Contractor Motivational Quotes

Writer Brigid Brophy exposes [their motives] with great precision: "Whenever people say 'We mustn't be sentimental,' you can take it they are about to do something cruel. And if they add 'We must be realistic,' they mean they are going to make money out of it. These slogans have a long history. After being used to justify slave traders, ruthless industrialists, and contractors who had found that the most economically 'realistic' method of cleaning a chimney was to force a small child to climb it, they have now been passed on, like an heirloom, to the factory farmers. 'We mustn't be sentimental' tries to persuade us that factory farming isn't, in fact, cruel. It implies that the whole problem had been invented by our sloppy imaginations.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Flotsam Some people figuratively, although sometimes literately, washed up on the barren beaches of West Africa because they were unwelcome in most other countries. Adventurers, seamen, construction contractors, military mercenaries, as well as missionaries and professional government employees, found themselves here. Money was frequently the motivating factor for people who came to this third world country and most of the typical tropical tramps I knew were involved in the many unsavory activities going on. The dank weather which is usually heavy with moisture from May until October, with a short reprieve of a week or two in July or August, contributed to the bleak attitude people had. What passes for a dry season lasts from November through April with the least likely chance of rain in December and January. The frequent heavy showers and rainstorms make Liberia and Sierra Leone the wettest climatic region in Africa. One way or another, everyone was always wet…. This in turn attributed to the heavy drinking and it was said that if the moisture didn't come from the sky it certainly came from the pores... Generally speaking in West Africa near the Equator the climate is tropical, hot and humid all year round! There were numerous meeting places or drinking holes for the expats. Guaranteed, there was no way any of us would be able to survive the conditions of West Africa without occasionally imbibing, which in reality we did constantly. The most popular bars for Europeans, which in Liberia included Americans, were run by foreigners to the country and these included the more upscale American Hotel and the old Ducor Hotel, near the Cape Mesurado Lighthouse on Mamba Point.

AT TRIGON I LEARNT business is all about people, so to ensure I had the first look at executive talent and could hire the best, I created my own recruitment company. I needed a temporary CFO at Emerald and was told about a recruitment consultant called Carmen Bailey. Within 10 minutes of meeting me, Carmen had asked more questions about my business and what drove and motivated me than anyone I had ever met. Carmen is a perfect example of someone who puts the client first. She is never transactional and for her it wasn’t about finding me a contractor but, rather, about wanting to form a long-term sustainable relationship with my business.

In developing country contexts, basic income and cash transfers have been shown to have positive effects on entrepreneurship;3 in Madhya Pradesh, basic income was strongly associated with new entrepreneurial activities.4 In industrialized countries, basic income would provide essential security for the growing numbers of unwillingly self-employed and independent contractors, as well as for those with entrepreneurial ambitions. More generally, it would encourage people to seek training and job opportunities in line with their skills and motivations rather than those most likely to ‘put food on the table’. This would make the economy more productive by facilitating the efficient reallocation of talent and increasing the level of job engagement. In

In recent decades, as the economy has shifted and large companies promising lifelong employment have given way to freelance jobs and migratory careers, understanding motivation has become increasingly important. In 1980, more than 90 percent of the American workforce reported to a boss. Today more than a third of working Americans are freelancers, contractors, or in otherwise transitory positions. The workers who have succeeded in this new economy are those who know how to decide for themselves how to spend their time and allocate their energy. They understand how to set goals, prioritize tasks, and make choices about which projects to pursue. People who know how to self-motivate, according to studies, earn more money than their peers, report higher levels of happiness, and say they are more satisfied with their families, jobs, and lives.

The essence of the Industrial Revolution consists in the triumph of this principle over the medieval and mercantilist regulations. Modern economy first begins with the introduction of the principle of laissez-faire, and the idea of individual freedom first succeeds in establishing itself as the ideology of this economic liberalism. These connections do not, of course, prevent both the idea of labour and the idea of freedom from developing into independent ethical forces and from often being interpreted in a really idealistic sense. But to realize how small a part was played by idealism in the rise of economic liberalism, it is only necessary to recall that the demand for freedom of trade was directed, above all, against the skilled master, in order to take away from him the only advantage he had over 55 the mere contractor. Adam Smith himself was still far from claiming such idealistic motives for the justification of free competition; on the contrary, he saw in human selfishness and the pursuit of personal interests the best guarantee for the smooth functioning of the economic organism and the realization of the general weal. The whole optimism of the enlightenment was bound up with this belief in the selfregulating power of economic life and the automatic adjustment of conflicting interests; as soon as this began to disappear, it became more and more difficult to identify economic freedom with the interests of the general weal and to regard free competition as a universal blessing.