Employee Happy Quotes

It is a curious thing, but as one travels the world getting older and older, it appears that happiness is easier to get used to than despair. The second time you have a root beer float, for instance, your happiness at sipping the delicious concoction may not be quite as enormous as when you first had a root beer float, and the twelfth time your happiness may be still less enormous, until root beer floats begin to offer you very little happiness at all, because you have become used to the taste of vanilla ice cream and root beer mixed together. However, the second time you find a thumbtack in your root beer float, your despair is much greater than the first time, when you dismissed the thumbtack as a freak accident rather than part of the scheme of a soda jerk, a phrase which here means "ice cream shop employee who is trying to injure your tongue," and by the twelfth time you find a thumbtack, your despair is even greater still, until you can hardly utter the phrase "root beer float" without bursting into tears. It is almost as if happiness is an acquired taste, like coconut cordial or ceviche, to which you can eventually become accustomed, but despair is something surprising each time you encounter it.

If you want to keep your customers happy, start by keeping your employees happy.

If your employees are happy, they become your salespeople who speak with utmost passion for the company they work for.

Effective two-way communication is responsible for building the trust in a company and keeping the employees happy.

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.

Employers are at their happiest on Mondays. Employees are at their happiest on Fridays.

The fastest way to disengage an employee is to tell him his work is meaningful only because of the paycheck.

When employees are unhappy with their job, they underperform and they're less productive. Smart employers invest in employee happiness.

For example, when asked to write twenty statements beginning with the words “I am …,” Americans are likely to list their own internal psychological characteristics (happy, outgoing, interested in jazz), whereas East Asians are more likely to list their roles and relationships (a son, a husband, an employee of Fujitsu).

He who asks a question is a fool for five minutes; he who does not ask a question remains a fool forever.” —Chinese proverb

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 ...

Youth was the time for happiness, its only season; young people, leading a lazy, carefree life, partially occupied by scarcely absorbing studies, were able to devote themselves unlimitedly to the liberated exultation of their bodies. They could play, dance, love, and multiply their pleasures. They could leave a party, in the early hours of the morning, in the company of sexual partners they had chosen, and contemplate the dreary line of employees going to work. They were the salt of the earth, and everything was given to them, everything was permitted for them, everything was possible. Later on, having started a family, having entered the adult world, they would be introduced to worry, work, responsibility, and the difficulties of existence; they would have to pay taxes, submit themselves to administrative formalities while ceaselessly bearing witness--powerless and shame-filled--to the irreversible degradation of their own bodies, which would be slow at first, then increasingly rapid; above all, they would have to look after children, mortal enemies, in their own homes, they would have to pamper them, feed them, worry about their illnesses, provide the means for their education and their pleasure, and unlike in the world of animals, this would last not just for a season, they would remain slaves of their offspring always, the time of joy was well and truly over for them, they would have to continue to suffer until the end, in pain and with increasing health problems, until they were no longer good for anything and were definitively thrown into the rubbish heap, cumbersome and useless. In return, their children would not be at all grateful, on the contrary their efforts, however strenuous, would never be considered enough, they would, until the bitter end, be considered guilty because of the simple fact of being parents. From this sad life, marked by shame, all joy would be pitilessly banished. When they wanted to draw near to young people's bodies, they would be chased away, rejected, ridiculed, insulted, and, more and more often nowadays, imprisoned. The physical bodies of young people, the only desirable possession the world has ever produced, were reserved for the exclusive use of the young, and the fate of the old was to work and to suffer. This was the true meaning of solidarity between generations; it was a pure and simple holocaust of each generation in favor of the one that replaced it, a cruel, prolonged holocaust that brought with it no consolation, no comfort, nor any material or emotional compensation.

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

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.

When your employees are happy at work, they do a better job. And when they do a better job, customers feel it. And when customers feel that happiness coming from a companies employees, it's like they just wanna spend their money there.

The currency of evolution is neither hunger nor pain, but rather copies of DNA helixes. Just as the economic success of a company is measured only by the number of dollars in its bank account, not by the happiness of its employees, so the evolutionary success of a species is measured by the number of copies of its DNA.

12% of dreams create jobs. 88% of jobs destroy dreams.

Studies indicate that happy employees are more productive, more creative, and provide better client service. They’re less likely to quit or call in sick. What’s more, they act as brand ambassadors outside the office, spreading positive impressions of their company and attracting star performers to their team.

• Starting with trust and giving employees great autonomy and flexibility allows people to feel independent and empowered while still feeling like a part of something bigger. This leads to happy, loyal employees with a rich quality of life, which in turn leads to an amazing culture.

Over Christmas break, I took on additional hours and was working late one Saturday night when Wild Bill came sauntering into my department tipsy to pick me up so I wouldn’t have to hitchhike home. I had scarcely seen him since he enrolled me in school, except slumped over the bar at Dave’s or when he would occasionally drop by the Tampico unannounced on the way home to his new family. He’d beach himself on the sofa while I did my homework, and when he sobered up enough to drive home, he would down a can of beer before saying goodbye. To say it made me happy to see him, drunk and all, is an understatement. Seeing my father anywhere besides Dave’s Tavern was akin to spotting a unicorn in the wild. I asked him to meet me out in front of the store, but he insisted on following me through the employees’ exit. On the way out, he stole two poinsettias. He thought it was hilarious to be running out of the JCPenney’s with a poinsettia in each hand.

Women are taught that to be a good woman you need to be good for other people. If your kids are happy, then you're a good mom. If your husband is happy, you're a good wife. How about a good daughter, employee, sister, friend? All of your value is essentially wrapped up in other people's happiness. How can anyone successfully navigate that for a lifetime? How can anyone dream of more? How can anyone follow their what if, if they need someone else to approve of it first?

Employment is a social thing and not just a transactional thing. Good salaries and wages are good. Perks and benefits are good. But also, having managers and leaders in place who are kind and genuine and caring towards employees - having that type of atmosphere at the company - that contributes a lot to employee happiness and employee productivity.

The secret to happy workplaces isn’t spending more money. It’s about creating the conditions that allow employees to do their best work.

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

If customers and clients are happy - living more fulfilled lives, living more joyful lives, more abundant lives... If business owners, managers and employees are happy - living more fulfilled lives, more abundant lives, more peaceful lives... Of course that's going to ripple out into society. That joy, that fulfillment, that abundance - it's going to ripple outwards.

SOME COMPANIES PUT a lot of effort into bringing employees together outside of the office. It might be a happy hour, or a holiday party, or an off-site event. While retreats and parties can be productive if people on your team really want them, it is best to remember that mostly you get to know the people you work with on the job, every day, as an integrated part of the work rhythm, not at the annual holiday party.

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.

The workshop is a fresh approach that helps employees increase their productivity while improving their happiness and attitude in the workplace. As you might guess, The Miracle Morning  workshop is appropriately done in the morning, usually before the actual conference begins.

I think that when people are in a position of power, they can really affect a person’s mental health, happiness, and career. They don’t realize what an effect they have on their subordinates. Every action you take truly has an effect on your employees, both at work and outside the office.

It is equally important to know if we have a happy and engaged workforce as it is to have a profitable bottom line.

Big businesses are beginning to realize that the employee who puts his job before his home life is not as effective as the one who has a happy, fulfilling marriage.

My repeated and often preached motto to my employees was, “The customer pays your paycheck, not me—keep them happy.

In fact, rarely have I seen an optimistic and motivated worker under the supervision of a pessimistic, apathetic manager. As the leaders go, so go their employees.

In organizations where employees are happy you find two things present: trust and respect.

The truth about 90-plus percent of entrepreneurs is that we start companies not because we’re so skilled, but because we don’t have the skills to be an effective employee.

Just be Nice. Nice—this little word has a big meaning. Use it generously. Being nice helps people feel emotionally safe, allowing for more authentic, trusting, and happy interactions.

This means that happy, inspired and fulfilled employees are the exception rather than the rule. According to the Deloitte Shift Index, 80 percent of people are dissatisfied with their jobs.

The beauty of a high quality connection approach is that you don’t have to overhaul the culture at your workplace to create meaning. Anyone, in any position, can change how they feel, and how their coworkers feel, simply by fostering small moments of connection. The results would be transformative. Dutton has found that high quality connections can revitalize employees emotionally and physically, and help organizations function better.

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.

And no business can possibly equate happy workers (community) with profit (effectiveness). Happy workers are much more productive workers and hence contribute to profit, but no organization is formed for the idea of pleasing its employees.

You might think that employees have especially good information about their firm’s future prospects, but a careful study by Shlomo Benartzi (2001) finds otherwise. Specifically, there is no correlation between the allocation to company stock and subsequent stock performance.

Overall, on average, happier people earn more money, get higher performance ratings, make better decisions, negotiate sweeter deals, and contribute more to their organizations. Happiness alone accounts for about 10 percent of the variation between employees and job performance.

An excerpt from “Recess Theory,” by Axelrod MacMurray: We need to be happy in order to be productive. We need to push the boundaries of the workplace and allow adults to tap into their inner child in order to maximize success and innovation. It is important for the adult employee to be given time to be social in an unstructured and creative way during the work day and it is incumbent upon managers to foster this. The focus of the play should not have a goal. Used properly in the workplace, an hour of playtime will ultimately increase your output exponentially.

According to a study by Boston Consulting Group, when asked about their bosses, the number one complaint of employees at multinational corporations is that they don’t “communicate the team’s mission clearly,” and that, as a result, the employees don’t know what their objectives are.

The currency of evolution is neither hunger nor pain, but rather copies of DNA helixes. Just as the economic success of a company is measured only by the number of dollars in its bank account, not by the happiness of its employees, so the evolutionary success of a species is measured by the number of copies of its DNA. If no more DNA copies remain, the species is extinct, just as a company without money is bankrupt. If a species boasts many DNA copies, it is a success, and the species flourishes. From such a perspective, 1,000 copies are always better than a hundred copies. This is the essence of the Agricultural Revolution: the ability to keep more people alive under worse conditions. Yet why should individuals care about this evolutionary calculus? Why would any sane person lower his or her standard of living just to multiply the number of copies of the Homo sapiens genome? Nobody agreed to this deal: the Agricultural Revolution was a trap.

Just as the economic success of a company is measured only by the number of dollars in its bank account, not by the happiness of its employees, so the evolutionary success of a species is measured by the number of copies of its DNA. If no more DNA copies remain, the species is extinct, just as a company without money is bankrupt.

There is a new wave of interest in exploring how to frame choices so that people make better decisions. Richard Thaler and Cass Sunstein, professors of economics and law, respectively, teamed up to write Nudge: Improving Decisions About Health, Wealth, and Happiness, which advocates using defaults to nudge us to make better choices.9 Even when we are choosing in our own interests, we often choose unwisely. When employees have the option of participating in a retirement-savings scheme, many do not, despite the financial advantages of doing so. If their employer instead automatically enrolls them, giving them the choice of opting out, participation jumps dramatically

A griffon vulture’s egg was found at the Amsterdam Zoo but none of the vultures would accept it until the employees placed the egg in the nest of two gay vultures who immediately accepted it. Now they live as a happy family of three. Whenever Steve Jobs got stressed, he would go to the restroom and soak his feet in the company's toilet to relax.

Of all the social ties we have at work, the boss/employee relationship, what Daniel Goleman has cleverly termed a “vertical couple,” is the single most important social bond you can cultivate at work. Studies have found that the strength of the bond between manager and employee is the prime predictor of both daily productivity and the length of time people stay at their jobs.

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

The currency or evolution is neither hunger nor pain, but rather copies of DNA helixes. Just as the economic success of a company is measured only by the number of dollars in its bank account, not by the happiness of its employees, so the evolutionary success of a species is measured by the number of copies of its DNA... This is the essence of the Agricultural Revolution: the ability to keep more people alive under worse conditions.

People use texting and e-mail for everything, but it’s not appropriate for somber situations. If you win an Oscar, tweet away, but if you’re talking about a death or an illness, you need to use more formal channels. For example: You can promote an employee via e-mail, but you can’t fire him. You can ask someone out by e-mail, but you can’t break up with her. Happy occasions can be casual. Sad or serious ones require a personal touch.

To illustrate: A man with 314 employees joined one of these courses. For years, he had driven and criticised and condemned his employees without stint or discretion. Kindness, words of appreciation and encouragement were alien to his lips. After studying the principles discussed in this book, this employer sharply altered his philosophy of life. His organisation is now inspired with a new loyalty, a new enthusiasm, a new spirit of teamwork. Three hundred and fourteen enemies have been turned into 314 friends. As he proudly said in a speech before the class: ‘When I used to walk through my establishment, no one greeted me. My employees actually looked the other way when they saw me approaching. But now they are all my friends and even the janitor calls me by my first name.’ This employer gained more profit, more leisure and – what is infinitely more important – he found far more happiness in his business and in his home.

Steamboat Willie put Walt Disney on the map as an animator. Business success was another story. Disney’s first studio went bankrupt. His films were monstrously expensive to produce, and financed at outrageous terms. By the mid-1930s Disney had produced more than 400 cartoons. Most of them were short, most of them were beloved by viewers, and most of them lost a fortune. Snow White and the Seven Dwarfs changed everything. The $8 million it earned in the first six months of 1938 was an order of magnitude higher than anything the company earned previously. It transformed Disney Studios. All company debts were paid off. Key employees got retention bonuses. The company purchased a new state-of-the-art studio in Burbank, where it remains today. An Oscar turned Walt from famous to full-blown celebrity. By 1938 he had produced several hundred hours of film. But in business terms, the 83 minutes of Snow White were all that mattered.

If I didn't know what I know, I would be happy to extend the same benefit of the doubt to Twitter and Facebook. But when you look around at the employees who work at these big tech platforms or you consider the fact that just about everyone who's had problems with censorship has been conservative, it becomes clear that this is no accident or technological hiccup. It is a deliberate attempt by hipster liberals in Silicon Valley to shut down the voices that hardworking Americans want to hear.

What is good customer service about then? One word: caring. Bad customer service happens when the employee doesn't care. You could chalk it up to low wages or getting paid regardless of results. But that's not it either. Hiring managers need to do two things and two things only: 1. Hire employees that ALREADY care and are ALREADY motivated. 2. Repeat step 1. When this is done, everything changes. People are happy on both sides of the table. Costs for management and training plummet

1. Live (or work) in the moment. Instead of always thinking about what’s next on your to-do list, focus on the task or conversation at hand. You will become not only more productive but also more charismatic. 2. Tap into your resilience. Instead of living in overdrive, train your nervous system to bounce back from setbacks. You will naturally reduce stress and thrive in the face of difficulties and challenges. 3. Manage your energy. Instead of engaging in exhausting thoughts and emotions, learn to manage your stamina by remaining calm and centered. You’ll be able to save precious mental energy for the tasks that need it most. 4. Do nothing. Instead of spending all your time focused intently on your field, make time for idleness, fun, and irrelevant interests. You will become more creative and innovative and will be more likely to come up with breakthrough ideas. 5. Be good to yourself. Instead of only playing to your strengths and being self-critical, be compassionate with yourself and understand that your brain is built to learn new things. You will improve your ability to excel in the face of challenge and learn from mistakes. 6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence. These

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.

The currency of evolution is neither hunger nor pain, but rather copies of DNA helixes. Just as the economic success of a company is measured only by the number of dollars in its bank account, not by the happiness of its employees, so the evolutionary success of a species is measured by the number of copies of its DNA. If no more DNA copies remain, the species is extinct, just as a company without money is bankrupt. If a species boasts many DNA copies, it is a success, and the species flourishes. From such a perspective, 1,000 copies are always better than a hundred copies. This is the essence of the Agricultural Revolution: the ability to keep more people alive under worse conditions.

But when you think about it, people pretend to be someone else every day. Gay people who pretend to be straight. Depressed people who pretend to be happy. Smart people who pretend to be dumb. People are always pretending to be someone else to fit in. To be accepted. To be loved. Men who pretend to enjoy their marriage. Employees who pretend to enjoy their jobs. Women who pretend to enjoy sex. They all slip into a role. Put on a mask. Be whoever it is they need to be for an hour. A day. A lifetime. Then they slip out of that role and play another. People show you what they want you to see. Or what they think you want to see, not who they really are. The reality lies somewhere in between.

This looked to me like another one of those fork-in-the-road cases in which I had to choose between one of two seemingly essential but mutually exclusive options: 1) being radically truthful with each other including probing to bring our problems and weaknesses to the surface so we could deal with them forthrightly and 2) having happy and satisfied employees. And it reminded me that when faced with the choice between two things you need that are seemingly at odds, go slowly to figure out how you can have as much of both as possible. There is almost always a good path that you just haven’t figured out yet, so look for it until you find it rather than settle for the choice that is then apparent to you.

There’s the story of the two men who visit a Zen master. The first man says: “I’m thinking of moving to this town. What’s it like?” The Zen master says: “What was your old town like?” The first man says: “It was dreadful. Everyone was hateful. I hated it.” The Zen master says: “This town is very much the same. I don’t think you should move here.” The first man left and a second man came in. The second man said: “I’m thinking of moving to this town. What’s it like?” The Zen master said: “What was your old town like?” The second man said: “It was wonderful. Everyone was friendly and I was happy. Just interested in a change now.” The Zen master said: “This town is very much the same. I think you will like it here.

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.

control our lives and to powerfully influence our circumstances by working on be, on what we are. If I have a problem in my marriage, what do I really gain by continually confessing my wife’s sins? By saying I’m not responsible, I make myself a powerless victim; I immobilize myself in a negative situation. I also diminish my ability to influence her—my nagging, accusing, critical attitude only makes her feel validated in her own weakness. My criticism is worse than the conduct I want to correct. My ability to positively impact the situation withers and dies. If I really want to improve my situation, I can work on the one thing over which I have control—myself. I can stop trying to shape up my wife and work on my own weaknesses. I can focus on being a great marriage partner, a source of unconditional love and support. Hopefully, my wife will feel the power of proactive example and respond in kind. But whether she does or doesn’t, the most positive way I can influence my situation is to work on myself, on my being. There are so many ways to work in the Circle of Influence—to be a better listener, to be a more loving marriage partner, to be a better student, to be a more cooperative and dedicated employee. Sometimes the most proactive thing we can do is to be happy, just to genuinely smile. Happiness, like unhappiness, is a proactive choice. There are things, like the weather, that our Circle of Influence will never include. But as proactive people, we can carry our own physical or social weather with us. We

The uninitiated often assumed that undergraduate students were at the bottom rung, but undergrads were the paying customers, or at least their parents were. And paying customers needed to be kept happy. Grad students worked for the school as teaching and research assistants--TAs and RAs--but weren't really proper employees, and as such they weren't entitled to the benefits that, say, a cataloger in the Coffey Library received. Then there was the fact that they had to learn to leave behind passive studying and test taking, which was what most of them had been taught in their school careers up to that point, and learn how to actively attack research problems and come up with new ideas, all while being poorly paid. Like Helen had said, a not insignificant number of grad students left after a year instead of sticking around to work on obtaining their PhDs. Who could blame them? Industry paid more and had better benefits.

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.

Let’s consider another similar story — the dating website Plenty of Fish. German programmer Markus Frind started the company in 2003 as a programming exercise. He had been wanting to learn a new coding language called ASP.NET, so he built the site in two weeks — and to his surprise, it took off. Frind never raised a dime of outside money, because the venture was profitable from the beginning. “I didn’t see the need to raise money because I wouldn’t know what to do with it,” he said in a 2015 interview with Business Insider. “It was a profitable company, and there was no need to raise money.”3 Plenty of Fish grew slowly and organically for more than 10 years, eventually growing to about 75 employees and 90 million registered users. In 2015, Match Group (which also owns dating sites Match.com and OKCupid) bought Plenty of Fish for $575 million. “It wasn’t like I had a plan to create a dating site,” Frind said. “It was just a side project I created that got really big.” Not bad for what started as a hobby.

After many years and hundreds of interviews with workers in every conceivable profession, she has found that employees have one of three “work orientations,” or mindsets about our work. We view our work as a Job, a Career, or a Calling.14 People with a “job” see work as a chore and their paycheck as the reward. They work because they have to and constantly look forward to the time they can spend away from their job. By contrast, people who view their work as a career work not only out of necessity, but also to advance and succeed. They are invested in their work and want to do well. Finally, people with a calling view work as an end in itself; their work is fulfilling not because of external rewards but because they feel it contributes to the greater good, draws on their personal strengths, and gives them meaning and purpose. Unsurprisingly, people with a calling orientation not only find their work more rewarding, but work harder and longer because of it. And as a result, these are the people who are generally more likely to get ahead. For

There was still the same unknowability about her life ahead. And yet, everything was different. And it was different because she no longer felt she was there simply to serve the dreams of other people. She no longer felt like she had to find sole fulfilment as some imaginary perfect daughter or sister or partner or wife or mother or employee or anything other than a human being, orbiting her own purpose, and answerable to herself. And it was different because she was alive, when she had so nearly been dead. And because that had been her choice. A choice to live. Because she had touched the vastness of life and within that vastness she had seen the possibility not only of what she could do, but also feel. There were other scales and other tunes. There was more to her than a flat line of mild to moderate depression, spiced up with occasional flourishes of despair. And that gave her hope, and even the sheer sentimental gratitude of being able to be here, knowing she had the potential to enjoy watching radiant skies and mediocre Ryan Bailey comedies and be happy listening to music

We need a new level, a deeper level of thinking—a paradigm based on the principles that accurately describe the territory of effective human being and interacting—to solve these deep concerns. This new level of thinking is what The 7 Habits of Highly Effective People is about. It’s a principle-centered, character-based, “inside-out” approach to personal and interpersonal effectiveness. “Inside-out” means to start first with self; even more fundamentally, to start with the most inside part of self—with your paradigms, your character, and your motives. It says if you want to have a happy marriage, be the kind of person who generates positive energy and sidesteps negative energy rather than empowering it. If you want to have a more pleasant, cooperative teenager, be a more understanding, empathic, consistent, loving parent. If you want to have more freedom, more latitude in your job, be a more responsible, a more helpful, a more contributing employee. If you want to be trusted, be trustworthy. If you want the secondary greatness of recognized talent, focus first on primary greatness of character. The inside-out approach says that private victories

When there’s a knock at my door, I scream, “Go away!” The knock gets more persistent. “Fuckin’ leave me alone!” As the door creaks open, I hurl a cup at the door. The cup doesn’t hit a hospital employee; it hits Mrs. P. squarely in the chest. “Oh, shit. Not you,” I say. Mrs. P.’s got new glasses, with rhinestones on them. “That’s not exactly the greeting I expected, Alex,” she says. “I can still give you a detention for cussing, you know.” I turn on my side so I don’t have to look at her. “Did you come here to give me detention slips? ’Cause if you did, you can forget it. I’m not goin’ back to school. Thanks for visitin’. Sorry you have to leave so soon.” “I’m not going anywhere until you hear me out.” Oh, please no. Anything except having to listen to her lecture. I push the button that calls the nurse. “Can we help you, Alex?” a voice bellows through the speaker. “I’m bein’ tortured.” “I beg your pardon?” Mrs. P. walks over to me and pulls the speaker out of my hand. “He’s joking. Sorry to bother you.” She puts the remote speaker on the nightstand, deliberately out of my reach. “Don’t they give you happy pills in this place?” “I don’t want to be happy.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

Several of the peculiarities of WEIRD culture can be captured in this simple generalization: The WEIRDer you are, the more you see a world full of separate objects, rather than relationships. It has long been reported that Westerners have a more independent and autonomous concept of the self than do East Asians.3 For example, when asked to write twenty statements beginning with the words “I am …,” Americans are likely to list their own internal psychological characteristics (happy, outgoing, interested in jazz), whereas East Asians are more likely to list their roles and relationships (a son, a husband, an employee of Fujitsu). The differences run deep; even visual perception is affected. In what’s known as the framed-line task, you are shown a square with a line drawn inside it. You then turn the page and see an empty square that is larger or smaller than the original square. Your task is to draw a line that is the same as the line you saw on the previous page, either in absolute terms (same number of centimeters; ignore the new frame) or in relative terms (same proportion relative to the frame). Westerners, and particularly Americans, excel at the absolute task, because they saw the line as an independent object in the first place and stored it separately in memory. East Asians, in contrast, outperform Americans at the relative task, because they automatically perceived and remembered the relationship among the parts.4

In 2000, for instance, two statisticians were hired by the YMCA—one of the nation’s largest nonprofit organizations—to use the powers of data-driven fortune-telling to make the world a healthier place. The YMCA has more than 2,600 branches in the United States, most of them gyms and community centers. About a decade ago, the organization’s leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician—Bill Lazarus and Dean Abbott—for help. The two men gathered data from more than 150,000 YMCA member satisfaction surveys that had been collected over the years and started looking for patterns. At that point, the accepted wisdom among YMCA executives was that people wanted fancy exercise equipment and sparkling, modern facilities. The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names.

Consider a world in which cause and effect are erratic. Sometimes the first precedes the second, sometimes the second the first. Or perhaps cause lies forever in the past while effect in the future, but future and past are entwined. On the terrace of the Bundesterrasse is a striking view: the river Aare below and the Bernese Alps above. A man stands there just now, absently emptying his pockets and weeping. Without reason, his friends have abandoned him. No one calls any more, no one meets him for supper or beer at the tavern, no one invites him to their home. For twenty years he has been the ideal friend to his friends, generous, interested, soft-spoken, affectionate. What could have happened? A week from this moment on the terrace, the same man begins acting the goat, insulting everyone, wearing smelly clothes, stingy with money, allowing no one to come to his apartment on Laupenstrasse. Which was cause and which effect, which future and which past? In Zürich, strict laws have recently been approved by the Council. Pistols may not be sold to the public. Banks and trading houses must be audited. All visitors, whether entering Zürich by boat on the river Limmat or by rail on the Selnau line, must be searched for contraband. The civil military is doubled. One month after the crackdown, Zürich is ripped by the worst crimes in its history. In daylight, people are murdered in the Weinplatz, paintings are stolen from the Kunsthaus, liquor is drunk in the pews of the Münsterhof. Are these criminal acts not misplaced in time? Or perhaps the new laws were action rather than reaction? A young woman sits near a fountain in the Botanischer Garten. She comes here every Sunday to smell the white double violets, the musk rose, the matted pink gillyflowers. Suddenly, her heart soars, she blushes, she paces anxiously, she becomes happy for no reason. Days later, she meets a young man and is smitten with love. Are the two events not connected? But by what bizarre connection, by what twist in time, by what reversed logic? In this acausal world, scientists are helpless. Their predictions become postdictions. Their equations become justifications, their logic, illogic. Scientists turn reckless and mutter like gamblers who cannot stop betting. Scientists are buffoons, not because they are rational but because the cosmos is irrational. Or perhaps it is not because the cosmos is irrational but because they are rational. Who can say which, in an acausal world? In this world, artists are joyous. Unpredictability is the life of their paintings, their music, their novels. They delight in events not forecasted, happenings without explanation, retrospective. Most people have learned how to live in the moment. The argument goes that if the past has uncertain effect on the present, there is no need to dwell on the past. And if the present has little effect on the future, present actions need not be weighed for their consequence. Rather, each act is an island in time, to be judged on its own. Families comfort a dying uncle not because of a likely inheritance, but because he is loved at that moment. Employees are hired not because of their résumés, but because of their good sense in interviews. Clerks trampled by their bosses fight back at each insult, with no fear for their future. It is a world of impulse. It is a world of sincerity. It is a world in which every word spoken speaks just to that moment, every glance given has only one meaning, each touch has no past or no future, each kiss is a kiss of immediacy.

Within the West, the big social inventions have always been happy to define the individual. At various times and to various degrees, social programming has had a ready answer to the question of what the good life meant: being a good Christian, a good citizen, rich, an A student, or a good manager or employee. Imagine defining yourself instead as someone who defines institutions rather than being defined by them. Then imagine what sort of social invention you would have to engage in to create something akin to a school, a church, a government, or a business that would facilitate the person you aspire to be. No Lutheran will ever be as fully expressed as Martin Luther. No Mormon will ever realize her potential the way that Joseph Smith did. No Muslim will ever be more righteous than Mohammed. No Christian will ever be more perfect than Christ, no Jew more law abiding than Moses. Millions – even billions – of people do honor these amazing men by following their example, trying to emulate them. Yet what is interesting is that if a person were really intent on following their example they would refuse to be constrained by their example. That is, if you really want to imitate Joseph Smith or Mohammed or Martin Luther you would never become a Mormon or Muslim or Lutheran. You would, instead, start your own religion in which you subordinate tradition to your own convictions and revelations. You would trust in yourself enough to create rather than imitate. If that sounds irreligious to you, you are wrong. No follower of these men is more religious than they were. (And of course at the time, most people thought of these men as heretics, not true prophets.) Progress is the product of invention. Specifically, progress depends on social invention that subordinates the past to the future, that changes what has been created by past generations in order to realize what is possible for future generations.

The Search for Happiness Blessed is the man whose quiver is full of [children]. They will not be put to shame when they contend with their enemies in the gate. —PSALM 127:5     Storm Jameson, a twentieth-century English writer, wrote, “Happiness comes of the capacity to feel deeply, to enjoy simply, to think freely, to risk life, to be needed.” Parents want to make their children happy, employers want to make employees happy, married couples want a happy marriage, etc. “Just make me happy, and I’ll be satisfied!” Isn’t that what people (ourselves included) think and expect of others a lot of the time? Yet, we run into so many unhappy people—clearly these expectations are rarely met. Our newspapers are full of stories about unhappy people. They rob, they kill, they steal, they take drugs. They, they, they. Everywhere one looks, there is unhappiness. Then how does one become happy? I’ve found that happiness comes from one’s own perception. No one else is responsible for your happiness. Look in the mirror, and you can see who is responsible for your happiness! Gerald Brenan wrote: One road to happiness is to cultivate curiosity about everything. Not only about people but about subjects, not only about the arts but about history and foreign customs. Not only about countries and cities, but about plants and animals. Not only about lichened rocks and curious markings on the bark of trees, but about stars and atoms. Not only about friends but about that strange labyrinth we inhabit which we call ourselves. Then if we do that, we will never suffer a moment’s boredom.56 Happiness comes from within. It’s what you do: the choices you make, the interests you pursue, the attitudes you have, the friends you make, the faith you embrace, and the peace you live. You, you, you bring happiness to your life—no one else. Turn to the One who created you, inside and out, and follow His lead to happiness and wholeness.

In fact, the same basic ingredients can easily be found in numerous start-up clusters in the United States and around the world: Austin, Boston, New York, Seattle, Shanghai, Bangalore, Istanbul, Stockholm, Tel Aviv, and Dubai. To discover the secret to Silicon Valley’s success, you need to look beyond the standard origin story. When people think of Silicon Valley, the first things that spring to mind—after the HBO television show, of course—are the names of famous start-ups and their equally glamorized founders: Apple, Google, Facebook; Jobs/ Wozniak, Page/ Brin, Zuckerberg. The success narrative of these hallowed names has become so universally familiar that people from countries around the world can tell it just as well as Sand Hill Road venture capitalists. It goes something like this: A brilliant entrepreneur discovers an incredible opportunity. After dropping out of college, he or she gathers a small team who are happy to work for equity, sets up shop in a humble garage, plays foosball, raises money from sage venture capitalists, and proceeds to change the world—after which, of course, the founders and early employees live happily ever after, using the wealth they’ve amassed to fund both a new generation of entrepreneurs and a set of eponymous buildings for Stanford University’s Computer Science Department. It’s an exciting and inspiring story. We get the appeal. There’s only one problem. It’s incomplete and deceptive in several important ways. First, while “Silicon Valley” and “start-ups” are used almost synonymously these days, only a tiny fraction of the world’s start-ups actually originate in Silicon Valley, and this fraction has been getting smaller as start-up knowledge spreads around the globe. Thanks to the Internet, entrepreneurs everywhere have access to the same information. Moreover, as other markets have matured, smart founders from around the globe are electing to build companies in start-up hubs in their home countries rather than immigrating to Silicon Valley.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

Excuse me,” someone said, interrupting a lively discussion about whom they’d each buy a drink for in the cantina. The whole line looked up. There were two women standing on the sidewalk with bakery boxes. One of them cleared her throat. “We heard that people were camping out for Star Wars . . .” “That’s us!” Troy said, only slightly less enthusiastically than he’d said it yesterday. “Where’s everybody else?” she asked. “Are they around the back? Do you do this in shifts?” “It’s just us,” Elena said. “We’re the Cupcake Gals,” the other woman said. “We thought we’d bring Star Wars cupcakes? For the line?” “Great!” Troy said. The Cupcake Gals held on tight to their boxes. “It’s just . . .” the first woman said, “we were going to take a photo of the whole line, and post it on Instagram . . .” “I can help you there!” Elena said. Those cupcakes were not going to just walk away. Not on Elena’s watch. Elena took a selfie of their line, the Cupcake Gals and a theater employee all holding Star Wars cupcakes—it looked like a snapshot from a crowd— and promised to post it across all her channels. The lighting was perfect. Magic hour, no filter necessary. #CupcakeGals #TheForceACAKEns #SalaciousCrumbs The Gals were completely satisfied and left both boxes of cupcakes. “This is the first time I’ve been happy that there were only three of us,” Elena said, helping herself to a second cupcake. It was frosted to look like Chewbacca. “You saved these cupcakes,” Gabe said. “Those women were going to walk away with them.” “I know,” Elena said. “I could see it in their eyes. I would’ve stopped at nothing to change their minds.” “Thank God they were satisfied by a selfie then,” Gabe said. His cupcake looked like Darth Vader, and his tongue was black. “I’m really good at selfies,” Elena said. “Especially for someone with short arms.” “Great job,” Troy said. “You’ll make someone a great provider someday.” “That day is today,” Elena said, leaning back against the theater wall. “You’re both welcome.” “Errrggh,” Troy said, kicking his feet out. “Cupcake coma.” “How many did you eat?” Gabe asked. “Four,” Troy said. “I took down the Jedi Council. Time for a little midday siesta—the Force asleepens.

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Experience it forward. What employees experience, Customers will. The best marketing is happy, engaged employees. Your Customers will never be any happier than your employees.

Come home grumpy or stressed and we shoo our kids away or snap at them. When we reject our children too often or punish them too quickly, they internalize it and express it in the days ahead as either withdrawal or acting out.

Goals are a myth. Our ancestors for 200,000 years didn’t have goals. Every day started from scratch: hunt, forage, eat, sex, sleep, and wake up to a new day. Then we were told to find our “goals”. And now everyone asks, “I’m 17 years old and feel like I’ve accomplished nothing in life. What should I do?” Learning to find happiness with less is true wealth. Claudia and I recently got rid of most of our belongings, for instance. Then we started cancelling most meetings that I had set up. Sometimes it was hard. I had agreed to an event and then I would cancel. Ultimately we are the sum of our experiences and not the sum of our belongings. There is nothing wrong with making money but it is only one small part of living a life of comfort, of compassion, of calm.

When people feel that the work environment is safe, optimistic, and yes, joyful, they are more likely to contribute their best. Quite simply it feels good when you’re doing your best work. As it turns out, joy isn’t just about finding happiness, but also about playing; play at work is useful when creativity and innovation are needed. The usefulness of creativity and innovation to the workplace is linked to increasing employees’ knowledge and skills.21

Over the past year, as I have been working with the global tax-accounting firm KPMG to help their tax auditors and managers become happier, I began to realize that many of the employees were suffering from an unfortunate problem. Many of them had to spend 8 to 14 hours a day scanning tax forms for errors, and as they did, their brains were becoming wired to look for mistakes. This made them very good at their jobs, but they were getting so expert at seeing errors and potential pitfalls that this habit started to spill over into other areas of their lives. Like the Tetris players who suddenly saw those blocks everywhere, these accountants experienced each day as a tax audit, always scanning the world for the worst. As you can imagine, this was no picnic, and what’s more, it was undermining their relationships at work and at home. In performance reviews, they noticed only the faults of their team members, never the strengths. When they went home to their families, they noticed only the C’s on their kids’ report cards, never the A’s. When they ate at restaurants, they could only notice that the potatoes were underdone—never that the steak was cooked perfectly. One tax auditor confided that he had been very depressed over the past quarter. As we discussed why, he mentioned in passing that one day during a break at work he had made an Excel spreadsheet listing all the mistakes his wife had made over the past six weeks. Imagine the reaction of his wife (or soon to be ex wife) when he brought that list of faults home in an attempt to make things better. Tax auditors are far from the only ones who get stuck in this

These principles worked just as well for creating change for me in a personal crisis as they did for creating change for employees in the economic crisis.

Subjection, even when it is happy, consists fundamentally in locking employees in a restricted domain of enjoyment. The whole purpose of epithumogenic work is to orient the conatus of enlistees, by reconfiguring their imaginary and inducing joyful affects, towards narrowly defined objects that trace for it a new, well-determined perimeter of the desirable.

deliberately keeping their employees happy. How? Through trust and respect, and by treating them like the qualified adult decision makers they are.

He was a self-righteous know-it-all who had the breath of a dung beetle, a gray ponytail he barely pulled together from the bozo ring of hair clinging to his balding, freckled dome, and loved to drink, of all things, tea. Usually it was some sickly sweet-smelling herbal crap that was made in the hippie wasteland of Boulder, Colorado. The box was festooned with the image of a happy, dancing bear in a field of multicolored flowers and the tea had some idiotic name like Tai Chai. After work one evening, I snatched the box of tea bags from the break room and changed the recipe. I wasn't really worried that any other employees would use one of the tea bags because NO ONE DRINKS FUCKING TEA AT WORK, especially not the totally useless, noncaffeinated fairy tears reserved for old maids to sip while they watch Murder, She Wrote in bed with their legion of cats.

Happy Employees Develop Happy Customers

As I saw it, our mandate was to foster a culture that would seek to keep our sightlines clear, even as we accepted that we were often trying to engage with and fix what we could not see. My hope was to make this culture so vigorous that it would survive when Pixar’s founding members were long gone, enabling the company to continue producing original films that made money, yes, but also contributed positively to the world. That sounds like a lofty goal, but it was there for all of us from the beginning. We were blessed with a remarkable group of employees who valued change, risk, and the unknown and who wanted to rethink how we create. How could we enable the talents of these people, keep them happy, and not let the inevitable complexities that come with any collaborative endeavor undo us along the way? That was the job I assigned myself—and the one that still animates me to this day.

Inside-out” means to start first with self; even more fundamentally, to start with the most inside part of self—with your paradigms, your character, and your motives. It says if you want to have a happy marriage, be the kind of person who generates positive energy and sidesteps negative energy rather than empowering it. If you want to have a more pleasant, cooperative teenager, be a more understanding, empathic, consistent, loving parent. If you want to have more freedom, more latitude in your job, be a more responsible, a more helpful, a more contributing employee. If you want to be trusted, be trustworthy. If you want the secondary greatness of recognized talent, focus first on primary greatness of character. The inside-out approach says that private victories precede public victories, that making and keeping promises to ourselves precedes making and keeping promises to others. It says it is futile to put personality ahead of character, to try to improve relationships with others before improving ourselves. Inside-out is a process—a continuing process of renewal based on the natural laws that govern human growth and progress. It’s an upward spiral of growth that leads to progressively higher forms of responsible independence and effective interdependence.

The currency of evolution is neither hunger nor pain, but rather copies of DNA helixes. Just as the economic success of a company is measured only by the number of dollars in its bank account, not by the happiness of its employees, so the evolutionary success of a species is measured by the number of copies of its DNA. If no more DNA copies remain, the species is extinct, just as a company without money is bankrupt. If a species boasts many DNA copies, it is a success, and the species flourishes. From such a perspective, 1,000 copies are always better than a hundred copies. This is the essence of the Agricultural Revolution:

Why Do DevOps? The competitive advantage this capability creates is enormous, enabling faster feature time to market, increased customer satisfaction, market share, employee productivity, and happiness, as well as allowing organizations to win in the marketplace. Why?

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

In 1990, Elizabeth Newton earned a Ph.D. in psychology at Stanford by studying a simple game in which she assigned people to one of two roles: “tappers” or “listeners.” Tappers received a list of twenty-five well-known songs, such as “Happy Birthday to You” and “The StarSpangled Banner.” Each tapper was asked to pick a song and tap out the rhythm to a listener (by knocking on a table). The listener’s job was to guess the song, based on the rhythm being tapped. Over the course of Newton’s experiment, 120 songs were tapped out. Listeners guessed only 2.5 percent of the songs: 3 out of 120. But here’s what made the result worthy of a dissertation in psychology. Before the listeners guessed the name of the song, Newton asked the tappers to predict the odds that the listeners would guess correctly. They predicted that the odds were 50 percent. The tappers got their message across 1 time in 40, but they thought they were getting their message across 1 time in 2. Why? When a tapper taps, she is hearing the song in her head. Go ahead and try it for yourself — tap out “The Star-Spangled Banner.” It’s impossible to avoid hearing the tune in your head. Meanwhile, the listeners can’t hear that tune — all they can hear is a bunch of disconnected taps, like a kind of bizarre Morse Code. In the experiment, tappers are flabbergasted at how hard the listeners seem to be working to pick up the tune. Isn’t the song obvious? The tappers’ expressions, when a listener guesses “Happy Birthday to You” for “The Star-Spangled Banner,” are priceless: How could you be so stupid? It’s hard to be a tapper. The problem is that tappers have been given knowledge (the song title) that makes it impossible for them to imagine what it’s like to lack that knowledge. When they’re tapping, they can’t imagine what it’s like for the listeners to hear isolated taps rather than a song. This is the Curse of Knowledge. Once we know something, we find it hard to imagine what it was like not to know it. Our knowledge has “cursed” us. And it becomes difficult for us to share our knowledge with others, because we can’t readily re-create our listeners’ state of mind. The tapper/listener experiment is reenacted every day across the world. The tappers and listeners are CEOs and frontline employees, teachers and students, politicians and voters, marketers and customers, writers and readers. All of these Groups rely on ongoing communication, but, like the tappers and listeners, they suffer from enormous information imbalances. When a CEO discusses “unlocking shareholder value,” there is a tune playing in her head that the employees can’t hear.

Money can’t buy you happiness but it sure can buy the Hammer truly wireless earbuds, and we are certain the feeling is pretty much the same! With festival season being round the corner and no good ideas on what to gift your loved ones whatsoever, Hammer presents to you its wide range of athleisure products ranging from the truly wireless earbuds, wireless earphones, Hammer bash headphones, fitness bands going all the way to its smart watch and so much more! It’s time to finally go all out and ditch those old school gifting trends with something different than the age-old gifts like clothes and sweets for your friends and family! At Hammer, we understand festivals are full of bliss and joy, and we are all about spreading the joy with our luxurious products in a budget that ensures that you and your loved ones get the best quality and comfort all in one single product. All Hammer products are equipped with the latest Bluetooth V5.0 technology, sweatproof or waterproof, and pairing, along with long hours of battery support. All Hammer products will not only make this special day full of traditions but also a day to appreciate one another and send out gifts as a small token of appreciation for all the special ones in our life. In addition to this the entire range of these Hammer products also make perfect corporate gifts to employee or business clients and partners that will be appropriate for those work calls or that zoom meeting, all while giving you just the right opportunity to make those professional bond all the stronger and for rewarding those hardworking employees together with the most valuable clients of your business this festive season. So now put a stop to your gift hunting all while collecting those precious Hammer devices that will incontestably make for the best festival present this season while you still have time! Hammer best selling products in India for the festive season 1. Hammer KO Sports True Wireless Earbuds with Touch Controls. 2. Hammer Pulse Smart Watch for Body Temperature Measurement 3. Hammer Bash over the Ear Bluetooth Wireless Bluetooth Headphones with HD Mic. 4. Hammer Airflow True Wireless Earbuds with Bluetooth v5.0 (Black, White, Blue Color). 5. Hammer Grip Sports Wireless Bluetooth Earphones.

According to the Employee Benefit Research Institute's 2014 Retirement Confidence Survey, 65 percent of workers now plan to work for pay for at least some period of time in retirement.

Hochschild wonders about the false self we create when we turn our happiness on and off like a light, when we use emotion as a commodity in the workplace. As women, we were taught to use our emotions at home, too, as a service to our families. ... The manufacture of happiness actually leads to emotional burnout. There's an ironic correlation between forced cheerfulness and depression. ... Delta Airlines, which institutionalized positive emotional management in the 1970s, now spends nine million dollars a year paying for antidepressants for its employees and their dependents. (Fuck Happiness, 64).