Colleague Leaving Company Quotes

Uber had tagged Mr. England and his colleagues—essentially Greyballing them as city officials—based on data collected from the app and in other ways. The company then served up a fake version of the app, populated with ghost cars, to evade capture. This is supposed to be serious evidence of terrible wrongdoing. But a lot of us just read that description and burst out laughing, congratulating Uber’s engineers on their cleverness in leaving some blue-nosed petty authoritarian standing at the curb waiting for a car that never comes.

When I see someone not performing, I am frank enough to tell the person that it’s not working out. I request him or her to leave or change jobs within the group. But I see many of our senior colleagues, including my brothers, sons and nephews, empathetic towards non-performers. They don’t want to face the issue. They tend to become comfortable with such people and they get protection. They tend to choose people who become personally loyal to them rather than to the company. I think it’s important to be professional about such matters. Protecting a non-performer is not good for the business and also the person being protected. This is unprofessional too. The non-performer may be in the wrong job and thus not doing what he or she is best at doing. Empathy that results in protection would lead to a negative result for the employee as well. He or she might be better off in another job within the group or elsewhere.

What ensued was a game of Coyote and Roadrunner that dragged on for more than a decade. Sixty letters went back and forth among Beaumont, St. Martin, and various contacts at the American Fur Company who had located St. Martin and tried to broker a return. It was a seller’s market with a fevered buyer. With each new round of communications—St. Martin holding out for more or making excuses, though always politely and with “love to your family”—Beaumont raised his offer: $250 a year, with an additional $50 to relocate the wife and five children (“his live stock,” as Beaumont at one point refers to them). Perhaps a government pension and a piece of land? His final plan was to offer St. Martin $500 a year if he’d leave his family behind, at which point Beaumont planned to unfurl some unspecified trickery: “When I get him alone again into my keeping I will take good care to control him as I please.” But St. Martin—beep, beep!—eluded his grasp. In the end, Beaumont died first. When a colleague, years later, set out to bag the fabled stomach for study and museum display, St. Martin’s survivors sent a cable that must have given pause to the telegraph operator: “Don’t come for autopsy, will be killed.

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

me to be honest about his failings as well as his strengths. She is one of the smartest and most grounded people I have ever met. “There are parts of his life and personality that are extremely messy, and that’s the truth,” she told me early on. “You shouldn’t whitewash it. He’s good at spin, but he also has a remarkable story, and I’d like to see that it’s all told truthfully.” I leave it to the reader to assess whether I have succeeded in this mission. I’m sure there are players in this drama who will remember some of the events differently or think that I sometimes got trapped in Jobs’s distortion field. As happened when I wrote a book about Henry Kissinger, which in some ways was good preparation for this project, I found that people had such strong positive and negative emotions about Jobs that the Rashomon effect was often evident. But I’ve done the best I can to balance conflicting accounts fairly and be transparent about the sources I used. This is a book about the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. You might even add a seventh, retail stores, which Jobs did not quite revolutionize but did reimagine. In addition, he opened the way for a new market for digital content based on apps rather than just websites. Along the way he produced not only transforming products but also, on his second try, a lasting company, endowed with his DNA, that is filled with creative designers and daredevil engineers who could carry forward his vision. In August 2011, right before he stepped down as CEO, the enterprise he started in his parents’ garage became the world’s most valuable company. This is also, I hope, a book about innovation. At a time when the United States is seeking ways to sustain its innovative edge, and when societies around the world are trying to build creative digital-age economies, Jobs stands as the ultimate icon of inventiveness, imagination, and sustained innovation. He knew that the best way to create value in the twenty-first century was to connect creativity with technology, so he built a company where leaps of the imagination were combined with remarkable feats of engineering. He and his colleagues at Apple were able to think differently: They developed not merely modest product advances based on focus groups, but whole new devices and services that consumers did not yet know they needed. He was not a model boss or human being, tidily packaged for emulation. Driven by demons, he could drive those around him to fury and despair. But his personality and passions and products were all interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is thus both instructive and cautionary, filled with lessons about innovation, character, leadership, and values.

Liam,” he sighed. “It’s terribly disappointing to see you treat your time so carelessly. That’s seven minutes that you’re now late by. What a terrible example to set for these young ladies.” “I don’t give a shit,” I said with a grin, and Roberts damn near choked. “Excuse me?” he spluttered. “How dare you–” “No, you can shut up now,” I said. “You’ve treated me like shit for years, and I’m done. I don’t need this job. I don’t need you. So today was my last day here. I quit.” Roberts’ eyes bulged so widely I thought they were going to pop, and he sat bolt upright as his gaunt face reddened. “You cannot just walk out on the spot,” he spat. “I require four weeks’ notice, or you will lose your pay! I have that power, you know! Your pay will be withheld if you just–” “That shitty wage?” I snorted, even as I knew for damn sure it would be illegal for him to pull this shit. In fact, I sort of hoped he did so I could hand his ass to him later. For now, though… “I don’t need that, either. Keep it. Use it to buy higher quality gel that makes you look less like a greasy weasel.” I heard the murmur of stunned colleagues behind me as Roberts stared at me with pure fury in his beady eyes. His hands shook, and the sight made a wave of adrenaline wash over me. This was the most fun I had ever had in my workplace. “I’ve rented the floor above you,” I said casually. “My own business has really taken off, and I’ve hired these ladies to join me. They’ll be leaving your company immediately.” “We can’t wait to work for Liam,” Kali said firmly. “This place is stinky!” “And has uninspiring vibrations.” Ash nodded. “It feels like a prison,” Cleo hissed. “And I do not like your mustache.” “I think that about sums it up,” I snorted. “So yeah, I quit. I’m not coming back, and I hope your shitty business goes under. See ya around!

In a series of experiments involving hundreds of subjects, Princeton psychologist Diana Tamir and three colleagues examined how people's recording of their experiences, through online comments or digital photographs, influenced memory formation in three different scenarios: watching a lecture on a computer, taking a self-guided tour of a historic building alone, and taking the same tour in the company of another person. "Media use impaired memory for both computer-based and real-world experiences, in both solo and social contexts," the researchers reported in the Journal of Experimental Psychology. "Creating a hard copy of an experience through media leaves only a diminished copy in our own heads." With social media allowing and encouraging us to upload accounts of pretty much everything we do, this effect is now widespread. A 2017 Frontiers in Psychology survey of peer-reviewed research on how smartphones affect memory concluded that "when we turn to these devices, we generally learn and remember less from our experiences.

We want Next Jump to be a company that our mothers and fathers would be proud of us for building,” says Kim. And a large part of making our parents proud comes in the form of being a good person and doing the right thing. And so he implemented a policy of Lifetime Employment. Next Jump might be the only tech company in the country to do such a thing. No one will get fired to balance the books. And even costly mistakes or poor individual performance are not grounds for dismissal. If anything, the company will spend the time to help figure out what the problem is and help its people overcome it. Like an athlete who goes through a slump, a Next Jumper doesn’t get fired, they get coached. About the only situation in which an employee would be asked to leave is if someone worked outside the company’s high moral values or if someone actively worked to undermine their colleagues.

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My fears ran deep as though I were in a terrifying nightmare. I thought we’d left all the danger behind us in Urumqi, but was Gobi still at risk? If someone was making a play to claim Gobi on the Internet, wouldn’t it make sense for them to try and get Gobi in the flesh? If they had the dog, they could control the story. Was that why I was being followed by the men in suits and the gray sedan? I’d always thought they were from the government, but was it possible that they were actually reporting to someone else entirely? These thoughts stayed with me like a mosquito bite. I couldn’t stop returning to them long after my call with Jay ended. The more attention I paid them, the more inflamed and painful these dark fears became. I spent the entire flight home going over the same thoughts. Images of Gobi getting stolen from Kiki’s kennels flashed through my mind. Conspiracy theories about what might happen cast deep shadows over me. And a desperate desire to make sure that Gobi was okay left me feeling hollow inside. Added to that, I was thinking about work. I had been away from my job for almost two weeks, and I worried that I was pushing the limits of the company’s generosity. Everyone had been supportive throughout, and there was never any pressure to return from Urumqi, but I knew my colleagues were working extra hard to cover my workload in my absence. I didn’t want to abuse their kindness or take advantage of it. But I knew that, yet again, I had a choice to make. I could stick with the plan and leave Gobi in Kiki’s care for the next twenty-nine days while we waited for the all-clear on her

In late 2004, Chris Pinkham, head of the company’s IT infrastructure, told Dalzell that he had decided to return with his family to their native South Africa. At this point, A9 had taken root in Palo Alto, and Dalzell was busy establishing remote developer centers in Scotland and India, among other places. Dalzell suggested to Pinkham that instead of leaving Amazon, he open an office in Cape Town. They brainstormed possible projects and finally settled on trying to build a service that would allow a developer to run any application, regardless of its type, on Amazon’s servers. Pinkham and a few colleagues studied the problem and came up with a plan to use a new open-source tool called Xen, a layer of software that made it easier to run numerous applications on a single physical server in a data center. Pinkham took colleague Chris Brown along with him to South Africa and they set up shop in a nondescript office complex in Constantia, a winemaking region northeast of Cape Town, near a school and a small homeless encampment. Their efforts would become the Elastic Compute Cloud, or EC2—the service that is at the heart of AWS and that became the engine of the Web 2.0 boom.

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Where & How to Buy Linkedin Accounts Online – Complete 2025 Guide Want the reach and efficiency people promise when they talk about “buying accounts” — but without the risk, fraud, or account bans? Smart move. In 2026, LinkedIn has tightened verification and enforcement, and marketplaces selling pre-made accounts are increasingly risky and unreliable. This guide gives you the playbook to get the same business outcomes — more connections, reliable outreach capacity, team seats, ads, and measurable results — using LinkedIn’s official features and safe third-party partners. ➣➣If you want to more information just contact now. ➣➣ 24/7 customer support ➣➣Quick Delivery ➣➣Please Contact Us: ⬇⬇⬇ ➣➣Telegram:@smmusazone ➣➣WhatsApp: ‪+1 (850) 247-7643 ➣➣Email:smmusazone@gmail.com ✅Why buying LinkedIn accounts is a bad idea (risks & ToS) Short version: buying accounts violates LinkedIn’s User Agreement and frequently results in suspended accounts, lost investment, and reputational damage. Sellers often use deceptive verification or recycled credentials; if LinkedIn detects that, it can permanently ban the account and any associated IP or organization. Even worse, you may be inheriting stolen credentials or violating privacy and fraud laws. Industry analyses and expert posts repeatedly warn against buying accounts — the risk/reward just doesn’t add up. ✅Quick alternatives: achieve the same results legally Before we dig deep, here are rapid alternatives that accomplish the common reasons people look to buy accounts: ✅Official seats: Buy Sales Navigator or LinkedIn Premium seats for outreach and InMail. ✅Business Manager + Page roles: Centralize ownership and assign admins for company pages and ad accounts. ✅Agencies & verified vendors: Hire a reputable agency to run campaigns and manage content securely. ✅Employee advocacy platforms: Scale content with real employees amplifying posts rather than fake profiles. ✅Automation within policy: Use compliant automation tools and limit activity to human-like volumes. ✅These avoid bans while delivering scalable outcomes. Understand LinkedIn account types & roles (Profiles, Pages, Business Manager) LinkedIn’s ecosystem has grown more structured: Profiles are personal accounts tied to real identities. ✅Pages represent organizations; Pages have role-based admin controls. LinkedIn Business Manager centralizes ownership of Pages, Ad Accounts, and partner access — vital for scale and continuity. If someone leaves, ownership stays with the company. Knowing the difference helps you pick the legal route to scale (buy seats and assign roles, don’t buy profiles). ✅How to create strong individual profiles fast (step-by-step) If you need multiple legitimate profiles (e.g., a sales team), invest in quality and consistency. Here’s a quick, repeatable onboarding template for new hires: Profile basics (15–30 minutes) ✅Professional headshot (clean background, 400x400+). ✅Custom headline with role + value proposition. ✅Location, industry, contact info (email or business website). ✅About section (20–45 minutes) ✅Short, human summary: who you help, how, and a call to action. ✅Use first person and bullet points for scannability. ✅Experience & skills (30–60 minutes) ✅Add key past roles, 3–5 bullet achievements each. Add 5–10 relevant skills and request 2–3 endorsements from colleagues. ✅Add social proof (ongoing) ✅Publish 1–2 posts/week, comment on company posts, gather recommendations.

15 Best Sites to Buy Linkedin Accounts (PVA & Aged) Want the reach and efficiency people promise when they talk about “buying accounts” — but without the risk, fraud, or account bans? Smart move. In 2026, LinkedIn has tightened verification and enforcement, and marketplaces selling pre-made accounts are increasingly risky and unreliable. This guide gives you the playbook to get the same business outcomes — more connections, reliable outreach capacity, team seats, ads, and measurable results — using LinkedIn’s official features and safe third-party partners. ➣➣If you want to more information just contact now. ➣➣ 24/7 customer support ➣➣Quick Delivery ➣➣Please Contact Us: ⬇⬇⬇ ➣➣Telegram:@smmusazone ➣➣WhatsApp: ‪+1 (850) 247-7643 ➣➣Email:smmusazone@gmail.com ✅Why buying LinkedIn accounts is a bad idea (risks & ToS) Short version: buying accounts violates LinkedIn’s User Agreement and frequently results in suspended accounts, lost investment, and reputational damage. Sellers often use deceptive verification or recycled credentials; if LinkedIn detects that, it can permanently ban the account and any associated IP or organization. Even worse, you may be inheriting stolen credentials or violating privacy and fraud laws. Industry analyses and expert posts repeatedly warn against buying accounts — the risk/reward just doesn’t add up. ✅Quick alternatives: achieve the same results legally Before we dig deep, here are rapid alternatives that accomplish the common reasons people look to buy accounts: Official seats: Buy Sales Navigator or LinkedIn Premium seats for outreach and InMail. Business Manager + Page roles: Centralize ownership and assign admins for company pages and ad accounts. ✅Agencies & verified vendors: Hire a reputable agency to run campaigns and manage content securely. ✅Employee advocacy platforms: Scale content with real employees amplifying posts rather than fake profiles. ✅Automation within policy: Use compliant automation tools and limit activity to human-like volumes. ✅These avoid bans while delivering scalable outcomes. Understand LinkedIn account types & roles (Profiles, Pages, Business Manager) LinkedIn’s ecosystem has grown more structured: Profiles are personal accounts tied to real identities. ✅Pages represent organizations; Pages have role-based admin controls. LinkedIn Business Manager centralizes ownership of Pages, Ad Accounts, and partner access — vital for scale and continuity. If someone leaves, ownership stays with the company. Knowing the difference helps you pick the legal route to scale (buy seats and assign roles, don’t buy profiles). ✅How to create strong individual profiles fast (step-by-step) If you need multiple legitimate profiles (e.g., a sales team), invest in quality and consistency. Here’s a quick, repeatable onboarding template for new hires: Profile basics (15–30 minutes) ✅Professional headshot (clean background, 400x400+). ✅Custom headline with role + value proposition. ✅Location, industry, contact info (email or business website). ✅About section (20–45 minutes) ✅Short, human summary: who you help, how, and a call to action. ✅Use first person and bullet points for scannability. ✅Experience & skills (30–60 minutes) ✅Add key past roles, 3–5 bullet achievements each. ✅Add 5–10 relevant skills and request 2–3 endorsements from colleagues. ✅Add social proof (ongoing) ✅Publish 1–2 posts/week, comment on company posts, gather recommendations.