Employee And Manager Quotes

you must get the right talent and set the proper expectations. If you don’t, you will pay for the job twice—through your employees’ time and your own.

It is a truth universally acknowledged that a sane employee in possession of his wits must be in want of a good manager.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

A good management style will make the productivity of your employees go up which means your revenues and profits go up as well.

A good work culture and work environment is very crucial in helping your employees to put their best foot forward.

...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.

Every entrepreneur should spend time with all their employees, individually and collectively. It is the only way to understand what they want, what is in it for them, what they are hoping to achieve, and what they aspire to become.

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.

We are slaves in the sense that we depend for our daily survival upon an expand-or-expire agro-industrial empire—a crackpot machine—that the specialists cannot comprehend and the managers cannot manage. Which is, furthermore, devouring world resources at an exponential rate. We are, most of us, dependent employees. …Edward Abbey (1927-1989)

The job facing production managers focuses on how to help their team maintain hope while also addressing the sometimes brutal or dismal facts of their situation. If the truth of their position remains unseen, they will never grow the skills necessary to resolve it.

Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

People don't change that much. Instead of trying to put in what God left out, try drawing out what God left in!

I used to think that if you cared for other people, you need to study sociology or something like it. But….I [have] concluded, if you want to help other people, be a manager. If done well, management is among the most noble of professions. You are in a position where you have eight or ten hours every day from every person who works for you. You have the opportunity to frame each person’s work so that, at the end of every day, your employees will go home feeling like Diana felt on her good day: living a life filled with motivators.

there are only two ways for a manager to improve the output of an employee: motivation and training.

When you give an assignment, don’t take it back!

Managing activities, not results, requires a comprehensive application of the skills inherent in gained ownership. It is the true test of your management abilities and will cause you the greatest amount of personal growth and satisfaction.

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour

In some cases, you can tell how somebody is being treated by their own boss from the way they are treating someone to whom they are a boss.

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

Working harder to achieve results usually results in frustration and failure. The focus of work is the activities that generate results, not the results themselves.

Continuing to confuse career development with attaining specific positions will only limit the growth that both employees and organizations need.

A good manager is more eager to compliment peoples strengths than they are to criticize their weaknesses.

It’s not the people you fire who make your life miserable. It’s the people you don’t.

It’s loneliness. Even though I’m surrounded by loved ones who care about me and want only the best, it’s possible they try to help only because they feel the same thing—loneliness—and why, in a gesture of solidarity, you’ll find the phrase “I am useful, even if alone” carved in stone. Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within. Even knowing that everyone, at some point, has felt completely and utterly alone, it is humiliating to say, “I’m lonely, I need company. I need to kill this monster that everyone thinks is as imaginary as a fairy-tale dragon, but isn’t.” But it isn’t. I wait for a pure and virtuous knight, in all his glory, to come defeat it and push it into the abyss for good, but that knight never comes. Yet we cannot lose hope. We start doing things we don’t usually do, daring to go beyond what is fair and necessary. The thorns inside us will grow larger and more overwhelming, yet we cannot give up halfway. Everyone is looking to see the final outcome, as though life were a huge game of chess. We pretend it doesn’t matter whether we win or lose, the important thing is to compete. We root for our true feelings to stay opaque and hidden, but then … … instead of looking for companionship, we isolate ourselves even more in order to lick our wounds in silence. Or we go out for dinner or lunch with people who have nothing to do with our lives and spend the whole time talking about things that are of no importance. We even manage to distract ourselves for a while with drink and celebration, but the dragon lives on until the people who are close to us see that something is wrong and begin to blame themselves for not making us happy. They ask what the problem is. We say that everything is fine, but it’s not … Everything is awful. Please, leave me alone, because I have no more tears to cry or heart left to suffer. All I have is insomnia, emptiness, and apathy, and, if you just ask yourselves, you’re feeling the same thing. But they insist that this is just a rough patch or depression because they are afraid to use the real and damning word: loneliness. Meanwhile, we continue to relentlessly pursue the only thing that would make us happy: the knight in shining armor who will slay the dragon, pick the rose, and clip the thorns. Many claim that life is unfair. Others are happy because they believe that this is exactly what we deserve: loneliness, unhappiness. Because we have everything and they don’t. But one day those who are blind begin to see. Those who are sad are comforted. Those who suffer are saved. The knight arrives to rescue us, and life is vindicated once again. Still, you have to lie and cheat, because this time the circumstances are different. Who hasn’t felt the urge to drop everything and go in search of their dream? A dream is always risky, for there is a price to pay. That price is death by stoning in some countries, and in others it could be social ostracism or indifference. But there is always a price to pay. You keep lying and people pretend they still believe, but secretly they are jealous, make comments behind your back, say you’re the very worst, most threatening thing there is. You are not an adulterous man, tolerated and often even admired, but an adulterous woman, one who is ...

When climbing and moving are positioned as the only way to really develop, the message that employees get is “step up or stagnate.

Talented people are going to develop careers somewhere. How can you make sure it’s with you and your organization?

Fundamental to helping your employees grow is having the belief that people are smart, capable, and insightful.

Passion without action is of little value.

The work becomes the development. The development becomes the work.

Development accelerates in the presence of difficulties that stretch people beyond where they are today.

Children imitate their parents, employees their managers.

Show me an organization in which employees take ownership, and I will show you one that beats its competitors.

Just as you would not permit a fellow employee to steal a piece of office equipment worth $2,000, you shouldn’t let anyone walk away with the time of his fellow managers.

For too long, careers have been measured against major markers, points in time, and the artificial yardstick of new positions or titles.

Confidence is the profound yet frequently overlooked dimension of development that boils down to trusting and appreciating one’s talents and abilities.

The problem is that promotions are a small part of what makes up careers and career development.

At its core, macromanagement is a development strategy that allows you to position others to learn more, do more, and be more.

The role of the CEO is to enable people to excel, help them discover their own wisdom, engage themselves entirely in their work, and accept responsibility for making change. (164)

Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

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.

A compassionate leader always feel motivated to bring happiness and relieve the suffering of customers, investors, suppliers, employees, government and the communities.

Careers have changed. It’s time for career development to catch up!

Career development takes on a different complexion during different seasons of life.

When employees see each other as teammates and encourage each other to do a better job, everyone in the company shares in the rewards.

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

inside each of us are two separate personas. There’s the leader/planner/manager who plans to change his or her ways. And there’s the follower/doer/employee who must execute the plan.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

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

In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

My men are my money.

Employee values should align with company values.

People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,

you can’t let your employees work from home out of fear they’ll slack off without your supervision, you’re a babysitter, not a manager. Remote work is very likely the least of your problems.

Great managers play favorites and spend most of their time with their most productive people. Not because they discriminate, but because they deserve the attention and have so much to teach you.

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.

Employees aren't inanimate objects that can just be moved around like bricks. They're people with emotions and goals and comittments and more. They should be treated like stakeholders, because they are.

As managers, we should hire people whose values align with the values of the company, and then trust them to do their job well. If you have to micromanage an employee, one of you isn't a fit for the company.

Some managers are able to let go of the past better than others. Those that have the greatest difficulty abandoning things are often those unable to face reality.

It’s unfair to see managers buying brand new cars for themselves when the salaries of their workers still remain unpaid! Good leaders are not selfish thinkers!

Like employees, children build self-esteem by doing things that are hard and learning what works.

The job of human resources is to make sure that resources come to work with their hearts and go back to their homes with happiness.

A true professional not only follows but loves the processes, policies and principles set by his profession.

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs

A good manager is always looking to cultivate talent in people, and a good manager is always looking to find employees doing something right so they can give compliments and encourage the team to keep doing the good things they're doing.

After putting economics aside, I found that there were two primary reasons why people quit:   They hated their manager; generally the employees were appalled by the lack of guidance, career development, and feedback they were receiving.   They weren’t learning anything: The company wasn’t investing resources in helping employees develop new skills.

MICHAEL: Maybe just this: A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So never forget you are on that stage.

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.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee. The words "maximum prosperity" are used, in their broad sense, to mean not only large dividends for the company or owner, but the development of every branch of the business to its highest state of excellence, so that the prosperity may be permanent.

The history professor Nelson Lichtenstein told me, “What you can’t measure, you can’t reward,” and that may be why executives are so focused on work hours. For decades, the corporate world has been consumed with metrics. Managers love tangible measures by which they can determine success or failure. Work hours is one of the easiest ways to measure employee performance, but total hours worked is a meaningless statistic.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

The travails of being an employee include not only uncertainty about the duration of one's employment, but also the humiliation of many working practices and dynamics. With most businesses shaped like pyramids, in which a wide base of employees gives way to a narrow tip of managers, the question of who will be rewarded - and who left behind - typically develops into one of the most oppressive of the workplace, and one which, like all anxieties, feeds off uncertainty. Because achievement in most fields is difficult to monitor reliably, the path to promotion or its oppositie can acquire an apparently haphazard connection to results. The succesful alpinist of organizational pyramids may not be the best at their jobs, but those who have best mastered a range of dark political arts in which civilized life does not usually offer instruction.

Does that mean that we should never hire or promote an inexperienced manager who had not already learned to do what needs to be done in this assignment? The answer: it depends. In a start-up company where there are no processes in place to get things done, then everything that is done must be done by individual people–resources. In this circumstance, it would be risky to draft someone with no experience to do the job–because in the absence of processes that can guide people, experienced people need to lead. But in established companies where much of the guidance to employees is provided by processes, and is less dependent upon managers with detailed, hands-on experience, then it makes sense to hire or promote someone who needs to learn from experience.

For all the talk about the need to be a likable "team player," many people work in a fairly cutthroat environment that would seem to be especially challenging to those who possess the recommended traits. Cheerfulness, upbeatness, and compliance: these are the qualities of subordinates -- of servants rather than masters, women (traditionally, anyway) rather than men. After advising his readers to overcome the bitterness and negativity engendered by frequent job loss and to achieve a perpetually sunny outlook, management guru Harvey Mackay notes cryptically that "the nicest, most loyal, and most submissive employees are often the easiest people to fire." Given the turmoil in the corporate world, the prescriptions of niceness ring of lambs-to-the-slaughter.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

High performers whom exhibit tremendous self-control tend to be burden by their own competence. Studies indicate that being extraordinary competent can place a person under an unusual amount of stress because it raises other people’s expectation of them. The more task that an exemplary employee produces with a ‘go-getting personality’ while maintaining high quality relationships with peers and clients, the more an organization tends to underestimates their actual effort and the more it expects of them. Other people do not comprehend how difficult it is for a high performer to complete multifaceted tasks. They also tend to underestimate how much effort an enterprising person exerts who maintains a positive and pleasant attitude while completing difficult assignments.

Hopefully not another employee stealing credit cards, Brooke mused. Or any sort of headache-inducing “oops moment,” like the time one of the restaurant managers called to ask if he could fire a line cook after discovering that the man was a convicted murderer. “Jeez. How’d you learn that?” Brooke had asked. “He made a joke to one of the waiters about honing his cooking skills in prison. The waiter asked what he’d been serving time for, and he said, ‘Murder.’” “I bet that put an end to the conversation real fast. And yes, you can fire him,” Brooke had said. “Obviously, he lied on his employment application.” All of Sterling’s employees, regardless of job position, were required to answer whether they’d ever been convicted of a crime involving “violence, deceit, or theft.” Pretty safe to say that murder qualified. Ten minutes later, the manager had called her back. “Um . . . what if he didn’t exactly lie? I just double-checked his application, and as it turns out, he did check the box for having been convicted of a crime.” Brooke had paused at that. “And then the next question, where we ask what crime he’d been convicted for, what did he write?” “Uh . . . ‘second-degree murder.’” “I see. Just a crazy suggestion here, Cory, but you might want to start reading these applications a little more closely before making employment offers.” “Please don’t fire me.

Some individuals have what can be considered to be an ‘abusive personality.’ Although they can be somewhat charming at times and sometimes manage to put on a false front in public when it is absolutely necessary, their basic personality is characterized by: 1. A need to dominate and control others 2. A tendency to blame others for all their problems and to take all their frustrations out on other people. 3. Verbal abuse 4. Frequent emotional and sometimes physical outbursts, and 5. An overwhelming need to retaliate and hurt other for real and imagined slights or affronts They insist on being ‘respected’ while giving no respect to others. Their needs are paramount, and they show a blatant disregard for the needs and feelings of others. These people wreak havoc with the lives of nearly every person they come in contact with. They verbally abuse their coworkers or employees, they are insulting and obnoxious to service people, they constantly blame others when something goes wrong. When this type of person becomes intimately involved with a partner, there is absolutely nothing that partner can do to prevent abuse from occurring. Their only hope is to get as far away from the person as possible.

Where finite-minded organizations view people as a cost to be managed, infinite-minded organizations prefer to see employees as human beings whose value cannot be calculated as if they were a piece of machinery. Investing in human beings goes beyond paying them well and offering them a great place to work. It also means treating them like human beings. Understanding that they, like all people, have ambitions and fears, ideas and opinions and ultimately want to feel like they matter.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

I’m not gettin’ off, not goin’ away, not playin’ anymore games or wastin’ anymore fuckin’ time. I don’t believe in fate or destiny or any of that bullshit. What I know is that, as far as I can tell, there isn’t another woman I’ve met who fits my life. Who doesn’t care if I get home late after she’s made a special dinner. Who doesn’t have a hemorrhage when I talk about one of my men gettin’ shot, goin’ off about how she feels about my work. You got up and made everyone coffee, for fuck’s sake. You’re a woman who tells me to be careful when I tell her I’m out hunting humans instead of bitchin’ and wantin’ to process how my career choice makes her feel. If an employee walked into their kitchen with a gun and shot at their neighbor, most people would lose their fucking minds. You spent the morning makin’ brownies and the afternoon sleepin’ in the sun. You live hard, play hard and don’t seem to be scared of anything, but manage to keep a softness about you that’s almost unreal. You wanted me to tell you why I’m sure about you, that’s why I’m sure. You grew up and your only parent was a cop. You know the drill. I don’t have any interest in trainin’ someone to get it and I need someone strong enough to live with it. That’s you.

Uh, hello? Hello, hello! Uh, this is just to inform all employees, that due to current restrictions, the previously mentioned safe rooms, are being sealed at most locations. Including this one. Work crews will be here most of the day today, constructing a false wall over the old door bay. Nothing is being taken out before hand, so if you left anything inside, then it's your own fault. Management also requests, that this room not be mentioned to family, friends or insurance representatives. Thanks again, and remember to smile. You are the face of Freddy Fazbear's Pizza.

Those on the far right I came to know felt two things. First, they felt the deep story was true. Second, they felt that liberals were saying it was not true, and that they themselves were not feeling the right feelings. Blacks and women who were beneficiaries of affirmative action, immigrants, refugees, and public employees were not really stealing their place in line, liberals said. So don't feel resentful. Obama's help to these groups was not really a betrayal, liberals said. The success of those who cut ahead was not really at the expense of white men and their wives. In other words, the far right felt that the deep story was their real story and that there was a false PC cover-up of that story. They felt scorned. "People think we're not good people if we don't fee sorry for blacks and immigrants and Syrian refugees," one man told me. "But I am a good person and I don't feel sorry for them." With the cover-up, as my new friends explained to me, came the need to manage the appearance of their real feelings and even, to some extent, the feelings themselves. They didn't have to do this with friends, neighbors, and family. But they realized that the rest of America did not agree. ("I know liberals want us to feel sorry for blacks. I know they think they are so idealistic and we aren't," one woman told me.) My friends on the right felt obliged to try to modify their feelings, and they didn't like having to do that; they felt under the watchful eye of the "PC police." In the realm of emotions, the right felt like they were being treated as the criminals, and the liberals had the guns.

Like technical debt, management debt is incurred when you make an expedient, short-term management decision with an expensive, long-term consequence. Like technical debt, the trade-off sometimes makes sense, but often does not. More important, if you incur the management debt without accounting for it, then you will eventually go management bankrupt. Like technical debt, management debt comes in too many different forms to elaborate entirely, but a few salient examples will help explain the concept. Here are three of the more popular types among startups: 1. Putting two in the box 2. Overcompensating a key employee, because she gets another job offer 3. No performance management or employee feedback process

TO MY MIND, THOUGH, there is a third development that has altered our parenting experience above all others, and that is the wholesale transformation of the child’s role, both in the home and in society. Since the end of World War II, childhood has been completely redefined. Today, we work hard to shield children from life’s hardships. But throughout most of our country’s history, we did not. Rather, kids worked. In the earliest days of our nation, they cared for their siblings or spent time in the fields; as the country industrialized, they worked in mines and textile mills, in factories and canneries, in street trades. Over time, reformers managed to outlaw child labor practices. Yet change was slow. It wasn’t until our soldiers returned from World War II that childhood, as we now know it, began. The family economy was no longer built on a system of reciprocity, with parents sheltering and feeding their children, and children, in return, kicking something back into the family till. The relationship became asymmetrical. Children stopped working, and parents worked twice as hard. Children went from being our employees to our bosses. The way most historians describe this transformation is to say that the child went from “useful” to “protected.” But the sociologist Viviana Zelizer came up with a far more pungent phrase. She characterized the modern child as “economically worthless but emotionally priceless.” Today parents pour more capital—both emotional and literal—into their children than ever before, and they’re spending longer, more concentrated hours with their children than they did when the workday ended at five o’clock and the majority of women still stayed home. Yet parents don’t know what it is they’re supposed to do, precisely, in their new jobs. “Parenting” may have become its own activity (its own profession, so to speak), but its goals are far from clear.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

The Atonist nobility knew it was impossible to organize and control a worldwide empire from Britain. The British Isles were geographically too far West for effective management. In order to be closer to the “markets,” the Atonist corporate executives coveted Rome. Additionally, by way of their armed Templar branch and incessant murderous “Crusades,” they succeeded making inroads further east. Their double-headed eagle of control reigned over Eastern and Western hemispheres. The seats of Druidic learning once existed in the majority of lands, and so the Atonist or Christian system spread out in similar fashion. Its agents were sent from Britain and Rome to many a region and for many a dark purpose. To this very day, the nobility of Europe and the east are controlled from London and Rome. Nothing has changed when it comes to the dominion of Aton. As Alan Butler and Stephen Dafoe have proven, the Culdean monks, of whom we write, had been hired for generations as tutors to elite families throughout Europe. In their book The Knights Templar Revealed, the authors highlight the role played by Culdean adepts tutoring the super-wealthy and influential Catholic dynasties of Burgundy, Champagne and Lorraine, France. Research into the Templars and their affiliated “Salt Line” dynasties reveals that the seven great Crusades were not instigated and participated in for the reasons mentioned in most official history books. As we show here, the Templars were the military wing of British and European Atonists. It was their job to conquer lands, slaughter rivals and rebuild the so-called “Temple of Solomon” or, more correctly, Akhenaton’s New World Order. After its creation, the story of Jesus was transplanted from Britain, where it was invented, to Galilee and Judea. This was done so Christianity would not appear to be conspicuously Druidic in complexion. To conceive Christianity in Britain was one thing; to birth it there was another. The Atonists knew their warped religion was based on ancient Amenism and Druidism. They knew their Jesus, Iesus or Yeshua, was based on Druidic Iesa or Iusa, and that a good many educated people throughout the world knew it also. Their difficulty concerned how to come up with a believable king of light sufficiently appealing to the world’s many pagan nations. Their employees, such as St. Paul (Josephus Piso), were allowed to plunder the archive of the pagans. They were instructed to draw from the canon of stellar gnosis and ancient solar theologies of Egypt, Chaldea and Ireland. The archetypal elements would, like ingredients, simply be tossed about and rearranged and, most importantly, the territory of the new godman would be resituated to suit the meta plan.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.