Committed Employees Quotes

When there is transparency, your employees are aware of how their work is contributing to the project which makes them become more committed to the project.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

Page 99: "...unless something changes, the future that you can expect is more of the past. Sorry or becoming committed does not make Jim Carrey a great golfer, or made Jack nicklaus funny. Recommitment does not make a person who is unsuited for a particular position suited for it all of a sudden. Promises by someone who has a history of letting you down in a relationship mean nothing certain in terms of the future.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Hire people who are committed to self improvement in their everyday life. If they're someone who prioritizes self improvement even in their personal life, they'll probably prioritize self improvement at work.

Ah." Ax nodded. "She does not understand how menacing we are." He tapped her on the shoulder. "You do not know me," he said, "but I am a juvenile delinquent. I do not trust authority figures, I probably will not graduate from high school, and statistics say my present rowdiness and vandalism will likely lead to more serious crimes. I am a dangerous fellow and I am causing mayhem in this store." He reached behind her and pulled three jars of baby food from the top shelf. Shoved them behind a box of macaroni. Shuffled the Chess Whizzed in front of the Marshmallow Fluff. Tossed a bag of lady's shavers onto a bag of hamburger buns. "There. I have now shamelessly destroyed the symmetry of this shelf, undoing hours of labor by underpaid store employees. If you could see me, you would be frightened." "If she could see you, she'd have you committed," Marco muttered.

If you do not treat people with the respect they deserve, do not expect any kind of commitment to your productivity goals and target.

When your company is contemplating change, it's important to take inventory of employees perception. Does everyone in the company understand the need for making the changes being contemplated? And is everyone in the company committed to the changes? These are important considerations.

GIVE THE WORLD A CLEAR PICTURE OF WHO YOU ARE.

Netflix treats employees like adults who can handle difficult information and I love that. This creates enormous feelings of commitment and buy-in from employees.

A prisoner is imprisoned by the crime that he has committed. A jailer is imprisoned — in the very same prison — by the employment contract that he has signed.

I stared at the price tags and thought, Why don’t you fucking kill yourself? I have that thought a lot, actually. Hey, did you know that people making less than $34,000 a year are 50 percent more likely to commit suicide? I looked it up. Did you know that number shoots up to 72 percent for the unemployed? I heard a guy on talk radio go on and on about how people on food stamps are living the good life off the government teat, and all I could think was, Yes, it’s such a party that sometimes we blow our fucking brains out rather than get humiliated by another government aid employee.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency. Later, I’m going to challenge some of Dalio’s principles, but first I want to explain the weapons he has used to wage a war on groupthink.

Often the best source of information about waste, fraud, and abuse in government is an existing government employee committed to public integrity and willing to speak out. Such acts of courage and patriotism, which can sometimes save lives and often save taxpayer dollars, should be encouraged rather than stifled. We need to empower federal employees as watchdogs of wrongdoing and partners in performance.

if you’re lucky enough to be somebody’s employer, you have a moral obligation to make sure your employees wake up and look forward to coming to work in the morning.

As an employee at the British Library, it was possible she’d be bound by a professional commitment to report me.

When employees feel that their leaders care about them, they feel more optimistic about the future and are more committed to the organization.

In light of our results, managers who say—or secretly believe—that employees work better under pressure, uncertainty, unhappiness, or fear are just plain wrong. Negative inner work life has a negative effect on the four dimensions of performance: people are less creative, less productive, less deeply committed to their work, and less collegial to each other when their inner work lives darken.

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.

The protective powers of such “upward hostility” seem striking: abused employees who fought back harder were less prone to see themselves as victims, more satisfied with their jobs and careers, less distressed, and more committed to their organizations.

In a mass society where obtaining credit is as easy as it is, there’s probably no way to efficiently collect on delinquent accounts by writing real affidavits, filing legitimate, error-free lawsuits, and serving legitimate summonses in each and every individual case. Without the shortcuts, it doesn’t work. So techniques like robo-signing and sewer service are essential to the profitability of the business. Plenty of people—consumers and merchants both—are probably glad that so much credit is available, but they don’t realize that systematic fraud is part of what makes it available. Legally, there’s absolutely no difference between a woman on welfare who falsely declares that her boyfriend no longer lives in the home and a bank that uses a robo-signer to cook up a document swearing that he has kept regular records of your credit card account. But morally and politically, they’re worlds apart. When the state brings a fraud case against a welfare mom, it brings it with disgust, with rage, because in addition to committing the legal crime, she’s committed the political crime of being needy and an eyesore. Banks commit the legal crime of fraud wholesale; they do so out in the open, have entire departments committed to it, and have employees who’ve spent years literally doing nothing but commit, over and over again, the same legal crime that some welfare mothers go to jail for doing once. But they’re not charged, because there’s no political crime. The system is not disgusted by the organized, mechanized search for profit. It’s more like it’s impressed by it.

External initiatives and perks never truly motivate people for the long term. Instead, only internal drivers—such as meaningful engagement, connectedness, and feeling valued—can engage employees on the deeper level needed for long-term commitment and productivity.

Moving away from the rough and tumble orientation of the watchmen, the Peel policing vision required employees committed to dealing with people in a manner that would generate respect for their actions, and that would create a general sense of professionalism among the new policing force.

Conservatism, then, is not a commitment to limited government and liberty—or a wariness of change, a belief in evolutionary reform, or a politics of virtue. These may be the byproducts of conservatism, one or more of its historically specific and ever-changing modes of expression. But they are not its animating purpose. Neither is conservatism a makeshift fusion of capitalists, Christians, and warriors, for that fusion is impelled by a more elemental force—the opposition to the liberation of men and women from the fetters of their superiors, particularly in the private sphere. Such a view might seem miles away from the libertarian defense of the free market, with its celebration of the atomistic and autonomous individual. But it is not. When the libertarian looks out upon society, he does not see isolated individuals; he sees private, often hierarchical, groups, where a father governs his family and an owner his employees. 40

The Eight Guiding Principles to Living a Spiritually Reliable Life: 1) I am committed to Divine higher guidance and I understand that I co-create my life with the Divine. 2) I am willing to be utilized for a greater higher purpose. 3) I operate from a high level intention to serve. 4) My contribution to the world is an up level and I ask myself: How can I serve, rather than what can I get? 5) I take time to breathe, get calm and quiet my mind in order to hear God’s whispers. 6) I hear, feel, see and sense Divine guidance as it arrives. 7) I show up where God needs me next, and in doing so, this allows my life to be utilized for a greater higher purpose. 8) I know that I am always connected to the Divine without interruption and there is no place God is not.

I know a lot of people like me. People who work overtime, never turning down additional work for fear of disappointing their boss. They're available to friends and loved ones twenty-four seven, providing an unending stream of support and advice. They care about dozens and dozens of social issues yet always feel guilty about not doing "enough" to address them, because there simply aren't enough hours in the day. These types of people often try to cram every waking moment with activity. After a long day at work, they try to teach themselves Spanish on the Duolingo app on their phone, for example, or they try to learn how to code in Python on sites like Code Academy. People like this -- people like me -- are doing everything society has taught us we have to do if we want to be virtuous and deserving of respect. We're committed employees, passionate activists, considerate friends, and perpetual students. We worry about the future. We plan ahead. We try to reduce our anxiety by controlling the things we can control -- and we push ourselves to work very, very hard. Most of us spend the majority of our days feeling tired, overwhelmed, and disappointed in ourselves, certain we've come up short. No matter how much we've accomplished or how hard we've worked, we never believe we've done enough to feel satisfied or at peace. We never think we deserve a break. Through all the burnouts, stress-related illnesses, and sleep-deprived weeks we endure, we remain convinced that having limitations makes us "lazy" -- and that laziness is always a bad thing.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency.

In the center of Blizzard’s sprawling Irvine campus is a giant statue of a Warcraft orc. Surrounding that statue is a ring of plaques, each with a different message that’s meant to be a mantra for Blizzard employees. Some of them seem like they’ve been ripped from parody motivational posters—“Think Globally”; “Commit to Quality”—but one resonated strongly with the Diablo III team throughout 2012: “Every Voice Matters.

Employees work smarter and better when they believe they have more decision-making authority and when they believe their colleagues are committed to their success. A sense of control can fuel motivation, but for that drive to produce insights and innovations, people need to know their suggestions won’t be ignored, that their mistakes won’t be held against them. And they need to know that everyone else has their back. The

Finally, the memo said that Yahoo was full of employees who were “lacking the passion and commitment to be a part of the solution. We sit idly by while—at all levels—employees are enabled to ‘hang around.’ Where is the accountability? Moreover, our compensation systems don’t align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren’t adequately recognized for their efforts.

1. Live (or work) in the moment. Instead of always thinking about what’s next on your to-do list, focus on the task or conversation at hand. You will become not only more productive but also more charismatic. 2. Tap into your resilience. Instead of living in overdrive, train your nervous system to bounce back from setbacks. You will naturally reduce stress and thrive in the face of difficulties and challenges. 3. Manage your energy. Instead of engaging in exhausting thoughts and emotions, learn to manage your stamina by remaining calm and centered. You’ll be able to save precious mental energy for the tasks that need it most. 4. Do nothing. Instead of spending all your time focused intently on your field, make time for idleness, fun, and irrelevant interests. You will become more creative and innovative and will be more likely to come up with breakthrough ideas. 5. Be good to yourself. Instead of only playing to your strengths and being self-critical, be compassionate with yourself and understand that your brain is built to learn new things. You will improve your ability to excel in the face of challenge and learn from mistakes. 6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence. These

I once succumbed to the fad of fasting and went for six days and nights without eating. It wasn’t difficult. I was less hungry at the end of the sixth day than I was at the end of the second. Yet I know, as you know, people who would think they had committed a crime if they let their families or employees go for six days without food; but they will let them go for six days, and six weeks, and sometimes sixty years without giving them the hearty appreciation that they crave almost as much as they crave food.

Burned-out, stressed-out, and frazzled leaders foster organizations that experience high turnover, low employee engagement, steep healthcare costs, and dysfunctional teams that often work against one another. The current models of leadership require organizations to motivate their people largely with fear and extrinsic rewards. Though no one argues that these forms of motivation can produce short-term results, they are usually accompanied by distrust and cynicism in the workplace, which have long-term negative consequences.

Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.

Why not simply allow them unlimited vacation? Anecdotal reports thus far are mixed—but from a game-theoretic perspective, this approach is a nightmare. All employees want, in theory, to take as much vacation as possible. But they also all want to take just slightly less vacation than each other, to be perceived as more loyal, more committed, and more dedicated (hence more promotion-worthy). Everyone looks to the others for a baseline, and will take just slightly less than that. The Nash equilibrium of this game is zero. As the CEO of software company Travis CI, Mathias Meyer, writes, “People will hesitate to take a vacation as they don’t want to seem like that person who’s taking the most vacation days. It’s a race to the bottom.

As the idea of culture has migrated from anthropology to organizational theory, so it has become highly instrumentalized and reified. It is another example of the hubris of managerialism, which claims to be able to analyse, predict and control the intangible, and with the result that it can bring about the opposite of what it intends. In other words, with the intention of ensuring that employees are more committed to their work and are more productive, repeated culture change programmes can have the effect of inducing cynicism or resistance in staff (McKinlay and Taylor, 1996). With an insistence that staff align their values with those of the organization, what may result is gaming strategies on the part of staff to cover over what they really think and feel (Jackall, 2009).

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

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.

Just as there are batterers who will victimize partner after partner, so are there serial victims, women who will select more than one violent man. Given that violence is often the result of an inability to influence events in any other way, and that this is often the result of an inability or unwillingness to effectively communicate, it is interesting to consider the wide appeal of the so-called strong and silent type. The reason often cited by women for the attraction is that the silent man is mysterious, and it may be that physical strength, which in evolutionary terms brought security, now adds an element of danger. The combination means that one cannot be completely certain what this man is feeling or thinking (because he is silent), and there might be fairly high stakes (because he is strong and potentially dangerous). I asked a friend who has often followed her attraction to the strong and silent type how long she likes men to remain silent. “About two or three weeks,” she answered, “Just long enough to get me interested. I like to be intrigued, not tricked. The tough part is finding someone who is mysterious but not secretive, strong but not scary.” One of the most common errors in selecting a boyfriend or spouse is basing the prediction on potential. This is actually predicting what certain elements might add up to in some different context: He isn’t working now, but he could be really successful. He’s going to be a great artist—of course he can’t paint under present circumstances. He’s a little edgy and aggressive these days, but that’s just until he gets settled. Listen to the words: isn’t working; can’t paint; is aggressive. What a person is doing now is the context for successful predictions, and marrying a man on the basis of potential, or for that matter hiring an employee solely on the basis of potential, is a sure way to interfere with intuition. That’s because the focus on potential carries our imagination to how things might be or could be and away from how they are now. Spousal abuse is committed by people who are with remarkable frequency described by their victims as having been “the sweetest, the gentlest, the kindest, the most attentive,” etc. Indeed, many were all of these things during the selection process and often still are—between violent incidents. But even though these men are frequently kind and gentle in the beginning, there are always warning signs. Victims, however, may not always choose to detect them.

Kekulé dreams the Great Serpent holding its own tail in its mouth, the dreaming Serpent which surrounds the World. But the meanness, the cynicism with which this dream is to be used. The Serpent that announces, "The World is a closed thing, cyclical, resonant, eternally-returning," is to be delivered into a system whose only aim is to violate the Cycle. Taking and not giving back, demanding that "productivity" and "earnings" keep on increasing with time, the System removing from the rest of the World these vast quantities of energy to keep its own tiny desperate fraction showing a profit: and not only most of humanity—most of the World, animal, vegetable, and mineral, is laid waste in the process. The System may or may not understand that it's only buying time. And that time is an artificial resource to begin with, of no value to anyone or anything but the System, which must sooner or later crash to its death, when its addiction to energy has become more than the rest of the World can supply, dragging with it innocent souls all along the chain of life. Living inside the System is like riding across the country in a bus driven by a maniac bent on suicide . . . though he's amiable enough, keeps cracking jokes back through the loudspeaker . . . on you roll, across a countryside whose light is forever changing--castles, heaps of rock, moons of different shapes and colors come and go. There are stops at odd hours of teh mornings, for reasons that are not announced: you get out to stretch in lime-lit courtyards where the old men sit around the table under enormous eucalyptus trees you can smell in the night, shuffling the ancient decks oily and worn, throwing down swords and cups and trumps major in the tremor of light while behind them the bus is idling, waiting--"passengers will now reclaim their seats" and much as you'd like to stay, right here, learn the game, find your old age around this quiet table, it's no use: he is waiting beside the door of the bus in his pressed uniform, Lord of the Night he is checking your tickets, your ID and travel papers, and it's the wands of enterprise that dominate tonight...as he nods you by, you catch a glimpse of his face, his insane, committed eyes, and you remember then, for a terrible few heartbeats, that of course it will end for you all in blood, in shock, without dignity--but there is meanwhile this trip to be on ... over your own seat, where there ought to be an advertising plaque, is instead a quote from Rilke: "Once, only once..." One of Their favorite slogans. No return, no salvation, no Cycle--that's not what They, nor Their brilliant employee Kekule, have taken the Serpent to mean.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

What’s an IPO, exactly? A company decides it wants to “float” part of its equity on the public markets, allowing employees and founders to sell private shares to pay them off for years of service, as well as sell shares out of the corporate treasury to have some money in the bank. Large investment banks (such as my former employer Goldman Sachs) form what’s called a “syndicate” (“mafia” might be a better term) wherein they offer to effectively buy those shares from Facebook, and then sell them into the capital markets, usually by pushing it via their sales force onto wealthy clients or institutional investors. That syndicate either guarantees a price (“firm commitment”) or promises to get the best price it can (“best effort”). In the former case, the bank is taking real execution risk, and stands to lose money if it doesn’t engineer a “pop” in the stock on opening day. To mitigate the risk, the bank convinces the offering company to expect a lower price, while simultaneously jacking up what real price the market will bear with a zealous sales pitch to the market’s deepest pockets. Thus, it is absolutely jejune to think that a stock’s rise on opening day is due to clamoring and unexpected interest. Similar to Captain Renault in Casablanca, Wall Street bankers are shocked—shocked!—that there should be such a large and positive price dislocation in the market they just rigged.

We came to the city because we wished to live haphazardly, to reach for only the least realistic of our desires, and to see if we could not learn what our failures had to teach, and not, when we came to live, discover that we had never died. We wanted to dig deep and suck out all the marrow of life, to be overworked and reduced to our last wit. And if our bosses proved mean, why then we’d evoke their whole and genuine meanness afterward over vodka cranberries and small batch bourbons. And if our drinking companions proved to be sublime then we would stagger home at dawn over the Old City cobblestones, into hot showers and clean shirts, and press onward until dusk fell again. For the rest of the world, it seemed to us, had somewhat hastily concluded that it was the chief end of man to thank God it was Friday and pray that Netflix would never forsake them. Still we lived frantically, like hummingbirds; though our HR departments told us that our commitments were valuable and our feedback was appreciated, our raises would be held back another year. Like gnats we pestered Management— who didn’t know how to use the Internet, whose only use for us was to set up Facebook accounts so they could spy on their children, or to sync their iPhones to their Outlooks, or to explain what tweets were and more importantly, why— which even we didn’t know. Retire! we wanted to shout. We ha Get out of the way with your big thumbs and your senior moments and your nostalgia for 1976! We hated them; we wanted them to love us. We wanted to be them; we wanted to never, ever become them. Complexity, complexity, complexity! We said let our affairs be endless and convoluted; let our bank accounts be overdrawn and our benefits be reduced. Take our Social Security contributions and let it go bankrupt. We’d been bankrupt since we’d left home: we’d secure our own society. Retirement was an afterlife we didn’t believe in and that we expected yesterday. Instead of three meals a day, we’d drink coffee for breakfast and scavenge from empty conference rooms for lunch. We had plans for dinner. We’d go out and buy gummy pad thai and throat-scorching chicken vindaloo and bento boxes in chintzy, dark restaurants that were always about to go out of business. Those who were a little flush would cover those who were a little short, and we would promise them coffees in repayment. We still owed someone for a movie ticket last summer; they hadn’t forgotten. Complexity, complexity. In holiday seasons we gave each other spider plants in badly decoupaged pots and scarves we’d just learned how to knit and cuff links purchased with employee discounts. We followed the instructions on food and wine Web sites, but our soufflés sank and our baked bries burned and our basil ice creams froze solid. We called our mothers to get recipes for old favorites, but they never came out the same. We missed our families; we were sad to be rid of them. Why shouldn’t we live with such hurry and waste of life? We were determined to be starved before we were hungry. We were determined to be starved before we were hungry. We were determined to decrypt our neighbors’ Wi-Fi passwords and to never turn on the air-conditioning. We vowed to fall in love: headboard-clutching, desperate-texting, hearts-in-esophagi love. On the subways and at the park and on our fire escapes and in the break rooms, we turned pages, resolved to get to the ends of whatever we were reading. A couple of minutes were the day’s most valuable commodity. If only we could make more time, more money, more patience; have better sex, better coffee, boots that didn’t leak, umbrellas that didn’t involute at the slightest gust of wind. We were determined to make stupid bets. We were determined to be promoted or else to set the building on fire on our way out. We were determined to be out of our minds.

It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss. At the same time, workers are encouraged to channel more of their lives through work - not just their time and energy during working hours, but their social life and their volunteering and fundraising. Work is taking on the roles once played by other institutions in our lives, and the potential for abuse is clear. A company designs ever more exacting performance targets, with the tantalising carrot of accolades and pay increases to manipulate ever more feverish commitment. The core workforce finds itself hooked into a self-reinforcing cycle of emotional dependency: the increasing demands of their jobs deprive them of the possibility of developing the relationships and interests which would enable them to break their dependency. The greater the dependency, the greater the fear of going cold turkey - through losing the job or even changing the lifestyle. 'Of all the institutions in society, why let one of the more precarious ones supply our social, spiritual and psychological needs? It doesn't make sense to put such a large portion of our lives into the unsteady hands of employers,' concludes Ciulla. Life is work, work is life for the willing slaves who hand over such large chunks of themselves to their employer in return for the paycheque. The price is heavy in the loss of privacy, the loss of autonomy over the innermost workings of one's emotions, and the compromising of authenticity. The logical conclusion, unless challenged, is capitalism at its most inhuman - the commodification of human beings.

people who would think they had committed a crime if they let their families or employees go for six days without food; but they will let them go for six days, and six weeks, and sometimes sixty years without giving them the hearty appreciation that they crave almost as much as they crave food.

the most robust, sustainable cultures are those based on action, not words; an alignment of personality and strategy; an honest awareness and assessment of the norms imbibed on the first day of work by new—not veteran—employees grasping at what it will take to make it; an openness to including outside talent and perspectives; a commitment to explicit ethics and principled virtues that stand out and have meaning; and, not least, a willingness to come up with “shocking rules” within an organization that indelibly and inescapably prompt others to ask, “Why?

what gets defined as crime, and who gets surveilled and punished, generally has more to do with the politics of race and class than the harm that any particular behavior or activity causes. As Alec Karakatsanis observes in Usual Cruelty: The Complicity of Lawyers in the Criminal Injustice System, people with race and class privilege are generally shielded from criminal prosecution, even though their crimes often cause far greater harm than the crimes of the poor. The most obvious example is the prosecutorial response to the financial crisis of 2008 and the related scandals: “Employees at banks committed crimes including lying to investigators and regulators, fraudulently portraying junk assets as valuable assets, rate-rigging, bribing foreign officials, submitting false documents, mortgage fraud, fraudulent home foreclosures, financing drug cartels, orchestrating and enabling widespread tax evasion, and violating international sanctions.” The massive criminality caused enormous harm. African Americans lost over half their wealth due to the collapse of real estate markets and the financial crisis. By the end of the crisis, in 2009, median household wealth for all Americans had declined by $27,000, leaving almost 44 million people in poverty. While some banks were eventually prosecuted (and agreed to pay fines that were a small fraction of their profits), the individuals who committed these crimes were typically spared. Despite engaging in forms of criminality that destroyed the lives and wealth of millions, they were not rounded up, dragged away in handcuffs, placed in cages, and then stripped of their basic civil and human rights or shipped to another country. Their mug shots never appeared on the evening news and they never had to wave goodbye to their children in a courtroom, unable to give them a final embrace.

The journalist Dan Lyons joined a tech start-up after being downsized from Newsweek in 2012, and the experience inspired him to write a book about how Bay Area norms have infected the American workplace, Lab Rats: How Silicon Valley Made Work Miserable for the Rest of Us. Nominally egalitarian but oppressive in practice, the start-up spirit insists that everyone be super psyched about their jobs all the time. No one is actually loyal to the organziation in the sense of intending to work there for longer than five years, but what employees lack in commitment, they must make up for in enthusiasm. This mandatory passion is made worse by the smartphone. No one is every off duty anymore. The BlackBerry’s original tagline was “Always On. Always Connected.” Bizarrely, this made people want to buy it.

The Business Roundtable is a powerful and conservative representative of big business that since 1997 has reinforced the idea that ‘corporations exist principally to serve shareholders’ – in other words, that business exists to make money. The 2019 statement upended that principle, suggesting that businesses have responsibilities not just to shareholders but to customers, employees, suppliers and communities. ‘Each of our stakeholders is essential,’ the statement read. ‘We commit to deliver value to all of them, for the future success of our companies, our communities and our country.

Being terminated for any of the items listed below may constitute wrongful termination: Discrimination: The employer cannot terminate employment because the employee is a certain race, nationality, religion, sex, age, or (in some jurisdictions) sexual orientation. Retaliation: An employer cannot fire an employee because the employee filed a claim of discrimination or is participating in an investigation for discrimination. In the US, this "retaliation" is forbidden under civil rights law. Reporting a Violation of Law to Government Authorities: also known as a whistleblower law, an employee who falls under whistleblower protections may not lawfully be fired for reporting an employer's legal violation or for similar activity that is protected by the law. Employee's refusal to commit an illegal act: An employer is not permitted to fire an employee because the employee refuses to commit an act that is illegal. Employer is not following the company's own termination procedures: In some cases, an employee handbook or company policy outlines a procedure that must be followed before an employee is terminated. If the employer fires an employee without following this procedure, depending upon the laws of the jurisdiction in which the termination occurs, the employee may have a claim for wrongful termination. … In the United States, termination of employment is not legal if it is based on your membership in a group protected from discrimination by law. It is unlawful for an employer to terminate an employee based upon factors including employee's race, religion, national origin, sex, disability, medical condition, pregnancy, or age (over 40), pursuant to U.S. federal laws such as Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act of 1990 and the Age Discrimination in Employment Act of 1967. … Many laws also prohibit termination, even of at-will employees. For example, whistleblower laws may protect an employee who reports a legal or safety violation by the employer to an appropriate oversight agency. Most states prohibit employers from firing employees in retaliation for filing a workers' compensation claim, or making a wage complaint over unpaid wages. [firing someone for political affiliation or activism away from work is not on the list]

But business or strategic acumen does not require narcissism or psychopathy to succeed. A compassionate and collaborative leader can draw the most out of his or her colleagues and employees, leaving them feeling supported, committed to the institution,

Section 13-2921 - Harassment; classification; definition A. A person commits harassment if, with intent to harass or with knowledge that the person is harassing another person, the person: 1. Anonymously or otherwise contacts, communicates or causes a communication with another person by verbal, electronic, mechanical, telegraphic, telephonic or written means in a manner that harasses. 2. Continues to follow another person in or about a public place for no legitimate purpose after being asked to desist. 3. Repeatedly commits an act or acts that harass another person. 4. Surveils or causes another person to surveil a person for no legitimate purpose. 5. On more than one occasion makes a false report to a law enforcement, credit or social service agency. 6. Interferes with the delivery of any public or regulated utility to a person. B. A person commits harassment against a public officer or employee if the person, with intent to harass, files a nonconsensual lien against any public officer or employee that is not accompanied by an order or a judgment from a court of competent jurisdiction authorizing the filing of the lien or is not issued by a governmental entity or political subdivision or agency pursuant to its statutory authority, a validly licensed utility or water delivery company, a mechanics' lien claimant or an entity created under covenants, conditions, restrictions or declarations affecting real property. C. Harassment under subsection A is a class 1 misdemeanor. Harassment under subsection B is a class 5 felony. D. This section does not apply to an otherwise lawful demonstration, assembly or picketing. E. For the purposes of this section, "harassment" means conduct that is directed at a specific person and that would cause a reasonable person to be seriously alarmed, annoyed or harassed and the conduct in fact seriously alarms, annoys or harasses the person. A.R.S. § 13-2921 Section 13-2921.01 - Aggravated harassment; classification; definition A. A person commits aggravated harassment if the person commits harassment as provided in section 13-2921 and any of the following applies: 1. A court has issued an order of protection or an injunction against harassment against the person and in favor of the victim of harassment and the order or injunction has been served and is still valid. 2. The person has previously been convicted of an offense included in section 13-3601. B. The victim of any previous offense shall be the same as in the present offense. C. A person who violates subsection A, paragraph 1 of this section is guilty of a class 6 felony. A person who commits a second or subsequent violation of subsection A, paragraph 1 of this section is guilty of a class 5 felony. A person who violates subsection A, paragraph 2 of this section is guilty of a class 5 felony. D. For the purposes of this section, "convicted" means a person who was convicted of an offense included in section 13-3601 or who was adjudicated delinquent for conduct that would constitute a historical prior felony conviction if the juvenile had been tried as an adult for an offense included in section 13-3601. A.R.S. § 13-2921.01

Those who have never worked in libraries view library work with the empty awe of admiration (Seale & Mirza, 2019), as a place where librarians fulfill a noble calling (Ettarh, 2018). Library employees, however, at times, experience their workplaces as marginalizing, demanding, disempowering, discouraging, frustrating, and draining, yet still are drawn into a chance to make a difference and follow their passions. Within this context, librarians may commit sabotage for several reasons. Chapter 7

The great irony of all this is that capitalism actually does better when we work as we were designed—when we have a chance to fulfill our very human obligations. To ask our employees not simply for their hands to do our labor, but to inspire their cooperation, their trust and their loyalty so that they will commit to our cause. To treat people like family and not as mere employees. To sacrifice the numbers to save the people and not sacrifice the people to save the numbers.

The idea of a pension was not, and is not, extravagant. It's premised on the idea that some of the profits you help produce for a company should not go to stockholders, or the CEO, back back to longtime workers, who would continue to receive a portion of their salary even after they retire. In essence, the worker committed years of their life to making the company profitable; the company then commits some extra years of its profits to the employee.

We need to engage in a comprehensive and collaborative effort on a global scale, driven by a shared commitment to preserve the delicate balance of our planet’s ecosystems. The cost of inaction is not merely the loss of biodiversity but the unravelling of the intricate web of life that sustains us all.

In 2009, an American soldier named Bowe Bergdahl slipped through a gap in the concertina wire at his combat outpost in southern Afghanistan and walked off into the night. He was quickly captured by a Taliban patrol, and his absence triggered a massive search by the US military that put thousands of his fellow soldiers at risk. The level of betrayal felt by soldiers was so extreme that many called for Bergdahl to be tried for treason when he was repatriated five years later. Technically his crime was not treason, so the US military charged him with desertion of his post—a violation that still carries a maximum penalty of death. The collective outrage at Sergeant Bergdahl was based on very limited knowledge but provides a perfect example of the kind of tribal ethos that every group—or country—deploys in order to remain unified and committed to itself. If anything, though, the outrage in the United States may not be broad enough. Bergdahl put a huge number of people at risk and may have caused the deaths of up to six soldiers. But in purely objective terms, he caused his country far less harm than the financial collapse of 2008, when bankers gambled trillions of dollars of taxpayer money on blatantly fraudulent mortgages. These crimes were committed while hundreds of thousands of Americans were fighting and dying in wars overseas. Almost 9 million people lost their jobs during the financial crisis, 5 million families lost their homes, and the unemployment rate doubled to around 10 percent. For nearly a century, the national suicide rate has almost exactly mirrored the unemployment rate, and after the financial collapse, America’s suicide rate increased by nearly 5 percent. In an article published in 2012 in The Lancet, epidemiologists who study suicide estimated that the recession cost almost 5,000 additional American lives during the first two years—disproportionately among middle-aged white men. That is close to the nation’s losses in the Iraq and Afghan wars combined. If Sergeant Bergdahl betrayed his country—and that’s not a hard case to make—surely the bankers and traders who caused the financial collapse did as well. And yet they didn’t provoke nearly the kind of outcry that Bergdahl did. Not a single high-level CEO has even been charged in connection with the financial collapse, much less been convicted and sent to prison, and most of them went on to receive huge year-end bonuses. Joseph Cassano of AIG Financial Products—known as “Mr. Credit-Default Swap”—led a unit that required a $99 billion bailout while simultaneously distributing $1.5 billion in year-end bonuses to his employees—including $34 million to himself. Robert Rubin of Citibank received a $10 million bonus in 2008 while serving on the board of directors of a company that required $63 billion in federal funds to keep from failing. Lower down the pay scale, more than 5,000 Wall Street traders received bonuses of $1 million or more despite working for nine of the financial firms that received the most bailout money from the US goverment.

FWAs improve recruitment. Companies find that offering FWAs helps attract top talent. •  FWAs improve employee morale and loyalty. When employees feel that their employer respects their need for flexibility, they’re happier, don’t take sick days when they’re not sick, and are more committed to their employer’s success.

healthy companies are far less susceptible to ordinary problems than unhealthy ones. During difficult times, for instance, employees will remain committed to a healthy organization and stay with it longer, ultimately working to reestablish competitive advantage.

You’ll know that your company’s mission, vision, and values are being communicated effectively when you observe that your employees’ job satisfaction is high, that they have a customer service focus, and that they feel committed, loyal, and empowered. What that really means is that you need to think of everything in your business as marketing—from your business model to how you treat your employees to how you engage your investors.

JULY 13 God said to Jonah, “Do you have a right to be angry?” Jonah 4:9 From the pen of Charles Spurgeon: Anger is not necessarily sinful in all cases, but it has such a tendency to get out of control that whenever it shows itself we should be quick to question its nature. We should ask ourselves, “Do you have a right to be angry?” Perhaps we can answer, “Yes,” for sometimes it is Elijah’s “fire from heaven” (2 Kings 1:10 KJV), yet often it is simply the sign of an out-of-control madman. To have anger over sin is a good thing because of the wrong sin commits against our good and gracious God. It is good to be angry with ourselves for remaining foolish after so much godly instruction or to be angry with others when the sole cause of our anger is the evil they are doing. Someone who is not angry over sinfulness is someone who is partaking in the sin, for sin is a loathsome, hateful thing and no renewed heart can patiently endure it. God Himself is angry with the wicked every day and His Word says, “Let those who love the LORD hate evil” (Ps. 97:10). Far more frequently, however, our anger is not commendable or justifiable, so our answer must be, “No, I don’t have a right to be angry.” Why do we get so enraged with our children, exasperated with our employees, and irritated with our friends? Is this type of anger honorable to our Christian testimony or glorifying to God? Isn’t this kind of anger evidence of our old evil heart seeking to regain control, and shouldn’t we resist it with all the power of our newborn nature? Many professing Christians allow their tempers free rein, as though it were useless to resist. Yet believers should remember that we must “in all these things [be] more than conquerors” (Rom. 8:37) or else we cannot be crowned. If we cannot control our temper, what has grace done for us? Someone once said that grace is often grafted into the most bitter crabapple tree stump. That may be true, but then its fruit will no longer be bitter. We must never use our natural weaknesses as an excuse for sin. Instead we must run to the cross and pray for the Lord to crucify our temper and renew in us the traits of gentleness and meekness that reflect His image.

General Electric (GE) shed 100,000 employees over eleven years to bring total employment down to 268,000 in 1992. During that same period, its sales went up from $27 billion to $62 billion, and net income from $1.5 billion to $4.7 billion.9 GE became smaller only in terms of the number of employees who shared the benefits of its growth in profits and market share. It shed its commitment to provide productive and well-remunerated employment for 100,000 people and their families. It retained its technical, financial, and market power.

Sporck was proud of giving most employees stock options, a practice that was virtually unknown in the old East Coast electronics firms. But he’d ruthlessly insist, in exchange, that these same employees commit to maximizing their productivity. Unlike East Coast electronics firms whose workforces tended to be male-dominated, most of the new chip startups south of San Francisco staffed their assembly lines with women. Women had worked in assembly line jobs in the Santa Clara Valley for decades, first in the fruit canneries that drove the valley’s economy in the 1920s and 1930s, then in the aerospace industry

Onboarding is the process of converting a selected candidate into a committed and productive employee.

Farm employees, their families, and consumers are protected from dangerous and persistent Organic Products found on the farm and in food, as well as in the land they work and play on, the air they breathe, and the water they drink, by using organic products. Children are particularly vulnerable to pollutants. As a result of the formation of organic food and feed items into the marketplace, parents may simply select products that are free of these chemicals. Hair Care Product Natural grown foods are higher in minerals like Vitamin C, iron, magnesium, and phosphorus, but have lower amounts of nitrates and pesticide residues when compared to conventionally grown foods, according to mounting data. Taking care of it properly is one of the simplest promoting short - to - medium healing processes and brightness. Organic Skin Care products, in particular, combine essential vitamins, herbs, and minerals to cure and regenerate our skin while causing the least amount of environmental damage. How do reduce hair fall so I stop my hair from falling out? These natural skincare companies are dedicated to altering the beauty industry's standards for products that are beneficial both to us and the environment for hair growth which oil is best. We admire their commitment to maximum potency, freshness, and complete purity! In Ayurveda, bhringraj oil is a natural treatment for restoring the look of fine wrinkles (Ayurvedic medicine medicine). Bhringraj oil is often used to increase hair growth, gloss, softness, and strength and is thought to prevent undesired greying and hair growth. Ayurvedic practitioners also advise consuming bhringraj oil orally to treat everything from heart disease and respiratory issues to neurological and liver issues. You're not sure which soap is best for dry skin. Sensitive skin is difficult to deal with. Which is the best soap for dry skin patients may notice tightness and pallor even in the summer, so forget about winter dryness! Warm showers, as well as unsuitable soap, such as aloe vera, Aloe vera face mist, for example, could aggravate the issue. You can apply an after-shower lotion and emollients to keep your skin hydrated. Contact us: Arendelle Organics NRK BizPark, Behind C21 Mall, Scheme 54 PU4, Indore, Madhya Pradesh, India 8109099301 care@arendelleorganics.com

A review of China-linked espionage cases of all kinds in the US between 2000 and early 2019, carried out by the Center for Strategic and International Studies, tallied 137 reported instances. It found that 57 per cent of actors were ‘Chinese military or government employees’, 36 per cent were ‘private Chinese citizens’, and 7 per cent were ‘non-Chinese actors (usually US persons)’.29 (A study of all cases of economic espionage in the US between 2009 and 2015 found that 52 per cent of those charged were of Chinese heritage, a tripling of the percentage for the period 1997 to 2009.30) It’s possible that the high proportion of Chinese-heritage spies is due to racial bias in the FBI and Department of Justice. But rather than a sharp rise of anti-Chinese racism in federal agencies, a more plausible explanation is that Beijing has stepped up its program of industrial espionage in the US and has recruited Chinese visitors to America, and Chinese-Americans, to commit the crimes.31 Even so, the number of people of non-Chinese heritage induced to spy for China appears to be rising.

The Palestine laboratory can only thrive if enough nations believe in its underlying premise. It’s unsurprising that repressive regimes want to mimic Israeli repression, using Israeli technology to oppress their own unwanted or restive populations, but the Jewish state craves Western approval to fully realize its diplomatic and military potential. Aside from the US, Germany is arguably the greatest prize of all. Israel helped Germany rehabilitate its shattered image after World War II, while Berlin grants legitimacy to a country that brutally occupies the Palestinians (a nonpeople in the eyes of successive German governments). Germany purchasing increasing amounts of Israeli defense equipment is just one way it can atone for its historical guilt. When Palestinian president Mahmoud Abbas visited Germany in August 2022 and spoke alongside Chancellor Olaf Scholz, he accused Israel of committing “fifty Holocausts” against his people. The German establishment expressed outrage over the comment but the hypocrisy was clear; the Palestinians are under endless occupation but it’s only they who have to apologize. Germany has taken its love affair with Israel to dangerous, even absurd heights. The Deutsche Welle media organization updated its code of conduct in 2022 and insisted that all employees, when speaking on behalf of the organization or even in a personal capacity, must “support the right of Israel to exist” or face punishment, likely dismissal.40 After the Israeli military shot dead Palestinian journalist Shireen Abu Akleh in the West Bank city of Jenin in May 2022, German police banned a peaceful public vigil in Berlin because of what German authorities called an “immediate risk” of violence and anti-Semitic messaging. When protestors ignored this request and took to the streets to both commemorate Abu Akleh and Nakba Day, police arrested 170 people for expressing solidarity with Palestine. A Palestinian in Germany, Majed Abusalama, tweeted that he had been assaulted by the police. “I just left the hospital an hour ago with an arm sling to hold my shoulder after the German racist police almost dislocated my shoulder with their violent actions to us wearing Palestine Kuffiyas,” he wrote. “This is the new wave of anti-Palestinian everything in Berlin. Insane, right?” This followed years of anti-Palestinian incitement by the German political elite, from the German Parliament designating the BDS movement as anti-Semitic in 2019 to pressuring German institutions to refuse any space for pro-Palestinian voices, Jewish or Palestinian.41 The Palestinian intellectual Tariq Baconi gave a powerful speech in Berlin in May 2022 at a conference titled “Hijacking Memory: The Holocaust and the New Right.” He noted that “states like Germany have once again accepted Palestinians as collateral. Their oppression and colonization is a fair price to pay to allow Germany to atone for its past crimes.

The central office in Ludwigsburg for the investigation of crimes committed by the Nazi regime had, at the height of its activity, five full-time employees. In comparison, the statutory authority examining the Stasi files has more than 3,000 employees and by 1998 had already cost German taxpayers around 1.39 billion Deutsch Marks.[85]

1. REFERRALS FROM YOUR PROFESSIONAL AND PERSONAL NETWORKS. Create a list of the ten most talented people you know and commit to speaking with at least one of them per week for the next ten weeks. At the end of each conversation, ask, “Who are the most talented people you know?” Continue to build your list and continue to talk with at least one person per week. 2. REFERRALS FROM YOUR EMPLOYEES. Add sourcing as an outcome on every scorecard for your team. For example, “Source five A Players per year who pass our phone screen.” Encourage your employees to ask people in their networks, “Who are the most talented people you know whom we should hire?” Offer a referral bonus. 3. DEPUTIZING FRIENDS OF THE FIRM. Consider offering a referral bounty to select friends of the firm. It could be as inexpensive as a gift certificate or as expensive as a significant cash bonus.

Great, impactful companies are not focused on a three-to-five-year time horizon. When done right, they make investments in culture and community and brand and trust that have indefinite life to them. No investor will have an issue with an indefinite life; what is challenging is that the investments aren’t quick. They are persistent and require repeated doubling down. Trust and brand are not created in a year or two. They are created through repeated commitment to core values, a commitment that, if it is to be valuable and meaningful, is challenging. Often the most valuable and important investments in these things are made when performance is actually below target and the business is struggling. This is when real character is built, both with employees and with customers. The stories that come out of such investments persist over many years. And unfortunately, trust and brand can be damaged very quickly so constant, intentional focus from leadership is a must, regardless of how the business is performing.

Now Post Office employees were engaging in public virtue-signalling about their organisation’s supposed commitment to mental health, whilst simultaneously trying to prevent justice for hundreds of people who had suffered the most appalling treatment at their hands.

When most people commit to becoming great leaders, they operate from a place of wanting to be the best for others. When we start the journey that way, we take in so much information from the business itself and from business partners, spouses, colleagues, employees, parents, friends, books, thought leaders, peer groups, coaches, therapists, vendors, clients, sports greats, world leaders current and past, and we lose touch with our internal navigation system.

When people value your leadership practices, they in effect buy your leadership. They’re inspired to excel and act with commitment. But when employees don’t buy your leadership, they disengage, becoming noncustomers of your leadership.

For her part, Joanne would be considering exactly what and how much she could tell him—which, in theory, was nothing. The British have their Official Secrets Act, which forbids government employees from talking about their activities while they were in the employ of certain agencies. We don’t have quite such a grandly named law but similar regulations are in effect. She’d already committed federal offenses by her disclosures here in this rustic, cozy living room. If she went further, the crimes would be compounded significantly, I understood. But

When a person is engaged, dedication to their craft, desire to achieve, and relentless commitment to make a difference is palpable. You can see it, hear it, and feel it…and it is contagious!

About 41 percent of mothers are primary breadwinners and earn the majority of their family’s income. Another 23 percent of mothers are co-breadwinners, contributing at least a quarter of the family’s earnings.30 The number of women supporting families on their own is increasing quickly; between 1973 and 2006, the proportion of families headed by a single mother grew from one in ten to one in five.31 These numbers are dramatically higher in Hispanic and African-American families. Twenty-seven percent of Latino children and 51 percent of African-American children are being raised by a single mother.32 Our country lags considerably behind others in efforts to help parents take care of their children and stay in the workforce. Of all the industrialized nations in the world, the United States is the only one without a paid maternity leave policy.33 As Ellen Bravo, director of the Family Values @ Work consortium, observed, most “women are not thinking about ‘having it all,’ they’re worried about losing it all—their jobs, their children’s health, their families’ financial stability—because of the regular conflicts that arise between being a good employee and a responsible parent.”34 For many men, the fundamental assumption is that they can have both a successful professional life and a fulfilling personal life. For many women, the assumption is that trying to do both is difficult at best and impossible at worst. Women are surrounded by headlines and stories warning them that they cannot be committed to both their families and careers. They are told over and over again that they have to choose, because if they try to do too much, they’ll be harried and unhappy. Framing the issue as “work-life balance”—as if the two were diametrically opposed—practically ensures work will lose out. Who would ever choose work over life? The good news is that not only can women have both families and careers, they can thrive while doing so. In 2009, Sharon Meers and Joanna Strober published Getting to 50/50, a comprehensive review of governmental, social science, and original research that led them to conclude that children, parents, and marriages can all flourish when both parents have full careers. The data plainly reveal that sharing financial and child-care responsibilities leads to less guilty moms, more involved dads, and thriving children.35 Professor Rosalind Chait Barnett of Brandeis University did a comprehensive review of studies on work-life balance and found that women who participate in multiple roles actually have lower levels of anxiety and higher levels of mental well-being.36 Employed women reap rewards including greater financial security, more stable marriages, better health, and, in general, increased life satisfaction.37 It may not be as dramatic or funny to make a movie about a woman who loves both her job and her family, but that would be a better reflection of reality. We need more portrayals of women as competent professionals and happy mothers—or even happy professionals and competent mothers. The current negative images may make us laugh, but they also make women unnecessarily fearful by presenting life’s challenges as insurmountable. Our culture remains baffled: I don’t know how she does it. Fear is at the root of so many of the barriers that women face. Fear of not being liked. Fear of making the wrong choice. Fear of drawing negative attention. Fear of overreaching. Fear of being judged. Fear of failure. And the holy trinity of fear: the fear of being a bad mother/wife/daughter.

Employees work smarter and better when they believe they have more decisionmaking authority and when they believe their colleagues are committed to their success. A sense of control can fuel motivation, but for

they found the only culture that was a consistent winner were the commitment firms. Hands down, a commitment culture outperformed every other type of management style in almost every meaningful way. “Not one of the commitment firms we studied failed,” said Baron. “None of them, which is amazing in its own right. But they were also the fastest companies to go public, had the highest profitability ratios, and tended to be leaner, with fewer middle managers, because when you choose employees slowly, you have time to find people who excel at self-direction.” Employees in commitment firms wasted less time on internal rivalries because everyone was committed to the company, rather than to personal agendas. Commitment companies tended to know their customers better than other kinds of firms,

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

We live in a society in which mediocrity is the norm. Many people do as little as they can to get by. They don’t take pride in their work or in who they are. If somebody is watching, they may perform one way, but when nobody is watching they’ll cut corners and take the easy way out. If you are not careful, you can be pulled into this same mentality where you think it’s okay to show up late to work, to look less than your best, or to give less than your best. But God doesn’t bless mediocrity. God blesses excellence. I have observed that the fifth undeniable quality of a winner is a commitment to excellence. When you have a spirit of excellence, you do your best whether anyone is watching or not. You go the extra mile. You do more than you have to. Other people may complain about their jobs. They may go around looking sloppy and cutting corners. Don’t sink to that level. Everyone else may be slacking off at work, compromising in school, letting their lawns go, but here’s the key: You are not everyone else. You are a cut above. You are called to excellence. God wants you to set the highest standard. You should be the model employee for your company. Your boss and your supervisors should be able to say to the new hires, “Watch him. Learn from her. Pick up the same habits. Develop the same skills. This person is the cream of the crop, always on time, great attitude, doing more than what is required.” When you have an excellent spirit like that, you will not only see promotion and increase, but you are honoring God. Some people think, “Let me go to church to honor God. Let me read my Bible to honor God.” And yes, that’s true, but it honors God just as much to get to work on time. It honors God to be productive. It honors God to look good each day. When you are excellent, your life gives praise to God. That’s one of the best witnesses you can have. Some people will never go to church. They never listen to a sermon. They’re not reading the Bible. Instead, they’re reading your life. They’re watching how you live. Now, don’t be sloppy. When you leave the house, whether you’re wearing shorts or a three-piece suit, make sure you look the best you possibly can. You’re representing the almighty God. When you go to work, don’t slack off, and don’t give a halfhearted effort. Give it your all. Do your job to the best of your ability. You should be so full of excellence that other people want what you have. When you’re a person of excellence, you do more than necessary. You don’t just meet the minimum requirements; you go the extra mile. That phrase comes from the Bible. Jesus said it in Matthew 5:41--“If a soldier demands you carry his gear one mile, carry it two miles.” In those days Roman soldiers were permitted by law to require someone else to carry their armor.

But today it’s possible to wonder whether the genuine difficulty of biology has become an excuse for biotech startups’ indefinite approach to business in general. Most of the people involved expect some things to work eventually, but few want to commit to a specific company with the level of intensity necessary for success. It starts with the professors who often become part-time consultants instead of full-time employees—even for the biotech startups that begin from their own research. Then everyone else imitates the professors’ indefinite attitude. It’s easy for libertarians to claim that heavy regulation holds biotech back—and it does—but indefinite optimism may pose an even greater challenge for the future of biotech

Employee Engagement “Employee Engagement” has become a very hot topic in recent years. The escalating statistics for disengagement are alarming. In 2015, the Gallup Polls’ “The State of the American Workforce” survey found that only 32.5 percent of the U.S. Workforce is engaged and committed where they work, and 54 percent say they would consider leaving their companies if they could receive a 20 percent raise elsewhere. Disengagement not only lowers performance, morale, and productivity, but it’s costing employers billions of dollars a year. It's a growing problem, which has many companies baffled.

At least in normal conditions of inter-patch peace and harmony, every Patchwork realm should positively exude rectitude and benevolence. This will of course infect its corporate culture. Perhaps it is possible to imagine Disneyland committing genocide. But it would have to be a very different Disneyland than the one we have right now. They would certainly have to replace at least half the employees.

WE EXPECT COUNSELING centers with their commitments to healing and their high degree of training to be community oases. When those values are violated, it strikes us as very strange. Other organizations dealing with social breakdown and crime often hire less trained employees and sometimes the combustible fumes in the air explode.

Usually it is not until there is evidence that the employee [who has changed jobs] has not lived up to his contract, expressed or implied, to maintain secrecy, that the former employer can take action. In the law of torts there is the maxim: Every dog has one free bite. A dog cannot be presumed to be vicious until he has proved that he is by biting someone. As with a dog, the former employer may have to wait for a former employee to commit some overt act before he can act.

What is the book (or books) you’ve given most as a gift, and why? Or what are one to three books that have greatly influenced your life? The 15 Commitments of Conscious Leadership by Jim Dethmer and Diana Chapman. Though most people will typically blame other people or circumstances in their life when they are unhappy, Buddhists believe that we are the cause of our own suffering. We can’t control the fact that bad things are going to happen, but it’s how we react to them that really matters, and that we can learn to control. Even if you don’t accept that this is true in all cases, giving it consideration in moments of unhappiness or anxiety will often give you a new perspective and allow you to relax your grip on a negative story. This book is an approachable manual for how to do that tactically, and the lessons it teaches have transformed the way I engage with difficult situations and thus reduced the suffering I experience in big and small ways. Though it is written with leaders in mind, I find myself recommending it to everyone, and we give it to every new employee at Asana.

Kurtz Bros., Inc. employees take pride in the company’s strong family tradition, history of growth and innovative approach to problem solving in the “green industry”. With over 65 years of experience, Kurtz Bros., Inc. is a pioneer in caring for Ohio’s environment and natural resources. Using specialized techniques in resource management and sustainability, we produce the finest topsoils, mulches and composts for beautiful yards and gardens. As a multi-faceted industry leader committed to excellence in customer satisfaction, our company will continue to provide innovative products and solutions to the waste-to-resource and soil-related industries we serve.

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.

A lovable organization builds lovable products. It does so by delivering a Complete Product Experience (CPE) that customers and employees care deeply about. And as we have seen, The Responsive Method (TRM) is the system for discovering what customers need while creating the purposeful organization that can build it. The advice and ideas in this chapter are the logical next step — the blueprint for applying TRM in real time. If you do, it will transform your business. You will be able to quantify the impact the changes have by measuring your lovability scores by using the tools featured in chapter 10. My examples and advice will revolve around software businesses because that is what I know best. However, TRM and lovability are relevant to any technology-based product or service. And considering that every meaningful business today depends on technology to deliver a CPE, I believe that these insights and recommendations have widespread applicability. Technology is already interrupt-driven — especially in the software-as-aservice (SaaS) era of endless iteration and instant updates. It is collaborative and dynamic in a way that no other industry can match. Whether your product runs on code or microchips, you can apply TRM to what you are doing to immediately do it better. However, remember that the goal is not simply profit or growth but customer love. That means recalibrating how you see your business. Most technology companies are service businesses. More and more, today’s technology is rented rather than owned. That makes it dynamic, changeable, and fluid — a model that benefits customers, who commit fewer resources to implement and support it while getting products that continually improve. This environment challenges product builders while shifting the power to customers.

we’ve developed a three-stage process to help organizations figure out what’s getting in the way of change. First, managers guide employees through a set of questions designed to uncover competing commitments. Next, employees examine these commitments to determine the underlying assumptions at their core. And finally, employees start the process of changing their behavior.

Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my company makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

Executives trying to recognize high levels of achievement motivation in their people can look for one last piece of evidence: commitment to the organization. When people love their jobs for the work itself, they often feel committed to the organizations that make that work possible. Committed employees are likely to stay with an organization even when they are pursued by headhunters waving money.

Employees work smarter and better when they believe they have more decisionmaking authority and when they believe their colleagues are committed to their success. A

Tripp somehow manipulated Monica into giving her the infamous blue dress. Nel and I hadn’t cleaned up everything. The president had “deposited” somewhere besides White House towels. The biggest security leak in history was the one that Monica wore into the White House and then strutted out with—right past us. There was no way to spin it. Either the president had mysteriously gone around the White House ejaculating on people’s clothing, or he and Monica had a taxpayer-funded affair for which he committed perjury. It also proved what I damn well knew, that Monica was easily manipulated, either by the likes of a higher-up like President Clinton or a lower-down like Linda Tripp. She had no business playing in a high-stakes environment within arm’s reach of intelligence of the CIA, the FBI, the State Department, and the Department of Defense. I mean, the spook shit that moved and was approved through the White House was the most sensitive intel in existence. Actionable intel is power. How could anyone in the Secret Service be expected to do his or her job if the Americans allowed people like the Clintons to assume national leadership? People still think the Lewinsky affair was one political party making a big deal over a little extra pie on the side; it wasn’t. What Starr proved was that the president had engaged in inappropriate sexually related workplace conduct with an intern/employee, as he had with other women. Some women, such as Juanita Broaddrick, even alleged he had assaulted them. He had zero integrity in this area, and that made everything he did suspect and untrustworthy. It revealed his real character. The president of the United States believed that he was above the law. He perjured himself and convinced others to perjure themselves to try to save his carefully crafted image. He created a spirit of corruption that infected the White House, the Secret Service, the whole government. Bill Clinton endangered us all by serving himself.

Socially. There’s no doubt that relationships at work—be they with managers, colleagues, employees, or clients—are essential to success. Positive emotions strengthen existing relationships. For example, shared laughter—the expression of positive emotion—makes people more open and willing to cooperate.10 A number of studies show that happy employees make for a more congenial workplace. In particular, happy, friendly, and supportive co-workers tend to         •  build higher-quality relationships with others at work11         •  boost co-workers’ productivity levels12         •  increase co-workers’ feeling of social connection13         •  improve commitment to the workplace14         •  increase levels of engagement with their job15         •  provide superior customer service even if they don’t stand to benefit16

6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence.

The priorities that are of utmost importance to the leaders of virtually any organization—namely productivity, accountability, organizational cohesiveness, commitment to organizational initiatives, etc.—are all driven by the degree of professionalism achieved by its leaders, managers, and employees. The higher the degree of professionalism, the better the attainment of priorities, all of which drives better results.

you don’t want to straitjacket employees with a manual about how to do their jobs. Instead, we unshackle our employees to follow their own individual creative genius.