Bad Employees Quotes

Vlad hated doing the paperwork as much as he did when a human employee quit, which was why they'd both made a promise not to eat quitters just to avoid the paperwork. As Tess had pointed out, eating the staff was bad for morale and made it so much harder to find new employees.

But you don’t get social with your employees,” I remind him quietly. “I’d made an exception for you.” His face is getting close and closer. Slowly. A centimetre at a time. “But it’s your rule.” “I’ll break it for you,” he whispers. “No, don’t do that,” I say breathlessly. “Fine, then you’re fired,” he says just as his lips meet mine.

Transparency when things are going well and even when things are going bad, keeps all your employees in the chain which makes them feel connected to the project even more.

Office life is bad for spirituality.

...my father, [was] a mid-level phonecompany manager who treated my mother at best like an incompetent employee. At worst? He never beat her, but his pure, inarticulate fury would fill the house for days, weeks, at a time, making the air humid, hard to breathe, my father stalking around with his lower jaw jutting out, giving him the look of a wounded, vengeful boxer, grinding his teeth so loud you could hear it across the room ... I'm sure he told himself: 'I never hit her'. I'm sure because of this technicality he never saw himself as an abuser. But he turned our family life into an endless road trip with bad directions and a rage-clenched driver, a vacation that never got a chance to be fun.

The English language needs a word for that feeling you get when you badly need help, but there is no one you can call because you're not popular enough to have friends, not rich enough to have employees, and not powerful enough to have lackeys. It is a very distinct cocktail of impotence, loneliness and a sudden stark assessment of your non-worth to society? Enturdment?

I think maybe, when I was very young, I witnessed a chaste cheek kiss between the two when it was impossible to avoid. Christmas, birthdays. Dry lips. On their best married days, their communications were entirely transactional: 'We're out of milk again.' (I'll get some today.) 'I need this ironed properly.' (I'll do that today.) 'How hard is it to buy milk?' (Silence.) 'You forgot to call the plumber.' (Sigh.) 'Goddammit, put on your coat, right now, and go out and get some goddamn milk. Now.' These messages and orders brought to you by my father, a mid-level phonecompany manager who treated my mother at best like an incompetent employee.

It’s the first thing I always say at our new employee training seminars. I gaze around the room, pick one person, and have him stand up. And this is what I say: I have some good news for you, and some bad news. The bad news first. We’re going to have to rip off either your fingernails or your toenails with pliers. I’m sorry, but it’s already decided. It can’t be changed. I pull out a huge, scary pair of pliers from my briefcase and show them to everybody. Slowly, making sure everybody gets a good look. And then I say: Here’s the good news. You have the freedom to choose which it’s going to be—your fingernails, or your toenails. So, which will it be? You have ten seconds to make up your mind. If you’re unable to decide, we’ll rip off both your fingernails and your toenails. I start the count. At about eight seconds most people say, ‘The toes.’ Okay, I say, toenails it is. I’ll use these pliers to rip them off. But before I do, I’d like you to tell me something. Why did you choose your toes and not your fingers? The person usually says, ‘I don’t know. I think they probably hurt the same. But since I had to choose one, I went with the toes.’ I turn to him and warmly applaud him. And I say, Welcome to the real world.

In many contexts, until we let go of what is not good, we will never find something that is good. The lesson: good cannot begin until bad ends.

You can be the most productive and most effective, but politics show up as ego, jealousy and sabotage from bosses who can’t perform.

Only please, do be careful to bear in mind that Mordak’s a goblin. Enlightened, yes, but a goblin. He likes his employees loyal or lightly steamed on a bed of bruised rocket.

Don't hire someone who has a bad attitude. One persons bad attitude can wreak psychological havoc on a team of employees.

A talented entrepreneur with bad habits eventually becomes an employee. An average employee with great habits can eventually become a great entrepreneur.

Elizabeth incorporated the company as Real-Time Cures, which an unfortunate typo turned into “Real-Time Curses” on early employees’ paychecks. She later changed the name to Theranos, a combination of the words “therapy” and “diagnosis.

The day you and I met.” His words are soft against my skin as he speaks. “I was hiding in the women’s restroom because that was the same date my mom died. I was having a bad day, and I didn’t want anyone to see me like that. I’m always having a bad day on that date, but for the first time in a long time, while I was talking to you, I felt this spark of genuine joy that I couldn’t ignore. For the first time in a long time, I didn’t have to fake it. So, it’s your fault, Kenny. You’re the reason I’ve been hooked from day one.”  My throat feels small. My nose and eyes prick with heat.  I’ve been a bargaining piece. A second-choice fiancée and even an unwanted employee, but I’ve never been someone’s joy.  I bury my face in his neck so he can’t see me. “Isaiah?” “Yeah?” “We got married on that date.” He curls into me, lips dusting the skin of my neck before placing a soft kiss there. “I know.

A bad attitude from a chronic complaining employee is like a cancer; it will only spread and infect others. This can take your business down in a nanosecond. You must cut out the cancer and invite them to seek employment elsewhere. Quickly.

Sunny, in fact, had the master-servant mentality common among an older generation of Indian businessmen. Employees were his minions. He expected them to be at his disposal at all hours of the day or night and on weekends.

Elizabeth told the gathered employees that she was building a religion. If there were any among them who didn’t believe, they should leave.

The English language needs a word for that feeling you get when you badly need help, but there is no one who you can call because you’re not popular enough to have friends, not rich enough to have employees, and not powerful enough to have lackeys.

From time to time, Musk will send out an e-mail to the entire company to enforce a new policy or let them know about something that’s bothering him. One of the more famous e-mails arrived in May 2010 with the subject line: Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum.

Sunny called the cops. Twenty minutes later, a police cruiser quietly pulled up to the building with its lights off. A highly agitated Sunny told the officer that an employee had quit and departed with company property. When the officer asked what he’d taken, Sunny blurted out in his accented English, “He stole property in his mind.

What I’m not confident in is my ability to resist what Cash isn’t even trying to hide. He’s interested in me. And not just as an employee. Maybe very little as an employee, in fact. Every time my eyes meet his, I feel like he’s undressing me. And, God help me, I love it. Those sexy, velvety eyes are like a touch. I can almost feel them, like hands on my body and lips on my mouth. Admittedly, I have a thing for bad boys, but Cash is…I don’t know. He’s different. I daresay he’s even more dangerous than my usual disastrous finds.

We will become known for the good traits we consistently exhibit or the bad habits we allow to creep into our life.

The most practical way to change who you are is to change what you do. Each time you write a page, you are a writer. Each time you practice the violin, you are a musician. Each time you start a workout, you are an athlete. Each time you encourage your employees, you are a leader.

So getting your brain to move to create an ending, and getting the people around you to do the same, is going to take both: the fear of the negative and the draw of the positive. Your brain needs to really get it—that if you don’t move, something bad is going to happen, and also that if you do, you will get what you desire. You have to break through the comfort level that you are in, where you are settling for living in hell just because you know the names of all the streets. Remember, you were not designed to cope but to thrive. But just like a rosebush, you can’t thrive without pruning, which means your necessary endings truly are urgent. Let’s look at how to get there.

Our one employee came warily out of the back. He was always skittish with me, and if Lizzy wasn't around, he made a point of keeping his distance. I think he was expecting me to make a pass at him. He was seventeen, had stringy black hair,bad skin, and probably weighed a buck five soaked wet. I didn't have the heart to tell him he wasn't my type.

In school, failure is a bad thing. Marked by a bloody F and a parental beatdown, failure is admonished. Fail and you’re grounded! No TV, no iPad! Is it any shock that straight-A students make great employees while the C-students are the guys hiring them? The A-students do as they’re told, follow rules unquestioningly and stay within the lines. Meanwhile, C-student and future billionaire Johnny is a ninth grader’s newest BFF—he’s underneath the bleachers selling his older brother’s Playboys at twenty-five dollars a pop.

I’m talking about a production employee who is idle because there is no product to be worked on.” “Yes, that’s always bad,” I say. “Why?” I chuckle. “Isn’t it obvious? Because it’s a waste of money! What are we supposed to do, pay people to do nothing? We can’t afford to have idle time. Our costs are too high to tolerate it. It’s inefficiency, it’s low productivity—no matter how you measure it.” He leans forward as if he’s going to whisper a big secret to me. “Let me tell you something,” he says. “A plant in which everyone is working all the time is very inefficient.

Empowering people to effect change • Communicate a sensible vision to employees: If employees have a shared sense of purpose, it will be easier to initiate actions to achieve that purpose. • Make structures compatible with the vision: Unaligned structures block needed action. • Provide the training employees need: Without the right skills and attitudes, people feel disempowered. • Align information and personnel systems to the vision: Unaligned systems also block needed action. • Confront supervisors who undercut needed change: Nothing disempowers people the way a bad boss can.

I discovered that I had been intuitively using the less-is-more idea as an aid in decision making (contrary to the method of putting a series of pros and cons side by side on a computer screen). For instance, if you have more than one reason to do something (choose a doctor or veterinarian, hire a gardener or an employee, marry a person, go on a trip), just don’t do it. It does not mean that one reason is better than two, just that by invoking more than one reason you are trying to convince yourself to do something. Obvious decisions (robust to error) require no more than a single reason. Likewise the French army had a heuristic to reject excuses for absenteeism for more than one reason, like death of grandmother, cold virus, and being bitten by a boar. If someone attacks a book or idea using more than one argument, you know it is not real: nobody says “he is a criminal, he killed many people, and he also has bad table manners and bad breath and is a very poor driver.

The resignations infuriated Elizabeth and Sunny. The following day, they summoned the staff for an all-hands meeting in the cafeteria. Copies of The Alchemist, Paulo Coelho’s famous novel about an Andalusian shepherd boy who finds his destiny by going on a journey to Egypt, had been placed on every chair. Still visibly angry, Elizabeth told the gathered employees that she was building a religion. If there were any among them who didn’t believe, they should leave. Sunny put it more bluntly: anyone not prepared to show complete devotion and unmitigated loyalty to the company should “get the fuck out.

X gave most of its customers checking accounts, and so those customers who were able to get their mail would sometimes immediately take advantage by writing a series of bad checks. “I was thinking, ‘What the hell did I step into,’ ” said an early hire who was tasked with handling fraud. “There was no sort of risk mitigation in place.” When employees told Musk that the bank that X had partnered with to handle the checking accounts was complaining about bounced checks, Musk seemed confused by the concept. “I don’t understand,” Musk said. “If you don’t have money in your account, why would you write a check?

Interruptions are especially destructive to people who need to concentrate – knowledge workers like hardware engineers, graphic designers, lawyers, writers, architects, accountants, and so on. Research by Gloria Mark and her colleagues shows that it takes people an average of twenty-five minutes to recover from an interruption and return to the task they had been working on – which happens because interruptions destroy their train of thought and divert attention to other tasks. A related study shows that although employees who experience interruptions compensate by working faster when they return to what they were doing, this speed comes at a cost, including feeling frustrated, stressed, and harried. Some interruptions are unavoidable and are part of the work – but as a boss, the more trivial and unnecessary intrusions you can absorb, the more work your people will do and the less their mental health will suffer.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

[Studies have found] that the typical entrepreneur earns less monetary compensation than her employee counterpart. Why then do so many entrepreneurs willingly engage in what is inherently risky activity? Because the additional psychic rewards—being one’s own boss, pride in self-accomplishment, and so forth—make the entrepreneurial endeavor worthwhile even if the entrepreneur does not gain the mega-prize. This, in turn, helps explain why entrepreneurs have a comparative advantage relative to large companies in attempting to discover and commercialize breakthrough innovations. Because a not insignificant portion of the entrepreneur’s “income” from her activity is psychic, the entrepreneur is the low-cost provider of radical innovation.

The Misunderstood Social Butterfly   Like manipulative mothers, scheming co-workers act nice toward their intended target and present themselves as a victim. These schemers make themselves seem misunderstood and victimized to gain their target’s trust. The unwitting target then makes it his or her job to cover for the “victim,” making sure that the “victim” is protected from others.   This forms an exclusive bond between the two parties, with the manipulator effectively cutting off the target’s contact with other employees by painting them in a bad light. The target then becomes the manipulator’s personal pep squad, leaving the employee emotionally and mentally drained.   Typically, the person being manipulated in this type of relationship at work is someone who is hard working, trusting, and unfortunately, often times easy prey to a manipulator. The manipulator sees the victim as the person who is always working late and the person who always “tries to do the right thing”. The manipulator, conversely, often times is the one leaving early, skating by day-to-day, but occasionally has enough “golden opportunities” with the boss to make themselves the “favored employees”. Nearly always a gregarious and outgoing person, these manipulative people can be true terrors to those whom they manipulate.

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

Who cheats? Well, just about anyone, if the stakes are right. You might say to yourself, I don’t cheat, regardless of the stakes. And then you might remember the time you cheated on, say, a board game. Last week. Or the golf ball you nudged out of its bad lie. Or the time you really wanted a bagel in the office break room but couldn’t come up with the dollar you were supposed to drop in the coffee can. And then took the bagel anyway. And told yourself you’d pay double the next time. And didn’t. For every clever person who goes to the trouble of creating an incentive scheme, there is an army of people, clever and otherwise, who will inevitably spend even more time trying to beat it. Cheating may or may not be human nature, but it is certainly a prominent feature in just about every human endeavor. Cheating is a primordial economic act: getting more for less. So it isn’t just the boldface names — inside-trading CEOs and pill-popping ballplayers and perkabusing politicians — who cheat. It is the waitress who pockets her tips instead of pooling them. It is the Wal-Mart payroll manager who goes into the computer and shaves his employees’ hours to make his own performance look better. It is the third grader who, worried about not making it to the fourth grade, copies test answers from the kid sitting next to him. Some cheating leaves barely a shadow of evidence. In other cases, the evidence is massive. Consider what happened one spring evening at midnight in 1987: seven million American children suddenly disappeared. The worst kidnapping wave in history? Hardly. It was the night of April 15, and the Internal Revenue Service had just changed a rule. Instead of merely listing the name of each dependent child, tax filers were now required to provide a Social Security number. Suddenly, seven million children — children who had existed only as phantom exemptions on the previous year’s 1040 forms — vanished, representing about one in ten of all dependent children in the United States.

THE 12 COMMANDMENTS OF BOSSES’ DIRTY WORK How to Implement Tough Decisions in Effective and Humane Ways Do not delay painful decisions and actions; hoping the problem will go away or that someone else will do your dirty work rarely is an effective path. Assume that you are clueless, or at least have only a dim understanding, of how people judge you and the dirty work that you do. Implement tough decisions as well as you can – even if they strike you as wrong or misguided. Or get out of the way and let someone else do it. Do everything possible to communicate to all who will be affected how distressing events will unfold, so they can predict when bad things will (and will not) happen to them. Explain early and often why the dirty work is necessary. Look for ways to give employees influence over how painful changes happen to them, even when it is impossible to change what will happen to them. Never humiliate, belittle, or bad-mouth people who are the targets of your dirty work. Ask yourself and fellow bosses to seriously consider if the dirty work is really necessary before implementing it. Just because all your competitors do it, or you have always done it in the past, does not mean it is wise right now. Do not bullshit or lie to employees, as doing so can destroy their loyalty and confidence, along with your reputation. Keep your big mouth shut. Divulging sensitive or confidential information can harm employees, your organization, and you, too. Refrain from doing mean-spirited things to exact personal revenge against employees who resist or object to your dirty work. Do not attempt dirty work if you lack the power to do it right, no matter how necessary it may seem.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.