Departing Coworker Quotes

Each of these people has an extreme version of what we call a high-conflict personality. Unlike most of us, who normally try to resolve or defuse conflicts, people with high-conflict personalities (HCPs) respond to conflicts by compulsively increasing them. They usually do this by focusing on Targets of Blame, whom they mercilessly attack—verbally, emotionally, financially, reputationally, litigiously, and sometimes violently—often for months or years, even if the initial conflict was minor. Their Targets of Blame are usually someone close (a coworker, neighbor, friend, partner, or family member) or someone in a position of authority (boss, department head, police, government agent). Sometimes, though, the Target of Blame can be completely random.

[O]ne of the read truths about life in any police department: For a detective or street police, the only real satisfaction is the work itself; when a cop spends more and more time getting aggravated with the details, he's finished. The attitude of coworkers, the indifference of superiors, the poor quality of the equipment - all of it pales if you still love the job. All of it matters if you don't.

Trixie slept through Jason Underhill's unofficial interrogation in the lobby of the hockey rink and the moment shortly thereafter when he was officially taken into custody. She slept while the secretary at the police department took her lunch break and called her husband on the phone to tell him who'd been booked not ten minutes before. She slept as that man told his coworkers at the paper mill that Bethel might not win the Maine State hockey championship after all, and why. She was still sleeping when one of the millworkers had a beer on the way home that night with his brother, a reporter for the Augusta Tribune, who made a few phone calls and found out that a warrant had indeed been sworn out that morning, charging a minor with gross sexual assault. She slept while the reporter phoned the Bethel PD pretending to be the father of a girl who'd been in earlier that day to give a statement, asking if he'd left a hat behind. "No, Mr. Stone," the secretary had said, "but I'll call you if it turns up.

Though Hoover conceded that some might deem him a “fanatic,” he reacted with fury to any violations of the rules. In the spring of 1925, when White was still based in Houston, Hoover expressed outrage to him that several agents in the San Francisco field office were drinking liquor. He immediately fired these agents and ordered White—who, unlike his brother Doc and many of the other Cowboys, wasn’t much of a drinker—to inform all of his personnel that they would meet a similar fate if caught using intoxicants. He told White, “I believe that when a man becomes a part of the forces of this Bureau he must so conduct himself as to remove the slightest possibility of causing criticism or attack upon the Bureau.” The new policies, which were collected into a thick manual, the bible of Hoover’s bureau, went beyond codes of conduct. They dictated how agents gathered and processed information. In the past, agents had filed reports by phone or telegram, or by briefing a superior in person. As a result, critical information, including entire case files, was often lost. Before joining the Justice Department, Hoover had been a clerk at the Library of Congress—“ I’m sure he would be the Chief Librarian if he’d stayed with us,” a co-worker said—and Hoover had mastered how to classify reams of data using its Dewey decimal–like system. Hoover adopted a similar model, with its classifications and numbered subdivisions, to organize the bureau’s Central Files and General Indices. (Hoover’s “Personal File,” which included information that could be used to blackmail politicians, would be stored separately, in his secretary’s office.) Agents were now expected to standardize the way they filed their case reports, on single sheets of paper. This cut down not only on paperwork—another statistical measurement of efficiency—but also on the time it took for a prosecutor to assess whether a case should be pursued.

To recap, the five dysfunctions of a team are as follows: Absence of Trust: Your co-workers are going to screw you over. Fear of Conflict: You’d call them on it, but you’re a pussy. Lack of Commitment: You stopped caring because you didn’t call them on it. Avoidance of Accountability: You blame your problems on your shit corporate culture that you helped create. Inattention to Results: You’ve got to screw them over first to fix this!  So, you sabotage their department at the expense of the entire company.

I’m not only representing the department, she had explained to her roommate before heading out on her run, I’m also representing women. We have to work twice as hard to get the same recognition as our male co-workers, whether we work as cashiers, CEOs, or any other career.

KILL YOUR VICTIM Place an Obituary in the paper you know the victim reads. Place the ad on a Saturday morning. Anonymously spread a rumor that the victim died in an email to the victim’s co-workers, and send a link to the article in the paper. Obtain a blank death certificate and fill it out in your victim’s name. Send it to as many government agencies as possible. You definitely want to make sure you send it to the social security office and the victim’s financial institutions. If the government and banks think the victim is dead they will freeze the accounts for the probation process. Make sure to kill your victim on paper every year. This will cause a huge headache and the jerk will be buried by paperwork just trying to prove he’s alive. Because of the Social Security Department’s incompetence, they will continue to let you kill the victim over and over. This is a very nasty revenge idea that could possibly screw with the victim for the rest of their life. Call a local funeral home and the victim’s pastor and ask them to send someone over to the victim’s house to discuss burial arrangements with their spouse.

CODE OF BUSINESS CONDUCT AND ETHICS Amazon.com employees should always act lawfully, ethically, and in the best interests of Amazon.com. This Code of Business Conduct and Ethics (the “Code of Conduct”) sets out basic guiding principles. Employees who are unsure whether their conduct or the conduct of their coworkers complies with the Code of Conduct should contact their manager or the Legal Department. Employees may also report any suspected noncompliance as provided in the Legal Department’s reporting guidelines referred to in paragraph IX below.

Ask about turnover rates. The average turnover rate at US companies is between 11 and 12 percent. Some industries have lower rates and others much higher. Ask your interviewers how long they have worked for the company and the length of time people in the department you’re interested in have worked for the company. Ask about the history of the position you are interviewing for. Have other people been in this role, or is it newly created? If it’s an existing job, ask why the last person left,

The Under-Informed… I saw this continuously when I was a job seeker. I’d call a friend working for a great company and make the mistake of asking him, “Do you know of any good job opportunities at your company?” He responded, “Oh no, they’ve been eliminating jobs for years.” After hanging up, I went to his employer’s career site and found page upon page of good jobs, many of which I could apply for. When you worked for your last employer, did you know anything about open positions outside of your department? Unless you worked in HR or were actively looking for a new position there, you knew nothing. It’s easy to think, “They work there, and they’re closer to it than I am, so they should know.” In reality, they rarely know more than you. If they do know more, it’s rarely a full picture of all of the opportunities. TAKEAWAY 1. Don’t ask people who don’t know. 2. Don’t listen to people who don’t know. Believe me, everyone and their brother, cousin, great aunt (you get the idea) will be only too happy to give you their opinions. So, after you’ve read the resume section and created your resume, and one of these people tells you, “You’ve done it all wrong,” ask that person, “When was the last time you hired someone? When was the last time you interviewed someone?” If you don’t feel inclined to pose these questions, make a beeline for the door or turn up the volume on your ear buds. A few years ago when I was in between roles, I messaged a former co-worker and made the mistake of asking her about jobs in the Tampa Bay area. She replied, “There are no jobs in Tampa Bay.” She was obviously misinformed or at least under-informed, because I had a phone interview for a position in Tampa Bay the next day. In short, don’t be quick to assume that the people you’re communicating with are the best source of information. Do you really want to make what could be life-impacting decisions based on people whose knowledge is limited?

Crews that fight forest fires in Oregon are now so heavily Hispanic that in 2003, the Oregon Department of Forestry required that crew chiefs be bilingual. In 2006, the department started forcing out veterans. Jaime Pickering, who used to run a squad of 20 firefighters, says the rule means “job losses for Americans—the white people.” Zita Wilensky, a 16-year veteran, was the only white employee of Miami-Dade County Domestic Violence Unit. Her co-workers made fun of her and called her gringa and Americana. Miss Wilensky says her boss gave her 60 days to learn Spanish, and fired her when she failed to do so. It is increasingly common, therefore, for Americans to be penalized because they cannot speak Spanish, but employers who insist that workers speak English are guilty of discrimination. In 2001, the Equal Employment Opportunity Commission forced a small Catholic college in San Antonio to pay $2.4 million to housekeepers who were required to speak English at work. There are now about 45 million Hispanics in the country. What will the status of Spanish be when there are 130 million Hispanics, as the Census Bureau projects for 2050? In 2000, President Bill Clinton decided that the prohibition against discrimination because of “national origin” in the Civil Rights Act of 1964 meant that if a foreigner cannot speak to a government agency in his own language he is a victim. Executive Order 13166 required all local governments that receive federal money (all of them, essentially) to translate official documents into any language spoken by at least 3,000 people in the area or 10 percent of the local population. It also required interpreters for non-English speakers. In 2002, the Office of Management and Budget estimated that hospitals alone would spend $268 million every year implementing Executive Order 13166, and state departments of motor vehicles would spend $8.5 million. OMB estimated that communicating with food stamp recipients who don’t speak English would cost $25.2 million per year.

Unlike the women who ran the fitness program or the child care program, he experienced zero point zero fun in his day-to-day work. Even at Christmas, when other departments were doing crafts with kids or having Secret Santa with their coworkers, Mr. Mczrkskczk had to organize a holiday dinner in the basement for all the men who had nowhere to go.

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