Case Management Inspirational Quotes

Many research organizations are regularly studying the market and publishing their results in the form of various reports and case studies. You can study these reports to get an understanding of your issue.

Maybe this is the case for many of us: No matter who we become or what we accomplish, we still feel that we’re essentially the kid we were at some simpler time long ago. Somehow that’s the trick of leadership, too, I think, to hold on to that awareness of yourself even as the world tells you how powerful and important you are. The moment you start to believe it all too much, the moment you look yourself in the mirror and see a title emblazoned on your forehead, you’ve lost your way. That may be the hardest but also the most necessary lesson to keep in mind, that wherever you are along the path, you’re the same person you’ve always been.

Rather than trying to prevent all errors, we should assume, as is almost always the case, that our people’s intentions are good and that they want to solve problems. Give them responsibility, let the mistakes happen, and let people fix them. If there is fear, there is a reason—our job is to find the reason and to remedy it. Management’s job is not to prevent risk but to build the ability to recover.

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

The typical image of a depressed, lazy and tired person is someone hunched over and inert. Often, the assumption is that if one had more enthusiasm and inspiration, he would then stand up straight and move. In many cases, this equation is backward. But, as with everything related to one’s physicality, balance is the key. An overly erect and rigid posture may convey confidence and power to some, but it also causes a subtle accumulation of tension and rigidity on various levels, including psychological and emotional.

Rather than trying to prevent all errors, we should assume, as is almost always the case, that our people’s intentions are good and that they want to solve problems. Give them responsibility, let the mistakes happen, and let people fix them. If there is fear, there is a reason—our job is to find the reason and to remedy it. Management’s job is not to prevent risk but to build the ability to recover. CHAPTER 7 THE HUNGRY BEAST AND THE UGLY BABY During the late 1980s and early 1990s, as an ascendant Disney Animation was enjoying a remarkable string of hit films—The Little Mermaid, Beauty and the Beast, Aladdin, The Lion King—I began to hear a phrase being used again and again in the executive suites of its Burbank headquarters: “You’ve got to feed the

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

I’ll never forget this one night when Daddy had taken us way out to a little church up on a high ridge. There was no kind of instrumentation, and the hymns were all sung a cappella. During the preaching, there was a little more shouting from the congregation than usual. When it came time for us to sing, we were introduced by the preacher, a wiry little man with kind of a fiery look in his eyes. We stepped to the front and took our places on the old wood-plank platform to one side of the pulpit. Softly, I sung a note to get us started because it was decided I could come closest to hitting a key that we could all sing in. We began our songs, just as we had planned. I was aware that the pastor was on the stage behind us, but I didn’t think anything of it. After a while, I could feel Stella nudging me in the ribs, trying not to be noticed. I looked at her, and she motioned with her head slightly back toward where the preacher was standing. He seemed to be totally wrapped up in the spirit, nearly in a trance. I didn’t think too much of it, until I spotted a familiar sight—the back markings of a snake, a cottonmouth moccasin. I had seen them in the woods, usually scurrying across the path toward cover. They were afraid of me, and I was afraid of them. And up to now, we had always managed to keep our distance from each other. Here, apparently, they were a part of the worship service. I could see now, out of my peripheral vision, that the preacher had a full grown cottonmouth by the back of the head and it was twisting and coiling all around his forearm. Some members of the congregation were reaching out as if they wanted to touch it. The preacher was getting more and more worked up, and he reached into a wooden crate by the pulpit and took out two more snakes. This time he seemed to be holding them much more carelessly. He lifted them near his face as if daring them to strike. We sisters just kept on singing, unconsciously moving away from the snakes until we were very near the front of the platform. Just then, I noticed something that struck a note of fear in my heart much greater than that inspired by the snakes. My father had stepped into the back of the church to hear his little girls sing. Whatever he had been drinking didn’t impair his ability to see exactly what the preacher had in his hands. Just at that moment, the man and his snakes took a step toward the congregation, thus toward us. Daddy had seen enough. He charged down the aisle like a wild boar through a thicket. “You get them Goddamn snakes away from my kids!” Daddy bellowed with a force in his voice I had never heard before. It was amazing how quickly that preacher broke his trance and paid heed. He had heard the voice of a higher power, in this case a really pissed-off redneck. Daddy swooped us up and out the front door before we had time to think about what was happening. We didn’t even stop singing until we were almost down the steps into the churchyard. We were glad to be out of there, and I at least was proud that Daddy had come to our rescue. But Daddy obviously felt terrible about it. On the way home in the car, he got to feeling especially bad. “Goddamn! I can’t believe I said Goddamn in church!” he muttered to himself. He finally got so upset he had to stop the car and get out in the woods and, in his way, ask God’s forgiveness. I couldn’t help thinking how badly Mama had always wanted Daddy to walk down the church aisle and declare himself. Now he had certainly done that, although not I’m sure the way Mama had in mind.

With the onset of the war, each belligerent eagerly scanned its competitors and allies for aspects of state management and intervention in the war economy which could be imitated. The capitalist sectors, appeased by enormous profits and inspired no doubt also by patriotism, raised no objections. The result was a qualitative and quantitative expansion of the role of the state which has never been fully reversed–for though wartime arrangements were sometimes abandoned with peace, in virtually every case they were eventually adopted again, usually permanently.

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

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The Four Global Options Now that you grasp the BIG picture, which includes your life values, your career values, your T-Bar, and current market conditions, it’s time to consider the four global options. I call these global options because, in reality, these are the only four job or career options you have. Option #1: Same job–same industry. Choosing Option #1 means you enjoy both and, most likely, need only conduct a job transition campaign to seek out a new company or organization. For example, a fifth grade teacher who is teaching in a public school may seek the same job (teacher) in the same industry (public school system); this teacher only needs to look at a new school in the same school district or to apply for a teacher’s position in a new school district. Option #2: New job–same industry. Option #2 means you enjoy the industry but need to identify a new job within that industry. Using the fifth grade teacher as an example again, she might seek a new job as an assistant principal or librarian. Or maybe she wants to earn more money than she would make as a teacher, so she becomes a sales professional and sells textbooks to educational institutions. The job transition campaign will take place within education, but she will identify and pursue a new, more inspiring, and more rewarding job within that industry. Option #3: Same job–new industry. If you select Option #3, it means you enjoy your job or vocation, but you need to identify a new industry or environment to perform that job in. The fifth grade teacher might get a job teaching for a private school (new industry or venue) or a private learning center, or she might even start her own tutoring business. In this case, the job transition campaign will focus on teaching but in a new, more appealing industry or venue. Option #4: New job–new industry. This option means you are ready for a wholesale change. Oftentimes this option is the option of choice if there’s a career or job you’ve always dreamt about. Or possibly you have a nice severance package or the financial means to return to school and prepare for an entirely new career. Possibly the fifth grade teacher always had a passion for antiques. In this case, she might pursue a job as a manager or even an owner of an antique store. Perhaps she’ll make the decision to stay home and be a full-time mom. The job transition campaign will focus on an entirely new job or activity in an entirely new industry or venue.

Toy Story 2 was a case study in how something that is usually considered a plus—a motivated, workaholic workforce pulling together to make a deadline—could destroy itself if left unchecked. Though I was immensely proud of what we had accomplished, I vowed that we would never make a film that way again. It was management’s job to take the long view, to intervene and protect our people from their willingness to pursue excellence at all costs. Not to do so would be irresponsible.

The stab that I'd take with this situation the moment I felt ready I spoke to my mother lately when I'm old be fore I marrid by that I didnt what i expected from her instead she didnt notice the pain that i'd eexperianced through. To heal myself I forgave her,accepted my situation learn to live positive in it.In the side of forgive the group of men that raped me continueosly I decided to live my home town to start new life another town where I meet with my soul partner God provided with handsome suitable guy as I had issued with men it took God's misterious ways to connect us he's my friend and prayer partner God blessed us with two sons and one doughter, he continue on helping us on raising our kids again i deed decision of raing our kids for myself by being house wife thanks God and my husband to be succed i 'm not perfect but i tried with God help and my closest friends,family it heppening.As i developed anger, sensitive and other unneeded personality throught my issue activities like body training,blogging,podcusting,reading bible and other booksk,being author,listing music special gospel help me to be in right position.The thing i can ask or say to other to other people is "Women Please love and protect your kids let stop this take quick action to help them if you see suspetious thing be close to them in a way that you manage to see if there's something not right heppen to them cause sometimes they will not tell you like on my case in any reason usualy strangers or rapist make them not say anything or your communication with them is not strong enough or any reason they make them shut To the community let protect each other be your sisters or brothers keeper on your neighborhood or in house report the susptious act cause tomorrow will heppen in your house.Men you are the master protector not rapist stand your ground as God do trusted you with kids and women protect them stop taking advantage who ever does that.To those who like me the victim of rape I'm your girl to use alcohol,drugs and sex edict throw shame and unclean feeling is not solution it only running away act ask yourself that how long you'll runing away with cancer that eating you alive,face by allowing God to be your sim card, rica him and let him operate in you by rebuid you make you a new creation spiritual by acepting Jesus Christ as lord and your savior, healer and believe that God raised him from death in your special prayer with your mouth loud as confesion as I deed you'll be safe 100% in his arms like I am your story will change completly as mine finely no one knows you better dont allow situation explain you you beautiful handsome valueble God love you more than every one and he cares about you I love you'll take care of yourself youre the hero &herous.

Mindfulness, neuroplasticity, trauma-informed cognitive behavioral therapy, psychoanalysis, career coaching, Kripalu yoga – the list of “cures” for our lack of resilience and related problems is endless. If you are overweight, alone, miserable at work or crippled by stress or anxiety or depression, there are hordes of gurus and experts chasing you with books and quick fixes. With their advice, guidance, motivation or inspiration, you can fix your problems. But make no mistake: They are always your problems. You alone are responsible for them. It follows that failing to fix your problems will always be your failure, your lack of will, motivation or strength. Galen, the second-century physician who ministered to Roman emperors, believed his medical treatments were effective. “All who drink of this treatment recover in a short time,” he wrote, “except those whom it does not help, who all die. It is obvious, therefore, that it fails only in incurable cases.” This is the way of the billion-dollar self-help industry: You are to blame when the guru’s advice does not produce the expected outcome, and by now, we are all familiar enough with self-help to know that expected outcomes are elusive. […] Personal explanations for success actually set us up for failure. TED Talks and talk shows full of advice on what to eat, what to think and how to live seldom work. Self-help fixes are like empty calories: The effects are fleeting and often detrimental in the long term. Worse, they promote victim blaming. The notion that your resilience is your problem alone is ideology, not science. We have been giving people the wrong message. Resilience is not a DIY endeavor. Self-help fails because the stresses that put our lives in jeopardy in the first place remain in the world around us even after we’ve taken the “cures.” The fact is that people who can find the resources they require for success in their environments are far more likely to succeed than individuals with positive thoughts and the latest power poses. […] The science of resilience is clear: The social, political and natural environments in which we live are far more important to our health, fitness, finances and time management than our individual thoughts, feelings or behaviors.

He is schizophrenic, this is how he was diagnosed with the CIA, and his schizophrenia is his strength, he comes out of a personality, directly impersonating a new one, a completely different one, which he experiences as if he had in it for his whole life. This is every professional agent’s strong point, but it comes at such a high price that it in many cases often ends up in a whiff of insanity. Therefore, they must be monitored and psychologically evaluated on a periodic basis. The last thing the agency wants is a suicidal agent with a message exposing many secrets, or a biased towards their opponents, or a madman circling the streets babbling from here and there. It takes its responsibilities towards them, these people suffer a lot, and the more they train, the more they work, the more professional they become, and the crazier they are. But there was something different about him, which Alex did not miss. Not that schizophrenia that she knew; When sitting with him, talking to him, all the paper reports seem as if they were written about a different person, as if deep down another person about whom no one knows anything yet, and as if all these characters he played are one character as if everything grows from inside him. What she was most concerned about is whether he is honest in being an intelligence agent, or is it a role he plays, as are the dozens of roles he played and plays for the agency. Many doubts revolve around him, officers were unable to manage him, and deal with him. The agency changed the liaison officer with him every few months, he is somewhat out of control, but at the same time, it is unable to terminate his services. The closer the agency got to making that decision, the more he did something that made them stick to it more, creative, distinct, and innovative, that we cannot easily let go of. Until Alex arrived, the only liaison officer he had worked with for years. His condition stabilized, he was no longer that mysterious brawler, she understood him completely, she threw all the reports, papers, and opinions behind her back, and dealt with him directly, without barriers. He was not simply pretending, he was not acting, he was really him. Every character he played, every lie he lied, every mess he made, it was him, without acting. And he said to her, they are all composite characters. If you look at each character, you will find something that connects them to the other, that they are like cubes, I build them on top of each other, I do not play them. What you need is to look at the details, and you will find a fine thread connecting them. He trusted her, and so did she. She became his friend, perhaps the only one in this world until Katrina entered his life. She knows nothing of what happened to him lately, but she knows that man deep inside him at the bottom of the pyramid of the cubes, “he will not hurt me, I trusted him before, I trust him today, his chivalry will not accept treachery, not of this kind, he will not do it”.

On the most basic level, Toy Story 2 was a wakeup call. Going forward, the needs of a movie could never again outweigh the needs of our people. We needed to do more to keep them healthy. As soon as we wrapped the film, we set about addressing the needs of our injured, stressed-out employees and coming up with strategies to prevent future deadline pressures from hurting our workers again. These strategies went beyond ergonomically designed workstations, yoga classes, and physical therapy. Toy Story 2 was a case study in how something that is usually considered a plus—a motivated, workaholic workforce pulling together to make a deadline—could destroy itself if left unchecked. Though I was immensely proud of what we had accomplished, I vowed that we would never make a film that way again. It was management’s job to take the long view, to intervene and protect our people from their willingness to pursue excellence at all costs. Not to do so would be irresponsible.

In the case of large projects, a change of perspective can come from the technique of chunking - where a large effort is taken and broken down into more manageable components.

the morale of the engineers is very much a function of you as the product manager. It is your job to make sure they feel like missionaries and not mercenaries. You do this by involving them deeply in the customer pain you are trying to solve and in the business problems you face. Don't try to shelter them from this—instead, share these problems and challenges very openly with them. They will respect you more for it, and, in most cases, the developers will rise to the challenge.

This book is really about the making of a great leader. In my own research and writings over many decades, I have concluded the following about leadership: You can neither manufacture nor can you buy leadership. You must earn it. Great leaders are great doers. They have a knack of organizing and inspiring the followers. Sometimes, they even generate cult-like loyalty. When the followers are ready, the leaders show up. Therefore, in times of crisis, uncertainty and chronic dissatisfaction, unexpected people become leaders. This was the case with Nelson Mandela, Martin Luther King, Mahatma Gandhi, and Sardar Vallabhbhai Patel. In short, ordinary people become extraordinary leaders. Great leaders are driven by purpose and passion. They derive boundless energy from their purpose and passion. To them, leadership is all about people. Management is all about grit and determination. Great leaders not only promise the future but deliver it. Great leaders are great architects. Like good architects, they imagine building something unique, enduring, and inspiring. Examples include the Pyramids, the ancient temples, churches and mosques; more recently, the Opera House in Sydney; the Olympic Stadium (Bird’s Nest) in Beijing; and Putrajaya, the new capital of Malaysia. There are three universal qualities of all great leaders: passion, caring, and capability. This is also true of great teachers.

The key to better management in that case becomes to inspire your people, to trust them to do the right thing, and then get out of their way and let them get the job done. Counterintuitively, the less managers do, the better.

We could express this power in the following way: Most of the time we live in an interior world of dreams, desires, and obsessive thoughts. But in this period of exceptional creativity, we are impelled by the need to get something done that has a practical effect. We force ourselves to step outside our inner chamber of habitual thoughts and connect to the world. At these moments, suddenly exposed to new details and ideas, we become more inspired and creative. Once the deadline has passed or the crisis is over, this feeling of power and heightened creativity generally fades away. We return to our distracted state and the sense of control is gone. The problem we face is that this form of power and intelligence is either ignored as a subject of study or is surrounded by all kinds of myths and misconceptions, all of which only add to the mystery. We imagine that creativity and brilliance just appear out of nowhere, the fruit of natural talent, or perhaps of a good mood, or an alignment of the stars. It would be an immense help to clear up the mystery—to name this feeling of power, and to understand how it can be manufactured and maintained. Let us call this sensation mastery—the feeling that we have a greater command of reality, other people, and ourselves. Although it might be something we experience for only a short while, for others—Masters of their field—it becomes their way of life, their way of seeing the world. And at the root of this power is a simple process that leads to mastery—one that is accessible to all of us. The process can be illustrated in the following manner: Let us say we are learning the piano, or entering a new job where we must acquire certain skills. In the beginning, we are outsiders. Our initial impressions of the piano or the work environment are based on prejudgments, and often contain an element of fear. When we first study the piano, the keyboard looks rather intimidating—we don’t understand the relationships between the keys, the chords, the pedals, and everything else that goes into creating music. In a new job situation, we are ignorant of the power relationships between people, the psychology of our boss, the rules and procedures that are considered critical for success. We are confused—the knowledge we need in both cases is over our heads. Although we might enter these situations with excitement about what we can learn or do with our new skills, we quickly realize how much hard work there is ahead of us. The great danger is that we give in to feelings of boredom, impatience, fear, and confusion. We stop observing and learning. The process comes to a halt. If, on the other hand, we manage these emotions and allow time to take its course, something remarkable begins to take shape. As we continue to observe and follow the lead of others, we gain clarity, learning the rules and seeing how things work and fit together. If we keep practicing, we gain fluency; basic skills are mastered, allowing us to take on newer and more exciting challenges.