Communications Management Quotes

Anything that’s human is mentionable, and anything that is mentionable can be more manageable. When we can talk about our feelings, they become less overwhelming, less upsetting, and less scary. The people we trust with that important talk can help us know that we are not alone.

Heidi's role as grand master was to monitor all the women and to manage their locations and communication. Even though she’d done this many times on multiple missions, her heartbeat still pounded in her ears.

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

Forget what hurt you in the past, but never forget what it taught you. However, if it taught you to hold onto grudges, seek revenge, not forgive or show compassion, to categorize people as good or bad, to distrust and be guarded with your feelings then you didn’t learn a thing. God doesn’t bring you lessons to close your heart. He brings you lessons to open it, by developing compassion, learning to listen, seeking to understand instead of speculating, practicing empathy and developing conflict resolution through communication. If he brought you perfect people, how would you ever learn to spiritually evolve?

You can’t selectively numb your anger, any more than you can turn off all lights in a room, and still expect to see the light.

Reconnect to what makes you happy and brings you Joy. If there is something that used to make you happy which you have stopped doing, do it again. Seek to find deeper meaning and significance rather than living on the surface.

Every form of strength is also a form of weakness,” he once wrote. “Pretty girls tend to become insufferable because, being pretty, their faults are too much tolerated. Possessions entrap men, and wealth paralyzes them. I learned to write because I am one of those people who somehow cannot manage the common communications of smiles and gestures, but must use words to get across things that other people would never need to say.

Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.

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

There will be times in your life when things simply have to be replaced because they are tired, broken, worn out, harmful, outdated, or irrelevant. Take an inventory of the things that no longer serve your best and highest good so you can replace them with things which do.

The Tone is the Message.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

You don't manage the truth. You tell the truth.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

I could barely manage myself sometimes, let alone some miniature kleinman person whose sole method of communication was crying. How would I know what she wanted? How would I keep her happy?

A pale, slightly luminescent form materialized in front of us. Mason. He looked the same as ever-or did he? The usual sadness was there, but I could see something else, something else I couldn't quite put my finger on. Panic? Frustration? I could have almost sworn it was fear, but honestly, what would a ghost have to be afraid of. "What's wrong?" asked Dimitri. "Do you see him?" I whispered. Dimitri followed my gaze. "See who?" "Mason." Mason's troubled expression grew darker. I might not have been able to adequately identify it, but I knew it wasn't anything good. The nauseous feeling within me intensified, but somehow, I knew it had nothing to do with him. "Rose...we should go back..." said Dimitri carefully. He still wasn't on board with me seeing ghosts. But I didn't move. Mason's face was saying something else to me-or trying to. There was something here, something important that I needed to know. But he couldn't communicate it. "What?" I asked. "What is it?" A look of frustration crossed his face. He pointed off behind me, the dropped his hand. "Tell me," I said, my frustration mirroring his. Dimitri was looking back and forth between me and Mason, though mason was probably only and empty space to him. I was too fixated on Mason to worry what Dimitri might think. There was something here. Something big. Mason opened his mouth, wanting to speak as in previous times but still unable to get the words out. Except, this time, after several agonizing seconds, he managed it. The words were nearly inaudible. "They're...coming....

Connecting with others gives us a sense of inclusion, connection, interaction, safety, and community. Your vibe attracts your tribe, so if you want to attract positive and healthy relationships, be one! Staying connected and getting reconnected feeds the flow of goodness which empowers our humanity.

Grit, persistence, adaptability, financial literacy, interview skills, human relationships, conversation, communication, managing technology, navigating conflicts, preparing healthy food, physical fitness, resilience, self-regulation, time management, basic psychology and mental health practices, arts, and music—all of these would help students and also make school seem much more relevant. Our fixation on college readiness leads our high school curricula toward purely academic subjects and away from life skills. The purpose of education should be to enable a citizen to live a good, positive, socially productive life independent of work.

Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders

Rejoicing is grounded in gratitude, with a keen appreciation for yourself, others, your abundance, and the beauty around you.

Did you once have a grand plan which has become obsolete and no longer serves you? If there are areas in your life which must change to help you create better results, a redesign may be in order. Consider going back to the ‘drawing board’ to deconstruct what isn’t working and start anew.

Reports are more a medium of self-discipline than a way to communicate information. Writing the report is important; reading it often is not.

I'm in love with her determination and her commitment, her soft side, the way she manages to tell me exactly how she's feeling and why, no matter how uncomfortable it might make her at first. She's taught me communicating doesn't mean everything is perfect, it doesn't mean we don't disagree. It means we work through the imperfect bit together, and if we don't agree, we at least know why the other feels that way, even if it's not going to change our minds. We're still individuals, but we're individuals together, and I never knew relationships could be like this.

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

Even after centuries of human interacting, children still continue to rebel against their parents and siblings. Young marrieds look upon their in-laws and parents as obstacles to their independence and growth. Parents view their children as selfish ingrates. Husbands desert their wives and seek greener fields elsewhere. Wives form relationships with heroes of soap operas who vicariously bring excitement and romance into their empty lives. Workers often hate their bosses and co-workers and spend miserable hours with them, day after day. On a larger scale, management cannot relate with labour. Each accuses the other of unreasonable self-interests and narrow-mindedness. Religious groups often become entrapped, each in a provincial dogma resulting in hate and vindictiveness in the name of God. Nations battle blindly, under the shadow of the world annihilation, for the realization of their personal rights. Members of these groups blame rival groups for their continual sense of frustration, impotence, lack of progress and communication. We have obviously not learned much over the years. We have not paused long enough to consider the simple truth that we humans are not born with particular attitudinal sets regarding other persons, we are taught into them. We are the future generation's teachers. We are, therefore, the perpetrators of the confusion and alienation we abhor and which keeps us impotent in finding new alternatives. It is up to us to diligently discover new solutions and learn new patterns of relating, ways more conducive to growth, peace, hope and loving coexistence. Anything that is learned can be unlearned and relearned. In this process called change lies our real hope.

The art of effective listening is essential to clear communication, and clear communication is necessary to management success.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

In order for us to practice self-control, we must have a goal. We must have something we are saying “yes” to, which necessarily comes with things that we must say “no” to. We use self-control to maneuver ourselves toward this “yes.” This goal must be entirely our own. The minute another person is choosing and managing our goals for us, we have left self-control behind.

In todays complex economy, managing a business or company can be nuanced and complicated, but the fundamentals remain the same. Create value, communicate value, sell value. There may be a thousand other things to consider and specific tasks to do, but the fundamentals remain and they remain vital. Create value, communicate value, sell value.

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

I grunted. It's something I picked up over a fifteen-year career in law enforcement. Men have managed to create a complex and utterly impenetrable secret language consisting of monosyllabic sounds and partial words—and they are apparently too thick to realize it exists. Maybe they really are from Mars. I'd been able to learn a few Martian phrases over time, and one of the useful ones was the grunt that meant "I acknowledge that I've heard what you said; please continue.

Going to a country where you don't speak the language is like wading into the sea when you can't swim - it's intimidating at first, not impossible, and ultimately manageable.

Be yourself! Don’t try to fabricate your personality in the guise of impressing others.

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

Be a life-long learner. Whether you are seeking to achieve peace and harmony, learn a new technology to do your work faster, or design a strategy to blow your competitors out of the water, retraining is a pivotal way to strengthen your knowledge and realize your goals

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.

Who wouldn’t appreciate maintenance free, guaranteed fresh, organic and self-cleaning relationships!  We want the happily ever after of fairy tales and the conflict-free marriages that only exist in televised fantasies.  Real relationships take time, energy, and daily care and feeding

I learned to write because I am one of those people who somehow cannot manage the common communications of smiles and gestures, but must use words to get across things that other people would never need to say.

A diamond’s creation requires immense pressure and intense temperatures to reach its highest potential. Without enduring the adversity and pressure of its environment, the diamond would never become the treasure it was meant to be. May the changes you grow through bring incredible value in helping you forge a remarkable and multi-faceted life.

As a pearl is formed and its layers grow, a rich iridescence begins to glow. The oyster has taken what was at first an irritation and intrusion and uses it to enrich its value. How can you coat or frame the changes in your life to harvest beauty, brilliance, and wisdom?

Management is 5% instruction and 95% communication.

Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.” —STEVE JOBS

When manipulation flutters around everywhere, neither pull nor push anyone. Just do one thing - don't trust anyone!

Are you managing your energy well and using it for things that matter? Do you stop to recharge before you push yourself to critically low levels? Unplug to recharge.

One of the biggest mistakes lower-context managers make is assuming that the other individual is purposely omitting information or unable to communicate explicitly.

Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.

Your every positive action in your life will increase your self-esteem and this self-esteem will boost you for more positive action to take you on success

Fierce love speaks to the energy that flows through a relationship. Energy keeps a relationship vital.  Fierce denotes a powerful energetic force that is present in our conversations, during lovemaking, even during a relaxing game of cards. We see our relationship as a living breathing being, a being with a pulse, needs, and a purpose.  Your job is to keep this being fed, energized, and vitally alive.  

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

It’s like you said, it’s all about P.R. these days. Brand management. Social networking. The corporatization of our own experience. We’re all our very own communications directors. But what a load of bollocks it all is when you’re faced by something like this.

We have developed communications systems to permit man on earth to talk with man on the moon. Yet mother often cannot talk with daughter, father to son, black to white, labour with management or democracy with communism

Human vocabulary is still not capable, and probably never will be, of knowing, recognizing, and communicating everything that can be humanly experienced and felt. Some say that the main cause of this very serious difficulty lies in the fact that human beings are basically made of clay, which, as the encyclopedias helpfully explain, is a detrital sedimentary rock made up of tiny mineral fragments measuring one two hundred and fifty-sixths of a millimeter. Until now, despite long linguistic study, no one has managed to come up with a name for this.

Understand your purpose and the belief-energy. Belief energy is the core of leadership and success. Design your belief energy for higher purpose and values. Belief energy can inspire and motivate you and others. Articulate, communicate and radiate your positive belief energy.

Men circle like bees around honey, buzzing to communicate their sexual despair.

Certain houses, like certain persons, manage somehow to proclaim at once their character for evil. In the case of the latter, no particular feature need betray them; they may boast an open countenance and an ingenuous smile; and yet a little of their company leaves the unalterable conviction that there is something radically amiss with their being: that they are evil. Willy nilly, they seem to communicate an atmosphere of secret and wicked thoughts which makes those in their immediate neighbourhood shrink from them as from a thing diseased.

Do you wish to speak in Provençal, French, or Latin? They are all I can manage, I'm afraid." "Any will do," the rabbi replied in Provençal. "Splendid. Latin it is," said Pope Clement.

When you care deeply about someone or something, repairs are worth your investment of time, energy, effort, heart, and resources. Whether it is to repair a broken trust or a damaged relationship, take the initiative to make it right and make it better.

Training is a loop, a two-way communication in which an event at one end of the loop changes events at the other, exactly like a cybernetic feedback system; yet many psychologists treat their work as something they do to a subject, not with the subject.

When people around you do not support your personal growth and reinvention, it doesn’t mean you are on the wrong path or that you have to listen to them. Just because someone continues to judge you from where you were doesn’t mean you have to stay there.

When you redefine something, you stretch your perception and open your mind to new ideas. You discover new meanings and get to see your previous style, behaviors, or beliefs from an expanded vantage point. Consider new options which would make your life more meaningful, bring more fulfilment, and encourage you to shine.

Mutual understanding can never be attained by “communications down,” can never be created by talking. It can result only from “communications up.” It requires both the superior’s willingness to listen and a tool especially designed to make lower managers heard.

Gallup found that the key drivers of productivity for employees include whether they feel cared for by a supervisor or someone at work; whether they have received recognition or praise during the past seven days; and whether someone at work regularly encourages their development. Put another way, the ability to communicate consistently positive energy lies at the heart of effective management.

Have you talked to her recently?” I shook my head. “You?” “No.” He turned around and took a step forward just as he made it to the counter. Over his shoulder, he asked, “Did you not tell her we’re partners then?” Shit. “No.” I paused. I had assumed he would. “You haven’t told her either?” “No.” “Your parents?” “They’re in Russia. I haven’t spoken to them since worlds. Mother has sent me a few picture messages, but that’s been all our communication.” Double shit. “I thought you would have told them.” “I thought you would have told Karina.” “I don’t talk to her as much as I used to. She’s busy with medical school.” I could only manage to see the back of Ivan’s head as he nodded, slowly and thoughtfully, like he was thinking the same thing I was. And his next words confirmed it. “She’s going to kill us.” Because she was. She sure as fuck was. “Call her and tell her,” I tried to throw it on him. “You call and tell her,” he scoffed, not looking at me. I poked him in the back. “She’s your sister.” “She’s your only friend.” “Asshole,” I muttered. “Let’s flip a coin to see who should do it.” That time he did glance at me. “No.” No. Ass. “I’m not doing it.” “Me neither.” “Don’t be a pussy and do it,” I hissed, trying to keep my voice low. His snicker made me frown. “Sounds like I’m not the only pussy,” he returned. I opened my mouth and closed it. He got me. He fucking got me.

Like the butterfly, you will also go through stages of change, rebirth, and new beginnings for transformation and renewal. Use these changes to create a clarity of purpose for a personal renaissance. Break out of your comfort zone, shed old layers, and stretch in your potential to become your best self. Be free of outdated limitations, experience rebirth and take flight.

What makes people good communicators is, in essence, an ability not to be fazed by the more problematic or offbeat aspects of their own characters. They can contemplate their anger, their sexuality, and their unpopular, awkward, or unfashionable opinions without losing confidence or collapsing into self-disgust. They can speak clearly because they have managed to develop a priceless sense of their own acceptability. They like themselves well enough to believe that they are worthy of, and can win, the goodwill of others if only they have the wherewithal to present themselves with the right degree of patience and imagination. As children, these good communicators must have been blessed with caregivers who knew how to love their charges without demanding that every last thing about them be agreeable and perfect. Such parents would have been able to live with the idea that their offspring might sometimes—for a while, at least—be odd, violent, angry, mean, peculiar, or sad, and yet still deserve a place within the circle of familial love.

Resentment often builds up when you fail to communicate effectively with the people you resent. That is, when you didn’t tell them you felt hurt, or didn’t communicate your needs and wants, assuming they would naturally cater to them. It can also grow when you did express your feelings but can’t let go of them and forgive.

Suppose we were planning to impose a dictatorial regime upon the American people—the following preparations would be essential: 1. Concentrate the populace in megalopolitan masses so that they can be kept under close surveillance and where, in case of trouble, they can be bombed, burned, gassed or machine-gunned with a minimum of expense and waste. 2. Mechanize agriculture to the highest degree of refinement, thus forcing most of the scattered farm and ranching population into the cities. Such a policy is desirable because farmers, woodsmen, cowboys, Indians, fishermen and other relatively self-sufficient types are difficult to manage unless displaced from their natural environment. 3. Restrict the possession of firearms to the police and the regular military organizations. 4. Encourage or at least fail to discourage population growth. Large masses of people are more easily manipulated and dominated than scattered individuals. 5. Continue military conscription. Nothing excels military training for creating in young men an attitude of prompt, cheerful obedience to officially constituted authority. 6. Divert attention from deep conflicts within the society by engaging in foreign wars; make support of these wars a test of loyalty, thereby exposing and isolating potential opposition to the new order. 7. Overlay the nation with a finely reticulated network of communications, airlines and interstate autobahns. 8. Raze the wilderness. Dam the rivers, flood the canyons, drain the swamps, log the forests, strip-mine the hills, bulldoze the mountains, irrigate the deserts and improve the national parks into national parking lots. Idle speculations, feeble and hopeless protest. It was all foreseen nearly half a century ago by the most cold-eyed and clear-eyed of our national poets, on California’s shore, at the end of the open road. Shine, perishing republic.

Passion is that strong feeling of emotion, ecstasy, or excitement which you feel for something or someone. This sizzling desire can light up your soul and fuel your commitment to be persistent in spite of obstacles and unfavorable circumstances. This depth of motivation can transform your life unlike anything else and reignite your purpose and your passion.

No one completes us.  No one is our missing piece, our other half.  We complete ourselves or fail to.   No one else could be successful in that role because each of us is utterly unique.  There isn’t another “you” anywhere on this planet.  If you somehow feel incomplete, the answers aren’t out there somewhere.  The answers are in the room.  You have them.  

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

He knew very well that the great majority of human conversation is meaningless. A man can get through most of his days on stock answers to stock questions, he thought. Once he catches onto the game, he can manage with an assortment of grunts. This would not be so if people listened to each other, but they don't. They know that no one is going to say anything moving and important to them at that very moment. Anything important will be announced in the newspapers and reprinted for those who missed it. No one really wants to know how his neighbor is feeling, but he asks him anyway, because it is polite, and because he knows that his neighbor certainly will not tell him how he feels. What this woman and I say to each other is not important. It is the simple making of sounds that pleases us.

You are the author of your own life story. You have the leading role and get to determine how you interact with your supporting cast and other characters. Without realizing it, you may have allowed the events in your life to write your story for you rather than taking deliberate action to write it in your own voice. What will it take to love your life story to create the happy endings you desire?

Are you comfortable and willing to be of service to others, but find it difficult to receive the same in return? Why are people so quick to resist receiving, even when they need the help? Your ability to receive not only opens the space for great things to enter your life, but it returns a gift of grace to the giver.

The right hemisphere was not without some language—but only the most emotionally charged units of communication could lodge in that affective hemisphere; my vocabulary was now down to nine words. (This, I learned later, was exceptional, many victims of CVAs retain only two or three.) For the record, here is my entire vocabulary of manageable words: fuck, shit, piss, cunt, goddamn, motherfucker, asshole, peepee, and poopoo;

Reconciling is about cleaning out your psychic closet. Do you have unresolved issues which are draining your reserves, causing hurt feelings, filling you with regret, or taxing your tenacity? Reconciling can allow you to move forward with acceptance and surrender, rather than berating yourself for what cannot be changed. Are you ready to enjoy peace?

Many people associate resolutions with failure because they’ve broken promises to themselves so many times before. They don’t want to fail again, and as a result, they avoid setting goals. For the wise people who do set resolutions, research has shown you are ten times more likely to improve your life when you do. What are you willing to do to make your dreams come true?

That the manufacture of consent is capable of great refinements no one, I think, denies. The process by which public opinions arise is certainly no less intricate than it has appeared in these pages, and the opportunities for manipulation open to anyone who understands the process are plain enough. . . . as a result of psychological research, coupled with the modern means of communication, the practice of democracy has turned a corner. A revolution is taking place, infinitely more significant than any shifting of economic power. . . . Under the impact of propaganda, not necessarily in the sinister meaning of the word alone, the old constants of our thinking have become variables. It is no longer possible, for example, to believe in the original dogma of democracy; that the knowledge needed for the management of human affairs comes up spontaneously from the human heart. Where we act on that theory we expose ourselves to self-deception, and to forms of persuasion that we cannot verify. It has been demonstrated that we cannot rely upon intuition, conscience, or the accidents of casual opinion if we are to deal with the world beyond our reach.

The left side of my brain had been shut down like a damaged section of a spinship being sealed off, airtight doors leaving the doomed compartments open to vacuum. I could still think. Control of the right side of my body soon returned. Only the language centers had been damaged beyond simple repair. The marvelous organic computer wedged in my skull had dumped its language content like a flawed program. The right hemisphere was not without some language—but only the most emotionally charged units of communication could lodge in that affective hemisphere; my vocabulary was now down to nine words. (This, I learned later, was exceptional, many victims of CVAs retain only two or three.) For the record, here is my entire vocabulary of manageable words: fuck, shit, piss, cunt, goddamn, motherfucker, asshole, peepee, and poopoo;

The principles of classical management theory have become so deeply ingrained in the ways managers think about organizations that for most of them the design of formal structures, linked by clear lines of communication, coordination, and control, has become almost second nature. This largely unconscious embrace of the mechanistic approach to management has now become one of the main obstacles to organizational change.

To change a culture, the leaders have to change the messages people receive about what they must do to fit in. When people understand that there are new requirements for belonging, they adjust their behavior accordingly. Cultural change starts with a new set of messages. Culture-changing communication is nonverbal—the “doing” rather than the “saying”—and comes most vividly from leadership behaviors. The behavior of leaders exemplifies what people with power—and those who aspire to have it—are supposed to do. A small change in a senior manager’s behavior can send a big message.

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

She had a ghostly pallor and a dreadful expression, she wore clothes that were out of keeping with the styles of the present-day; she had kept her distance from me and she had not spoken. Something emanating from her still, silent presence, in each case by a grave, had communicated itself to me so strongly that I had felt indescribable repulsion and fear. And she had appeared and then vanished in a way that surely no real, living, fleshly human being could possibly manage to do. And

How did Wittgenstein get to this point? The Tractatus is concerned with a disarmingly basic question: How is language possible? When we consider the world around us, everything seems to interact with everything else causally, in accordance with the laws of nature. The exception is a certain strange thing we call language, which somehow manages to interact with other things in the world in an entirely different way: it represents them meaningfully. The ability to represent things allow us to communicate, enables us to deal with things that are not actually present to us, and provides the fabric of our mental life, our daily thoughts. But how is it, exactly, that language produces meaning?

an empathic and patient listener, coaxing each of us through the maze of our feelings, separating out our weapons from our wounds. He cautioned us when we got too lawyerly and posited careful questions intended to get us to think hard about why we felt the way we felt. Slowly, over hours of talking, the knot began to loosen. Each time Barack and I left his office, we felt a bit more connected. I began to see that there were ways I could be happier and that they didn’t necessarily need to come from Barack’s quitting politics in order to take some nine-to-six foundation job. (If anything, our counseling sessions had shown me that this was an unrealistic expectation.) I began to see how I’d been stoking the most negative parts of myself, caught up in the notion that everything was unfair and then assiduously, like a Harvard-trained lawyer, collecting evidence to feed that hypothesis. I now tried out a new hypothesis: It was possible that I was more in charge of my happiness than I was allowing myself to be. I was too busy resenting Barack for managing to fit workouts into his schedule, for example, to even begin figuring out how to exercise regularly myself. I spent so much energy stewing over whether or not he’d make it home for dinner that dinners, with or without him, were no longer fun. This was my pivot point, my moment of self-arrest. Like a climber about to slip off an icy peak, I drove my ax into the ground. That isn’t to say that Barack didn’t make his own adjustments—counseling helped him to see the gaps in how we communicated, and he worked to be better at it—but I made mine, and they helped me, which then helped us. For starters, I recommitted myself to being healthy. Barack and I belonged to the same gym, run by a jovial and motivating athletic trainer named Cornell McClellan. I’d worked out with Cornell for a couple of years, but having children had changed my regular routine. My fix for this came in the form of my ever-giving mother, who still worked full-time but volunteered to start coming over to our house at 4:45 in the morning several days a week so that I could run out to Cornell’s and join a girlfriend for a 5:00 a.m. workout and then be home by 6:30 to get the girls up and ready for their days. This new regimen changed everything: Calmness and strength, two things I feared I was losing, were now back. When it came to the home-for-dinner dilemma, I installed new boundaries, ones that worked better for me and the girls. We made our schedule and stuck to it. Dinner each night was at 6:30. Baths were at 7:00, followed by books, cuddling, and lights-out at 8:00 sharp. The routine was ironclad, which put the weight of responsibility on Barack to either make it on time or not. For me, this made so much more sense than holding off dinner or having the girls wait up sleepily for a hug. It went back to my wishes for them to grow up strong and centered and also unaccommodating to any form of old-school patriarchy: I didn’t want them ever to believe that life began when the man of the house arrived home. We didn’t wait for Dad. It was his job now to catch up with

Ian also had issues with Elizabeth’s management, especially the way she siloed the groups off from one another and discouraged them from communicating. The reason she and Sunny invoked for this way of operating was that Theranos was “in stealth mode,” but it made no sense to Ian. At the other diagnostics companies where he had worked, there had always been cross-functional teams with representatives from the chemistry, engineering, manufacturing, quality control, and regulatory departments working toward a common objective. That was how you got everyone on the same page, solved problems, and met deadlines.

You sayin' you want to go?" "Don't you?" "Hell no!" "Okay,I'll tell Matt and Jared that they can go to Paris without us." The only response was stunned silence, and I finally turned to smile at him. "Do you want to reconsider?" I asked. "The wedding's in Paris?" "Yep." His dark eyes were huge, and I could see so much in them. He was excited, almost giddy. I could see it bubbling up in him, but he was trying t stay calm and not get his hopes up. "Can we afford Paris?" "No," I said, "but it doesn't matter. Cole's footing the bill." He grabbed my shirt and pushed me back against the countertop, almost as if he was going to kiss me, but stopped short, looking into my eyes. "Are you serious?" "Would I lie to you about something like this?" "No." "Do you think I'd make it up just to tease you?" "No." "Yes." He backed up a step. "Yes what?" he asked. I could hardly keep from laughing that I'd finally managed to turn the tables on him with his own backward form of communication. "Yes, I'm absolutely serious. Cole offered to fly us all to Paris." ... His expression was so full of hope, I thought it was a good thing I hadn't tried to say no. He put his hand against my cheek and looked into my eyes. "Tell me what you want to do." All I had to do was tell him the truth. I brushed his hair out of his eyes and said, "I want to do whatever will make you happy." He smiled at me, the huge, excited smile of a child who woke up from his nap to find himself in Disneyland. "I want to go to Paris." "Okay," I said as I leaned down to kiss him. "Then you will.

With families, I stopped creating encyclopedias of data about all their issues and began to search instead for the member with the greatest capacity to be a leader as I have defined it. That person generally turned out to be the one who could express himself or herself with the least amount of blaming and the one who had the greatest capacity to take responsibility for his or her own emotional being and destiny. I began to coach the “leader” alone, letting the rest of the family drop out and stay home. I stopped trying to get people to “communicate” or find better ways of managing their issues. Instead, I began to concentrate on helping the leader to become better defined and to learn how to deal adroitly with the sabotage that almost invariably followed any success in this endeavor. Soon I found that the rest of the family was “in therapy” whether or not they came into my office.

Just for Today . . . Just for today . . . I will choose and display the right attitudes. Just for today . . . I will determine and act on important priorities. Just for today . . . I will know and follow healthy guidelines. Just for today . . . I will communicate with and care for my family. Just for today . . . I will practice and develop good thinking. Just for today . . . I will make and keep proper commitments. Just for today . . . I will earn and properly manage finances. Just for today . . . I will deepen and live out my faith. Just for today . . . I will initiate and invest in solid relationships. Just for today . . . I will plan for and model generosity. Just for today . . . I will embrace and practice good values. Just for today . . . I will seek and experience improvements.     Just for today . . . I will act on these decisions and practice these disciplines, and Then one day . . . I will see the compounding results of a day lived well.

here are the main lessons to make each challenge into a source of growth. 1. Don’t avoid conflict, which is your family’s opportunity to learn and grow if you understand where it originates and manage it appropriately. 2. You naturally think compatibility is key to relationship success, and difference brings conflict. In truth, you need enough compatibility to function, but not all that much. What you really need is complementarity to complete you as a person. 3. The culture of a family can get sick from the virus of negativity. This is a basic emotional-management issue, but applied to a group instead of to you as an individual. 4. The secret weapon in all families is forgiveness. Almost all unresolved conflict comes down to unresolved resentment, so a practice of forgiving each other explicitly and implicitly is extremely important. 5. Explicit forgiveness and almost all difficult communication require a policy of honesty. When families withhold the truth, they cannot be close.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

Whether we can somehow listen in on tree talk is a subject that was recently addressed in the specialized literature. Korean scientists have been tracking older women as they walk through forests and urban areas. The result? When the women were walking in the forest, their blood pressure, their lung capacity, and the elasticity of their arteries improved, whereas an excursion into town showed none of these changes. It's possible that phytoncides have a beneficial effect on our immune systems as well as the trees' health, because they kill germs. Personally, however, I think the swirling cocktail of tree talk is the reason we enjoy being out in the forest so much. At least when we are out in undisturbed forests. Walkers who visit one of the ancient deciduous preserves in the forest I manage always report that their heart feels lighter and they feel right at home. If they walk instead through coniferous forests, which in Central Europe are mostly planted and are, therefore, more fragile, artificial places, they don't experience such feelings. Possibly it's because in ancient beech forests, fewer "alarm calls" go out, and therefore, most messages exchanged between trees are contented ones, and these messages reach our brains as well, via our noses. I am convinced that we intuitively register the forest's health.

Imperial is like Robert Caro’s The Power Broker with the attitude of Mike Davis’s City of Quartz, if Robert Caro had been raised in an abandoned grain silo by a band of feral raccoons, and if Mike Davis were the communications director of a heavily armed libertarian survivalist cult, and if the two of them had somehow managed to stitch John McPhee’s cortex onto the brain of a Gila monster, which they then sent to the Mexican border to conduct ten years of immersive research, and also if they wrote the entire manuscript on dried banana leaves with a toucan beak dipped in hobo blood, and then the book was line-edited during a 36-hour peyote séance by the ghosts of John Steinbeck, Jack London, and Sinclair Lewis, with 200 pages of endnotes faxed over by Henry David Thoreau’s great-great-great-great grandson from a concrete bunker under a toxic pond behind a maquiladora, and if at the last minute Herman Melville threw up all over the manuscript, rendering it illegible, so it had to be re-created from memory by a community-theater actor doing his best impression of Jack Kerouac. With photographs by Dorothea Lange. (Viking has my full blessing to use that as a blurb.)

As soon as two people have resolved to give up their togetherness, the resulting pain with its heaviness or particularity is already so completely part of the life of each individual that the other has to sternly deny himself to become sentimental and feel pity. The beginning of the agreed-upon separation is marked precisely by this pain, and its first challenge will be that this pain already belongs separately to each of the two individuals. This pain is an essential condition of what the now solitary and most lonely individual will have to create in the future out of his reclaimed life. If two people managed not to get stuck in hatred during their honest struggles with each other, that is, in the edges of their passion that became ragged and sharp when it cooled and set, if they could stay fluid, active, flexible, and changeable in all of their interactions and relations, and, in a word, if a mutually human and friendly consideration remained available to them, then their decision to separate cannot easily conjure disaster and terror. When it is a matter of a separation, pain should already belong in its entirety to that other life from which you wish to separate. Otherwise the two individuals will continually become soft toward each other, causing helpless and unproductive suffering. In the process of a firmly agreed-upon separation, however, the pain itself constitutes an important investment in the renewal and fresh start that is to be achieved on both sides. People in your situation might have to communicate as friends. But then these two separated lives should remain without any knowledge of the other for a period and exist as far apart and as detached from the other as possible. This is necessary for each life to base itself firmly on its new requirements and circumstances. Any subsequent contact (which may then be truly new and perhaps very happy) has to remain a matter of unpredictable design and direction. If you find that you scare yourself.

> In effect, though Wiener didn't quite express it this way, cybernetics was offering an alternative to the Skinnerian worldview, in which human beings were just stimulus-response machines to be manipulated and conditioned for their own good. It was likewise offering an alternative to von Neumann's worldview, wherein human beings were unrealistically rational technocrats capable of anticipating, controlling, and managing their society with perfect confidence. Instead, cybernetics held out a vision of humans as neither gods nor clay but rather "machines" of the new kind, embodying purpose—and thus, autonomy. No, we were not the absolute masters of our universe; we lived in a world that was complex, confusing, and largely uncontrollable. But neither were we helpless. We were embedded in our world, in constant communication with our environment and one another. We had the power to act, to observe, to learn from our mistakes, and to grow. "From the point of view of cybernetics, the world is an organism," Wiener declared in his autobiography. "In such a world, knowledge is in its essence the process of knowing. . . . Knowledge is an aspect of life which must be interpreted while we are living, if it is to be interpreted at all. Life is the continual interplay between the individual and his environment rather than a way of existing under the form of eternity.

The core components of high EQ are the following: The ability to self-soothe. The key to managing emotion is to allow, acknowledge, and tolerate our intense emotions so that they evaporate, without getting stuck in them or taking actions we’ll later regret. Self-soothing is what enables us to manage our anxiety and upsets, which in turn allows us to work through emotionally charged issues in a constructive way. Emotional self-awareness and acceptance. If we don’t understand the emotions washing over us, they scare us, and we can’t tolerate them. We repress our hurt, fear, or disappointment. Those emotions, no longer regulated by our conscious mind, have a way of popping out unmodulated, as when a preschooler socks his sister or we (as adults) lose our tempers or eat a pint of ice cream. By contrast, children raised in a home in which there are limits on behavior but not on feelings grow up understanding that all emotions are acceptable, a part of being human. That understanding gives them more control over their emotions. Impulse control. Emotional intelligence liberates us from knee-jerk emotional reactions. A child (or adult) with high EQ will act rather than react and problem-solve rather than blame. It doesn’t mean you never get angry or anxious, only that you don’t fly off the handle. As a result, our lives and relationships work better. Empathy. Empathy is the ability to see and feel something from the other’s point of view. When you’re adept at understanding the mental and emotional states of other people, you resolve differences constructively and connect deeply with others. Naturally, empathy makes us better communicators.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.