Employee Of The Month Quotes

You did what you were told or you didn't get paid, and if things went wrong it wasn't your problem. It was the fault of whatever idiot has accepted this message for sending in the first place. No one cared about you, and everyone at headquarters was an idiot. It wasn't your fault, no one listened to you. Headquarters had even started an Employee of the Month scheme to show how much they cared. That was how much they didn't care.

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.

An 'Employee of the Month' is a titled given to someone who best helped someone else actualize their dream—in that particular month.

Headquarters had even started an Employee of the Month scheme to show how much they cared. That was how much they didn’t care.

Famous at high school is like being employee of the month at the sanitation department.

Many people wish for a different universe than the one in which we live. They want one where every day is harvest time and there are no long laborious summer months to go through in order to get there. And when the harvest is ripe and they are thriving, they want no approaching winters where they see that the harvest is over and a cold death is looming.

Not every single broke and unemployed person needs a job; some need customers.

Thus, on April 9, 2012, just three months after Kodak filed for bankruptcy, Instagram and its thirteen employees were bought by Facebook for $1 billion.20

Partially undermining the manufacturer's ability to assert that its work constituted a meaningful contribution to mankind was the frivolous way in which it went about marketing its products. Grief was the only rational response to the news that an employee had spent three months devising a supermarket promotion based on an offer of free stickers of cartoon characters called the Fimbles. Why had the grown-ups so churlishly abdicated their responsibilities? Were there not more important ambitions to be met before Death showed himself on the horizon in his hooded black cloak, his scythe slung over his shoulder?

In many ways the effect of the crash on embezzlement was more significant than on suicide. To the economist embezzlement is the most interesting of crimes. Alone among the various forms of larceny it has a time parameter. Weeks, months, or years may elapse between the commission of the crime and its discovery. (This is a period, incidentally, when the embezzler has his gain and the man who has been embezzled, oddly enough, feels no loss. There is a net increase in psychic wealth.) At any given time there exists an inventory of undiscovered embezzlement in — or more precisely not in — the country’s businesses and banks. This inventory — it should perhaps be called the bezzle — amounts at any moment to many millions of dollars. It also varies in size with the business cycle. In good times people are relaxed, trusting, and money is plentiful. But even though money is plentiful, there are always many people who need more. Under these circumstances the rate of embezzlement grows, the rate of discovery falls off, and the bezzle increases rapidly. In depression all this is reversed. Money is watched with a narrow, suspicious eye. The man who handles it is assumed to be dishonest until he proves himself otherwise. Audits are penetrating and meticulous. Commercial morality is enormously improved. The bezzle shrinks. … Just as the boom accelerated the rate of growth, so the crash enormously advanced the rate of discovery. Within a few days, something close to a universal trust turned into something akin to universal suspicion. Audits were ordered. Strained or preoccupied behavior was noticed. Most important, the collapse in stock values made irredeemable the position of the employee who had embezzled to play the market. He now confessed.

Being a bad employer is more of an achievement than being a great employee.

Mr. Prospect, you’ve spent 16 years and $120,000 to learn how to be a good employee. Won’t you invest $100 and two months to see if you can be as successful as your own boss?

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

After the New Deal, economists began referring to America’s retirement-finance model as a “three-legged stool.” This sturdy tripod was composed of Social Security, private pensions, and combined investments and savings. In recent years, of course, two of those legs have been kicked out. Many Americans saw their assets destroyed by the Great Recession; even before the economic collapse, many had been saving less and less. And since the 1980s, employers have been replacing defined-benefit pensions that are funded by employers and guarantee a monthly sum in perpetuity with 401(k) plans, which often rely on employee contributions and can run dry before death. Marketed as instruments of financial liberation that would allow workers to make their own investment choices, 401(k)s were part of a larger cultural drift in America away from shared responsibilities toward a more precarious individualism. Translation: 401(k)s are vastly cheaper for companies than pension plans. “Over the last generation, we have witnessed a massive transfer of economic risk from broad structures of insurance, including those sponsored by the corporate sector as well as by government, onto the fragile balance sheets of American families,” Yale political scientist Jacob S. Hacker writes in his book The Great Risk Shift. The overarching message: “You are on your own.

...give a great deal of attention to keeping his managers and his technical people as interchangeable as their talents allow. The barriers are sociological... To overcome this problem some laboratories, such as Bell Labs, abolish all job titles. Each professional employee is a "member of technical staff.

Well," he said, "this isn't too bad. My left leg is broken, but at least I'm right-legged. That's pretty fortunate." "Gee," one of the other employees murmured. "I thought he'd say something more along the lines of 'Aaaaah! My leg! My leg!'" "If someone could just help me get to my foot," Phil said, "I'm sure that I can get back to work." "Don't be ridiculous," Violet said. "You need to go to a hospital." "Yes, Phil," another worker said. "We have those coupons from last month, fifty percent off a cast at the Ahab Memorial Hospital. Two of us will chip in and get your leg all fixed up. I'll call for an ambulance right away.

these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential.

Which brings me to one more thing about the Sheridan FCI [prison]. After you make it through the metal detector, you re stamped on the flesh above your right thumb with ink visible only in the black light of the prison checkpoints. Then you wait in a holding area like a farm animal before the next set of computer-locked double doors, and in this space, there are two things: a plaque celebrating the FCI Employee of the Month, and a full-length mirror with the message This is the image you will present today. Redressing, I always wondered whether this prop with its quasi motivational message was intended for us, the visitors of felons, or for would-be employees of the month. Perhaps both.

If he were alive today, Plato—to take him as an example, because along with a dozen others he is regarded as the greatest thinker who ever lived—would certainly be ecstatic about a news industry capable of creating, exchanging, refining a new idea every day; where information keeps pouring in from the ends of the earth with a speediness he never knew in his own lifetime, while a staff of demiurges is on hand to check it all out instantaneously for its content of reason and reality. He would have supposed a newspaper office to be that topos uranios, that heavenly realm of ideas, which he has described so impressively that to this day all the better class of people are still idealists when talking to their children or employees. And of course if Plato were to walk suddenly into a news editor’s office today and prove himself to be indeed that great author who died over two thousand years ago he would be a tremendous sensation and would instantly be showered with the most lucrative offers. If he were then capable of writing a volume of philosophical travel pieces in three weeks, and a few thousand of his well-known short stories, perhaps even turn one or the other of his older works into film, he could undoubtedly do very well for himself for a considerable period of time. The moment his return had ceased to be news, however, and Mr. Plato tried to put into practice one of his well-known ideas, which had never quite come into their own, the editor in chief would ask him to submit only a nice little column on the subject now and then for the Life and Leisure section (but in the easiest and most lively style possible, not heavy: remember the readers), and the features editor would add that he was sorry, but he could use such a contribution only once a month or so, because there were so many other good writers to be considered. And both of these gentlemen would end up feeling that they had done quite a lot for a man who might indeed be the Nestor of European publicists but still was a bit outdated, and certainly not in a class for current newsworthiness with a man like, for instance, Paul Arnheim.

Our quest for heroism is awkward. Not the obvious heroism that earns medals and applause but the heroism of daily life. Go to Princeton and you’re an educational hero; run a marathon and you’re an athletic hero; make loads of money and you’re a financial hero--the alpha hero of our culture. Each occupation and role in life has its own exacting rituals for advancement and reward, from the employee of the month parking space to stock options. The point is not the Princeton degree or the marathon medallion or the money or the parking space, it’s what these things say about us, that we are special and unique; that momentarily at least, we have risen head and shoulders above the clamoring masses to be giddily succored by premonitions of divinity.

Amazon had recruited these workers as part of a program it calls CamperForce: a labor unit made up of nomads who work as seasonal employees at several of its warehouses, which the company calls “fulfillment centers,” or FCs. Along with thousands of traditional temps, they’re hired to meet the heavy shipping demands of “peak season,” the consumer bonanza that spans the three to four months before Christmas.

You need a formal business reinvention process. Put it in your calendar. Every three months, take your most trusted advisers, employees, backers, and even customers and get away from the phones for a little while. Start from scratch. “If we were starting over—no office, no employees, no customers—would we choose to be where we are today?” If the answer isnʼt, yes, then itʼs time to take a hard look at the path you took and the impact it has had on your business.

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

Agency could not afford to lose MNY Bank as a client. Last month, the bank amounted to $48,000 of the Stapleton Agency’s $120,000 in total billings. Alex, Sarah, and the other six employees of the Stapleton Agency needed MNY Bank. Traffic was heavy on the way across town and Alex was late for his second meeting of the day. Sandy Garmalo sat at the table sipping San Pellegrino. She ran the marketing department for a law firm and had been Alex’s client for five years. The

When a young employee at the Anne Fank House tried to wear his yarmulke to work, his employers told him to hide it under a baseball cap. The museum's gal was "neutrality," one spokesperson explained to the British newspaper Daily Mail, and a live Jew in a yarmulke might "interfere" with the museum's "independent position." The museum finally relented after deliberated for four months, which seems like a rather long time for the Anne Frank House to ponder whether it was a good idea to force a Jew into hiding.

I’d gone to an outdoor store in Minneapolis called REI about a dozen times over the previous months to purchase a good portion of these items. Seldom was this a straightforward affair. To buy even a water bottle without first thoroughly considering the latest water bottle technology was folly, I quickly learned. There were the pros and cons of various materials to take into account, not to mention the research that had been done regarding design. And this was only the smallest, least complex of the purchases I had to make. The rest of the gear I would need was ever more complex, I realized after consulting with the men and women of REI, who inquired hopefully if they could help me whenever they spotted me before displays of ultralight stoves or strolling among the tents. These employees ranged in age and manner and area of wilderness adventure proclivity, but what they had in common was that every last one of them could talk about gear, with interest and nuance, for a length of time that was so dumbfounding that I was ultimately bedazzled by it.

I’d gone to an outdoor store in Minneapolis called REI about a dozen times over the previous months to purchase a good portion of these items. Seldom was this a straightforward affair. To buy even a water bottle without first thoroughly considering the latest water bottle technology was folly, I quickly learned. There were the pros and cons of various materials to take into account, not to mention the research that had been done regarding design. And this was only the smallest, least complex of the purchases I had to make. The rest of the gear I would need was ever more complex, I realized after consulting with the men and women of REI, who inquired hopefully if they could help me whenever they spotted me before displays of ultralight stoves or strolling among the tents. These employees ranged in age and manner and area of wilderness adventure proclivity, but what they had in common was that every last one of them could talk about gear, with interest and nuance, for a length of time that was so dumbfounding that I was ultimately bedazzled by it. They cared if my sleeping bag had snag-free zipper guards and a face muff that allowed the hood to be cinched snug without obstructing my breathing. They took pleasure in the fact that my water purifier had a pleated glass-fiber element for increased surface area. And their knowledge had a way of rubbing off on me. By the time I made the decision about which backpack to purchase—a top-of-the-line Gregory hybrid external frame that claimed to have the balance and agility of an internal—I felt as if I’d become a backpacking expert.

How to make change stick? Conduct a four-stage persuasion campaign: 1) Prepare your organization’s cultural “soil” months before setting your turnaround plan in concrete—by convincing employees that your company can survive only through radical change. 2) Present your plan—explaining in detail its purpose and expected impact. 3) After executing the plan, manage employees’ emotions by acknowledging the pain of change—while keeping people focused on the hard work ahead. 4) As the turnaround starts generating results, reinforce desired behavioral changes to prevent backsliding.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

give a credit. Or whatever else we think is best.” Like 140 or so of her fellow employees, Michelle was an owner of ECCO. She was a member of the employee stock ownership plan (ESOP) that controlled 58 percent of the company’s stock. When I met her, her stake was worth $12,000. More important, she felt like an owner and believed she was treated like one. She had a lot of direct contact with the CEO, Ed Zimmer. Among other things, he held a regular monthly lunch with all the people who had a birthday that month, and they talked about themselves and the company and whatever else they wanted to discuss.

Maybe it was part of a larger, cultural shift, maybe it was in conjunction with a wave of excess and decadence sweeping through Silicon Valley itself, or perhaps it was just a symptom of the company’s own success, but in any case Twitter’s mission had become secondary to employees’ lifestyles. Two-hour lunch breaks morphed into two-month leaves of absence. New committees on every possible imagined cause were formed almost daily, eating up hours of productivity and usually collapsing over petty disagreements without ever accomplishing a thing. When people did, eventually, show up to work, there was a noticeable lack of focus.

The facts of the case were straightforward: Hillary Clinton had used her personal email system, on a server and with an email address that was entirely of her own creation, to conduct her work as secretary of state. She set the server up several months after taking office. For the first few months of her tenure, she had used a personal AT&T BlackBerry email address before switching to a Clintonemail.com domain. In the course of doing her work, she emailed with other State employees. In the course of emailing those people, the inspector general discovered, she and they talked about classified topics in the body of dozens of their emails.

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

We invariably come back to testing as a means of understanding drug use, even though assuming these tests lead to truth puts one on shaky ground. You simply can't prove something to be true or false if the means of confirmation are easily questioned. Consider how the National Survey on Drug Use and Health concludes every four years how many meth addicts there are in the United States. First, surveyors ask employers to give their employees a questionnaire on drug use. The survey asks employees whether they have done amphetamines (not specifically methamphetamines) in their lifetime, in the last year, and/or in the last six months. First, it seems unlikely that drug addicts will take this completely optional test; will answer truthfully if they do take it; and will even be at work in the first place--as opposed to home cooking meth. Further, since methamphetamine is just one of a broad class of stimulants in the amphetamine family, an answer of yes to the question about using one amphetamine can't be taken as an answer of yes to using another. And yet, for the study's purposes, anyone who says they've done any kind of amphetamine in the last six months is considered "addicted to amphetamines," and--in a way that is impossible to understand--a certain percentage of these responders is deemed addicted to crank.

The portrait was stolen on 21 August 1911 and the Louvre was closed for an entire week to aid the investigation of the theft. French poet Guillaume Apollinaire, who had once called for the Louvre to be burnt down, was arrested and put in jail. Apollinaire tried to implicate his friend Pablo Picasso, who was also brought in for questioning, but both were later released and exonerated. At the time, the painting was believed to be lost forever, and it was two years before the real thief was discovered. Louvre employee Vincenzo Peruggia had stolen it by entering the building during regular hours, concealing himself in a broom closet and walking out with it hidden under his coat after the museum had closed. Peruggia was an Italian patriot, who believed Leonardo’s painting should be returned to Italy for display in an Italian museum. Peruggia may have also been motivated by a friend who sold copies of the painting, which would skyrocket in value after the theft of the original. After having kept the painting in his apartment for two years, Peruggia grew impatient and was finally caught when he attempted to sell it to the directors of the Uffizi Gallery in Florence. The painting was exhibited all over Italy and returned to the Louvre in 1913. Peruggia was hailed for his patriotism in Italy and served only six months in jail for the crime.

Jobs had not tempered his way of dealing with employees. “He applied charm or public humiliation in a way that in most cases proved to be pretty effective,” Tribble recalled. But sometimes it wasn’t. One engineer, David Paulsen, put in ninety-hour weeks for the first ten months at NeXT. He quit when “Steve walked in one Friday afternoon and told us how unimpressed he was with what we were doing.” When Business Week asked him why he treated employees so harshly, Jobs said it made the company better. “Part of my responsibility is to be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.” But he still had his spirit and charisma. There were plenty of field trips, visits by aikido masters, and off-site retreats.

During the crisis, black people had often made more money in a month than they had seen in their whole lives. Black men did not leave their wives, driven away by an inability to provide for their families. They rode in public transport on a first-come/first-seated basis. And more times than not were called Mister/Missus at their jobs or by sales clerks. Two months after V-Day war plants began to shut down, to cut back, to lay off employees. Some workers were offered tickets back to their Southern homes. Back to the mules they had left tied to the tree on ole Mistah Doo hickup farm. No good. Their expanded understanding could never again be accordioned into these narrow confines. They were free or at least nearer to freedom than ever before and they would not go back.

Those citizens employed at the resort had been induced to submit to injections sixteen months earlier, when their employer offered free flu vaccinations and implied that anyone refusing wouldn’t be paid for work missed due to influenza. Because these inoculations were also provided free of charge to family members of employees and anyone else in town who wanted them, within two weeks 386 of the 604 residents were programmed with nanomachine command mechanisms. During the next two months, those who hadn’t been converted in the first wave were, at the most opportune moments, sedated without their knowledge by family members; while sleeping, they were brought into the fellowship of the adjusted. Only seven had a chance to resist, and only two had of necessity been killed.

Shackleton was looking for those with something more. He was looking for a crew that belonged on such an expedition. His actual ad ran like this: “Men wanted for Hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success.” The only people who applied for the job were those who read the ad and thought it sounded great. They loved insurmountable odds. The only people who applied for the job were survivors. Shackleton hired only people who believed what he believed. Their ability to survive was guaranteed. When employees belong, they will guarantee your success. And they won’t be working hard and looking for innovative solutions for you, they will be doing it for themselves.

I know of a restaurant that served a fantastic clam chowder and was packed with customers every day at lunchtime. Then the business was sold, and the new owner focused on golden eggs—he decided to water down the chowder. For about a month, with costs down and revenues constant, profits zoomed. But little by little, the customers began to disappear. Trust was gone, and business dwindled to almost nothing. The new owner tried desperately to reclaim it, but he had neglected the customers, violated their trust, and lost the asset of customer loyalty. There was no more goose to produce the golden egg. There are organizations that talk a lot about the customer and then completely neglect the people that deal with the customer—the employees. The PC principle is to always treat your employees exactly as you want them to treat your best customers.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

system. At 12:04:03, every screen in the building strobed for eighteen seconds in a frequency that produced seizures in a susceptible segment of Sense/Net employees. Then something only vaguely like a human face filled the screens, its features stretched across asymmetrical expanses of bone like some obscene Mercator projection. Blue lips parted wetly as the twisted, elongated jaw moved. Something, perhaps a hand, a thing like a reddish clump of gnarled roots, fumbled toward the camera, blurred, and vanished. Subliminally rapid images of contamination: graphics of the building’s water supply system, gloved hands manipulating laboratory glassware, something tumbling down into darkness, a pale splash. . . . The audio track, its pitch adjusted to run at just less than twice the standard playback speed, was part of a month-old newscast detailing potential military uses of a substance known as HsG, a biochemical governing the human skeletal growth factor. Overdoses of HsG threw certain bone cells into overdrive, accelerating growth by factors as high as one thousand percent.

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

Frank O’Brien is the founder of Conversations, a marketing services company based in New York that has been named to the Inc. 500/5000 List of “America’s Fastest Growing Private Companies.” In response to the frenetic pace of today’s workplace he has initiated a radical practice. Once a month he gathers each employee of his fifty-person company into a room for a full day. Phones are prohibited. E-mail is outlawed. There is no agenda. The purpose of the meeting is simply to escape to think and to talk. Mind you, he doesn’t hold this meeting on the middle Friday of the month, when productivity might be sluggish and people aren’t getting any “real work” done anyway. He holds this daylong meeting on the first Monday of the month. The practice isn’t just an internal discipline either: even his clients know not to expect a response on this “Do-Not-Call-Monday.”1 He does this because he knows his people can’t figure out what is essential if they’re constantly on call. They need space to figure out what really matters. He wrote: “I think it’s critical to set aside time to take a breath, look around, and think. You need that level of clarity in order to innovate and grow.

Employees at all levels want and need to understand not only the particular work they are assigned and their team’s mission, but also the larger story of the way the business works, the challenges the company faces, and the competitive landscape. ▶ Truly understanding how the business works is the most valuable learning, more productive and appealing than “employee development” trainings. It’s the rocket fuel of high performance and lifelong learning. ▶ Communication between management and employees should genuinely flow both ways. The more leaders encourage questions and suggestions and make themselves accessible for give-and-take, the more employees at all levels will offer ideas and insights that will amaze you. ▶ If someone working for you seems clueless, chances are they have not been told information they need to know. Make sure you haven’t failed to give it to them. ▶ If you don’t tell your people about how the business is doing and the problems being confronted—good, bad, and ugly—then they will get that information somewhere else, and it will often be misinformation. ▶ The job of communicating is never done. It’s not an annual or quarterly or even monthly or weekly function. A steady stream of communication is the lifeblood of competitive advantage.

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

Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman

I was lucky to receive it. Most rogue interns never get a second chance. And here it’s worth mentioning that I benefited from what was known in 2009 as being fortunate, and is now more commonly called privilege. It’s not like I flashed an Ivy League gang sign and was handed a career. If I had stood on a street corner yelling, “I’m white and male, and the world owes me something!” it’s unlikely doors would have opened. What I did receive, however, was a string of conveniences, do-overs, and encouragements. My parents could help me pay rent for a few months out of school. I went to a university lousy with successful D.C. alumni. No less significantly, I avoided the barriers that would have loomed had I belonged to a different gender or race. Put another way, I had access to a network whether I was bullshit or not. A friend’s older brother worked as a speechwriter for John Kerry. When my Crisis Hut term expired, he helped me find an internship at West Wing Writers, a firm founded by former speechwriters for Bill Clinton and Al Gore. In the summer of 2009, my new bosses upgraded me to full-time employee. Without meaning to, I had stumbled upon the chance to learn a skill. The firm’s partners were four of the best writers in Washington, and each taught me something different. Vinca LaFleur helped me understand the benefits of subtle but well-timed alliteration. Paul Orzulak showed me how to coax speakers into revealing the main idea they hope to express. From Jeff Shesol, I learned that while speechwriting is as much art as craft, and no two sets of remarks are alike, there’s a reason most speechwriters punctuate long, flowy sentences with short, punchy ones. It works.

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

Yet just eighty years ago it still seemed an impossible mission when U.S. President Herbert Hoover was tasked with beating back the Great Depression with only a mixed bag of numbers, ranging from share values to the price of iron to the volume of road transport. Even his most important metric – the “blast-furnace index” – was little more than an unwieldy construct that attempted to pin down production levels in the steel industry. If you had asked Hoover how “the economy” was doing, he would have given you a puzzled look. Not only because this wasn’t among the numbers in his bag, but because he would have had no notion of our modern understanding of the word “economy.” “Economy” isn’t really a thing, after all – it’s an idea, and that idea had yet to be invented. In 1931, Congress called together the country’s leading statisticians and found them unable to answer even the most basic questions about the state of the nation. That something was fundamentally wrong seemed evident, but their last reliable figures dated from 1929. It was obvious that the homeless population was growing and that companies were going bankrupt left and right, but as to the actual extent of the problem, nobody knew. A few months earlier, President Hoover had dispatched a number of Commerce Department employees around the country to report on the situation. They returned with mainly anecdotal evidence that aligned with Hoover’s own belief that economic recovery was just around the bend. Congress wasn’t reassured, however. In 1932, it appointed a brilliant young Russian professor by the name of Simon Kuznets to answer a simple question: How much stuff can we make? Over the next few years, Kuznets laid the foundations of what would later become the GDP. His

Rosie and Johnny's relationship was being ripped to shreds, with the press and public pawing over the pieces like wild dogs. The emotional chasm between Dominic and Pet had been torn even wider. Apparently, Sylvie had been wasting time, money, and ingredients for months, constantly defending this woman to Jay. And someone intimately connected to the Starlight Circus had just called her décor "kitsch." "Penny," she said very calmly, with a smile just as vague, just as airy, and just as malicious, "get the fuck out of my home." Penny tossed her head---and froze as Mabel walked toward her, hips swinging, also smiling. That smile had more eerie impact than every lighting effect in the Dark Forest combined. The intern took a step back, but halted in momentary confusion when Mabel offered her the lollipop. She took the candy skull automatically, and then shrieked as Mabel---tiny, deceptively delicate Mabel---made a blur of a movement with her foot and Penny tumbled across her shoulders. Whistling, Mabel walked toward the back door and out into the alley, wearing Penny around her neck like a scarf. Through the window, Sylvie watched as her assistant calmly threw the intern into the dumpster. As a stream of profanity drifted from the piles of rubbish--most of which, incidentally, was all the ingredients Penny had purposely wasted--Mabel returned to the kitchen. "I'll be off, then," she said, collecting her bag and coat from their hook. "Have a good night," Sylvie returned serenely. As Mabel passed her, without turning her head or altering her expression, their hands fleetingly clasped. The door swung closed, leaving Sylvie alone with Dominic in a lovely, clean kitchen, while her former intern made a third cross attempt to clamber from the trash.

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

investigations and reported the completion of significant investigations without charges. Anytime a special prosecutor is named to look into the activities of a presidential administration it is big news, and, predictably, my decision was not popular at the Bush White House. A week after the announcement, I substituted for the attorney general at a cabinet meeting with the president. By tradition, the secretaries of state and defense sit flanking the president at the Cabinet Room table in the West Wing of the White House. The secretary of the treasury and the attorney general sit across the table, flanking the vice president. That meant that, as the substitute for the attorney general, I was at Vice President Dick Cheney’s left shoulder. Me, the man who had just appointed a special prosecutor to investigate his friend and most senior and trusted adviser, Scooter Libby. As we waited for the president, I figured I should be polite. I turned to Cheney and said, “Mr. Vice President, I’m Jim Comey from Justice.” Without turning to face me, he said, “I know. I’ve seen you on TV.” Cheney then locked his gaze ahead, as if I weren’t there. We waited in silence for the president. My view of the Brooklyn Bridge felt very far away. I had assured Fitzgerald at the outset that this was likely a five- or six-month assignment. There was some work to do, but it would be a piece of cake. He reminded me of that many times over the next four years, as he was savagely attacked by the Republicans and right-leaning media as some kind of maniacal Captain Ahab, pursuing a case that was a loser from the beginning. Fitzgerald had done exactly as I expected once he took over. He investigated to understand just who in government had spoken with the press about the CIA employee and what they were thinking when they did so. After careful examination, he ended in a place that didn’t surprise me on Armitage and Rove. But the Libby part—admittedly, a major loose end when I gave him the case—

For some reason newspapers are not the laboratories and experimental stations of the mind that they could be, to the public's great benefit, but usually only its warehouses and stock exchanges. If he were alive today, Plato—to take him as an example, because along with a dozen others he is regarded as the greatest thinker who ever lived—would certainly be ecstatic about a news industry capable of creating, exchanging, refining a new idea every day; where information keeps pouring in from the ends of the earth with a speediness he never knew in his own lifetime, while a staff of demiurges is on hand to check it all out instantaneously for its content of reason and reality. He would have supposed a newspaper office to be that topos uranios, that heavenly realm of ideas, which he has described so impressively that to this day all the better class of people are still idealists when talking to their children or employees. And of course if Plato were to walk suddenly into a news editor’s office today and prove himself to be indeed that great author who died over two thousand years ago he would be a tremendous sensation and would instantly be showered with the most lucrative offers. If he were then capable of writing a volume of philosophical travel pieces in three weeks, and a few thousand of his well-known short stories, perhaps even turn one or the other of his older works into film, he could undoubtedly do very well for himself for a considerable period of time. The moment his return had ceased to be news, however, and Mr. Plato tried to put into practice one of his well-known ideas, which had never quite come into their own, the editor in chief would ask him to submit only a nice little column on the subject now and then for the Life and Leisure section (but in the easiest and most lively style possible, not heavy: remember the readers), and the features editor would add that he was sorry, but he could use such a contribution only once a month or so, because there were so many other good writers to be considered. And both of these gentlemen would end up feeling that they had done quite a lot for a man who might indeed be the Nestor of European publicists but still was a bit outdated, and certainly not in a class for current newsworthiness with a man like, for instance, Paul Arnheim.

I’d met Madison, as I’ve already mentioned, two months earlier, in Budapest. I’d been at a conference. She’d been there with some girlfriends. We’d got talking in the hotel bar. An anthropologist, she’d said; that’s … exotic. Not at all, I’d replied; I work for an incorporated business, in a basement. Yes, she said, but … But what? I asked. Dances, and masks, and feathers, she eventually responded: that’s the essence of your work, isn’t it? I mean, even if you’re writing a report on workplace etiquette, or how to motivate employees or whatever, you’re seeing it all through a lens of rituals, and rites, and stuff. It must make the everyday all primitive and strange—no? I saw what she was getting at; but she was wrong. For anthropologists, even the exotic’s not exotic, let alone the everyday. In his key volume Tristes Tropiques, Claude Lévi-Strauss, the twentieth century’s most brilliant ethnographer, describes pacing the streets, all draped with new electric cable, of Lahore’s Old Town sometime in the nineteen-fifties, trying to piece together, long after the event, a vanished purity—of local colour, texture, custom, life in general—from nothing but leftovers and debris. He goes on to describe being struck by the same impression when he lived among the Amazonian Nambikwara tribe: the sense of having come “too late”—although he knows, from having read a previous account of life among the Nambikwara, that the anthropologist (that account’s author) who came here fifty years earlier, before the rubber-traders and the telegraph, was struck by that impression also; and knows as well that the anthropologist who, inspired by the account that Lévi-Strauss will himself write of this trip, shall come back in fifty more will be struck by it too, and wish—if only!—that he could have been here fifty years ago (that is, now, or, rather, then) to see what he, Lévi-Strauss, saw, or failed to see. This leads him to identify a “double-bind” to which all anthropologists, and anthropology itself, are, by their very nature, prey: the “purity” they crave is no more than a state in which all frames of comprehension, of interpretation and analysis, are lacking; once these are brought to bear, the mystery that drew the anthropologist towards his subject in the first place vanishes. I explained this to her; and she seemed, despite the fact that she was drunk, to understand what I was saying. Wow, she murmured; that’s kind of fucked. 2.8 When I arrived at Madison’s, we had sex. Afterwards,

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

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.

I was so not trying to talk to him. But now, we very much needed to discuss his back scrubbing needs and how I, as employee of the month, could meet them.

The Disruption Machine What the gospel of innovation gets wrong. by Jill Lepore In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. I’d type users’ manuals, save them onto 5.25-inch floppy disks, and send them to a line printer that yammered like a set of prank-shop chatter teeth, but, by the time the last perforated page coiled out of it, the equipment whose functions those manuals explained had been discontinued. We’d work a month here, a week there. There wasn’t much to do. Mainly, we sat at our desks and wrote wishy-washy poems on keyboards manufactured by Digital Equipment Corporation, left one another sly messages on pink While You Were Out sticky notes, swapped paperback novels—Kurt Vonnegut, Margaret Atwood, Gabriel García Márquez, that kind of thing—and, during lunch hour, had assignations in empty, unlocked offices. At Polaroid, I once found a Bantam Books edition of “Steppenwolf” in a clogged sink in an employees’ bathroom, floating like a raft. “In his heart he was not a man, but a wolf of the steppes,” it said on the bloated cover. The rest was unreadable.

If you want as hard as it gets, then great. If not, then you shouldn’t come here.” Once at SpaceX, the new employees found out very quickly if they were indeed up for the challenge. Many of them would quit within the first few months because of the ninety-plus-hour workweeks. Others quit because they could not handle just how direct Musk and the other executives were during meetings. “Elon doesn’t know about you and he hasn’t thought through whether or not something is going to hurt your feelings,” Singh said. “He just knows what the fuck he wants done. People who did not normalize to his

Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my company makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

It has been estimated by industry insiders in the US that relying on independent contractors rather than employees can lower direct business costs for companies by as much as 25 per cent. At least some of those costs are being offloaded onto the state, and by extension onto taxpayers and other workers. Due to the paucity of many people's earnings in the 'gig' economy, signing on for social security when you fall ill is sometimes the only option. Thus the taxpayer is essentially out of pocket twice over – first as employer national insurance contributions fall, and secondly as this casual workforce turn to the state to survive.

back, change into something formal. I’m taking you out to the most famous restaurant in all of Paris,’ he said proudly. She giggled. Listening to him make every effort to be the romantic tickled her to bits. Though she was a seasoned and toughened law enforcement agent, she still wasn’t beyond feeling giddy when it came to Pope’s courting efforts. For their long overdue holiday, a honeymoon-before-the-wedding kind of thing, Pope splashed out. The sky was the limit. Five months ago, when he asked her where she wanted to go, she had said Paris. So, Paris it had to be. There were no ifs or buts. And they were going to do it in style. He booked them a room at the Banke Hôtel for the entire duration of their stay. Luckily, he got it at a special rate, otherwise a Federal employee like him wouldn’t have been able to stretch the budget that far. Housed in a former bank, the Baroque revival hotel had an ornate columned façade. The interior was grand in scale and lavishly decorated. The room didn’t disappoint. Charming period detailing had been retained; in their

30% more of the workforce is satisfied when there’s even an informal recognition program in place. 75% of employees receiving at least monthly recognition (even if informal) are satisfied with their job. 79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving.

Danes actually work an average of just 34 hours a week. Employees are entitled to five weeks’ paid holiday a year, as well as thirteen days off for public holidays. This means that Danes actually only work an average of 18.5 days a month.

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

The Greenbrier Bunker was one of America’s best-kept secrets for decades. Beneath the Greenbrier Resort in West Virginia, a bomb shelter was hidden from the general public. It was created for members of Congress in the event of an emergency, stocked with months’ worth of food and supplies. The bunker was kept a secret for over thirty years, and it was built alongside the Greenbrier Resort, in the town of White Sulphur Springs. Even the official historian of Greenbrier, Bob Conte, knew nothing about the bunker. Conte had all sorts of records and photos from the property, but nothing that revealed information about the bunker. It turns out that the bunker was built in case of an emergency during the Cold War. The space of the bunker has been compared to that of a Walmart store, with thick, concrete walls and an extensive air filtration system. Rows of metal bunkbeds line the walls, with enough beds for 1,100 people. The building of the bunker was called “Project Greek Island,” and hotel workers and locals were told the construction was for a new conference and exhibition center. It was even used for conferences by thousands of people who had no idea that it was actually designed to be a secret bunker. Down the hall from the sleeping quarters, there was a room designed to be the floor for the House of Representatives. A group of secret government employees disguised themselves as technicians, but they were really some of the only people in the world who knew about the bunker. It was their job to make sure there was a constant six-month supply of food, the most up-to-date pharmaceuticals, and everything that the members of Congress would need in the event of an emergency. The bunker was exposed to the public in 1992. Today, the Greenbrier property is home to not only the Greenbrier Resort, but also the Presidents’ Cottage Museum. As over twenty-five presidents have stayed there, the museum shows their experiences, the property’s history, and, now, part of the bunker. There is a new emergency shelter in place, but only a handful of people know its whereabouts.

A banker’s wife with two children, Woodman undertook the story-gathering pilgrimage and was soon writing one of the most respected dramas of early radio. One of the sponsor’s employees in California, a self-styled “desert rat” named W. W. “Wash” Cahill, was lined up as her guide. Her trips into the desert became annual events, and soon she was well versed in the ways of prospectors, outlaws, and saloon girls. She spent up to two months a year prowling through ghost towns, interviewing oldtimers, sifting through museums, and poring over yellowing newsprint. She packed into the back country, scaled the mountains west of Death Valley, talked with small-town newspaper editors, old men who ran gas stations, lonely wives on the fringes of nowhere, and—when she could get into the saloons—bartenders. Then she returned to New York to write the stories she had gathered, and the next year she did it all again.

The equivalent to AWS on the hardware side is China. Hardware start-ups are able to manage infrastructure limitations and scale much more quickly by tapping into Chinese manufacturing capabilities, either directly or by working with companies like the custom manufacturing design firm PCH. The smart thermostat maker Nest, for example, had only 130 employees when it was acquired by Google for $ 3 billion, largely because it had outsourced all of its manufacturing to China. In contrast, Tesla Motors has seen its growth held back by infrastructure limitations. Due to the complexities of its manufacturing process, Tesla’s production rates have lagged behind those of other automakers, the result being that its award-winning vehicles are almost always sold out, with back orders measured in months and even years. Demand generation is not a problem for Tesla; meeting that demand is.

According to Southwest CEO Gary Kelly, a company’s purpose should answer the question, “Why do we exist?” Kelly adds, “We exist to connect people to what’s important in their lives through friendly, reliable, and low-cost air travel.”6 Only storytelling can rally passionate people around a common purpose. Each week Kelly gives a “shout out”—public praise—to employees who have gone above and beyond to show great customer service. Each month the Southwest Spirit magazine features the story of an employee who has gone above and beyond. Southwest highlights positive behaviors through a variety of recognition programs and awards. Finally, internal corporate videos are filled with real examples and stories to help employees visualize what each step of the purpose looks and feels like.

Typically, my eighteen-month plan sets goals on two fronts. First and most important, I set targets for what my team can accomplish. Employees who concentrate on results and impact are the most valuable—like

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David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.

Pete Skyllas grew a small business with only one assistant to a $1 million a month operation with 22 trucks and close to 70 employees.

Enterprise deals or “how to lose your freedom in 5 minutes” Being able to use our product for sales prospecting, I decided to go after some big names at the enterprise level. After one week I had booked meetings with companies like Uber, Facebook, etc. This is where the fun begins…or not… I spent 3 months doing between 4 to 9 meetings for each enterprise company I had booked meetings with. Every meeting leads to the next one as you go up the chain of command. And then comes the pilot phase. Awesome you might think! Well, not really… Working with enterprise-level clients requires a lot of custom work and paperwork. And when I say “a lot” I mean a sh*t ton of work. You need an entire department to handle the legal aspect, and hire another 10 people to entirely change your tech department to meet their requirements. During 4 months I went from being super excited to work with the most famous companies in the world to “this deal will transform our company entirely and we’ll have to start doing custom everything”. Losing my freedom and flexibility quickly became a no-go. The issue here is, with all these meetings I thought that they would adapt to our standards. That they understood from the start that we were a startup and that we couldn’t comply with all their needs. But it doesn’t work like this. It’s actually the other way around even though the people you meet working at these companies tell you otherwise. The bottleneck often comes from the legal department. It doesn’t matter if everyone is excited to use your product, if you don’t comply with their legal requirements or try to negotiate it will never work out. To give you an example, we had enterprise companies asking us to specifically have all our employee’s computers locked down in the office after they end their day. Knowing that we’re a remote company, it’s impossible to comply with that... If you want to target enterprise accounts, do it. But make sure to know that you need a lot of time and effort to make things work. It won’t be quick. I was attracted to the BIG names thinking that it would be an amazing way to grow faster, but instead, I should have been 100% focused on our target market (startups, SMBs).

After about six months, I noticed the how-to blog posts were getting 10 times the traffic, so I decided to focus solely on those how-tos. Which makes perfect sense if you think about it. Last time you used a search engine, you probably were looking for an answer to a question or advice on how to do something.

for teams to flag problems that they see. On a monthly basis, bring people together to review them and figure out which ones are worth solving. 9. Stop assigning devil’s advocates and start unearthing them. Dissenting opinions are useful even when they’re wrong, but they’re only effective if they’re authentic and consistent. Instead of assigning people to play the devil’s advocate, find people who genuinely hold minority opinions, and invite them to present their views. To identify these people, try appointing an information manager—make someone responsible for seeking out team members individually before meetings to find out what they know. 10. Welcome criticism. It’s hard to encourage dissent if you don’t practice what you preach. When Ray Dalio received an email criticizing his performance in an important meeting, copying it to the entire company sent a clear message that he welcomed negative feedback. By inviting employees to criticize you publicly, you can set the tone for people to communicate more openly even when their ideas are unpopular.

Feinstein has been a China-booster from the early 1990s, often backing pro-Beijing legislation in the Senate. Her husband has strong business links in China, which she denies have had any influence on her. In 1997 she compared the Tiananmen Square massacre to the shooting of four students at Ohio’s Kent State University in 1970, and called for a joint US–China commission on the two nations’ human rights records.35 Lowe left Feinstein’s office after the FBI warned her about him. China’s intelligence agencies also target Westerners not of Chinese heritage for information-gathering. In 2017 a long-serving State Department employee, Candace Claiborne, was indicted for accepting money and gifts from Chinese agents in exchange for diplomatic and economic information.36 She had been targeted by the MSS’s Shanghai State Security Bureau after she asked a Chinese friend to find a job in China for a family member. Claiborne maintained secret contact with MSS agents for five years, supplying them with information in return for help with her ‘financial woes’. She was sentenced to forty months in prison. In the early 1990s Britain’s MI5 wrote a protection manual for businesspeople visiting China; the advice remains relevant today: ‘Be especially alert for flattery and over-generous hospitality … [Westerners] are more likely to be the subject of long-term, low key cultivation, aimed at making “friends” … The aim of these tactics is to create a debt of obligation on the part of the target, who will eventually find it difficult to refuse inevitable requests for favours in return.

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

it was more often a collection of short stories featuring the same characters, and “Employee of the Month” in particular feels like an ugly tale with a beginning, a middle, and a definitive end—just not the one most in the audience wanted.

While digitization has obviously increased the quantity and convenience of photography, it has also profoundly changed the economics of photography production and distribution. A team of just fifteen people at Instagram created a simple app that over 130 million customers use to share some sixteen billion photos (and counting).5 Within fifteen months of its founding, the company was sold for over $1 billion to Facebook. In turn, Facebook itself reached one billion users in 2012. It had about 4,600 employees6 including barely 1,000 engineers.

Equally important was our practice of giving every full-time employee an interview every six months. At Stanford I’d been taught that employees never organize because of money: they organize because of un-listened-to grievances. We set up a program under which each employee (including some part-timers) was interviewed, not by the immediate superior, the store manager, but by the manager’s superior.

The dog account’s popularity spread beyond her family and friends to a few thousand people. But on a Monday night in December 2012, the account started gaining fans around the world. After Toffey posted three pictures of Tuna on the Instagram blog that night, the dog’s following grew from 8,500 to 15,000 within 30 minutes. Dasher pulled to refresh the page: 16,000. By the next morning, Tuna was at 32,000 followers. Dasher’s phone started ringing with media requests from around the world. Anderson Cooper’s talk show offered to fly her to DC; she appeared via webcast, thinking it wouldn’t be feasible to take a vacation day. But as requests for appearances continued to come in, her friends warned her about what was coming before she realized it: she would have to quit her job at the Pacific Design Center in Los Angeles and run her dog’s account full-time. It sounded ridiculous, so she took a month off to test the theory. Sure enough, BarkBox, which made a subscription box for pet items, was willing to sponsor Dasher and her friend on an eight-city tour with Tuna. People in various cities came up to her, crying, telling her they were struggling with depression or anxiety and that Tuna was bringing them joy. “That was the first time that I realized how much weight these posts had for people,” Dasher later recalled. “And that’s also when I realized I wanted to do this full-time.” Her life became about managing Tuna’s fame. Berkley, part of Penguin Random House, signed her up to write a book titled Tuna Melts My Heart: The Underdog with the Overbite. That led to more brand deals, plus merchandising to put Tuna’s likeness on stuffed animals and mugs. In her book’s acknowledgments, she thanks Tuna most of all, but also Toffey for sharing the post that changed her life. The tastes of one Instagram employee directly affected her financial success, but also the habits of the two million people who now follow that dog—including Ariana Grande.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

DR: You started with how much capital? RB: Baron Capital was really Baron lack of capital. My firm had $100,000 book value and three employees, including me. Our first month in business, we made $30,000. DR: Today, in 2021, you’re managing assets at Baron of what? RB: Fifty-five point three billion dollars. And we made our clients over the years $51.5 billion of profits. My family and I are the largest investors. More than 6.5 percent of the assets we manage are ours.

BUILD TRUST BY OPENING UP. Learning what an employee cares about helps build a relationship of trust. Psychologist Arthur Aron of SUNY Stony Brook discovered that asking participants in an experiment to share their deepest feelings and beliefs for a single hour could generate the same sense of trust and intimacy that typically takes weeks, months, or years to form.6 Direct questions like “Who’s the best coworker you ever worked with?” and “What is your proudest career moment?” help break down emotional distance.

Only then, imagine alternative solutions: At the end of the day, you'll need not only to identify problems to solve for some set of customers, but you'll also need to provide solutions they will buy. I suggest that each month, you choose one or two of the problems you've identified and imagine as many alternative ways to solve them as you can. An app? A service? A product? Perhaps engage your friends or fellow employees in doing so.

I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In

1. Don’t buy stocks that are hitting 52-week lows. We have already discussed this point, but it bears repeating, simply because so many new traders lose a lot of money trying to catch the proverbial “falling knife.” In spite of what everyone will tell you, you are almost always much better off buying a stock that is hitting 52-week highs than one hitting 52-week lows. Has a company that you own just reported some really bad news? If so, remember that there is never just one cockroach. Bad news comes in clusters. Many investors recently learned this the hard way with General Electric, which just kept reporting one bad thing after another, causing the stock to crash from 30 to 7. There is no such thing as a “safe stock.” Even a blue chip stock can go down a lot if it loses its competitive advantage or the company makes bad decisions. A cascade of bad news can often cause a stock to trend down or gap down repeatedly. If you own a stock that does this, it is often better to get out and wait a few months (or years) to reenter. Again, there is never just one cockroach. Never buy a stock after you have seen the first cockroach. When a stock goes down a lot, it can affect the company's fundamentals as well. Employee and management morale will deteriorate, the best employees may leave the company, and it may become more difficult for the company to raise money by selling shares or issuing debt. Conversely, when a stock goes up a lot, it can improve the company's fundamentals. Employee and management morale will be high, everyone at the company will want to work harder, it will be easier to recruit new talent, and it will become easier for the company to raise money by issuing stock or debt. If you stick to stocks that are trading above their 200-day moving averages, or that are hitting 52-week highs, you will do much better than trying to catch falling knives.

In many companies in the US, when a manager decides to let go of someone, he is required to put in place a process called a performance improvement plan (PIP). This means that the manager documents weekly discussions with the employee over a period of months, demonstrating in writing that the employee has not managed to succeed despite feedback. PIPs rarely help employees improve and they delay the firing by many weeks.

PIPs are of course expensive. If you put someone on a four-month PIP, that’s four months you have to pay an underperformer and countless hours spent by the line manager and HR enforcing and documenting the process. Instead of pouring that capital into a prolonged PIP, give it to the employee in a nice, big, up-front severance package, tell him you’re sorry it didn’t work out, and wish him well in his next adventure.

Felix has six people reporting to him. Each of them have ten people under them who, in turn, manage teams of about a dozen people who are client facing. Felix realized that while the tathastu of the company (revenue) came from the market, the tathastu of the employee (salary) came from the head office via the boss. Hence the gaze was typically upstream not downstream. People were more interested in boss management than customer management. To change this orientation, when he became head, Felix put the names of his six team members on a notice board in front of his desk. "You are the people who will help me succeed if I help you succeed," he told them in a team meeting. Next to each one's name he put down their individual short-term goals, first personal and then professional. Every week he would take time out to discuss these goals. As the months passed, he noticed each of his team members had similar sheets of papers on their notice boards, with the names of their respective team members. They were mimicking downstream what they were experiencing upstream. Were they being sincere or strategic? Felix did not know, but at least he ensured that his people focused a little more of their attention downstream than upstream.

From 25 to 30 percent of employees get income from short-term contracts or freelance work each month and the number is growing.5 The gig economy shows every sign of expanding as employees value the flexibility and employers use gig workers to lower costs. And when it comes to future talent, Generation Z is now becoming known as the entrepreneurial generation.

When you go to a job interview, nobody is really interested in your background, but on what you can actually do and how committed you are in applying disciple and self-control to learn, improve your results, and improve the relationships and communication inside the company where you work. Therefore, having a PhD but no capacity to empathize or work on new methodologies means nothing, which is why so many people with PhDs work as supermarket cashiers and bartenders, or can't even find a job. Prepare your Curriculum in such a way that anyone can see in the front page all the things you have done and studied on your own, and add to the information the topics you actually studied and can apply. Your employer doesn't care if you went to university for it or learned from a laptop while in pajamas during a Sunday morning. He cares about what you can do to improve his results. If he raises your salary after you make him rich, great, and if not, you can use that opportunity as leverage to a better opportunity with a much higher salary. But always remember that, as an employee, your purpose is not to get a salary but to make your boss rich. The salary is a bonus you get from that intention. If you want to become rich yourself, you have to start your own company and work as many hours as your boss did and employ people who aren't willing to make you rich because they only care about their own salary, people who in many cases have diplomas but can't do anything useful. You will be surprised with how many useless people there are in the world, which is why interviews can last weeks and months before someone is selected for a position.

When Harvard professor John Kotter studied change agents years ago, he found that they typically undercommunicated their visions by a factor of ten. On average, they spoke about the direction of the change ten times less often than their stakeholders needed to hear it. In one three-month period, employees might be exposed to 2.3 million words and numbers. On average during that period, the vision for change was expressed in only 13,400 words and numbers: a 30-minute speech, an hour-long meeting, a briefing, and a memo. Since more than 99 percent of the communication that employees encounter during those three months does not concern the vision, how can they be expected to understand it, let alone internalize it? The change agents don’t realize this, because they’re up to their ears in information about their vision. If we want people to accept our original ideas, we need to speak up about them, then rinse and repeat.

Koch’s oil gathering division delivered a steady flow of cash and profits into the company. This money gave Charles Koch a chance to put his management theories to the test. He encouraged his employees to look for new growth opportunities and to act like entrepreneurs. He wanted to lead by example. In his first years as head of Koch Industries, Charles Koch put together one of the most brilliant and profitable deals in the history of Koch Industries. The deal involved an oil refinery. Since the late 1950s, Fred Koch had owned a minority share in the Great Northern oil refinery outside of Minneapolis, near the Pine Bend Bluffs natural reserve. The other shareholders in the refinery were an oil tycoon named J. Howard Marshall II and the Great Northern Oil Company. In 1969, the refinery didn’t look like a gold mine. Competition in the sector was fierce, with new refineries being put into production monthly. But the Pine Bend refinery, as everyone called it, had a secret source of profits. And this source of profits could be traced to exactly the kind of government intervention that Hayek hated most. In the 1950s, President Dwight Eisenhower capped the amount of oil that could be imported into the United States, in one of the federal government’s many ploys to protect domestic oil drillers. (Imported oil was often cheaper than domestic oil, so US drillers wanted it kept out.) But there was a loophole in that law that allowed unlimited imports from Canada. As it happened, Canada was the primary source of oil processed at the Pine Bend refinery. Pine Bend was one of only four refineries in the nation that was able to buy cheaper imported oil in unlimited quantities, giving it a huge advantage over firms that were forced to buy mostly domestic oil.

So I took a suspension. And that was really something that people were frightened of in those days. A suspension was this: studios could suspend an employee’s contract for the period of time it took to make any film that you refused to do and add it to the end of the contract. It could be two and a half months, however long. Then you went past that period of time to the end of the contract.

star,” saving thirty-two hours a month. We worked with Rebecca on a follow-up Meeting Reset program for sixty Asana marketing employees, which resulted in each employee saving an average of five hours per month. Canceling meetings had the biggest impact (37 percent of total minutes saved). But the combined impact of scheduling meetings less often, making them shorter, and relying more on written communication and less on presentations and conversations was even bigger (63 percent of total minutes saved).

That morning, a Syrian refugee entered a park in Annecy, France, and stabbed several children. A brutal video of the attack quickly emerged and began spreading across Twitter. The few employees who remained on the gutted trust and safety team scrambled to remove it. In the past, when violent imagery went viral on Twitter, the company used a data matching tool to detect any tweets containing it and wiped them out all at once. But the employees discovered that the tool they relied on wasn’t working. When they investigated, they learned that it was one of the bits of code that engineers had torn out months earlier. The tool had mistakenly flagged an image of a SpaceX rocket launch, so Musk had ordered the entire system be killed.