Employee Experience Quotes

The Marquis De Sade said that the most important experiences a man can have are those that take him to the very limit; that is the only way we learn, because it requires all our courage. When a boss humiliates an employee, or a man humiliates his wife, he is merely being cowardly or taking his revenge on life, they are people who have never dared to look into the depths of their soul, never attempted to know the origin of that desire to unleash the wild beast, or to understand that sex, pain and love are all extreme experiences. Only those who know those frontiers know life; everything else is just passing the time, repeating the same tasks, growing old and dying without ever having discovered what we are doing here.

A good vision will not just give your employees much-needed direction but also much-valued inspiration to do their work efficiently.

When a business streamlines its processes, it inevitably experiences other benefits which may include greater employee satisfaction, more profits, better accounting, and more.

Wisdom comes from experience, either the experience of others or of oneself. And to let experience do its work, a person has to be open to receiving the lessons that it has to teach.

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillets to ensure that the objective is accomplished.

दश वर्षदेखि म यो बिरानो देशमा रगत र पसिना बेचिरहेकोछु ।

फिसको पैसा जम्मा भएको दिन मैले पहिलोपल्ट एक बोतल जुस किने र आँशुसँगै पिएँ ।

सातै दिन केवल पानीले पाउरोटी निलेर म अठार-बीस घन्टा, भेटे जति काममा खटिन थालेँ ।

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.

There isn’t much room for ego in leading a business. The business will experience the greatest success when the leaders and employees of the business focus less on self and more on pleasing customers.

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.

Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform.

The entrepreneur’s mind-set is completely different to the employee’s mind-set. The entrepreneur finds it abhorrent to conform to organizational norms, whilst the employee finds joy and stability in all that’s tried and true. It’s not that one’s wrong and the other is right. It’s the mind-set that differentiates the two.

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.

When we're talking about implementing change in business, it's good have a holistic view and to consider all of the dynamics, including: What is the scope of the change? Who is being impacted (customers, employees, others)? How are people being impacted, and in what way? Are there different perspectives regarding the experience of the change? What exactly is being changed (systems, processes, jobs)? What is the expected timeline for the change?

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.

We think it's important to have a company culture where employees feel loved, valued, and appreciated.

If all of your past employees were to honestly write about their experiences in your company, what would they write?

Frontline decision making approach of an organization determines customer as well as employee experience and can prove to be a competitive advantage.

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.

The boardroom is more than just a meeting space; it's a crucible where the future of a company is forged. It's a dynamic arena where individuals with diverse backgrounds, experiences, and perspectives converge to make decisions that can profoundly impact the lives of employees, shareholders, customers, and communities.

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform.

In one study investigating employee experiences with speaking up, 85% of respondents reported at least one occasion when they felt unable to raise a concern with their bosses, even though they believed the issue was important.

DIVERSITY IS ABOUT RECOGNISING, VALUING AND TAKING ACCOUNT OF PEOPLE'S DIFFERENT BACKGROUNDS, KNOWLEDGE, SKILLS, AND EXPERIENCES. HEALTH AND SAFETY SHOULD NOT BE USED TO JUSTIFY DISCRIMINATING AGAINST CERTAIN GROUPS OF EMPLOYEES

How do people get to this clandestine Archipelago? Hour by hour planes fly there, ships steer their course there, and trains thunder off to it--but all with nary a mark on them to tell of their destination. And at ticket windows or at travel bureaus for Soviet or foreign tourists the employees would be astounded if you were to ask for a ticket to go there. They know nothing and they've never heard of the Archipelago as a whole or any one of its innumerable islands. Those who go to the Archipelago to administer it get there via the training schools of the Ministry of Internal Affairs. Those who go there to be guards are conscripted via the military conscription centers. And those who, like you and me, dear reader, go there to die, must get there solely and compulsorily via arrest. Arrest! Need it be said that it is a breaking point in your life, a bolt of lightning which has scored a direct hit on you? That it is an unassimilable spiritual earthquake not every person can cope with, as a result of which people often slip into insanity? The Universe has as many different centers as there are living beings in it. Each of us is a center of the Universe, and that Universe is shattered when they hiss at you: "You are under arrest." If you are arrested, can anything else remain unshattered by this cataclysm? But the darkened mind is incapable of embracing these dis­placements in our universe, and both the most sophisticated and the veriest simpleton among us, drawing on all life's experience, can gasp out only: "Me? What for?" And this is a question which, though repeated millions and millions of times before, has yet to receive an answer. Arrest is an instantaneous, shattering thrust, expulsion, somer­sault from one state into another. We have been happily borne—or perhaps have unhappily dragged our weary way—down the long and crooked streets of our lives, past all kinds of walls and fences made of rotting wood, rammed earth, brick, concrete, iron railings. We have never given a thought to what lies behind them. We have never tried to pene­trate them with our vision or our understanding. But there is where the Gulag country begins, right next to us, two yards away from us. In addition, we have failed to notice an enormous num­ber of closely fitted, well-disguised doors and gates in these fences. All those gates were prepared for us, every last one! And all of a sudden the fateful gate swings quickly open, and four white male hands, unaccustomed to physical labor but none­theless strong and tenacious, grab us by the leg, arm, collar, cap, ear, and drag us in like a sack, and the gate behind us, the gate to our past life, is slammed shut once and for all. That's all there is to it! You are arrested! And you'll find nothing better to respond with than a lamblike bleat: "Me? What for?" That's what arrest is: it's a blinding flash and a blow which shifts the present instantly into the past and the impossible into omnipotent actuality. That's all. And neither for the first hour nor for the first day will you be able to grasp anything else.

It’s really simple. People what to be where they feel valued and where they have the full capacity to provide value. When people have that, they stay. When they don’t, they leave. Companies that provide this to employees experience retention. Companies that don’t, experience attrition.

20% Time” is not Google indigenous. It was borrowed from a company formerly known as Minnesota Mining and Manufacturing, aka 3M, which allowed its employees to spend 15 percent of their work hours experimenting with new ideas, no questions asked. 3M’s “15% Time” brought us, among other things, Post-it Notes.

That part of warcraft always appealed to me. Such things happen slowly . . . and then all at once. The ground must be carefully prepared, often for generations. Corporations had been chipping away at the authority of governments for a century before the Seed Wars. They experimented with company towns, and then outrageous benefits for employees. As health care became more expensive, one didn’t even have to offer private transport and free meals. Simply helping pay the cost to cure grandma’s cancer was enough to ensure blind obedience. That’s how you keep them loyal. Foster distrust in the democratic governments that are actually accountable to them.

Encouraging employees to interact directly with the environment is just an interesting exercise until you debrief their experiences and encourage reflection.

Ultimately we are the sum of our experiences and not the sum of our belongings.

You don’t need budget to create experiences.

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.

Our work and educational institutions reinforce this preference for later over now throughout our lives. In school we focus on the ends — passing the semester, making the grade, or otherwise getting it all behind us — rather than the present-moment experience of actually learning. As employees, we want the work to be over as soon as it begins. Work culture is driven by quotas, billable hours, budgets, and Gantt charts — bottom lines of any sort. The value is always somewhere ahead of you, rather than here right now, in the room with you. We’re perpetually looking ahead to a payday or a weekend or some other kind of finish line. Virtually every day of our lives, we’re trained to lean towards something we don’t have, which essentially trains us to be dissatisfied with where we already are.

bonuses don't really motivate workers. Once they reach a certain baseline salary, money is no longer the main driver. They need something more. Reams have been written about the Millennial generation's hunter for impact and meaning at work. In one way, I think Millennials (and Generation Z) are not so different from the rest of us. They just voice the desires the rest of us have learned to keep quiet.

Research by the Harvard professor Teresa M. Amabile and researcher Steven J. Kramer has found that employees are happiest at jobs where they experience “the power of small wins”—regular, daily, visible progress.

I have more than 6670 employees spread across the length and breadth of the country who live and experience the brand 'Bajaj Allianz' everyday. I'd like to believe that these people are the company's most valued brand ambassadors.

To be yourself is in many ways, is to be inconvenient to others. Only placaters and appeasers get along with other people all the time and that's not really getting along with anyone. That's just self erasure. To be alive, to be in a relationship is to constantly court inconvenience to others and out of that inconvenience can come enormous growth. I simply work as an imperasist. Empiricism comes first. So, I speak things that are inconvenient to others but, true for me. I observe their response. It's incredibly easy to find out the truth in your relationships. All you do is speak the truth. You speak the truth about what's on your mind to those around you and their true natures will be revealed in about 5 seconds. You have honesty in your relationships. You speak the truth about your experience, thought's, and feelings in your relationships and then you do not control how other people respond. Your as honest as can be and you simply observe how they respond. It's like that spray you use to see the lasers in the room. Honesty reveals everything. OK So, if these people constantly sacrifice my happiness, security, and mental health for the sake of their petty emotional selfish needs then I could choose to stay in those relationships if I want. I mean, I could choose to continue to hire an employee who steals from me everyday. I just have to be aware that he's stealing from me everyday.

An employer can’t prove an employee incompetent simply by announcing that she is. But because “beauty” lives so deep in the psyche, where sexuality mingles with self-esteem, and since it has been usefully defined as something that is continually bestowed from the outside and can always be taken away, to tell a woman she is ugly can make her feel ugly, act ugly, and, as far as her experience is concerned, be ugly, in the place where feeling beautiful keeps her whole.

Over the years I have had much occasion to ponder this word, the intelligentsia. We are all very fond of including ourselves in it—but you see not all of us belong. In the Soviet Union this word has acquired a completely distorted meaning. They began to classify among the intelligentsia all those who don't work (and are afraid to) with their hands. All the Party, government, military, and trade union bureaucrats have been included. All bookkeepers and accountants—the mechanical slaves of Debit. All office employees. And with even greater ease we include here all teachers (even those who are no more than talking textbooks and have neither independent knowledge nor an independent view of education). All physicians, including those capable only of making doodles on the patients' case histories. And without the slightest hesitation all those who are only in the vicinity of editorial offices, publishing houses, cinema studios, and philharmonic orchestras are included here, not even to mention those who actually get published, make films, or pull a fiddle bow. And yet the truth is that not one of these criteria permits a person to be classified in the intelligentsia. If we do not want to lose this concept, we must not devalue it. The intellectual is not defined by professional pursuit and type of occupation. Nor are good upbringing and good family enough in themselves to produce and intellectual. An intellectual is a person whose interests in and preoccupation with the spiritual side of life are insistent and constant and not forced by external circumstances, even flying in the face of them. An intellectual is a person whose thought is nonimitative.

The job description he wrote for his very first employee said, “You must have experience designing and building large and complex (yet maintainable) systems, and you should be able to do so in about one-third the time that most competent people think possible.

Communicating on the surface can be easy. But when you want to dig deeper and connect with more profound impact, you’ll need to achieve greater understanding, especially when others have personalities, experiences, needs, and preferences different from your own.

Another sister had worked at Tulane Hospital in downtown New Orleans. Tulane was also dark, hot, and surrounded by water, but officials at its parent corporation, HCA, had been proactive about arranging for private helicopters and buses to rescue patients, employees, and their families, betting correctly that government assets would prove insufficient. The process of an orderly if slow evacuation had kept panic at bay. She knew of no patients who had died at Tulane. This sister was able to laugh and joke about her experiences.

How you got your college education mattered most.” And two experiences stood out from the poll of more than one million American workers, students, educators, and employers: Successful students had one or more teachers who were mentors and took a real interest in their aspirations, and they had an internship related to what they were learning in school. The most engaged employees, said Busteed, consistently attributed their success in the workplace to having had a professor or professors “who cared about them as a person,” or having had “a mentor who encouraged their goals and dreams,” or having had “an internship where they applied what they were learning.” Those workers, he found, “were twice as likely to be engaged with their work and thriving in their overall well-being.” There’s a message in that bottle.

Using both experiments and field data, a recent study found that economic insecurity was associated with increased consumption of painkillers and produced actual physical pain and reduced pain tolerance, with the absence of control providing one mechanism explaining these results.

The worlds of corporate employees and freelancers are miles apart, even if they are producing the same deliverable. Imagine flying your own two-seat “puddle jumper” instead of taking a commercial flight. You’ll reach the same destination, but how you get there is a completely different experience.

An employee in your company makes a careless mistake that costs you business. This can be exactly what you spend so much time and effort trying to avoid. Or, with a shift in perception, it can be exactly what you were looking for—the chance to pierce through defenses and teach a lesson that can be learned only by experience. A mistake becomes training.

The truth is that modern inequality exists because democracy is excluded from the economic sphere. It needs therefore to be dealt with by an extension of democracy into the workplace. We need to experiment with every form of economic democracy – employee ownership, producer and consumer co-operatives, employee representatives on company boards and so on.

second related pressure stems from organizational biases—whereby employees become captured by the institutional culture that they experience daily and adopt the personal preferences of their bosses and workplaces more generally. Over a century ago, the brilliant economist and sociologist Thorstein Veblen illustrated how our minds become shaped and narrowed by our daily occupations:

What lubricates the process for us is faith—faith supported by experience—that employees can pursue their self-interest and fulfill the company’s agenda at the same time. If there’s a match or alignment between what we want and what they want, the results will be twofold: While they’re busy satisfying themselves, they’ll satisfy the company’s objectives, too. They succeed, we succeed.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

Here was the bottom line: if we human beings are information processing machines, reading X's and O's and translating that information into what people oh so breathlessly call "experience," and if I had access to all that same information via cable TV and any number of magazines that I browsed through at Hudson News for four- and five- hour stretches on my free days (my record was eight hours, including the half hour I spent manning the register during the lunch break of one of the younger employees, who though I worked there)- if I had not only the information but the artisty to shape that information using the computer inside my brain (real computers scared me; if you can find Them, then They can find you, and I didn't want to be found), then, technically speaking, was I not having all of the same experiences those other people were having?

term gains. If you insist on a manager having previous managerial experience, you’ll never be able to promote a promising server into the role. By definition, then, it’s impossible to promote from within if you wait until an employee has all the experience they need. Often, the perfect moment to give someone more responsibility is before they’re ready. Take a chance, and that person will almost always work extra hard to prove you right.

Interruptions are especially destructive to people who need to concentrate – knowledge workers like hardware engineers, graphic designers, lawyers, writers, architects, accountants, and so on. Research by Gloria Mark and her colleagues shows that it takes people an average of twenty-five minutes to recover from an interruption and return to the task they had been working on – which happens because interruptions destroy their train of thought and divert attention to other tasks. A related study shows that although employees who experience interruptions compensate by working faster when they return to what they were doing, this speed comes at a cost, including feeling frustrated, stressed, and harried. Some interruptions are unavoidable and are part of the work – but as a boss, the more trivial and unnecessary intrusions you can absorb, the more work your people will do and the less their mental health will suffer.

You can tell your organization confers a sense of psychological safety if employees at all levels across the organization regularly exchange ideas and debate their merits. A healthy team is one that trusts each other enough to share and dissect ideas. They may disagree passionately sometimes, but they don’t attack or criticize each other. Instead, they question ideas—even if those ideas come from leadership. They are free to explore and experiment to find what works best.

Just as most American employers give us ‘at will’ employments, our entire existence has become subject to their will. We have arrived at a point where most of our stress is a result of not knowing whether we will get the next paycheck. Exploitative employers love it this way. So long as we are afraid, they are sure to get 100 percent submission from us. We cannot let our toxic way of working be accepted as the norm and as the typical American work ethics. We deserve and can do much, much better than this.

Trump was the only modern president who had never met most of his senior advisers and cabinet appointees before he won the presidency; his three top White House aides—Priebus, Bannon, and Kushner—had never served in government either. He approached the new bureaucracy in much the same way he had a family-run business, demanding that employees sign agreements that would prevent them from ever speaking publicly about the experience. The White House counsel made clear to some staff that the contracts were not enforceable.

Burned-out, stressed-out, and frazzled leaders foster organizations that experience high turnover, low employee engagement, steep healthcare costs, and dysfunctional teams that often work against one another. The current models of leadership require organizations to motivate their people largely with fear and extrinsic rewards. Though no one argues that these forms of motivation can produce short-term results, they are usually accompanied by distrust and cynicism in the workplace, which have long-term negative consequences.

An employee in your company makes a careless mistake that costs you business. This can be exactly what you spend so much time and effort trying to avoid. Or, with a shift in perception, it can be exactly what you were looking for—the chance to pierce through defenses and teach a lesson that can be learned only by experience. A mistake becomes training. Again, the event is the same: Someone messed up. But the evaluation and the outcome are different. With one approach you took advantage; with the other you succumbed to anger or fear.

Thinking about what might happen if we ran completely out of money—laying off all the employees that I’d so carefully selected and hired, losing all my investors’ money, jeopardizing all the customers who trusted us with their business—made it difficult to concentrate on the possibilities. Marc Andreessen attempted to cheer me up with a not-so-funny-at-the-time joke: Marc: “Do you know the best thing about startups?” Ben: “What?” Marc: “You only ever experience two emotions: euphoria and terror. And I find that lack of sleep enhances them both.

We grow up believing that what counts most in our lives is that which will occur in the future. Parents teach children that if they learn good habits now, they will be better off as adults. Teachers assure pupils that the boring classes will benefit them later, when the students are going to be looking for jobs. The company vice president tells junior employees to have patience and work hard, because one of these days they will be promoted to the executive ranks. At the end of the long struggle for advancement, the golden years of retirement beckon.

Power Distance Index” (PDI). Power distance is concerned with attitudes toward hierarchy, specifically with how much a particular culture values and respects authority. To measure it, Hofstede asked questions like “How frequently, in your experience, does the following problem occur: employees being afraid to express disagreement with their managers?” To what extent do the “less powerful members of organizations and institutions accept and expect that power is distributed unequally?” How much are older people respected and feared? Are power holders entitled to special privileges?

Wallace would never realize his political ambitions, but he would certainly play a part in seeing that Johnson realized his. After the assassination of President Kennedy, a fingerprint was found on a cardboard box in the sniper’s nest on the sixth floor of the Texas School Book Depository. It could not be linked with Oswald, any other employee of the Texas School Book Depository, or any law enforcement officer who had handled the box. Wallace’s print from his previous conviction and the one found on the box were a match, according to fingerprint expert A. Nathan Darby, former head of Austin’s police identification unit. Darby was the most experienced certified latent print examiner in America, with more than thirty-five years of military forensic and police experience. An initial comparison found a match between the two prints on fourteen unique points while Darby ultimately ascertained that the two prints had thirty-two matching points,65 far exceeding the requirement for identification and conviction. “I’m positive,” said Darby. “The finger that made the ink print also made the latent print. It’s a match.” In comparison, “the Dallas police found only three partial fingerprints of Oswald on only two of the boxes in the area.”66

Beyond identifying and admitting the cause of their challenge, people who lack humility need behavioral training in an exposure therapy kind of way. Don't be put off by the clinical sound of this. What I mean is that employees can make progress simply by acting like they are humble. By intentionally forcing themselves to compliment others, admit their mistakes and weaknesses, and take an interest in colleagues, employees can begin to experience the liberation of humility. This happens because they suddenly realize that focusing on others does not detract from their own happiness, but rather adds to it. After all, humility is the most attractive and central of all virtues.

When I first became a manager, I had mixed feelings about training. Logically, training for high-tech companies made sense, but my personal experience with training programs at the companies where I had worked was underwhelming. The courses were taught by outside firms who didn’t really understand our business and were teaching things that weren’t relevant. Then I read chapter 16 of Andy Grove’s management classic, High Output Management, titled “Why Training Is the Boss’s Job,” and it changed my career. Grove wrote, “Most managers seem to feel that training employees is a job that should be left to others. I, on the other hand, strongly believe that the manager should do it himself.

Do not suppose, for example, that if you are an employee of the American Embassy by the name of Alexander Dolgun you cannot be arrested in broad daylight on Gorky Street, right by the Central Telegraph Office. Your unfamiliar friend dashes through the press of the crowd, and opens his plundering arms to embrace you: “Saaasha!” He simply shouts at you, with no effort to be inconspicuous. “Hey, pal! Long time no see! Come on over, let’s get out of the way.” At that moment a Pobeda sedan draws up to the curb.… And several days later TASS will issue an angry statement to all the papers alleging that informed circles of the Soviet government have no information on the disappearance of Alexander Dolgun.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

All that day we went about stunned – we, the small town of real people behind the corporate logo of a ringed blue planet spinning through starry space. In the studio's Corner Store, in small groups that met on the company streets and in a hundred offices, we pieced our own experiences together with what was coming to light in the media. The suspect: a deranged, 43-year-old drifter who two days earlier had allegedly killed three people in Albuquerque, NM. He had fled to California where for reasons unknown he had been trying to contact actor-producer Michael Landon on the day of the shootings. The employees he had approached had repeatedly turned him away, since Landon had no particular connection with our studio. But just after dark the man had come back to the main gate again. He had walked up to a young actress waiting for her ride after an audition, said "hello" to her and then stepped over to the guardhouse. "I heard a shot and looked up," a secretary who had been passing nearby told me. "I saw Jeren fall and heard him groan. And there was this guy in a gray jacket just standing over him, pointing down at him with a gun. Then he raised the gun and pointed it at the other guard and shot again, and I saw Armando fall out the other side of the guardhouse. For a split second – just because we're at a movie studio – I thought it must be a movie they were filming. But there weren't any lights or cameras, and I realized it was real, and I thought, ‘He's gonna come after us because we saw it!' So I ran. I felt I was running for my life.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

Technology managers, like so many other well-meaning managers, often try to fix the person while ignoring the work environment, even though changing the environment is far more vital for long-term success. Managers who want to avert employee burnout should concentrate their attention and efforts on: Fostering a respectful, supportive work environment that emphasizes learning from failures rather than blaming Communicating a strong sense of purpose Investing in employee development Asking employees what is preventing them from achieving their objectives and then fixing those things Giving employees time, space, and resources to experiment and learn Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes.

For many years there have been rumours of mind control experiments. in the United States. In the early 1970s, the first of the declassified information was obtained by author John Marks for his pioneering work, The Search For the Manchurian Candidate. Over time retired or disillusioned CIA agents and contract employees have broken the oath of secrecy to reveal small portions of their clandestine work. In addition, some research work subcontracted to university researchers has been found to have been underwritten and directed by the CIA. There were 'terminal experiments' in Canada's McGill University and less dramatic but equally wayward programmes at the University of California at Los Angeles, the University of Rochester, the University of Michigan and numerous other institutions. Many times the money went through foundations that were fronts or the CIA. In most instances, only the lead researcher was aware who his or her real benefactor was, though the individual was not always told the ultimate use for the information being gleaned. In 1991, when the United States finally signed the 1964 Helsinki Accords that forbids such practices, any of the programmes overseen by the intelligence community involving children were to come to an end. However, a source recently conveyed to us that such programmes continue today under the auspices of the CIA's Office of Research and Development. The children in the original experiments are now adults. Some have been able to go to college or technical schools, get jobs. get married, start families and become part of mainstream America. Some have never healed. The original men and women who devised the early experimental programmes are, at this point, usually retired or deceased. The laboratory assistants, often graduate and postdoctoral students, have gone on to other programmes, other research. Undoubtedly many of them never knew the breadth of the work of which they had been part. They also probably did not know of the controlled violence utilised in some tests and preparations. Many of the 'handlers' assigned to reinforce the separation of ego states have gone into other pursuits. But some have remained or have keen replaced. Some of the 'lab rats' whom they kept in in a climate of readiness, responding to the psychological triggers that would assure their continued involvement in whatever project the leaders desired, no longer have this constant reinforcement. Some of the minds have gradually stopped suppression of their past experiences. So it is with Cheryl, and now her sister Lynn.

One athlete does not make a team. One singer does not make a band. One actor does not make an ensemble. One participant does not make a contest. One employee does not make a company. One stroke does not make a portrait. One word does not make an essay. One paragraph does not make a thesis. One note does not make a symphony. One instrument does not make an orchestra. One finger does not make a hand. One toe does not make a foot. One lip does not make a voice. One member does not make a body. One cell does not make a being. One memory does not make an experience. One habit does not make a character. One act does not make a destiny. One day does not make a year. One moment does not make a lifetime. One man does not make a family. One home does not make a neighborhood. One clan does not make nation. One tribe does not make a continent. One people does not make a world.

Take the New York–based Lemonade, arguably the best funded of today’s crowdsurance startups. Via an app, Lemonade brings together small groups of policyholders who pay premiums into a central “claim pool.” Artificial intelligence does the rest. The entire experience is mobile, simple, and fast. Ninety seconds to get insured, three minutes to get a claim paid, and zero paperwork. Adding more technology to this arrangement, companies like the Swiss firm Etherisc sell “bespoke insurance products” on the Ethereum blockchain. Because smart contracts remove the need for employees, paperwork, and all the rest, all sorts of new insurance products are being created. Etherisc’s first offering is something not covered by traditional insurers: flight delays and cancellations. Individuals sign up via credit card, and if their plane is more than forty-five minutes late, they’re paid instantly, automatically, and without the need for any paperwork.

We’ve remembered most of what happened,” I said. “But so far we haven’t been able to recall how we planned to do it differently this time. Can you remember?” Charlene shook her head. “Only parts of it. I know we have to identify our unconscious feelings toward one another before we can go on.” She looked into my eyes and paused. “This is all part of the Tenth Insight… only it hasn’t been written down anywhere yet. It’s coming in intuitively.” I nodded. “We know.” “Part of the Tenth is an extension of the Eighth. Only a group that’s operating fully in the Eighth Insight can accomplish this kind of higher clearing.” “I’m not following you,” Curtis said. “The Eighth is about knowing how to uplift others,” she continued, “knowing how to send energy by focusing on another’s beauty and higher-self wisdom. This process can raise the energy level and creativity of the group exponentially. Unfortunately, many groups have trouble uplifting each other in this manner, even though the individuals involved are able to do it at other times. This is especially true if the group is work-oriented, a group of employees, for instance, or people coming together to create a unique project of some kind, because so often these people have been together before, and old, past-life emotions come up and get in the way. “We are thrown together with someone we have to work with, and we automatically dislike them, without really knowing why. Or perhaps we experience it the other way around: the person doesn’t like us, again for reasons we don’t understand. The emotions that come up might be jealousy, irritation, envy, resentment, bitterness, blame—any of these. What I intuited very clearly was that no group could reach its highest potential unless the participants seek to understand and work through these emotions.” Maya leaned forward. “That’s exactly what we’ve been doing: working through the emotions that have come up, the resentments from when we were together before.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

As I finished my rice, I sketched out the plot of a pornographic adventure film called The Massage Room. Sirien, a young girl from northern Thailand, falls hopelessly in love with Bob, an American student who winds up in the massage parlor by accident, dragged there by his buddies after a fatefully boozy evening. Bob doesn't touch her, he's happy just to look at her with his lovely, pale-blue eyes and tell her about his hometown - in North Carolina, or somewhere like that. They see each other several more times, whenever Sirien isn't working, but, sadly, Bob must leave to finish his senior year at Yale. Ellipsis. Sirien waits expectantly while continuing to satisfy the needs of her numerous clients. Though pure at heart, she fervently jerks off and sucks paunchy, mustached Frenchmen (supporting role for Gerard Jugnot), corpulent, bald Germans (supporting role for some German actor). Finally, Bob returns and tries to free her from her hell - but the Chinese mafia doesn't see things in quite the same light. Bob persuades the American ambassador and the president of some humanitarian organization opposed to the exploitation of young girls to intervene (supporting role for Jane Fonda). What with the Chinese mafia (hint at the Triads) and the collusion of Thai generals (political angle, appeal to democratic values), there would be a lot of fight scenes and chase sequences through the streets of Bangkok. At the end of the day, Bob carries her off. But in the penultimate scene, Sirien gives, for the first time, an honest account of the extent of her sexual experience. All the cocks she has sucked as a humble massage parlor employee, she has sucked in the anticipation, in the hope of sucking Bob's cock, into which all the others were subsumed - well, I'd have to work on the dialogue. Cross fade between the two rivers (the Chao Phraya, the Delaware). Closing credits. For the European market, I already had line in mind, along the lines of "If you liked The Music Room, you'll love The Massage Room.

The school you went to is the most important thing. They don’t recruit at less prestigious schools. I was lucky. I didn’t go to a great school. I mean in my analyst class, we had thirty from Harvard, twenty from Wharton[’s undergraduate program], and only five from [my top-fifteen school]. Once in a while, you see someone from a state school. But usually they’re there because of connections. The most common type of connection was a personal one—either a direct or indirect friendship—with an employee of a particular firm. Michael, also a banker, came from a nonlisted school. He used his own job search experience as an example of the usefulness of connections: If you’re not from the core, then it’s much more difficult to get a job here. All firms say that you can submit your résumé online, but I’m not sure if I’ve ever heard of someone who was successful this way. In my case, I had to come out here [to New York, from the South], work through friends and friends of friends, really use connections and be proactive.

Re-Read Your Vision And if you don’t have one, write it. A vision is a document that describes how you picture your life in a given timeframe (say, one year). However, you don’t necessarily have to write a vision describing every little aspect of your life (although it’s a powerful motivator, too). You can write a short vision describing the achievement of a single goal. Use images and videos to make your vision stronger and more appealing. For instance, if you want to lose weight and become fitter, find a picture of a person who looks the way you’d like to look. Describe how you feel, how strong you are, and how often you exercise. If you want to build a successful business, find images of things or experiences you’ll buy with the money your business will generate. Write down the vision of how your business serves its clients, how your employees feel about it, and how you feel as the owner. If you want to get a new job, make a list of your dream employers. Find pictures of their offices and other images that will motivate you to keep looking for a new job.

The experience of stress has three components. The first is the event, physical or emotional, that the organism interprets as threatening. This is the stress stimulus, also called the stressor. The second element is the processing system that experiences and interprets the meaning of the stressor. In the case of human beings, this processing system is the nervous system, in particular the brain. The final constituent is the stress response, which consists of the various physiological and behavioural adjustments made as a reaction to a perceived threat. We see immediately that the definition of a stressor depends on the processing system that assigns meaning to it. The shock of an earthquake is a direct threat to many organisms, though not to a bacterium. The loss of a job is more acutely stressful to a salaried employee whose family lives month to month than to an executive who receives a golden handshake. Equally important is the personality and current psychological state of the individual on whom the stressor is acting. The executive whose financial security is assured when he is terminated may still experience severe stress if his self-esteem and sense of purpose were completely bound up with his position in the company, compared with a colleague who finds greater value in family, social interests or spiritual pursuits. The loss of employment will be perceived as a major threat by the one, while the other may see it as an opportunity. There is no uniform and universal relationship between a stressor and the stress response. Each stress event is singular and is experienced in the present, but it also has its resonance from the past. The intensity of the stress experience and its long-term consequences depend on many factors unique to each individual. What defines stress for each of us is a matter of personal disposition and, even more, of personal history. Selye discovered that the biology of stress predominantly affected three types of tissues or organs in the body: in the hormonal system, visible changes occurred in the adrenal glands; in the immune system, stress affected the spleen, the thymus and the lymph glands; and the intestinal lining of the digestive system. Rats autopsied after stress had enlarged adrenals, shrunken lymph organs and ulcerated intestines.

For years, Britain operated a research facility called the Common Cold Unit, but it closed in 1989 without ever finding a cure. It did, however, conduct some interesting experiments. In one, a volunteer was fitted with a device that leaked a thin fluid at his nostrils at the same rate that a runny nose would. The volunteer then socialized with other volunteers, as if at a cocktail party. Unknown to any of them, the fluid contained a dye visible only under ultraviolet light. When that was switched on after they had been mingling for a while, the participants were astounded to discover that the dye was everywhere—on the hands, head, and upper body of every participant and on glasses, doorknobs, sofa cushions, bowls of nuts, you name it. The average adult touches his face sixteen times an hour, and each of those touches transferred the pretend pathogen from nose to snack bowl to innocent third party to doorknob to innocent fourth party and so on until pretty much everyone and everything bore a festive glow of imaginary snot. In a similar study at the University of Arizona, researchers infected the metal door handle to an office building and found it took only about four hours for the “virus” to spread through the entire building, infecting over half of employees and turning up on virtually every shared device like photocopiers and coffee machines. In the real world, such infestations can stay active for up to three days. Surprisingly, the least effective way to spread germs (according to yet another study) is kissing. It proved almost wholly ineffective among volunteers at the University of Wisconsin who had been successfully infected with cold virus. Sneezes and coughs weren’t much better. The only really reliable way to transfer cold germs is physically by touch. A survey of subway trains in Boston found that metal poles are a fairly hostile environment for microbes. Where microbes thrive is in the fabrics on seats and on plastic handgrips. The most efficient method of transfer for germs, it seems, is a combination of folding money and nasal mucus. A study in Switzerland in 2008 found that flu virus can survive on paper money for two and a half weeks if it is accompanied by a microdot of snot. Without snot, most cold viruses could survive on folding money for no more than a few hours.

Mosseri’s answer to the important question was perfect by Facebook standards: “Technology isn’t good or bad—it just is,” he wrote. “Social media is a great amplifier. We need to do all we can responsibly to magnify the good and address the bad.” But nothing “just is,” especially Instagram. Instagram isn’t designed to be a neutral technology, like electricity or computer code. It’s an intentionally crafted experience, with an impact on its users that is not inevitable, but is the product of a series of choices by its makers about how to shape behavior. Instagram trained its users on likes and follows, but that wasn’t enough to create the emotional attachment users have to the product today. They also thought about their users as individuals, through the careful curation of an editorial strategy, and partnerships with top accounts. Instagram’s team is expert at amplifying “the good.” When it comes to addressing “the bad,” though, employees are concerned the app is thinking in terms of numbers, not people. Facebook’s top argument against a breakup is that its “family of apps” evolution will be better for users’ safety. “If you want to prevent interference in elections, if you want to reduce[…]

The more we have of something, the less happiness we derive from it. We continuously raise the bar for what we want or feel we need in order to be happy—and the hedonic treadmill spins faster with ambition. In other words, the downside to being ambitious is a constant sense of dissatisfaction with our achievements. What works well in Denmark is that enjoying a good quality of life does not have to cost a lot of money. If I lost my job and my savings, I would still be able to enjoy most of the same things I enjoy today. It is not only about how much money we make, it is also about what we do with the money we have. See experiences as an investment in happy memories and in your personal story and development. Our happiness has an impact on our health. A greater level of happiness predicts better future physical health. The biggest obstacles to happiness are feeling inferior or excluded. Some of the best decisions we make come from that inner voice that says, ‘Why not?’ You are likely to be more efficient if you have less time. Meetings are employees talking about work that they have done or work that they are going to do, and managers are people whose job it is to interrupt people. Both are killing our productivity.

Along with saying no, the easiest thing you can do to become more influential is just ask. Ask more often, ask more directly, and ask for more. People who ask for what they want get better grades, more raises and promotions, and bigger job opportunities and even more orgasm. This might seem obvious but apparently it isn't. Most people do not realize how often they are not asking until they start asking more often. Whenever our MBA course ends and students share the biggest thing they have learned - after we have done so much together - the most common answer is “just ask”. The full realization comes from practice. What if you’re not sure how to ask? Just ask the other person. Seriously. One of the simplest and most surprising influence hacks is that if you ask people how to influence them, they will often tell you. Most of us are reluctant to ask because we fundamentally misunderstand the psychology of asking and we underestimate our likelihood of success. In one series of experiments, employees were more likely to turn in mediocre work than to ask for deadline extension, fearing their supervisor, would think them incompetent if they asked for extra time. But they had it backward: Managers saw extension requests as a good sign of capability and motivation. Pg 64, 65

It did, however, conduct some interesting experiments. In one, a volunteer was fitted with a device that leaked a thin fluid at his nostrils at the same rate that a runny nose would. The volunteer then socialized with other volunteers, as if at a cocktail party. Unknown to any of them, the fluid contained a dye visible only under ultraviolet light. When that was switched on after they had been mingling for a while, the participants were astounded to discover that the dye was everywhere—on the hands, head, and upper body of every participant and on glasses, doorknobs, sofa cushions, bowls of nuts, you name it. The average adult touches his face sixteen times an hour, and each of those touches transferred the pretend pathogen from nose to snack bowl to innocent third party to doorknob to innocent fourth party and so on until pretty much everyone and everything bore a festive glow of imaginary snot. In a similar study at the University of Arizona, researchers infected the metal door handle to an office building and found it took only about four hours for the “virus” to spread through the entire building, infecting over half of employees and turning up on virtually every shared device like photocopiers and coffee machines. In the real world, such infestations can stay active for up to three days. Surprisingly,

Of all of Hofstede’s Dimensions, though, perhaps the most interesting is what he called the “Power Distance Index” (PDI). Power distance is concerned with attitudes toward hierarchy, specifically with how much a particular culture values and respects authority. To measure it, Hofstede asked questions like “How frequently, in your experience, does the following problem occur: employees being afraid to express disagreement with their managers?” To what extent do the “less powerful members of organizations and institutions accept and expect that power is distributed unequally?” How much are older people respected and feared? Are power holders entitled to special privileges? “In low–power distance index countries,” Hofstede wrote in his classic text Culture’s Consequences: power is something of which power holders are almost ashamed and they will try to underplay. I once heard a Swedish (low PDI) university official state that in order to exercise power he tried not to look powerful. Leaders may enhance their informal status by renouncing formal symbols. In (low PDI) Austria, Prime Minister Bruno Kreisky was known to sometimes take the streetcar to work. In 1974, I actually saw the Dutch (low PDI) prime minister, Joop den Uyl, on vacation with his motor home at a camping site in Portugal. Such behavior of the powerful would be very unlikely in high-PDI Belgium or France.*

For years, Britain operated a research facility called the Common Cold Unit, but it closed in 1989 without ever finding a cure. It did, however, conduct some interesting experiments. In one, a volunteer was fitted with a device that leaked a thin fluid at his nostrils at the same rate that a runny nose would. The volunteer then socialized with other volunteers, as if at a cocktail party. Unknown to any of them, the fluid contained a dye visible only under ultraviolet light. When that was switched on after they had been mingling for a while, the participants were astounded to discover that the dye was everywhere—on the hands, head, and upper body of every participant and on glasses, doorknobs, sofa cushions, bowls of nuts, you name it. The average adult touches his face sixteen times an hour, and each of those touches transferred the pretend pathogen from nose to snack bowl to innocent third party to doorknob to innocent fourth party and so on until pretty much everyone and everything bore a festive glow of imaginary snot. In a similar study at the University of Arizona, researchers infected the metal door handle to an office building and found it took only about four hours for the “virus” to spread through the entire building, infecting over half of employees and turning up on virtually every shared device like photocopiers and coffee machines. In the real world, such infestations can stay active for up to three days.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

Define Your Options When people are spinning their rumination wheels about a particular problem, they often don’t concretely define what their options are for moving forward. To shift out of rumination and into problem-solving mode, concretely and realistically define what your best three to six options are. For example, imagine you’ve recently hired a new employee but that person is not working out. Instead of mentally slapping yourself around about why you made the hire, it would be more useful to define what your options are at this point: --Giving the employee more time --Shifting the employee’s responsibilities to simpler jobs --Giving the employee checklists of the steps needed to complete each task --Having another employee work with the individual --Firing the employee Defining your options relieves some of the stress of rumination and helps you shift to effective problem solving. Keeping your list of options short will prevent you from running into choice-overload problems. Research shows that if you consider more than three to six choices, you’re less likely to end up making a choice. Experiment: Practice concretely defining your best three to six options for moving forward with a problem you’re currently ruminating or worrying about. Write brief bullet points, like in the example just given. You can use this method for all sorts of problems. For example, a friend just used it to come up with ideas for how to have more social contact in her life. Note: If the word best is causing you to jump into perfectionism/frozen mode, write any three to six options.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

went to her workshop three times a week to paint with Kirsten. She rarely frequented the Lark House dining room, preferring to eat out at local restaurants where the owners knew her, or in her apartment, when her daughter-in-law sent the chauffeur around with one of her favorite dishes. Irina kept only basic necessities in her kitchen: fresh fruit, oatmeal, whole-grain bread, honey. Alma and Seth often invited Irina to their ritual Sunday lunch at Sea Cliff, where the family paid the matriarch homage. To Seth, who had previously used any pretext not to arrive before dessert—for even he was unable to consider not putting in an appearance at all—Irina’s presence made the occasion infinitely more appealing. He was still stubbornly pursuing her, but since he was meeting with little success he also went out with previous girlfriends willing to put up with his fickleness. He was bored with them and did not succeed in making Irina jealous. As his grandmother often said and the family often repeated, why waste ammunition on vultures? It was yet another enigmatic saying often used by the Belascos. To Alma, these family reunions began with a pleasant sense of anticipation at seeing her loved ones, particularly her granddaughter, Pauline (she saw Seth frequently enough), but often ended up being a bore, since every topic of conversation became a pretext for getting angry, not from any lack of affection, but out of the bad habit of arguing over trivialities. Seth always looked for ways to challenge or scandalize his parents; Pauline brought to the table yet another cause she had embraced, which she explained in great detail, from genital mutilation to animal slaughterhouses; Doris took great pains to offer her most exquisite culinary experiments, which were veritable banquets, yet regularly ended up weeping in her room because nobody appreciated them; good old Larry meanwhile performed a constant balancing act to avoid quarrels. The grandmother took advantage of Irina to dissipate tension, because the Belascos always behaved in a civilized fashion in front of strangers, even if it was only a humble employee from

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Everything at Airbnb is a continuation of what it’s like to be a guest in somebody’s house.

Even the way we describe seemingly straightforward tasks can make a difference in how people perform. In one experiment, subjects were asked to play either the “Wall Street Game” or the “Community Game,” a task designed to measure people’s willingness to cooperate under different conditions.19 In reality, they were the exact same game. But those who had been primed to think of community were more likely to be cooperative than those thinking of Wall Street. What we expect from people (and from ourselves) manifests itself in the words we use, and those words can have a powerful effect on end results. This means, as you will continue to see in the coming chapters, that the best managers and leaders view each interaction as an opportunity to prime their employees for excellence.

Waiting for an experience elicits more happiness than waiting for a material good... When we spend money on experiences, those purchases are also more associated with our identity, connection and social behavior.

The environments that affect the employee experience are the technological, physical, and cultural.

People who spend money on experiences instead of things are just happier all around.

While many futurists and business leaders believe that robots and automation are taking jobs from humans, I believe that it's the humans who are takin the jobs away from robots.

All of this demonstrates how work is becoming more of a mindset than a fixed place, time of day, or location.