Employee Involvement Quotes

A selfish man would never visit a comatose woman every day for two months. He wouldn’t have done what was best for everyone involved, or given an employee a proper burial. These are the acts of a loving man––a man who cared too much.” “What are you saying?” “Sara’s my biological mother.

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

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

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.

a workplace can look as diverse as the United Nations, but if the employees are not truly respected, not truly valued, not truly involved, and not truly treated with dignity, what you have is a great photo opportunity, not real inclusion.

In some cases, they are already doing so. Influenced by a coalition of community groups, the New York City Council passed a historic budget in the summer of 2014 that created a $1.2 million fund for the growth of worker-owned cooperatives. Richmond, California has hired a cooperative developer and is launching a loan fund; Cleveland, Ohio has been actively involved in starting a network of cooperatives, as we’ll see in the next chapter; and Jackson, Mississippi elected a mayor (Chokwe Lumumba) in 2013 on a platform that included the use of public spending to promote co-ops. On the federal level, progressive politicians like Bernie Sanders are working to get the government more involved in supporting employee ownership.130

The one with the plan is the one with the power. It doesn’t matter in what kind of activity you’re involved. Employees want to follow the business leader with a good business plan. Volunteers want to join the pastor with a good ministry plan. Children want to be with the adult who has the well-thought-out vacation plan. If you practice strategic thinking, others will listen to you and they will want to follow you. If

What do you have to forget or overlook in order to desire that this dysfunctional clan once more occupies the White House and is again in a position to rent the Lincoln Bedroom to campaign donors and to employ the Oval Office as a massage parlor? You have to be able to forget, first, what happened to those who complained, or who told the truth, last time. It's often said, by people trying to show how grown-up and unshocked they are, that all Clinton did to get himself impeached was lie about sex. That's not really true. What he actually lied about, in the perjury that also got him disbarred, was the women. And what this involved was a steady campaign of defamation, backed up by private dicks (you should excuse the expression) and salaried government employees, against women who I believe were telling the truth. In my opinion, Gennifer Flowers was telling the truth; so was Monica Lewinsky, and so was Kathleen Willey, and so, lest we forget, was Juanita Broaddrick, the woman who says she was raped by Bill Clinton. (For the full background on this, see the chapter 'Is There a Rapist in the Oval Office?' in the paperback version of my book No One Left To Lie To. This essay, I may modestly say, has never been challenged by anybody in the fabled Clinton 'rapid response' team.) Yet one constantly reads that both Clintons, including the female who helped intensify the slanders against her mistreated sisters, are excellent on women's 'issues.

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

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

The more the customer is involved in the process of service production and delivery, the greater the perceived value and satisfaction. . . Consumers (as individuals and as a group of interacting subjects) become partial employees and employees become partial consumers.

Throughout history, the life of a businessperson always involves some risk; the higher the risk, the greater the reward. On the other hand, the life of an employee in any workforce involves minimal to no risk at all, resulting in a lifetime full of steadiness with little to no accomplishments during this lifetime. However, there is a crucial factor which can also be considered as a trait or characteristic that made many remarkable men and women throughout history reach high levels of their career paths, which is considered to be “success” in our modern world: Audacity.

All groups and organizations need to know how they are doing against their goals and periodically need to check to determine whether they are performing in line with their mission. This process involves three areas in which the group needs to achieve consensus leading to cultural dimensions that later drop out of awareness and become basic assumptions. Consensus must be achieved on what to measure, how to measure it, and what to do when corrections are needed. The cultural elements that form around each of these issues often become the primary focus for what newcomers to the organization will be concerned about because such measurements inevitably become linked to how each employee is doing his or her job.

The grandeur of the opera house thrilled Laura too. It took thousand of employees to keep such a vast place running. There were hundreds of artists involved behind the scenes - stagehands, electricians, set builders, property masters, costumers, dressers, wigmakers, and milliners. There is a beehive under every pot of honey on the island of Manhattan, thought Enza.

A good culture is like the old RIP routing protocol: Bad news travels fast; good news travels slow. If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved.

Fine. You won’t tell me why your crew worked me over. You won’t let me see Derek. That’s your prerogative. We’ll do it your way. James Damael Shrapshire, in your capacity as the Pack’s chief security officer, you have permitted Pack members under your command to deliberately injure an employee of the Order. At least three individuals involved in the assault wore the shapeshifter warrior form. Under the Georgia Code, a shapeshifter in a warrior form is equivalent to being armed with a deadly weapon. Therefore, your actions fall under O.C.G.A. Section 16-5-21(c), aggravated assault on a peace officer engaged in the performance of her duties, which is punishable by mandatory imprisonment of no less than five and no more than twenty years. A formal complaint will be filed with the Order within twenty-four hours. I advise you to seek the assistance of counsel.” Jim stared at me. The hardness drained from his eyes, and in their depths I saw astonishment. I held his stare for a long moment. “Don’t call; don’t stop by. You need something done, go through official channels. And the next time you meet me, mind your p’s and q’s, because I’ll fuck you over in a heartbeat the second you step over the line. Now return my sword, because I’m walking out of here, and I dare any of your idiots to try and stop me.

Space agencies keep a firm grip on their public image, and it's less troublesome for employees and contractors to say no to someone like me than to take their chances and see what I write. Happily there are people involved in the human side of space exploration who see value in unconventional coverage(or are just plain too nice to say no). For their candor and wit - and the generosity with which they shared their time and know-how - super-galactic thanks.

A day later, a fax came into the unit from an attorney for LifeCare Hospitals of New Orleans. It reported that nine LifeCare patients on the seventh floor at Memorial had died under suspicious circumstances. Although we are just beginning to collect the relevant facts, we have information that the patients involved were administered morphine by a physician (Dr. Poe, whom we believe is not an employee of LifeCare) at a time when it appeared that the patients could not be successfully evacuated.

If our generation has been told for decades that we have so much freedom, so many choices, such opportunities, the question women with young children face is: how free are we to reach for the stars in midlife if we have someone else depending on us? Especially when our concept of good parenting involves so much more brain space and such higher costs than it did for our mothers and grandmothers? And when we expect ourselves to be excellent, highly engaged parents while also being excellent, highly engaged employees?

QUOTES AND THOUGHTS FROM SEEMA & FRIENDS _________________________________________________ On work and career (some paraphrasing involved): _________________________________________________ “Bosses are always jerks. It’s a job requirement.” ———- “Don’t do dumb shit.” ———- Never ever lose sight of priorities. Food always comes first. ———- An itch started in her chest. Go away, she crossly ordered her conscience. It had a habit of popping its head out at the most inconvenient times. The itch became a tickle rising to her nose. Nope, not her conscience. She was going to sneeze. ———- It’s your God-given right as an employee to whine about bosses. _______________________________________________ On romance and families (some paraphrasing involved): _______________________________________________ “Smell is very important,” Gayathri agreed, tone grave. “One of the first things I notice about a man.” ———- “Men—no matter how awful they look—always believe they deserve the hottest girl on the planet.” “What are the rest of us supposed to do?” asked Seema, glumly. Gayathri shrugged. “Act like we are the hottest girl on the planet. Confidence goes a long way.” ———- Seema had never been able to tell where friendly conversation ended and the banter of romance started. Did the delight in his gaze when it landed on her mean something more than casual amiability? What about his hand cupping her cheek to check for fever? The arm he’d wrapped around her shoulders? Was she gonna have to wait until he initiated a lip lock to be certain? Could she plant one on him? What if he ran, screaming in horror? ———- “You just have to look the other way on some things,” Gayathri advised. “Pretence is the glue which holds families together.” ———-

Light-touch government works more efficiently in the presence of social capital. Police close more cases when citizens monitor neighborhood comings and goings. Child welfare departments do a better job of “family preservation” when neighbors and relatives provide social support to troubled parents. Public schools teach better when parents volunteer in classrooms and ensure that kids do their homework. When community involvement is lacking, the burdens on government employees—bureaucrats, social workers, teachers, and so forth—are that much greater and success that much more elusive.

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.

One thing that Mueller insisted on was that Musk put two years’ worth of compensation into escrow. He was not an internet millionaire, and he did not want to take the chance of being unpaid if the venture failed. Musk agreed. It did, however, cause him to consider Mueller an employee rather than a cofounder of SpaceX. It was a fight he had regarding PayPal and would have again involving Tesla. If you’re unwilling to invest in a company, he felt, you shouldn’t qualify as a founder. “You cannot ask for two years of salary in escrow and consider yourself a cofounder,” he says. “There’s got to be some combination of inspiration, perspiration, and risk to be a cofounder.

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

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.

The problem wasn’t that the banks were, in and of themselves, critical to the success of the U.S. economy. The problem, he felt certain, was that some gargantuan, unknown dollar amount of credit default swaps had been bought and sold on every one of them. “There’s no limit to the risk in the market,” he said. “A bank with a market capitalization of one billion dollars might have one trillion dollars’ worth of credit default swaps outstanding. No one knows how many there are! And no one knows where they are!” The failure of, say, Citigroup might be economically tolerable. It would trigger losses to Citigroup’s shareholders, bondholders, and employees—but the sums involved were known to all. Citigroup’s failure, however, would also trigger the payoff of a massive bet of unknown dimensions: from people who had sold credit default swaps on Citigroup to those who had bought them.

Unlike Kate, by then I’d had a job. In fact, I’d had sixteen jobs, not including the years I worked as a babysitter before I could legally be anyone’s employee. They were janitor’s assistant (humiliatingly, at my high school), fast-food restaurant worker, laborer at a wildlife refuge, administrative assistant to a Realtor, English as a Second Language tutor, lemonade cart attendant, small town newspaper reporter, canvasser for a lefty nonprofit, waitress at a Japanese restaurant, volunteer coordinator for a reproductive rights organization, berry picker on a farm, waitress at a vegetarian restaurant, “coffee girl” at an accounting firm, student-faculty conflict mediator, teacher’s assistant for a women’s studies class, and office temp at a half a dozen places that by and large did not resemble offices and did not engage me in work that struck me as remotely “officey,” but rather involved things such as standing on a concrete floor wearing a hairnet, a paper mask and gown, goggles, and plastic gloves and—with a pair of tweezers—placing two pipe cleaners into a sterile box that came to me down a slow conveyor belt for eight excruciating hours a day.

In one case, the NSA and the UK spy agency Government Communications Headquarters, or GCHQ, used a sophisticated method called Quantum Insert to hack the machines of Belgian telecom workers to gain access to the telecom’s network and to a router the company used for processing the traffic of mobile phone users. The elaborate attack involved using high-speed servers the NSA had set up at key internet switching points to intercept the surfing traffic of system administrators who worked for the telecom. The spy agencies first collected extensive intelligence on the workers—their e-mail addresses, IP addresses, and possible surfing habits—then the high-speed servers watched for requests from the employees’ machines for specific web pages, such as the victim’s own LinkedIn profile page. When the victim tried to access the LinkedIn page, the server would intercept the request before it reached LinkedIn and would feed a fake LinkedIn page to the victim that injected malware into his machine. Once on the system administrator’s machine, the spy agencies could then use his credentials to gain access to other parts of the telecom network to subvert the router.

This revolution in the role of government has been accompanied, and largely produced, by an achievement in public persuasion that must have few rivals. Ask yourself what products are currently least satisfactory and have shown the least improvement over time. Postal service, elementary and secondary schooling, railroad passenger transport would surely be high on the list. Ask yourself which products are most satisfactory and have improved the most. Household appliances, television and radio sets, hi-fi equipment, computers, and, we would add, supermarkets and shopping centers would surely come high on that list. The shoddy products are all produced by government or government-regulated industries. The outstanding products are all produced by private enterprise with little or no government involvement. Yet the public—or a large part of it—has been persuaded that private enterprises produce shoddy products, that we need ever vigilant government employees to keep business from foisting off unsafe, meretricious products at outrageous prices on ignorant, unsuspecting, vulnerable customers. That public relations campaign has succeeded so well that we are in the process of turning over to the kind of people who bring us our postal service the far more critical task of producing and distributing energy.

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.

Type II trauma also often occurs within a closed context - such as a family, a religious group, a workplace, a chain of command, or a battle group - usually perpetrated by someone related or known to the victim. As such, it often involves fundamental betrayal of the relationship between the victim and the perpetrator and within the community (Freyd, 1994). It may also involve the betrayal of a particular role and the responsibility associated with the relationship (i.e., parent-child, family member-child, therapist-client, teacher-student, clergy-child/adult congregant, supervisor-employee, military officer-enlisted man or woman). Relational dynamics of this sort have the effect of further complicating the victim's survival adaptations, especially when a superficially caring, loving or seductive relationship is cultivated with the victim (e.g., by an adult mentor such as a priest, coach, or teacher; by an adult who offers a child special favors for compliance; by a superior who acts as a protector or who can offer special favors and career advancement). In a process labelled "selection and grooming", potential abusers seek out as potential victims those who appear insecure, are needy and without resources, and are isolated from others or are obviously neglected by caregivers or those who are in crisis or distress for which they are seeking assistance. This status is then used against the victim to seduce, coerce, and exploit. Such a scenario can lead to trauma bonding between victim and perpetrator (i.e., the development of an attachment bond based on the traumatic relationship and the physical and social contact), creating additional distress and confusion for the victim who takes on the responsibility and guilt for what transpired, often with the encouragement or insinuation of the perpetrator(s) to do so.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

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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.

NBC News reporter David Gregory was on a tear. Lecturing the NRA president—and the rest of the world—on the need for gun restrictions, the D.C. media darling and host of NBC’s boring Sunday morning gabfest, Meet the Press, Gregory displayed a thirty-round magazine during an interview. This was a violation of District of Columbia law, which specifically makes it illegal to own, transfer, or sell “high-capacity ammunition.” Conservatives demanded the Mr. Gregory, a proponent of strict gun control laws, be arrested and charged for his clear violation of the laws he supports. Instead the District of Columbia’s attorney general, Irv Nathan, gave Gregory a pass: Having carefully reviewed all of the facts and circumstances of this matter, as it does in every case involving firearms-related offenses or any other potential violation of D.C. law within our criminal jurisdiction, OAG has determined to exercise its prosecutorial discretion to decline to bring criminal charges against Mr. Gregory, who has no criminal record, or any other NBC employee based on the events associated with the December 23, 2012 broadcast. What irked people even more was the attorney general admitted that NBC had willfully violated D.C. law. As he noted: No specific intent is required for this violation, and ignorance of the law or even confusion about it is no defense. We therefore did not rely in making our judgment on the feeble and unsatisfactory efforts that NBC made to determine whether or not it was lawful to possess, display and broadcast this large capacity magazine as a means of fostering the public policy debate. Although there appears to have been some misinformation provided initially, NBC was clearly and timely advised by an MPD employee that its plans to exhibit on the broadcast a high capacity-magazine would violate D.C. law. David Gregory gets a pass, but not Mark Witaschek. Witaschek was the subject of not one but two raids on his home by D.C. police. The second time that police raided Witaschek’s home, they did so with a SWAT team and even pulled his terrified teenage son out of the shower. They found inoperable muzzleloader bullets (replicas, not live ammunition, no primer) and an inoperable shotgun shell, a tchotchke from a hunting trip. Witaschek, in compliance with D.C. laws, kept his guns out of D.C. and at a family member’s home in Virginia. It wasn’t good enough for the courts, who tangled him up in a two-year court battle that he fought on principle but eventually lost. As punishment, the court forced him to register as a gun offender, even though he never had a firearm in the city. Witaschek is listed as a “gun offender”—not to be confused with “sex offender,” though that’s exactly the intent: to draw some sort of correlation, to make possession of a common firearm seem as perverse as sexual offenses. If only Mark Witaschek got the break that David Gregory received.

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.

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

Zhang is also deeply involved in an ongoing campaign to restructure Haier and make it into a company where every element is entrepreneurial and every employee regards him or herself as an entrepreneur.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

Employee involvement, employee participation, and quality of work life, these groups predictably disintegrate within a few months from frustration, finding themselves unwilling parties to a cruel hoax, unable to accomplish anything, for the simple reason that no one in management will take action on suggestions for improvement.

On top of those challenges, the food industry has long been male dominated, with as much as 75 percent of business ownership in the hands of men, and and an average of 73 cents for a woman’s wages to a man’s dollar across roles. Similarly, the food industry has exploited immigrant labour and that of communities of color, for nearly as long as it has been around, building business models that depend o n the whims of customers (tipping) to meet living wages for front-of-the-house employees and advocating against an increased minimum wage that could change the economic landscape for the back of the house. Wealth and capital still continue to define the ways in which entrepreneurs bring there products to market, a realtty that has particularly grave implications for black and immigrant communities who might aspire to business ownership in a market absent of investment.

Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

One of the crucial documents for the Ordine dei Medici, it turned out, was an Italian passport. Until then nobody had bothered to mention this potentially insurmountable obstacle. It happened I did have a right to citizenship, but since it would be bestowed on me automatically by my Italian husband (Italian husbands are less powerful nowadays), the passport logically hung on Italian recognition of our American marriage, which was in turn predicated on Italian recognition of my husband’s American divorce from a prior marriage. The divorce certification, based on various Byzantine legal fictions, was a long time coming. One time there was a false sighting of his Italian divorce, and I optimistically went down to the Anagrafe or Central Registry to see whether I could get my citizenship papers. At the end of the forty-five-minute line a small man with slicked-down hair took my documents with a yawn and disappeared into the dark forest of files. When the clerk emerged, the bored look was gone from his face. He invited me to follow him along the long bank of teller windows, he on his side me on mine, and then pass through a little gate to the employee side. He sat me down, then paced between piled-up dossiers for a minute, no grille window to screen him off, before speaking. “Ms. Levenstein,” he said kindly, “You have applied for Italian citizenship on the grounds of being married to a certain Andrea Di Vecchia.” I admitted that was true. He paced a little more, lit a cigarette. “Ms. Levenstein,” he said again, even more gently, and I should have caught on from the way he repeated it. “I must tell you something. This Mr. Di Vecchia—he is already married to another woman!” His hand was already out to give a comforting squeeze to my shoulder, but it dropped when I laughed and explained that the problem was red tape, not bigamy. I thought later, high drama must be rare behind the certificate window, and he had risen to its call. How many American file clerks would have been so ready for their unexpected moment of glory? Another problem involved my residence papers, a crucial component in any pile of documents. All residents in Italy must communicate changes of address to the State within three months, and when we left my mother-in-law’s for our own place eight months earlier we had duly registered the move. But when I went to pick up an identity document I was told it couldn’t be issued because I was still listed at my old address. I slyly told the clerk in the cage to hold on, scurried over from his Identity Card window to the Certificate window three paces away, had the printer spit out a Residence Certificate bearing my name and the new address, and carried it back in triumph. He wasn’t impressed. “Oh, that certificate. That’s from the computer, it’s not worth anything. Your address has been changed in the computer, but the computerized part of the system doesn’t count.

So, if I'm not your employee until tomorrow... does that offer to go back to your place still stand?" Surprise jolted through me. He still wanted to fuck, even knowing who I was? Or because of who I was? Ugh, this was the whole problem with my notoriety; it was impossible to know who was interested in me, Hayden, and not me, Hades. So I just used men and cast them aside before feelings could get involved. Biting back a smile, I shook my head. "Sorry, that offer dissolved the second Zed outed me." I nodded to the contract. "Make smart choices, Lucas.

Finally, any successful culture building effort focused on the ecosystem economy needs to promote long-term thinking. Rather than concentrating their energies on meeting narrow targets in the immediate future in order to impress their bosses and advance their own career prospects, employees should be focused on creating something sustainable—something that contributes value for everyone involved. This is particularly important in the context of ecosystems since, as we previously explained, building an ecosystem requires adjusting your expectations in the short term. You may have to sacrifice in the immediate future in order to lay the foundation for a successful ecosystem business later on.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

From the moment he began using the disciplines on his yellow sheet, Rich was continually narrowing the scope of his responsibilities to a core set of activities. One of the areas that he most adamantly insisted on being involved in, and which had a profound connection to each of the four disciplines, was the hiring of new employees.

I remind people that financial IQ is made up of knowledge from four broad areas of expertise: 1.​Accounting Accounting is financial literacy or the ability to read numbers. This is a vital skill if you want to build an empire. The more money you are responsible for, the more accuracy is required, or the house comes tumbling down. This is the left-brain side, or the details. Financial literacy is the ability to read and understand financial statements which allows you to identify the strengths and weaknesses of any business. 2.​Investing Investing is the science of “money making money.” This involves strategies and formulas that use the creative right-brain side. 3.​Understanding markets Understanding markets is the science of supply and demand. You need to know the technical aspects of the market, which are emotion-driven, in addition to the fundamental or economic aspects of an investment. Does an investment make sense or does it not make sense based on current market conditions? 4.​The law A corporation wrapped around the technical skills of accounting, investing, and markets can contribute to explosive growth. A person who understands the tax advantages and protections provided by a corporation can get rich so much faster than someone who is an employee or a small-business sole proprietor. It’s like the difference between someone walking and someone flying. The difference is profound when it comes to long-term wealth.

When you start out working with or for these people, they seem like the dream boss, coworker, or partner. You feel incredibly lucky to be working with them. They compliment you and make you feel valued and needed. They are often described as charismatic people, the boss or employee everyone likes. CN bosses are easy to work with, and many victims feel relieved to have a boss like them after experiencing difficult employers in the past. However, they are often chameleons who mirror the people they are around, so everyone feels like they are seen by them and understood. They win people’s trust quickly. They are charming, but not in a creepy-player kind of way. They seem like the real deal. Easygoing, smart, not a big ego, endearing—these are words I have heard to describe this type of person. As in romantic relationships, a CN boss will take you through the three stages. They will love bomb you in the beginning. It will feel easy, exciting, fun. They might make grandiose promises of your future with the company, your financial success, and your involvement in projects you love. You will feel excited and so lucky to have gotten this opportunity, telling your friends and family all the glowing stories of this new boss. Sometimes this person becomes a trusted friend.

Fowler, like other new Uber hires, had been advised of the company's core values.47 Several of those values were likely to have contributed to a psychologically unsafe environment. For example, “super-pumpedness,” especially central to the company, involved a can-do attitude and doing whatever it took to move the company forward. This often meant working long hours, not in itself a hallmark of a psychologically unsafe environment; Fowler seems to have relished the intellectual challenges and makes a point to say that she is “proud” of the engineering work she and her team did. But super-pumpedness, with its allusions to the sports arena and male hormones, seems to have been a harbinger of the bad times to come. Another core value was to “make bold bets,” which was interpreted as asking for forgiveness rather than permission. In other words, it was better to cross a line, be found out wrong, and ask for forgiveness than it was to ask permission to transgress in the first place. Another value, “meritocracy and toe-stepping,” meant that employees were incented to work autonomously, rather than in teams, and cause pain to others to get things done and move forward, even if it meant damaging some relationships along the way.48

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

The Visionary DNA Common Roles Common Traits Common Challenges • Entrepreneurial “spark plug” • Are the founding entrepreneur • Inconsistency • Inspirer • Have lots of ideas/idea creation/idea growth • Organizational “whiplash,” the head turn • Passion provider • Are strategic thinkers • Dysfunctional team, a lack of openness and honesty • Developer of new/big ideas/breakthroughs • Always see the big picture • Lack of clear direction/undercommunication • Big problem solver • Have a pulse on the industry and target market • Reluctance to let go • Engager and maintainer of big external relationships • Research and develop new products and services • Underdeveloped leaders and managers • Closer of big deals • Manage big external relationships (e.g., customer, vendor, industry) • “Genius with a thousand helpers” • Learner, researcher, and discoverer • Get involved with customers and employees when Visionary is needed • Ego and feelings of value dependent on being needed by others • Company vision creator and champion • Inspire people • Eyes (appetite) bigger than stomach; 100 pounds in a 50-pound bag • Are creative problem solvers (big problems) • Resistance to following standardized processes • Create the company vision and protect it • Quickly and easily bored • Sell and close big deals • No patience for the details • Connect the dots • Amplification of complexity and chaos • On occasion do the work, provide the service, make the product • ADD (typical; not always) • All foot on gas pedal—with no brake • Drive is too hard for most people

Achieving the highest organizational success is rooted in involving everybody at all levels. Each employee plays an integral role in planning and executing the mission, regardless of rank.

Extroverts lust the most fervently for money, status, and power,42 but it’s the less-materialistic introverts, of all the ironies, who make the best businessmen and entrepreneurs.43 Business often involves not only risk, but the building of a miniculture. Entrepreneurs, in particular, have to craft a microsociety of employees who champ at the bit to challenge giants … and who can pull it off. There are good reasons complexity-seeking introverts like those discovered by Bryson and Driver do well at such social engineering. First off, they dive eagerly into theory, penetrating the surface to root out cause and effect.44 They also have a flair for left-field solutions to problems which leave more conventional types perplexed.45 And they tend to think with both mind and emotionality. Imaging of their brains shows that when they’re pondering, the cerebral web of feeling called the striatum lights up46 like Tokyo’s Ginza district at midnight.

Tricia Newbold, one of the White House employees who works on security clearances, told a House committee that at least 25 Trump staffers got clearances over objections from those whose job was to vet applicants. Newbold told the committee that “two current senior White House officials” were among those given clearances despite “a wide range of serious disqualifying issues involving foreign influence, conflicts of interest, concerning personal conduct, financial problems, drug use, and criminal conduct.” The background check of one person, publicly described only as “Senior White House Official 1,” uncovered “significant disqualifying factors, including foreign influence, outside activities (‘employment outside or business external to what your office at the [Executive Office of the President] entails’), and personal conduct.

Agreeing on what your values are is the kind of statement that needs maximum buy-in, so it should involve your whole company. Send out a survey, and gather contributions from everyone. Ask your team to suggest both a value and the name of an employee who exemplifies it.

The next billion-dollar startup will only have three employees.” The culture of that startup would be “AI first,” and it would use autonomous AI agents to get work done. All marketing and sales would be automated via AI bots, and the three employees would be: The CEO, who would handle vision and purpose and lead public-facing marketing. She would also code and be involved in engineering. The Product Lead, who would interface with customers and team to manage the product roadmap and drive development The Operations Lead, who would be responsible for the outcome of the AI bots and handle finance and legal and smooth operations. We

the reality of factory farms is an integrated scheme to exploit everyone involved but those at the top—the animals are treated without mercy by underpaid employees, who in turn make an unhealthy product to be marketed to the poor, who consume and shorten their own lifespans by enjoying it.

how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own.

Fourteen Ways To Tame Pharma 1. No more direct-to-consumer advertising on TV, in magazines, or on the internet 2. No more drug company-sponsored junkets, dinners, promotional gifts, or continuing medical education for doctors or medical students 3. No more financial support for medical professional organizations 4. No more beautiful salespeople congregating in the doctors' waiting room 5. No more free samples 6. No more off-label marketing 7. No more co-opting of thought leaders 8. No more drug company funding for the Food and Drug Administration 9. Bigger fines and criminal penalties for malfeasance that are directed against the executives as well as the companies 10. Shortened patent protection for companies that break the law 11. No more financial aid for consumer advocacy groups 12. No more disease-awareness campaigns 13. No more unlimited and undisclosed contributions to politicians 14. A three-year quarantine before politicians, staffers, and bureaucrats involved in setting or monitoring drug company regulations can join a drug company as officer or employee

Difference Between Freelancing & Outsourcing What is Freelancing? The term freelancer was first published in 1819 in a book by a writer named Walter Scott. Since then, various speculations about freelancing started. What is Freelancing? Why do freelancing? What is required to be efficient in freelancing? All kinds of questions started to arise. The word free means 'Free' and the word lance means 'Instrument' by which something is done. That is, the full meaning of Freelancing stands for “Doing something that is free or independent”. Freelancing is basically a profession where you can earn money by doing various types of work over the internet. Be it inside the country or outside the country. What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "To bring work from an external source". Outsourcing means the process of taking the work of an organization or company from an external source. For example – “Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called Outsourcing”. Difference Between Freelancing & Outsourcing: Hope you have a clear idea about what is freelancing and what is outsourcing and that there are no questions in your mind about these topics. Now let's discuss the differences between freelancing and outsourcing in detail – 1. Origin: Freelancing started around 1998 and its journey started from GURU, a freelancing marketplace then known as SOFTmoonlighter.com. On the other hand, the term outsourcing was first coined around 1989 and was first seen as a business strategy. 2. Relation: A freelancer gets his payment from an outside source after doing the work. On the other hand, an outsourced contractor provides both the work and the payment at the end of the work to the freelancer. 3. Activities: Freelancers do not have to follow any rigid rules when it comes to working. They can work or start whenever they want, as long as they can submit work before their deadline. He will get payment only if he can submit the work on time or he will not be paid. 4. Payment: A freelancer will agree to receive the exact amount of payment before doing a job, and will get the same amount as the contract at the end of the job. But he will not get any monthly salary. On the other hand, similarly, an outsourced contractor pays the freelancers at the end of the contracted work. In this case, the outsourced contractors also do not keep the freelancers as any kind of salaried employees. 5. Advantages: A freelancer is everything when it comes to freelancing. He decides his own schedule. No one can force him to work, he can work whenever he wants and quit when he wants. A freelancer does not have to give office hours from 9 a.m. to 5 p.m. and can work any time within 24 hours. You can work at home, so there is no need to go to the office to work. 6. Disadvantages: There are some risks involved in freelancing. There is no guarantee that you will be offered any work or that you will be paid. Since you are not entering into a contract in person, the possibility of non-payment or fraud remains. In the case of freelancing, every month's income is not the same, you can earn as much money as you work. Moreover, you may not always find the job you want. If this article of mine is of any use to you or you like it, then definitely share it and help others to know. Please Visit Our Website (Bhairab IT Zone) to read more Articles related to Freelancing and Outsourcing, Thank You.

We pinpointed four factors that drive quality as a cultural value: leadership emphasis, message credibility, peer involvement, and employee ownership of quality issues.

It seems to me there is always pain—or at least discomfort—involved in getting really good at something.

If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved.

Cases of unauthorized absence, over-stayal, insubordination, use of abusive language, etc. do not have any vigilance angle. There are some border line cases, such as gross or willful negligence; recklessness in decision making; blatant violations of systems and procedures; exercise of discretion in excess, where no ostensible public interest is evident; failure to keep the controlling authority/superiors informed in time – these are some of the irregularities where the disciplinary authority with the help of the CVO should carefully study the case and weigh the circumstances to come to a conclusion whether there is reasonable ground to doubt the integrity of the officer concerned.4. What are the two parts of the register for recording complaints? One part of the register is meant for registering the complaints in respect of category ‘A’ officers i.e. those in respect of whom the advice of the CVC is required. The other part pertains to Category ‘B’ officers are those in respect of whom CVC advice is not required. As far as central Government employees are concerned Category ‘A’ refers to Group ‘A’ officers. If a complaint involves both the categories of officers, it shall be entered in the higher category i.e. category ‘A’.5. How to deal with anonymous and pseudonymous complaints? Para 3.8.1 of the CVC Manual provides that as a general rule, no action is to be taken by the administrative authorities on anonymous/pseudonymous complaints received by them. It is also open to the administrative authorities to verify by enquiring from the signatory of the complaint whether it had actually been sent by him so as to ascertain whether it is pseudonymous. CVC has also laid down that if any department/organisation proposes to look into any verifiable facts alleged in such complaints, it may refer the matter to the Commission seeking its concurrence through the CVO or the head of the organisation, irrespective of the level of employees involved therein.Besides, any complaint referred to by the Commission is required to be investigated and if it emerges to be a pseudonymous, the matter must be reported to the Commission.6. What action is required in the case of false complaints? If a complaint is found to be malicious, vexatious or unfounded, departmental or criminal action as necessary should be initiated against the author of false complaints 33

People within a company can be divided into two groups: those who earn money and those who don’t. Only those frontline people who develop, produce, and sell products are earning money for the company. The ideal company would have only one person who does not earn money—the president—leaving the rest of the employees directly involved in revenue-generating activity.

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one’s customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral

Flotsam Some people figuratively, although sometimes literately, washed up on the barren beaches of West Africa because they were unwelcome in most other countries. Adventurers, seamen, construction contractors, military mercenaries, as well as missionaries and professional government employees, found themselves here. Money was frequently the motivating factor for people who came to this third world country and most of the typical tropical tramps I knew were involved in the many unsavory activities going on. The dank weather which is usually heavy with moisture from May until October, with a short reprieve of a week or two in July or August, contributed to the bleak attitude people had. What passes for a dry season lasts from November through April with the least likely chance of rain in December and January. The frequent heavy showers and rainstorms make Liberia and Sierra Leone the wettest climatic region in Africa. One way or another, everyone was always wet…. This in turn attributed to the heavy drinking and it was said that if the moisture didn't come from the sky it certainly came from the pores... Generally speaking in West Africa near the Equator the climate is tropical, hot and humid all year round! There were numerous meeting places or drinking holes for the expats. Guaranteed, there was no way any of us would be able to survive the conditions of West Africa without occasionally imbibing, which in reality we did constantly. The most popular bars for Europeans, which in Liberia included Americans, were run by foreigners to the country and these included the more upscale American Hotel and the old Ducor Hotel, near the Cape Mesurado Lighthouse on Mamba Point.

Because of the difficulty involved in hiring new employees, and in making new contacts in the import and export game, drug traffickers may in fact be more forgiving of mistakes than legitimate firms, they suggest: “Given the impediments to information flows in these markets, relationships may be even more important than in legal markets.” What

About 41 percent of mothers are primary breadwinners and earn the majority of their family’s income. Another 23 percent of mothers are co-breadwinners, contributing at least a quarter of the family’s earnings.30 The number of women supporting families on their own is increasing quickly; between 1973 and 2006, the proportion of families headed by a single mother grew from one in ten to one in five.31 These numbers are dramatically higher in Hispanic and African-American families. Twenty-seven percent of Latino children and 51 percent of African-American children are being raised by a single mother.32 Our country lags considerably behind others in efforts to help parents take care of their children and stay in the workforce. Of all the industrialized nations in the world, the United States is the only one without a paid maternity leave policy.33 As Ellen Bravo, director of the Family Values @ Work consortium, observed, most “women are not thinking about ‘having it all,’ they’re worried about losing it all—their jobs, their children’s health, their families’ financial stability—because of the regular conflicts that arise between being a good employee and a responsible parent.”34 For many men, the fundamental assumption is that they can have both a successful professional life and a fulfilling personal life. For many women, the assumption is that trying to do both is difficult at best and impossible at worst. Women are surrounded by headlines and stories warning them that they cannot be committed to both their families and careers. They are told over and over again that they have to choose, because if they try to do too much, they’ll be harried and unhappy. Framing the issue as “work-life balance”—as if the two were diametrically opposed—practically ensures work will lose out. Who would ever choose work over life? The good news is that not only can women have both families and careers, they can thrive while doing so. In 2009, Sharon Meers and Joanna Strober published Getting to 50/50, a comprehensive review of governmental, social science, and original research that led them to conclude that children, parents, and marriages can all flourish when both parents have full careers. The data plainly reveal that sharing financial and child-care responsibilities leads to less guilty moms, more involved dads, and thriving children.35 Professor Rosalind Chait Barnett of Brandeis University did a comprehensive review of studies on work-life balance and found that women who participate in multiple roles actually have lower levels of anxiety and higher levels of mental well-being.36 Employed women reap rewards including greater financial security, more stable marriages, better health, and, in general, increased life satisfaction.37 It may not be as dramatic or funny to make a movie about a woman who loves both her job and her family, but that would be a better reflection of reality. We need more portrayals of women as competent professionals and happy mothers—or even happy professionals and competent mothers. The current negative images may make us laugh, but they also make women unnecessarily fearful by presenting life’s challenges as insurmountable. Our culture remains baffled: I don’t know how she does it. Fear is at the root of so many of the barriers that women face. Fear of not being liked. Fear of making the wrong choice. Fear of drawing negative attention. Fear of overreaching. Fear of being judged. Fear of failure. And the holy trinity of fear: the fear of being a bad mother/wife/daughter.

a world where i only have to touch people if we're romantically involved is ideal for me. it would be nice to never have to coordinate a hand-shake or fist-bump or 'hello/goodbye' hug ever again

The World Bank has its own term for the phenomenon: they call it "technocratic insulation." So if you read World Bank studies, they talk about the importance of having "technocratic insulation"―meaning a bunch of technocrats,who are essentially employees of the big transnational corporations, have to be working somewhere in "insulation" from the public to design all the policies, because if the public ever gets involved in the process they may have bad ideas, like wanting the kind of economic growth that does things for people instead of profits, all sorts of stupid stuff like that. So therefore what you want to have is insulated technocrats—and once they're insulated enough, then you can have all the "democracy" you like, since it's not going to make any difference. In the international business press, this has all been described pretty frankly as "The New Imperial Age." And that's quite accurate: it's certainly the direction things are going in.

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

Promotions Every time your company gives someone a promotion, everyone else at that person’s organizational level evaluates the promotion and judges whether merit or political favors yielded it. If the latter, then the other employees generally react in one of three ways: 1. They sulk and feel undervalued. 2. They outwardly disagree, campaign against the person, and undermine them in their new position. 3. They attempt to copy the political behavior that generated the unwarranted promotion. Clearly, you don’t want any of these behaviors in your company. Therefore, you must have a formal, visible, defensible promotion process that governs every employee promotion. Often this process must be different for people on your own staff. (The general process may involve various managers who are familiar with the employee’s work; the executive process should include the board of directors.) The purpose of the process is twofold. First, it will give the organization confidence that the company at least attempted to base the promotion on merit. Second, the process will produce the information necessary for your team to explain the promotion decisions you made.

If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved. As a corollary, beware of management maxims that stop information from flowing freely in your company. For example, consider the old management standard: “Don’t bring me a problem without bringing me a solution.” What if the employee cannot solve an important problem? For example, what if an engineer identifies a serious flaw in the way the product is being marketed? Do you really want him to bury that information? Management truisms like these may be good for employees to aspire to in the abstract, but they can also be the enemy of free-flowing information—which may be critical for the health of the company.

But today it’s possible to wonder whether the genuine difficulty of biology has become an excuse for biotech startups’ indefinite approach to business in general. Most of the people involved expect some things to work eventually, but few want to commit to a specific company with the level of intensity necessary for success. It starts with the professors who often become part-time consultants instead of full-time employees—even for the biotech startups that begin from their own research. Then everyone else imitates the professors’ indefinite attitude. It’s easy for libertarians to claim that heavy regulation holds biotech back—and it does—but indefinite optimism may pose an even greater challenge for the future of biotech

Some former Bush officials, however, believed that the Justice Department's failure to pursue the New Black Panther Party case resulted from top Obama administration officials' ideological belief that civil rights laws only apply to protect members of minority groups from discrimination by whites. Department spokeswoman Tracy Schmaler denied any such motives. She asserted that "the department makes enforcement decisions based on the merits, not the race, gender or ethnicity of any party involved". But an anonymous Justice Department official told the Washington Post that "the Voting Rights Act was passed because people like Bull Connor [a white police commissioner] were hitting people like John Lewis [a black civil rights activist], not the other way around". The Post concluded that the New Black Panther Party case "tapped into deep divisions within the Justice Department that persist today over whether the agency should focus on protecting historically oppressed minorities or enforce laws without regard to race". The Office of Professional Responsibility's report on the case found that several former and current DOJ attorneys told investigators under oath that some lawyers in the Civil Rights Division don't believe that the DOJ should bring cases involving white victims of racial discrimination. The report also found that Voting Section lawyers believed that their boss, appointed by President Obama, wanted them to bring only cases protecting members of American minority groups. She phrased this as having the section pursue only "traditional" civil rights enforcement cases. Her employees understood that by "traditional" she meant only cases involving minority victims.

Mindful Awareness. Be fully involved in the moment—right now! Developing this ability instills a sixth sense for navigating connections. Be intentional and thoughtful; listen and care.

It also seems like common sense that good production management involves keeping every employee busy and every machine fully utilized, to justify the capital invested in the expensive machines. What traditional managers fail to grasp is the cost of maintaining and coordinating a complicated network of high-speed machines making batches. This is the muda of complexity.

11 Ways to Be More Engaged 1. Care about others. 2. Be 100 percent in the moment. 3. Keep focus on the person you are serving. 4. Try to get involved, engaged, and interactive. 5. Show interest in what matters to other people by listening, acknowledging, and responding. 6. Arrive in the moment anticipating creating a valuable interaction for yourself and others. 7. Move towards the things that inspire you and provide a sense of joy and connection. 8. Reconnect with the essence of yourself and be grounded in that essential relationship. 9. Maintain eye contact and deliver the non-verbal cues that you are fully with the other person. 10. Limit distractions— close the door, silence your phone, hold calls, put tasks aside, etc. 11. Show up to the moment being your best and giving your best.

Becoming more socially aware involves greater understanding of the dynamics of social interactions to assure you achieve harmonious outcomes.

When people can't give anything and are only there for themselves, why should others use their time and energy to get involved? There's no benefit.

Navigating relationships within our own culture can be challenging enough. When diverse cultures are involved, however, a huge potential for misunderstanding, disrespect, miscommunication, and intolerance is present.

When Jayne Juvan, a partner at the law firm Roetzel & Andress in Cleveland, Ohio, started using social media, very, very few lawyers used these tools. Because her profession is so conservative, many of the attorneys she interacted with didn't see the opportunity. After only a few months of blogging, Crain's Cleveland Business interviewed Juvan on the use of social media by lawyers. In her first year of practice, she landed a client via social media. That was a game changer, because her colleagues began to see her as an owner, not just an employee. When she started to land wins, it became harder to navigate her profession because the legal industry was quite competitive. But, as she shares, "I didn't back off, because I now knew how powerful social media was." Good thing. When she was a third- and fourth-year associate, in 2007 to 2008, the economy collapsed. Her class experienced deep layoffs across the industry, which she sidestepped, in part because of her social media efforts. Most of the accolades she has received can be traced to social media. When she was considered for promotion to partner, the fact that she was being followed by prominent professionals on Twitter bolstered her case in a major way, as the CEO saw the potential of these relationships. According to Catalyst, only 20 percent of partners in law firms are women, and only 16 percent of them have $500,000 worth of business or more.6 Jayne Juvan made partner at age thirty-two, and at thirty-four, her billing reports placed her in the small percentage of women with $500,000-plus of business. Once Juvan had acquired the basic competencies involved in practicing law, social media became her distinctive strength, propelling her into the partnership ranks at her law firm.

The modern Berkshire Hathaway that he had created churned out new beads for the rosary almost like a clockwork. Buffett’s hunt for things to buy had become more ambitious, free of the cigar butts and lawsuits of the decades before. The great engine of compounding worked as a servant on his behalf, at exponential speed and under the gathering approval of a public gaze. The method was the same: estimate an investment’s intrinsic value, handicap its risk, buy using margin of safety, concentrate, stay in the circle of competence, let it roll as compounding did the work. Anyone could understand these simple ideas, but few could execute them. Even though Buffett made the process look effortless, the technique and discipline underlying it actually did involve an enormous amount of work for him and his employees. As

Many “pure volume” metrics, such as calls made and repairs completed, are susceptible to cherry-picking concerns. In such cases, use multiple indicators that are adjusted for the risks involved—metrics that take into account the difficulty of cases taken instead of encouraging your employees to take only the easy ones.

Many businesses make assumptions about what their employees want and need without first involving them in the decision-making process. In the end, you know what they say about assumptions. If we steer clear of making them, our business might reflect what the employee really wants.

Government servants. These provisions are applicable only to the employees of the various Ministries, Departments and Attached and Subordinate Offices.Further, the employees, being citizens of the country also enjoy Fundamental Rights guaranteed under Part III of the Constitution and can enforce them though the Writ jurisdiction of the Courts. In addition to the constitutional provisions, there are certain rules which are applicable to the conduct of the proceedings for taking action against the erring employees. Central Civil Services (Classification, Control, and Appeal) Rules 1965 cover a vast majority of the Central Government employees.Besides, there are also several other Rules which are applicable to various sections of the employees in a number of services.(b) Semi Governmental Organisations: By this, we mean the Public Sector Undertakings and Autonomous Bodies and Societies controlled by the Government. Provisions of Part XIV of the Constitution do not apply to the employees of these Organisations.However, as these organisations can be brought within the definition of the term ‘State’ as contained in Article 12 of the Constitution, the employees of these organisations are protected against the violation of their Fundamental Rights by the orders of their employer. The action of the employer can be challenged by the employees of these organisations on the grounds of arbitrariness, etc. These organisations also have their own sets of rules for processing the cases for conducting the disciplinary proceedings against their employees.(c) Purely private organisations: These are governed by the various industrial and labour laws of the country and the approved standing orders applicable for the establishment.4. Although the CCS (CCA) Rules 1965 apply only to a limited number of employees in the Government, essentially these are the codification of the Principles of Natural Justice, which are required to be followed in any quasi judicial proceedings. Even the Constitutional protections which are contained in Part XIV of the Constitution are the codification of the above Principles.Hence, the procedures which are followed in most of the Government and semi-governmental organisations are more or less similar. This handout is predominantly based on the CCS (CCA) Rules 1965.5. Complexity of the statutory provisions, significance of the stakes involved, high proportion and frequency of the affected employees seeking judicial intervention, high percentage of the cases being subjected to judicial scrutiny, huge volume of case law on the subject - are some of the features of this subject.These, among others have sparked the need for a ready reference material on the subject. Hence this handbook2

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

I GOT A PHONE CALL ONE DAY FROM A FRIEND WHO HAD RECENTLY opened an Indian jewelry store in Arizona. She was giddy with a curious piece of news. Something fascinating had just happened, and she thought that, as a psychologist, I might be able to explain it to her. The story involved a certain allotment of turquoise jewelry she had been having trouble selling. It was the peak of the tourist season, the store was unusually full of customers, the turquoise pieces were of good quality for the prices she was asking; yet they had not sold. My friend had attempted a couple of standard sales tricks to get them moving. She tried calling attention to them by shifting their location to a more central display area; no luck. She even told her sales staff to "push" the items hard, again without success. Finally, the night before leaving on an out-of-town buying trip, she scribbled an exasperated note to her head saleswoman, "Everything in this display case, price x %," hoping just to be rid of the offending pieces, even if at a loss. When she returned a few days later, she was not surprised to find that every article had been sold. She was shocked, though, to discover that, because the employee had read the "%" in her scrawled message as a "2," the entire allotment had sold out at twice the original price! That's

Those activities which are not based numbers, Which are based on humans(Customers and Employees) is known as business. Numbers will ultimately increase if humans are happy who are involved.

Those activities which are not concerned with numbers, but which are concerned with humans(Customers and Employees) is known as business. Numbers will ultimately increase if humans are happy who are involved in.

The most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

A third entrepreneurial contribution is risk. While labor gets paid its fixed wage, the entrepreneurs take all the risk. Entrepreneurs might do well, but they might also lose money, ending up worse than they were before they started. The worker’s risk is much lower: at worst, he’s out of a job and doesn’t get additional wages. No one, however, asks the worker to receive wages only if the company does well, or to give back wages to help the company meet its obligations. So these distinctive entrepreneurial contributions—ideas, organization, and risk—are very different from “labor,” indeed they involve the establishing of a system that then enables labor to function. If labor gets paid “wages” in return for its contributions, entrepreneurs get paid “profits” in return for theirs. There is nothing inherently unfair about that, even when the profits are substantial, since without entrepreneurs, the workers would not have their jobs. Moreover, the parking lot guy seems to be suffering from an optical illusion. He thinks that he is doing the work of parking the car, but he is merely the last man in a chain of employees who are getting this particular job done. The parking lot guy wonders, “All I got paid was $100. Where did the rest of the money go?” Well, it went to all the other people who created and designed, and continue to maintain and manage a resort property in which it is feasible to charge $25 per day to park a car. Instead of wallowing in his grievances, and voting for Obama, the parking lot guy would do better for himself if he asked, “How can I become one of the managers?” or “How can I start a company that builds and operates parking lots?

Uh, hello? Hello, hello! Uhm, there has been a slight change of company policy, concerning you and the suits. Uhm, so, after learning of an unfortunate incident at the sister location involving multiple and simultaneous spring lock failures, the company has deemed the suits temporarily unfit for employees. Safety is top priority at Freddy Fazbear's Pizza, which is why the classic suits are being retired to an appropriate location, while being looked at by our technicians. Until replacements arrives, you'll be expected to wear the temporary costumes provided to you. Keep in mind, they were found on very short notice, so questions about appropriateness/relevance should be deflected. I repeat, the classic suits are not to be touched, activated or worn. That being said, we are free of liability, do as you wish. As always, remember to smile. You are the face of Freddy Fazbear's Pizza.

Pagano put out a suggestion box to capture them and took care to respond to each one. He also began writing monthly letters to employees’ families, which he sent to their homes, and invited family members to come in to view new products. “We truly wanted to involve everyone in the business,” he said.

To date, I don’t know what changed in her. Could I have found out, by requesting information or talking to her in the corridor? Maybe. But could I have done that and not gotten involved? Process is king, I believe, and so these things have to play themselves out; there’s no right answer. Sure, it takes some organizational cold-bloodedness, and it might leave the reader, as well as many Semco employees, miffed or unconvinced. That, however, is the price for giving up policies, procedures, missions, and credos. Just as our aversion to long-term analysis is based on the realization that it can be a waste of time and energy to attempt to foresee every possible twist and turn of the road ahead, finding the root cause of every problem can also be unproductive.

I thought I'd meet the same tough kind of Kibbutz members at Shomrat, as I knew from the days when I worked as an employee at the Jordan Valley. But I was wrong. I did not see hired workers at Shomrat. The workers were all treated the same. Muhammad and Nazami were also employed in the Kibbutz, but were not members of it, and they were treated completely different from what I had known before. This was not the attitude I'd seen in the limited experience I had as an employee at the Jordan Valley. Here Muhammad and Nazami had their own rooms, and I felt they were involved in what was going on at the Kibbutz. I did not like the Kibbutz's talk gatherings. I went there several times to get an impression and listen, but I could not find any interest in them. It seemed to me that perhaps the issues discussed there were not significant for me or for my Tiberias nest friends. Perhaps one of the reasons for that was our fatigue after a day of labor and the activity afterward. Our priority was apparently different. Sometimes we preferred to watch the television, which was installed high at the entrance to the dining room. Our television watching would come to an end once Alla fell asleep in his chair, and he would always fall asleep in the first five minutes.

Each person interviewing a candidate would vote “hire” or “don’t hire,” with no “maybes” allowed. Six months later, the newly integrated employees would be evaluated by their managers on their performance: below, meets, or exceeds expectations. The company could then calculate the accuracy, or HBA, of each interviewer. If a manager had approved ten candidates and, six months out, eight of them were performing at or above expectations, her HBA would be .800, and she’d get to stay involved in the recruitment push. This simple technique has at least four great benefits: First, it separates the wheat from the chaff among your interviewers—the