Creative Senior Quotes

The worst thing a company can do is kill off the creative energy of its young and talented people. The second worst thing is to blindly walk into avoidable traps that a wise senior employee can help them foresee.

It's been well-documented that there is a growing sense of entitlement among young people. I have certainly seen that in my classrooms. So many graduating seniors have this notion that they should get hired because of their creative brilliance. Too many are unhappy with the idea of starting at the bottom. My advice has always been: 'You ought to be thrilled you got a job in the mailroom. And when you get there, here's what you do: Be really great at sorting mail.' No one wants to hear someone say: 'I'm not good at sorting mail because the job is beneath me.' No job should be beneath us. And if you can't (or won't) sort mail, where is the proof that you can do anything?

Restructuring is a favorite tactic of antisocials who have reached a senior position in an organization. The chaos that results is an ideal smokescreen for dysfunctional leadership. Failure at the top goes unnoticed, while the process of restructuring creates the illusion of a strong, creative hand on the helm.

We get smarter and more creative as we age, research shows. Our brain's anatomy, neural networks, and cognitive abilities can actually improve with age and increased life experiences. Contrary to the mythology of Silicon Valley, older employees may be even more productive, innovative, and collaborative than younger ones... Most people, in fact, have multiple cognitive peaks throughout their lives.

I would divide the senior executives of the engineering world into two categories, the starters and the runners, the men with a creative instinct who can start a new venture and the men who can run it to make it show a profit.... I was a starter and useless as a runner.

It takes courage to dream, to face our futures and the limiting forces within us. It takes courage to be determined that, as we slow down physically, we are going to grow even more psychologically and spiritually. Courage, the philosopher Aristotle taught us, is the most important of all the virtues, because without it we can’t practice any of the others. Courage is the nearest star that can guide our growth. Maya Angelou said we must be courageous about facing and exploring our personal histories. We must find the courage to care and to create internally, as well as externally, and as she said, we need the courage “to create ourselves daily as Christians, as Jews, as Muslims, as thinking, caring, laughing, loving human beings.

When Dr. Jung said we must be able to look forward in old age to the next day and to look forward to the great adventure that is ahead, he was making life’s “imperative to grow” personal. As long as we are alive, we must be able to dream of the future, of a better world or better ways of life. We are also invited by our greater Self to dream new dreams of creativity and fresh ways of expressing ourselves, as many great artists have into their nineties.

When my son David was a high school senior in 2003, his graduating class went on a camping trip in the desert. A creative writing educator visited the camp and led the group through an exercise designed to develop their sensitivity and imaginations. Each student was given a pen, a notebook, a candle, and matches. They were told to walk a short distance into the desert, sit down alone, and “discover themselves.” The girls followed instructions. The boys, baffled by the assignment, gathered together, threw the notebooks into a pile, lit them with the matches, and made a little bonfire.

A 2012 study documented how such shit rolled downhill: abusive senior leaders were prone to selecting or breeding abusive team leaders, who in turn, ignited destructive conflict in their teams, which stifled team members’ creativity.

So many graduating seniors have this notion that they should be hired because of their creative brilliance. Too many are unhappy with the idea of starting at the bottom. My advice has always been: "You ought to be thrilled you get a job in the mailroom. And when you get there, here's what you do: Be really great at sorting mail.

The senior disciple is your creative mind, your ability to absorb knowledge, solve problems and invent new solutions. The second disciple is your ability to organize your world and channel your energy in constructive ways. The junior disciple is your social charisma—just as every organization needs some way to interact with the outside world, this organism known as you also requires an interface with other people.

Dennis White has asked me to write a letter recommending him to the Emanuel Lutheran Seminary (Master of Divinity Program), and I am happy to grant his modest request. Four years ago Mr. White enrolled as a dewy-eyed freshman in one of my introductory literature courses (Cross-cultural Readings in English, or some such dumping ground of a title); he returned several years later for another dose of instruction, this time in the Junior/Senior Creative Writing Workshop—a particularly memorable collection of students given their shared enthusiasm for all things monstrous and demonic, nearly every story turned in for discussion involving vampires, werewolves, victims tumbling into sepulchers, and other excuses for bloodletting. I leave it to professionals in your line of work to pass judgment on this maudlin reveling in violence. A cry for help of some sort? A lack of faith — given the daily onslaught of news about melting ice caps, hunger, joblessness, war — in the validity or existence of a future? Now in my middle fifties, an irrelevant codger, I find it discomfiting to see this generation dancing to the music of apocalypse and carrying their psychic burdens in front of them like infants in arms.

The responsibility for finding and fixing problems should be assigned to every employee, from the most senior manager to the lowliest person on the production line. If anyone at any level spotted a problem in the manufacturing process, Deming believed, they should be encouraged (and expected) to stop the assembly line. Japanese companies that implemented Deming’s ideas made it easy for workers to do so: They installed a cord that anyone could pull in order to bring production to a halt. Before long, Japanese companies were enjoying unheard-of levels of quality, productivity, and market share.

Greg Christie, one of his other senior managers, the day-to-day leader of the Human Interface team, the software designers responsible for the look and feel of iOS and the Mac, as well as the concepts behind how these systems functioned.

Recreation for Seniors: Enhancing Physical, Emotional & Social Well-Being Introduction: Recreation for senior citizens is a range of activities designed to promote physical, emotional, and social well-being. These activities focus on gentle exercise, cognitive stimulation, and fostering social connections. Some of these activities include yoga, arts & craft, gardening, music & dance, games and group outings. Importance: Recreation for senior citizens is important as it directly impacts their overall well-being in several ways: Physical Health: Engaging in physical activities, even low-impact ones, helps seniors maintain mobility, balance, strength, and cardiovascular health, reducing the risk of falls and chronic diseases. Mental Health: Recreational activities stimulate cognitive functions, which can help delay the onset of dementia and Alzheimer’s. They also improve memory, concentration, and problem-solving skills. Emotional Well-being: Participating in enjoyable activities helps reduce feelings of loneliness, depression, and anxiety, fostering a sense of belonging, purpose and joy in daily life. Conclusion: Recreation enriches seniors’ lives by offering opportunities for creativity, learning, and fun. It provides structure to their days and gives them something to look forward to, leading to a happier, more fulfilling lifestyle. Why Second Innings House: At Second Innings House, we know how important recreational activities are for seniors. We offer a range of fun and engaging programs that help our residents stay active, happy, and connected. Our activities aren’t just for our residents – other seniors from the community are welcome to join in through a simple subscription plan at our Senior Social Centre. Whether it’s yoga, arts, or social games, every activity is designed to improve well-being and create a sense of belonging. Join us at Second Innings House Senior Social Centre, where seniors can enjoy each day, stay connected, and live life to the fullest! Second Innings House, a home away from home!

She built a close-knit team of talented people who bonded with one another and felt passion for the mission. Soon her group became one of the parent bank’s most desirable places to work. She developed strong relationships with senior executives who helped her deal with tensions in the middle, and she communicated well and often about why her unit needed to be different. Her creativity, vision, teamwork, and persistence helped this group succeed and become a national role model, while other banks’ efforts faltered.

Many teachers felt that no matter how creative they were in the classroom, it wouldn’t make a difference anyway. They talked about a devastating erosion in standards, how the students of today bore no resemblance to the students of even ten or fifteen years ago, how their preoccupations were with anything but school. It was hard for teachers not to feel depressed by the lack of rudimentary knowledge, like in the history class in which students were asked to name the president after John F. Kennedy. Several students meekly raised their hands and proffered the name of Harry Truman. None gave the correct answer of Lyndon Johnson, who also happened to have been a native Texan. In 1975, the average SAT score on the combined math and verbal sections at Permian was 963. For the senior class of 1988–89, the average combined SAT score was 85 points lower, 878. During the seventies, it had been normal for Permian to have seven seniors qualify as National Merit semi-finalists. In the 1988–89 school year the number dropped to one, which the superintendent of schools, Hugh Hayes, acknowledged was inexcusable for a school the size of Permian with a student body that was rooted in the middle class. (A year later, with the help of $15,000 in consultant’s fees to identify those who might pass the required test, the number went up to five.)

Tom’s team distilled the thousand ideas down to 293 discussion topics. That was still way too many for a single day’s agenda, so a group of senior managers then met and whittled those down to 120 topics, organized into several broad categories such as Training, Environment and Culture; Cross-Show Resource Pooling (we often call our movies “shows”); Tools and Technology; and Workflow.

The week before Notes Day, all facilitators attended a training session to help them keep each meeting on track and make sure that everyone—the outgoing, the laid-back, and everyone in between—was heard from. Then, to make sure something concrete emerged, the Working Group designed a set of “exit forms” to be filled out by each session’s participants. Red forms were for proposals, blue forms were for brainstorms, and yellow forms were for something we called “best practices”—ideas that were not action items per se but principles about how we should behave as a company. The forms were simple and specific: Each session got its own set, tailored specifically to the topic at hand, that asked a specific question. For example, the session called “Returning to a ‘Good Ideas Come from Anywhere’ Culture,” had blue exit forms topped with this header: Imagine it’s 2017. We’ve broken down barriers so that people feel safe to speak up. Senior employees are open to new processes. What did we do to achieve this success? Underneath that question were boxes in which attendees could pencil in three answers. Then, after they wrote a general description of each idea, they were asked to go a few steps further. What “Benefits to Pixar” would these ideas bring? And what should be the “Next Steps” to make them a reality? Finally, there was space provided to specify “Who is the best audience for this idea?” and “Who should pitch this idea?

Companies consistently overvalue relevant experience when judging senior candidates. They should be more focused on what talented smart creatives have to offer.

you find yourself in a fearful mode, stop right there and invite God onto the scene. Turn fear over to your Senior Partner with these words: “I don’t know how to deal with this, but I know I’m connected to You, the miraculous creative force in this universe. I’ll move my ego out of the way and turn it over to You.” Try it. You’ll be surprised by how quickly that higher energy of love will nullify and dissolve your fearful thoughts and empower you at the same time. Anger,

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? Many, many moons ago, I used to be a corporate lawyer. I was an ambivalent corporate lawyer at best, and anyone could have told you that I was in the wrong profession, but still: I’d dedicated tons of time (three years of law school, one year of clerking for a federal judge, and six and a half years at a Wall Street firm, to be exact) and had lots of deep and treasured relationships with fellow attorneys. But the day came, when I was well along on partnership track, that the senior partner in my firm came to my office and told me that I wouldn’t be put up for partner on schedule. To this day, I don’t know whether he meant that I would never be put up for partner or just delayed for a good long while. All I know is that I embarrassingly burst into tears right in front of him—and then asked for a leave of absence. I left work that very afternoon and bicycled round and round Central Park in NYC, having no idea what to do next. I thought I’d travel. I thought I’d stare at the walls for a while. Instead—and it all happened so suddenly and cinematically that it might defy belief—I remembered that actually I had always wanted to be a writer. So I started writing that very evening. The next day I signed up for a class at NYU in creative nonfiction writing. And the next week, I attended the first session of class and knew that I was finally home. I had no expectation of ever making a living through writing, but it was crystal clear to me that from then on, writing would be my center, and that I would look for freelance work that would give me lots of free time to pursue it. If I had “succeeded” at making partner, right on schedule, I might still be miserably negotiating corporate transactions 16 hours a day. It’s not that I’d never thought about what else I might like to do other than law, but until I had the time and space to think about life outside the hermetic culture of a law practice, I couldn’t figure out what I really wanted to do.

In design school, professional practices are usually grouped together and referred to as “soft skills,” taught in something called a “portfolio class” by whichever professor drew the short straw that semester. Unpacking professional practice is less glamorous than holding forth about creativity. To be fair, I doubt many high school seniors are excited to choose a design school based on how well they teach professional services. I certainly wasn’t. We choose design schools based on how amazingly creative and special they make us feel.

You should be able to explain your work to a kindergartner, a senior citizen, and everybody in between. Of course, you always need to keep your audience in mind: The way you explain your work to your buddies at the bar is not the way you explain your work to your mother.

Since the goal is for everyone to buy in, weak compromises are made instead of real, hard choices. Creativity is discouraged; the pressure to converge on an answer on the basis of existing data eliminates the possibilities that are off the mainstream path. The buy-in process is long and tedious, yet it often results in only the appearance of concurrence, followed by foot-dragging by those who never truly bought in. And senior management is engaged only at the end of the process, after the strategy is buttoned up, which means that these leaders’ experience, insights, and ideas are barely taken into account (if at all). In all, it is a painful and unproductive process that produces few powerful choices. No wonder managers have little enthusiasm for the strategy process.

Asoka World School is a reputed international school in Kochi affiliated with CBSE. We have a student-friendly environment and has a very interesting syllabus. The STEM enriched curriculum helps to provide an in-depth learning experience for the students. We have a wide range of extracurricular activities for nurturing and developing a child’s creativity and imagination. Asoka World School can be an ideal option for your child. Here are some key reasons why Asoka World School is the best for your kid. Individualized attention in classes: Our student-teacher ratio arrangement is standardised in such a way that teachers are able to give individual attention to each child. Our teachers are well educated, experienced and constantly inspires their students. We follow the golden teacher-student ratio of 1:20. This helps students to gain the concepts of each subject easily hence they become more confident. This also enriches their knowledge, and they get more quality time to interact with their teachers. image Child Safe Environment: At Asoka World School, you will find your child is in extremely safe hands. Our classrooms are aesthetically designed and technologically equipped to disseminate learning through very many fun ways. Asoka World School has a world-class building design, infrastructure, fully integrated wireless network, climate-controlled smart classrooms, security features and no compromise hygiene and safeguarding policy that offers everything you have been dreaming for your child. Updated Curriculums: We have 4 levels of programmes prepared for our children. Foundational - KG - IInd Preparatory - IIIrd - Vth Middle School - VIth - VIIIth Senior School - IXth - XIIth These programs are framed by our school to focus on developing various vital skills in the students. Our teachers adopt a customised teaching approach that can help students of every category. Our flexible curriculum enhances the communication between the teachers and students to a great extent. Our school has result-oriented teaching methods, qualified and responsible teaching staff to help facilitate a learning environment that is both safe and nurturing. As the best CBSE school in Kochi, Asoka World School is a leader in its sector and we hope to continue rising and come out as the best school in Kochi.

I think that all that time I’d spent accepting the fact that I was already dead made me sort of a walking zombie among the living back home. Every person I looked at I would see as horribly disfigured, shot, maimed, bleeding, and needing my help. In some ways it was worse than being in Iraq, because the feelings were not appropriate to the situation and because I no longer had my buddies around to support me emotionally. I spent a good deal of time heavily dependent on alcohol and drugs, including drugs such as Clonazepam prescribed by well-meaning psychiatrists at the VA, drugs that were extremely addictive and led to a lot of risky behavior. However, I still had a dream of learning how to meditate and entering the spiritual path, a dream that began in college when I was exposed to teachings of Buddhism and yoga, and I realized these were more stable paths to well-being and elevated mood than the short-term effects of drugs. I decided that I wanted to learn meditation from an authentic Asian master, so I went to Japan to train at a traditional Zen monastery, called Sogen-ji, in the city of Okayama. Many people think that being at a Zen monastery must be a peaceful, blissful experience. Yet though I did have many beautiful experiences, the training was somewhat brutal. We meditated for long hours in freezing-cold rooms open to the snowy air of the Japanese winter and were not allowed to wear hats, scarves, socks, or gloves. A senior monk would constantly patrol the meditation hall with a stick, called the keisaku, or “compassion stick,” which was struck over the shoulders of anyone caught slouching or closing their eyes. Zen training would definitely violate the Geneva Conventions. And these were not guided meditations of the sort one finds in the West; I was simply told to sit and watch my breath, and those were the only meditation instructions I ever received. I remember on the third day at the monastery, I really thought my mind was about to snap due to the pain in my legs and the voice in my head that grew incredibly loud and distracting as I tried to meditate. I went to the senior monk and said, “Please, tell me what to do with my mind so I don’t go insane,” and he simply looked at me, said, “No talking,” and shuffled off. Left to my own devices, I was somehow able to find the will to carry on, and after days, weeks, and months of meditation, I indeed had an experience of such profound happiness and expanded awareness that it gave me the faith that meditation was, as a path to enlightenment, everything I had hoped for, everything I had been promised by the books and scriptures.

Bureaucratic organizations are inertial, incremental, and dispiriting. In a bureaucracy, the power to initiate change is vested in a few senior leaders. When those at the top fall prey to denial, arrogance, and nostalgia, as they often do, the organization falters. That’s why deep change in a bureaucracy is usually belated and convulsive. Bureaucracies are also innovation-phobic. They are congenitally risk averse, and offer few incentives to those inclined to challenge the status quo. In a bureaucracy, being a maverick is a high-risk occupation. Worst of all, bureaucracies are soul crushing. Deprived of any real influence, employees disconnect emotionally from work. Initiative, creativity, and daring—requisites for success in the creative economy—often get left at home.

In a hierarchical organization, the responsibility for setting strategy and direction is vested in a handful of senior executives. Those at the top are expected to be uniquely farsighted, inquisitive, and creative. In practice, this is often not the case.

Musk still tended to drive the young engineers mad with his work demands and blunt criticism. “I remember being in a meeting once brainstorming about a new product—a new-car site,” said Doris Downes, the creative director at Zip2. “Someone complained about a technical change that we wanted being impossible. Elon turned and said, ‘I don’t really give a damn what you think,’ and walked out of the meeting. For Elon, the word no does not exist, and he expects that attitude from everyone around him.” Periodically, Musk let loose on the more senior executives as well. “You would see people come out of the meetings with this disgusted look on their face,” Mohr, the salesman, said. “You don’t get to where Elon is now by always being a nice guy, and he was just so driven and sure of himself.

From kindergarten through senior year of high school, Evan attended Crossroads, an elite, coed private school in Santa Monica known for its progressive attitudes. Tuition at Crossroads runs north of $ 22,000 a year, and seemingly rises annually. Students address teachers by their first names, and classrooms are named after important historical figures, like Albert Einstein and George Mead, rather than numbered. The school devotes as significant a chunk of time to math and history as to Human Development, a curriculum meant to teach students maturity, tolerance, and confidence. Crossroads emphasizes creativity, personal communication, well-being, mental health, and the liberal arts. The school focuses on the arts much more than athletics; some of the school’s varsity games have fewer than a dozen spectators. 2 In 2005, when Evan was a high school freshman, Vanity Fair ran an exhaustive feature about the school titled “School for Cool.” 3 The school, named for Robert Frost’s poem “The Road Not Taken,” unsurprisingly attracts a large contingent of Hollywood types, counting among its alumni Emily and Zooey Deschanel, Gwyneth Paltrow, Jack Black, Kate Hudson, Jonah Hill, Michael Bay, Maya Rudolph, and Spencer Pratt. And that’s just the alumni—the parents of students fill out another page or two of who’s who A-listers. Actor Denzel Washington once served as the assistant eighth grade basketball coach, screenwriter Robert Towne spoke in a film class, and cellist Yo-Yo Ma talked shop with the school’s chamber orchestra.

We didn’t have an imbalance between influence and involvement, where a senior leader might try to mimic the commanding role of Steve Jobs without the corresponding level of personal engagement. Detached high-level managers making all the key decisions is such a widespread affliction that it has its own internet meme, the Seagull Manager.

Sitting to Henri’s left on the couch was his boss, Scott Forstall, then the senior vice president of iOS software engineering. Scott reported directly to Steve, and he was the one giving me this chance to demo in Diplomacy. Scott expected me to keep it concise and on point when it was my turn to go. He didn’t tell me to do that—proper conduct was implicitly communicated through the success and failure of the earlier-stage demo sessions Scott ran himself, where he was the top executive in the room.

For almost a century, the school had been home to creative geniuses, radical thinkers, and innovators. Ellingham had no application, no list of requirements, no instructions other than, "If you would like to be considered for Ellingham Academy, please get in touch." That was it. One simple sentence that drove every high-flying student frantic. What did they want? What were they looking for? This was like a riddle from a fantasy story or fairy tale - something the wizard makes you do before you are allowed into the Cave of Secrets. Applications were supposed to be rigid lists of requirements and test scores and essays and recommendations and maybe a blood sample and a few bars from a popular musical. Not Elllingham. Just knock on the door. Just knock on the door in the special, correct way they would not describe. You just had to get in touch with something. They looked for a spark. If they saw such a spark in you, you could be one of the fifty students they took each year. The program was only two years long, just the junior and senior years of high school. There were no tuition fees. If you got in, it was free. You just had to get in.

The fact is most people come to work with a spark of creativity and a desire to help the cause. But along the way, that spark gets extinguished. The solution is to adopt a “no skunking” principle among mangers and senior personnel. Skunking is defined as spraying negativity on the creative spark in a coworker or subordinate. It can be an impatient look that says, “That’s a dumb question,” or a conversation-killing shot like, “We tried that and it didn’t work.

In his first class of the day, correlated language arts, a class for students at least two years below their grade level in English, Boobie Miles spent the period working on a short research paper that he called “The Wonderful Life of Zebras.” He thumbed through various basic encyclopedia entries on the zebra. He ogled at how fast they ran (“Damn, they travel thirty miles”) and was so captivated by a picture of a zebra giving birth that he showed it to a classmate (“Want to see it have a baby, man?”). By the end of the class, Boobie produced the following thesis paragraph: Zebras are one of the most unusual animals in the world today. The zebra has many different kind in it nature. The habitat of the zebra is in wide open plain. Many zebras have viris types of relatives. He then went on to algebra I, a course that the average college-bound student took in ninth grade and some took in eighth. Because of his status as a special needs student, Boobie hadn’t taken the course until his senior year. He was having difficulty with it and his average midway through the fall was 71. After lunch it was on to creative writing, where Boobie spent a few minutes playing with a purple plastic gargoyle-looking monster. He lifted the fingers of the monster so it could pick its nose, then stuck his own fingers into its mouth. There were five minutes of instruction that day; students spent the remaining fifty-odd minutes working on various stories they were writing. They pretty much could do what they wanted. Boobie wrote a little and also explained to two blond-haired girls what some rap terms meant, that “chillin’ to the strength,” for example, meant “like cool to the max.” Boobie enjoyed this class. It gave him an unfettered opportunity to express himself, and the teacher didn’t expect much from him. His whole purpose in life, she felt, was to be a football player. “That’s the only thing kids like that have going for them, is that physical strength,” she said.

You know what it’s like when everyone is on the same page, don’t you? Work is more fun, morale is high, and when one workday ends people look forward to the next one. When everyone’s on the same page, teams get lots done without anyone barking orders or breathing down their necks, hard work isn’t as draining, and sacrifices aren’t a big deal. Problems get solved without too much fuss, but not because everyone always agrees. It’s just that everyone does their best to communicate and cooperate, discussing any temporary rift like adults and coming to consensus quickly. The beauty of having everyone on the same page is that it doesn’t matter who is on the team—aggressive people, collaborators, creative types, bean counters, senior execs, front-line workers, old hands, or new hires—the most diverse groups overcome any obstacles and maintain their momentum.