Compliance Best Quotes

God is so immense that if he were 'too visible,' people would give forced compliance without expressing their heart. So God made it possible, in enormous love, for us to live as if he were not there.

A sense of responsibility in teaching pushes us constantly to think about and promote the best interests of our students. In contrast, the demand for accountability often induces mere compliance.

But alas, my dear child, we are the slaves of custom, the dupes of prejudice, and dare not stem the torrent of the opposing world, even though our judgments condemn our compliance! However, since the die is cast, we must endeavor to make the best of it.

When people follow a leader because they have to, they will do only what they have to. People don’t give their best to leaders they like least. They give reluctant compliance, not commitment. They may give their hands but certainly not their heads or hearts.

People follow leaders by choice. Without trust, at best you get compliance.

You'll get the greatest compliance by maximizing frequency and minimizing intensity.

As you walk with Jesus, resting your head on His heart, you will learn to know His Word, His will, and His ways. You will want to obey Him, not out of forced compliance, but out of heartfelt connection. Your joy will abound as you remain in His love.

Her partner now drew near, and said, "That gentleman would have put me out of patience, had he stayed with you half a minute longer. He has no business to withdraw the attention of my partner from me. We have entered into a contract of mutual agreeableness for the space of an evening, and all our agreeableness belongs solely to each other for that time. Nobody can fasten themselves on the notice of one, without injuring the rights of the other. I consider a country-dance as an emblem of marriage. Fidelity and complaisance are the principal duties of both; and those men who do not choose to dance or marry themselves, have no business with the partners or wives of their neighbours." But they are such very different things!" -- That you think they cannot be compared together." To be sure not. People that marry can never part, but must go and keep house together. People that dance only stand opposite each other in a long room for half an hour." And such is your definition of matrimony and dancing. Taken in that light certainly, their resemblance is not striking; but I think I could place them in such a view. You will allow, that in both, man has the advantage of choice, woman only the power of refusal; that in both, it is an engagement between man and woman, formed for the advantage of each; and that when once entered into, they belong exclusively to each other till the moment of its dissolution; that it is their duty, each to endeavour to give the other no cause for wishing that he or she had bestowed themselves elsewhere, and their best interest to keep their own imaginations from wandering towards the perfections of their neighbours, or fancying that they should have been better off with anyone else. You will allow all this?" Yes, to be sure, as you state it, all this sounds very well; but still they are so very different. I cannot look upon them at all in the same light, nor think the same duties belong to them." In one respect, there certainly is a difference. In marriage, the man is supposed to provide for the support of the woman, the woman to make the home agreeable to the man; he is to purvey, and she is to smile. But in dancing, their duties are exactly changed; the agreeableness, the compliance are expected from him, while she furnishes the fan and the lavender water. That, I suppose, was the difference of duties which struck you, as rendering the conditions incapable of comparison." No, indeed, I never thought of that." Then I am quite at a loss. One thing, however, I must observe. This disposition on your side is rather alarming. You totally disallow any similarity in the obligations; and may I not thence infer that your notions of the duties of the dancing state are not so strict as your partner might wish? Have I not reason to fear that if the gentleman who spoke to you just now were to return, or if any other gentleman were to address you, there would be nothing to restrain you from conversing with him as long as you chose?" Mr. Thorpe is such a very particular friend of my brother's, that if he talks to me, I must talk to him again; but there are hardly three young men in the room besides him that I have any acquaintance with." And is that to be my only security? Alas, alas!" Nay, I am sure you cannot have a better; for if I do not know anybody, it is impossible for me to talk to them; and, besides, I do not want to talk to anybody." Now you have given me a security worth having; and I shall proceed with courage.

expectations, rules, and requests for compliance often drives the best-intentioned parents over the edge.

We are most productive not when we seek to tightly control ourselves but when we seek to unleash ourselves. Productivity comes from engagement, not control and mere compliance. This is why operating in our strengths is so important.

forcing someone to do something only resulted in grudging compliance at best; whereas getting them to participate and enjoy the process turned them into eager and fast learners. This applied equally to the dogs, the goats - and the children! The sheep and the cats not so much

patriarchy’s dominance depends on the complicity and compliance of women and on the way we enforce these rules with each other, training our children to be obedient to this system as well. As they point out, children come to insert the word don’t before critical words: For boys, it becomes I don’t care; for girls, it is I don’t know.

Superego is not the same as consciousness; the former punishes us and the latter guides us. I stopped listening to the overseer inside me who demands compliance and performance with the voice of my grandfather. The race uphill is over; now I stroll calmly in the land of intuition, which has turned out to be the best environment for writing.

A best-selling “pocket book,” published in London, was widely read in the American colonies in the 1700s. It was called Advice to a Daughter: You must first lay it down for a Foundation in general, That there is Inequality in Sexes, and that for the better Oeconomy of the World; the Men, who were to be the Law-givers, had the larger share of Reason bestow’d upon them; by which means your Sex is the better prepar’d for the Compliance that is necessary for the performance of those Duties which seem’d to be most properly assign’d to it. . . . Your Sex wanteth our Reason for your Conduct, and our Strength for your Protection: Ours wanteth your Gentleness to soften, and to entertain us. . . . Against this powerful education, it is remarkable that women nevertheless rebelled.

How much more relevant could God be than to be a provider of food for life? What good is religion if it cannot feed the hungry? Satan was perilously and painfully close to a truth. But it was a half-truth, and a half-truth gets so interwoven with a lie that it becomes deadlier by the mix. Ask yourself this question: What kind of a following would result if the sole reason for the affection toward the leader is that he provides his followers with bread? Both motives would be wrong—for the provider and the receiver. These are the terms of reward and punishment that are mercenarily tainted and have diminishing returns, at best engendering compliance, but not love. Their appeal, too, is soon lost when offered as enticements or when withheld to engender fears. Dependence without commitment will ever look for ways to break the stranglehold. The

IN OCTOBER 2019, just a few months before the novel coronavirus swept the world, Johns Hopkins University released its first Global Heath Security Index, a comprehensive analysis of countries that were best prepared to handle an epidemic or pandemic. The United States ranked first overall, and first in four of the six categories—prevention, early detection and reporting, sufficient and robust health system, and compliance with international norms. That sounded right. America was, after all, the country with most of the world’s best pharmaceutical companies, research universities, laboratories, and health institutes. But by March 2020, these advantages seemed like a cruel joke, as Covid-19 tore across the United States and the federal government mounted a delayed, weak, and erratic response. By July, with less than 5% of the world’s population, the country had over 25% of the world’s cumulative confirmed cases. Per capita daily death rates in the United States were ten times higher than in Europe. Was this the new face of American exceptionalism?

I am reinforced in my belief that walking a continuous path and sticking with the white blazes is the best way for me to hike. My attitude about this is not rigidity for the sake of principle or unfeeling discipline done out of habitual compliance. More at issue is doing things in a way that enables me to sustain purpose and drive. I will do some things on this hike that will make purists cringe. But if I were to blue-blaze away a chunk of trail, or leave miles to be done “later,” then it would be tempting to pare away even more of the trail, eventually concluding that there is no purpose to it. Gumption is the most important thing for a thru-hiker to maintain. Compare rounds of golf, one played while keeping score and one in which you hit a mulligan every time you are unhappy with a shot. In the latter case, being on the golf course loses significance. Rounds that are memorable are the ones that you make count. In a broader context, all rounds of golf are of no consequence, whether score is kept or not. But you are the center of your own universe. You are free to create meaning for yourself.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

better to shoot the messenger than to learn about—and fix—the problems. In contrast to such constructive defiance, I know bosses who employ the opposite strategy to undermine and drive out incompetent superiors. One called it “malicious compliance,” following idiotic orders from

For me, a website would be user friendly if it gave me a handjob. It’d be doubly impressive if it were also a porn site, or government regulation compliance site.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

Well,” I said pleasantly, “if you know a way to make a database hurry up, I’m sure we’d all love to hear it.” “Goddamn it, you’re not even trying!” she said. I will freely admit that nine times out of ten, I would have had a little more patience with Deborah’s patently impossible request and rotten attitude. But with things as they were lately, I really didn’t want to knuckle my forehead and leap into worshipful compliance. I took a deep breath instead and spoke with audible patience and steely control. “Deborah. I am doing my job the best I can. If you think you can do it better, then please feel free to try.” She ground her teeth even harder, and for a moment I thought the canines might splinter and burst through her cheeks. But happily for her dental bill, they did not. She just glared at me instead, and then nodded her head twice, very hard. “All right,” she said. And then she turned around and walked rapidly away without even looking back at me to snarl one last time. I sighed. Perhaps I should have stayed home in bed, or at least checked my horoscope. Nothing seemed to be going right. The whole world was slightly off-kilter, leaning just a bit out of its normal axis. It had a strange and mean tint to it, too, as if it had sniffed out my fragile mood and was probing for further weakness. Ah,

Motivation is the by-product of desire. Desire and motivation can’t be separated. They are always at the same level. True motivation can’t be cranked up any higher than the level of desire. To best understand how desire increases, and motivation along with it, you must learn more about the three levels of motivation. Level Three: Commitment Level Two: Goal Identification Level One: Compliance The lowest level (Level One) is compliance, which is essentially doing something because you were told to do it. There isn’t much motivation or personal desire involved. Character is not built at the compliance level. The next higher level (Level Two) is identification with the goal. Identification gives the individual a feeling of investment in the goal and produces increased desire and motivation. The highest level of motivation (Level Three) is commitment. There is no greater motivation than when someone feels the goal is truly their own. “Because I said so” is all the management ability needed to get somebody to Level One. Simply order the person around as if they can’t think or reason for themselves and have no special ability or investment in getting the job done other than to avoid being fired. To help people reach Level Two, you must clearly and simply communicate the benefits of achieving the goal. Include them in why the job needs to be done and how it’s in their best interest for all to do it well. When there is something to gain, people invest more. Many a company turnaround has started at this level. To reach Level Three, a person needs to understand why they’re uniquely suited for the task. Show that person how his or her strengths (not yours) can be used to help achieve their part of the goal. Not only will they feel that there’s a personal benefit for a job well done, but more important, they’ll bring a part of themselves to the job. Nobody in your organization will be able to sustain a level of motivation higher than you have as the leader. If a person rises above the leader’s level of motivation, they have to leave you and go somewhere else. Therefore, it behooves you to internalize the goals of your organization and build everyone else up to your level of commitment. I’ve heard it described as “organizing energies around a goal.” What a responsibility! What a challenge! What a growth opportunity!

The law of governance, risk-management, and compliance is the body of rules, regulations, and best practices that, individually and collectively, are intended to ensure that organizations are managed effectively and in such a way as to enhance social welfare.

Solitary confinement is one of the punishments most dreaded even by prisoners hardened to physical brutality, and is now a notorious procedure for inducing political compliance. (Conversely, the best of the known weapons against compliance is social organization.)

When the philosopher Imlac takes Rasselas to visit the Great Pyramid, he speculates upon why the pyramid was ever built. The narrowness of the chambers proves that it could afford no retreat from enemies, and treasures might have been reposited at far less expense with equal security. It seems to have been erected only in compliance with that hunger of imagination which preys incessantly upon life, and must be always appeased by some enjoyment. Those who have already all that they can enjoy must enlarge their desires.1 What Johnson calls that ‘hunger of imagination’ is also a necessary feature of human adaptation. Man’s extraordinary success as a species springs from his discontent, which compels him to employ his imagination. The type of modern man who exhibits more discontent than any other, Western man, has been the most successful. There are, at first sight, some exceptions to what I have just written. In certain parts of the world, small communities still exist in which traditional ways of life have continued unchanged for centuries. Without knowing more about their inner imaginative lives, it is impossible to tell how much the members of such communities suffer from discontent; but even the best adapted probably imagine a heaven in which they will be protected from danger and released from toil. What is tragically certain is that such groups are always at risk, because, like animals governed by inbuilt patterns of behaviour, they find it hard to adapt to the impact of Western civilization. It is always the dissatisfied who triumph.

There was a time when we were told that breaches, by the States, of the regulations of the federal authority were not to be expected; that a sense of common interest would preside over the conduct of the respective members, and would beget a full compliance with all the constitutional requisitions of the Union. This language, at the present day, would appear as wild as a great part of what we now hear from the same quarter will be thought, when we shall have received further lessons from that best oracle of wisdom, experience. It at all times betrayed an ignorance of the true springs by which human conduct is actuated, and belied the original inducements to the establishment of civil power. Why has government been instituted at all? Because the passions of men will not conform to the dictates of reason and justice, without constraint. Has it been found that bodies of men act with more rectitude or greater disinterestedness than individuals? The contrary of this has been inferred by all accurate observers of the conduct of mankind; and the inference is founded upon obvious reasons. Regard to reputation has a less active influence, when the infamy of a bad action is to be divided among a number than when it is to fall singly upon one. A spirit of faction, which is apt to mingle its poison in the deliberations of all bodies of men, will often hurry the persons of whom they are composed into improprieties and excesses, for which they would blush in a private capacity.

People.” I pause for a moment. “Remind me of Peel’s Principles of Policing, again?” Ramona looks blank. Mhari looks skeptical. “Policing by consent,” I hint. “Come on, the basic rules we play by? Minimum use of force to achieve compliance, the performance of a police force is judged best by how little crime takes place on their watch rather than by how many heads they kick in, that kind of thing?

The best risk professionals win the sceptics back from the dark side of viewing risk as a compliance function.

People.” I pause for a moment. “Remind me of Peel’s Principles of Policing, again?” Ramona looks blank. Mhari looks skeptical. “Policing by consent,” I hint. “Come on, the basic rules we play by? Minimum use of force to achieve compliance, the performance of a police force is judged best by how little crime takes place on their watch rather than by how many heads they kick in, that kind of thing?” “Since

Accountability With Friends   In many areas of life there's a battle between doing the thing that will work very effectively to solve a specific problem in the short term versus doing that which will take longer to become effective but will solve many problems in the long term. For example, building up willpower is extremely slow, but once you have a high capacity for it, you can do a lot of difficult things outside your routine. If you have low or normal willpower, you will rely exclusively on habits to get a lot done.   Similarly, it's a good practice to build up the ability to be accountable entirely to yourself, but if you're unable to do that, or for habits that are very long term or very difficult, you can ask a friend to help you be accountable.   A good friend of mine, Leo Babauta, who is a master of habits and is excellent at being accountable to himself, asked me to help him stay accountable for his diet because he was trying to eat a perfect diet for a full six months. That's a very difficult challenge, but having someone to stay accountable to makes it slightly easier.   Earlier this year I wanted to completely eliminate all non-work web browsing for three months, so I asked a friend to hold me accountable. It worked, and I'm not sure I would have been able to do it without him.   When asking a friend to hold you accountable, make it concrete and easy for him. It must be concrete, because you don't want to impose on him to constantly evaluate your progress. Either Leo ate sugar or he didn't. Either I visited a web site or I didn't. You must also report your progress at regular intervals. Leo created a shared spreadsheet where I could see whether he ate properly each day.   Last, there must be consequences for failure. The primary purpose of having consequences is that they make the agreement official and definite. People remember bets, but forget offhand claims. My friend bet me $50 I couldn't stay off the web sites for three months. Without the bet, I doubt he would have kept track of it if he had just said, “I don't think you can do it”. Since your friend is doing you a favor, be willing to make a one-sided bet where he has no downside.   Reserve accountability for only the most difficult and important of your habits. It increases compliance, but at the cost of coordinating (albeit minimally) with someone else. It's also a missed opportunity to build the habit of self-reliance, so use it only when there's serious concern that you may not stick with the habit without it.   Habitualizing

TW-17. It can also be used to control an opponent by firmly grasping their head with one arm and driving a knuckle or fingertip into the point for compliance. Force should be applied towards to the tip of the nose for best effect. This type of control technique is commonly taught to Law Enforcement Officers as part of their training in dealing with a passive, but non-compliant, protesters, for instance. Defensively, attacks to the side of the head can generally be effectively blocked using the shoulder, arm, or movement of the torso.

In general, then, your best strategy when in need of emergency help is to reduce the uncertainties of those around you concerning your condition and their responsibilities. Be as precise as possible about your need for aid. Do not allow bystanders to come to their own conclusions because the principle of social proof and the consequent pluralistic-ignorance effect might well cause them to view your situation as a nonemergency. Of all the techniques in this book designed to produce compliance with a request, this one is the most important to remember. After all, the failure of your request for emergency aid could mean the loss of your life. Besides

Even the night sky frightens the narcissist, as presenting impossible-to-deny evidence of a world exterior to the self. Narcissists therefore tend to stay indoors, live in ideas, and demand compliance and assent from everyone they come in contact with, who are all regarded as servants, or ghosts. And as death approaches, they do their best to destroy as much of the world as they can.

Our best defense against the use of reciprocity pressures to gain our compliance is not systematic rejection of the initial offers of others. Rather, we should accept initial favors or concessions in good faith but be ready to redefine them as tricks should they later be proved as such. Once they are redefined in this way, we should no longer feel a need to respond with a favor or concession of our own.

Pelosi didn’t especially care for the infrastructure bill, at least not as a standalone piece of legislation. But her mission was to keep the wins coming, and she had a promise to her moderates to keep. Her best hope was to press to make it happen all at once, if she could, advancing both bills. If she needed to be the one to pressure Manchin into compliance, well, she would play that role. She’d placed a call to him, left a message to have him call, and then went to glad-hand at a sacred ritual.

Ratan Tata speaks of JRD’s business ethics. One of India’s best known tax consultants, Dinesh Vyas, says that JRD never entered into a debate between ‘tax avoidance’ which was permissible and ‘tax evasion’ which was illegal; his sole motto was ‘tax compliance’. On one occasion a senior executive of a Tata company tried to save on taxes. Before putting up that case, the chairman of the company took him to JRD. Dinesh Vyas explained to JRD: ‘But Sir, it is not illegal.’ Softly JRD said: ‘Not illegal, yes. But is it right?’ Vyas says not in his decades of professional work had anyone ever asked him that question. Vyas later wrote in an article, ‘JRD would have been the most ardent supporter of the view expressed by Lord Denning: “The avoidance of tax may be lawful, but it is not yet a virtue.

The first thing you have to do is define success, but that’s not as easy as you might think. You can’t just look at how often people with COVID in a given country went on to die from it. That statistic will be skewed by the fact that older people are more likely to die from COVID than younger people, so countries with especially old populations will almost inevitably look worse. (One country that did particularly well—even though it has the world’s oldest population—is Japan. It had the best compliance with mask mandates of any country, which helps explain some of its success, but other factors were probably also at play.)

The ultimate goal of SAP Process Control is compliance and policy management. Since the software can manage and monitor an organization's internal control environment with its compliance management capabilities, you will be able to rest easy knowing that everything has been carefully kept in check. If this is something that interests you, of course we are also happy to help 30 determine your needs and concerns so that you're in the best position possible once it comes time to make a decision. Visit our website for more information.

Productivity comes from engagement, not control and mere compliance.

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The rhetorical training of ABA might be best understood as a kind of "we are always watching you.