes it a priority. The building blocks are feelings — hope, confidence, fun. If you stack them up over and over again, eventually you will turn those feelings into a tower of meaningful benefits for everyone with a stake in your business, including owners, investors, employees, and customers. Now let’s look more closely at those benefits and the groups they affect.

If this were your first annual review with our company, what would I be telling you right now? A: You'd be thanking me for a job well done and would be explaining how you look forward to continuing to see good work from me. Furthermore, I would anticipate your explaining how you really appreciated my putting in extra time on some key projects and how my creative thinking helped come up with some innovative solutions to existing problems.

the Handbook of Economics series (which has volumes on agriculture, development, education, labor, and many other sectors), the Annual Review of Economics, and the Journal of Economic Perspectives are all good sources for reviews

A major effort is required in order to improve performance in the recruitment of Americans. —KGB ANNUAL REVIEW, 1984

Alice James Books is a nonprofit cooperative poetry press, founded in 1973 by five women and two men: Patricia Cumming, Marjorie Fletcher, Jean Pedrick, Lee Rudolph, Ron Schreiber, Betsy Sholl and Cornelia Veenendaal. Their objectives were to give women access to publishing and to involve authors in the publishing process. The press remains true to that mission and to publishing a diversity of poets including both beginning and established poets, and a diversity of poetic styles. The press is named for Alice James—the sister of novelist Henry James and philosopher William James—whose fine journal and gift for writing were unrecognized during her lifetime. Since 1994, the press has been affiliated with the University of Maine at Farmington. The press educates up to 14 interns per year through individual writing apprenticeships. Alice James Books also serves to train and advise the on-campus, bi-annual literary journal, The Sandy River Review. Alice James Books is one of the original and few presses in the country that is run collectively. Our cooperative selects manuscripts for publication through both regional and national annual competitions. The cooperative offers two book competitions a year: the Kinereth Gensler Award and the Beatrice Hawley Award. The winners of the Kinereth Gensler Award competition become active members of Alice James Books and act as the editorial board after their manuscripts are selected for publication. The winner of the Beatrice Hawley Award is exempt from the cooperative work commitment. Alice James Books recently established two new book series: the AJB Translation Series and The Kundiman Poetry Prize. The press partners with Kundiman, a nonprofit organization devoted to the promotion and preservation on Asian American poetry, to present The Kundiman Poetry Prize, a book-length manuscript competition open to all Asian American poets with any number of published books. The inaugural competition took place in 2010.

At the beginning of an address to an audience of 150 employees at their annual company retreat, I asked everyone to stand up. Then I asked everyone who did not have goals to sit down. A handful of people sat. I then asked everyone who did not have written goals to sit down. Unfortunately, but not surprisingly, all but about twenty people sat. Next, I asked those remaining to sit down unless they had written goals for more than just their career or financial life. That eliminated another twelve, leaving only eight of 150 people who had written goals targeting more than finances or career. I asked the remaining eight to sit down unless they had a written plan that accompanied their goals. That question filtered out five more, leaving three of 150 who had written goals and a plan in more than just the financial area. I asked the remaining three (all senior management, including the company president) to sit down unless they reviewed their goals on a daily basis. Only one person remained standing (a vice president of sales). Only one in 150 had written goals in more areas than just financial, had a plan for accomplishing them, and reviewed the goals daily. This is consistently what I’ve found over the years as I’ve surveyed the attendees in my public events. Invariably, less than 3 percent have written goals, and even those who have written down their goals have often done so only regarding finances or career. You may have heard of the 1953 study of Yale graduates. The subjects were periodically interviewed and followed by researchers for more than twenty years. Eventually the graduates were again interviewed, tested, and surveyed. Results showed that 3 percent of the Yale graduates earned more money than all the other 97 percent put together! The only difference between them was the top 3 percent had written goals and a plan of action for those goals, which they reviewed daily. Harvard University later did a study of business-school graduates from the class of 1979. They found that, other than to “enjoy themselves,” 84 percent of the class had no goals at all. Thirteen percent had goals and plans but had not written them down. Only 3 percent of the Harvard class had written goals accompanied by a plan of action. In 1989, the class was resurveyed. The results showed that the 13 percent who at least had mental goals were earning twice as much as the 84 percent with no goals. However, the 3 percent who had written down their goals and drafted a plan of action were earning ten times as much as the other 97 percent combined! The point is clear: Having written goals will make you more successful, and having written, well-planned goals that you review daily will make you super successful.

Clip This Article on Location 1397 | Added on Monday, September 1, 2014 4:10:39 PM REVIEW & OUTLOOK An $8.3 Billion Rebuke to the FDA Roche buys a drug approved in Europe but not in America. 359 words Amid this summer's M&A fever, Roche's agreement Monday to buy the San Francisco biotech InterMune deserves special notice. The tie-up is an $8.3 billion guided missile into the fortified bunker that is the Food and Drug Administration. InterMune has never turned a profit in 16 years of existence and other than its clinical expertise the company holds a single asset: an idea for treating a lethal lung disorder called idiopathic pulmonary fibrosis with no known cause, cure or approved therapy—at least in the U.S. An InterMune drug called pirfenidone that slows the progression of irreversible lung scarring is on the market in Europe, Japan, Canada and even China. Bloomberg News But the FDA refused to approve pirfenidone in 2010, despite the 40,000 Americans who are killed annually by lung fibrosis and a positive recommendation from its outside scientific advisory committee. The agency brass claimed the evidence was statistically unsatisfactory, when one clinical trial was inconclusive but another showed strong benefits such as improved lung function. The results of the third trial the FDA ordered were reported earlier this year and confirmed that pirfenidone is even more of a treatment advance than it seemed in 2010, and may prolong life. The agency is expected, finally, to approve the medicine in November. Roche is paying a 38% premium over Friday's closing share price, and 63% over trading before the news of InterMune's corporate suitors broke a few weeks ago. The deal is a big vote of confidence in pirfenidone, not least because a rival lung fibrosis drug is awaiting U.S. approval. Then again, maybe that drug's maker, the German pharmaceutical consortium Boehringer Ingelheim, will have the same FDA experience as InterMune. The Roche deal is a tacit reprimand to the FDA's unscientific and uncompassionate—and wrong—2010 defenestration. Amid medical ambiguity about effectiveness, the humane option is to allow a drug to come to patients and follow on with more research, in particular for a drug with few side effects. Pulmonary fibrosis is a protracted death sentence of three to five years. The FDA denied tens of thousands of dying people better and possibly longer lives in the time they had left. ==========

Skilling developed a performance review system for Enron that consisted of grading employees annually and summarily firing the bottom 15 percent. In other words, no matter what your absolute level of performance, if you were weak, relative to others, you got fired. Inside Enron, this practice was known as “rank-and-yank.” Skilling considered it one of the most important strategies his company had. But ultimately, it may have contributed to a work environment that rewarded deception and discouraged integrity.

AICPA peer review checklists are free and can be obtained by Googling “AICPA Peer Review Checklist.” Use the most recent checklist (they often change). Minimum Documentation SSARS 21 states that the minimum documentation requirements are as follows: Establish your firm’s minimum work paper documentation. What work papers are required for each type of engagement? Will your firm require the preparer to sign off on each work paper? When the partner or manager reviews the work papers, will she initial each reviewed work paper or just a summary review sheet? Authority to Issue Determine who has the authority to issue financial statements and compilation reports. Here are a few questions to consider: •Who has authority to issue financial statements using the preparation guidance? •Who has authority to issue financial statements using the compilation guidance? •Will your firm require a second partner review of each initial preparation engagement? •Will annual compilation reports be reviewed by a second partner? Quality Control - A Simple Summary •Well-designed templates will: ·Enhance your firm’s compliance with professional standards, and ·Increase your efficiency •Create templates for those work products that you expect to issue most often (e.g., tax-basis preparation financial statements) •In developing your templates: ·Include the minimum required work papers and reports ·Vet your templates using the AICPA peer review checklists •Determine who has the authority to issue different work products (e.g., preparation, compilation, monthly, annual)

In late-2006, the most publicised government-commissioned report on the economics of climate change was released. Soon to be widely known as the Stern Review, the report concluded that it would be necessary to invest at least one per cent of Gross World Product (GWP) every year to avoid climate change damage costs equivalent to the annual loss of 5–20 per cent of GWP (Stern 2007). The Stern conclusions were soon supported in 2007 with the publication of the fourth series of IPCC reports declaring that the cost of reducing emissions would be significantly less than the cost of climate change damages (IPCC 2007a). Also stressed by the IPCC was that “warming of the climate system is unequivocal” and that it was “very likely that global warming is the result of human activities

In a Harvard Business Review article by Stephen M. R. Covey and Doug R. Conant—two leaders who have shaped how I try to show up in my own leadership—they described how “Inspiring Trust” was Doug’s number one mission in his remarkable ten-year turnaround of Campbell Soup Company. They quote information from the annual list of the “100 Best Companies to Work For,” where Fortune’s research showed that “trust between managers and employees is the primary defining characteristic of the very best workplaces,” and that companies with high levels of trust “beat the average annualized returns of the S&P 500 by a factor of three.

Create a mission statement to keep focused on what’s important. (Revise annually.) Create long-term and short-term goals documents. (Revise quarterly, but look at daily.) Create a general task list associated with these goals. (Revise monthly as necessary.) Create a specific tasks list associated with these goals. (Revise quarterly.) Work the general and specific tasks into a monthly document broken down by week and day. Include in this monthly document any deadlines and any tasks that you need to perform but that are not connected to your long-term and short-term goals. (Review/revise daily.)

Retirement Lifestyle Planning There are four (4) major financial questions that you must be able to answer in order to know if your current or future plan will work for you. What rate of return do you have to earn on your savings and investment dollars to be able to retire at your current standard of living and have your money last through your life expectancy? How much do you need to save on a monthly or annual basis to be able to retire at your current standard of living and your money last your life expectancy? Doing what you are currently doing, how long will you have to work to be able to retire and live your current lifestyle till life expectancy? If you don’t do anything different than you are doing today, how much will you have to reduce your standard of livingat retirement for your money to last your life expectancy? Motto for Retirement Lifestyle Planning A solid financial plan is a powerful possession that offers a sense of peace and freedom. Our process allows us to determine appropriate strategies and help you understand how to achieve your goals and live your dreams. Our process stresses informed financial decision making. We encourage you to review all decisions with your team of tax and legal professionals. For the record, we are not tax or legal professionals and this information is not intended as tax or legal advice. Now we’d like to remind you that a well-executed financial plan requires diverse knowledge and utilizes some or all of the following strategies and services: -Retirement Lifestyle Planning Making the most of your employer-sponsored retirement plans and IRAs. Determining how much you need to retire comfortably. Managing assets before and during retirement including Social Security analysis. -Estate Planning Referring you to qualified Estate Attorneys to review your wills and trusts to help preserve your estate for your intended heirs by helping with beneficiary designations. Reducing exposure to estate taxes and probate costs. Coordinating with your tax and legal advisors. -Tax Management Helping to reduce your current and future tax burden by considering multiple strategies for review by your tax professional.Also, referring you to qualified tax specialists if needed. -Legacy Planning/Charitable Planning Creating a solid future for generations to come by ensuring that your legacy will live on through those you love or causes you care deeply about. -Risk Management Reviewing existing insurance policies. Recommending policy changes when appropriate. Finding the best policy for your individual wants and needs. -Investment Planning Determining your asset allocation needs. Helping you understand your risk tolerance. Recommending the appropriate investment vehicles to help you reach and exceed your goals.

In fact, according to the Columbia Journalism Review, the Chinese government has already “built the world’s largest news organization,” with funding estimated at “19 times the annual budget of BBC.”32 In fact, the BBC warned in 2015 that it would soon be marginalized by non-Western GNNs unless its budget cuts are reversed. “China, Russia and Qatar are investing in their international channels in ways that we cannot match, but none has our values and our ability to investigate any story no matter how difficult,” the BBC wrote in its report.

ANNUAL REVIEWS. THE BEST WAY TO RANK PERFORMANCES IS BY QUANTUM OF EXCUSES.

To really understand how this stuff works, I knew I had to dig deeper. So I asked myself, How many of the following questions can be resolved by turning to your corporate goals or mission statement? Is that phone call so important I need to return it today, or can it wait till tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? When I negotiate this contract, what’s more important: the price or the partnership? Should I point out what my peers do wrong, or what they do right? Should I go home at 5 p.m. or 8 p.m.? How hard do I need to study the competition? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics?

our Unarians reviewed summaries of the Sæcular news of the year just ended. Then, once every ten years, just before Decennial Apert, they reviewed the previous ten annual summaries and compiled a decennial summary, which became part of our library delivery. The only criterion for a news item to make it into a summary was that it still had to seem interesting. This filtered out essentially all of the news that made up the Sæcular world’s daily papers and casts.

responsibilities and then use annual refresher training to cover the same material and update users on new threats and controls. The team responsible for providing security training should review materials on a regular basis to ensure that the content remains relevant. Changes in the security landscape and the organization's business may require updating the material to remain fresh and relevant.

In a paper evaluating the case for trophic cascades in the Annual Review of Ecology, Evolution, and Systematics, Peterson, Vucetich, and Douglas Smith, who trained on Isle Royale and now is a project leader for the Wolf Restoration Project at Yellowstone, argue that ecosystems are too complex to trace neat relationships, particularly in Yellowstone where grizzly bears, black bears, cougars, and wolves eat bison, deer, and elk. They also point out that, when you follow the threads of prey fluctuations, you often find at the source not wild-animal predators but human beings.