Employee Rating Quotes

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

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.

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

Most of us know intuitively that a score on a personality test, a rank on a standardized assessment, a grade point average, or a rating on a performance review doesn’t reflect your, or your child’s, or your students’, or your employees’ abilities. Yet the concept of average as a yardstick for measuring individuals has been so thoroughly ingrained in our minds that we rarely question it seriously.

Cooperatives have lower absentee rates and less worker turnover than their conventional competitors. (For instance, the annual rate of turnover in the Mondragon cooperatives in 1974 was two percent, while in comparable capitalist firms it was 14 percent.)94 Members show relatively high individual work effort, tending to act as their own supervisors, at least to a greater degree than employees do elsewhere. Job rotation, where it happens, enhances the attractiveness of the work. And there are greater incentives to help one another than in a competitive environment.

he bragged that he’d written a million lines of code. Some employees thought that was preposterous. Sunny had worked at Microsoft, where teams of software engineers had written the Windows operating system at the rate of one thousand lines of code per year of development. Even if you assumed Sunny was twenty times faster than the Windows developers, it would still have taken him fifty years to do what he claimed.

Personnel decisions are noisy. Interviewers of job candidates make widely different assessments of the same people. Performance ratings of the same employees are also highly variable and depend more on the person doing

When his company grew and he ran out of time to interview people himself, he had his employees rate new candidates on a 1–10 scale. The only stipulation was they couldn’t choose 7. It immediately dawned on me how many invitations I was receiving that I would rate as a 7—speeches, weddings, coffees, even dates. If I thought something was a 7, there was a good chance I felt obligated to do it. But if I have to decide between a 6 or an 8, it’s a lot easier to quickly determine whether or not I should even consider it.

Personnel decisions are noisy. Interviewers of job candidates make widely different assessments of the same people. Performance ratings of the same employees are also highly variable and depend more on the person doing the assessment than on the performance being assessed.

The enrichment center would like to announce a new employee initiative of forced voluntary participation. If any Aperture Science employee would like to opt out of this new voluntary testing program, please remember; science rhymes with compliance. Do you know what doesn't rhyme with compliance? Neurotoxin. Due to high mortality rates, you may be reluctant to participate in the new initiative. The enrichtment center assures you this is a strictly selfish impulse on your part, and why can't you love science like [insert co-worker's name here]?

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

For those who still believe structural inequality is a figment of feminists’ imagination, let’s recap some of the ways the financial odds are stacked against women. The gender pay gap sits stubbornly at around 18 per cent in Australia. (It gets wider the higher up the ladder you go, by the way). Female-dominated occupations are less well paid than male-dominated ones. Six out of ten Australians work in an industry dominated by one gender. Australia has one of the highest rates of part-time work in the world: 25 per cent of us work part time. Women make up 71.6 per cent of all part-time workers and 54.7 per cent of all casual employees. Australian women are among the best educated in the world but have relatively low comparable workplace participation and achievement rates. And just to add insult to injury, products marketed to women are more expensive than those marketed to men!

However, to maintain a good credit rating during periods when revenue is lagging, municipalities must fuck over residents by implementing austerity measures such as firing public employees, cutting pension funds and health-care benefits, weakening the power of labor unions, cutting the education budget, and so forth.

In real life, the value capture process is sometimes deliberately managed by elites to manipulate and control others with game design-like tactics. Gig economy platforms like Uber and Lyft use "badges" and rating systems to manage the decision-making environment of their driver employees. Even outside of work, social media features such as likes, shares, and retweets play the role of points in games. Over time, these simple metrics threaten to distort or take the place of values (say, the wish to meaningfully contribute to discussion or to take pride in the quality of one's work) that might otherwise have inflected our behavior on these platforms.

When I tried to access one of the other entertainment libraries, Vintage Movies, the system informed me that I wouldn't be granted access to a wider selection of entertainment options until I had received an above-average rating in three consecutive employee performance reviews. Then the system asked me if I wanted more information on the Indentured Employee Entertainment Reward Program. I didn't.

Globoforce worked with Cisco to use recognition to boost employee engagement by 5 percent, and with Intuit to achieve and sustain a double-digit increase in employee engagement over a large employee base that spans six countries. Hershey’s recognition approach helped increase employee satisfaction by 11 percent. And for LinkedIn, retention rates are nearly 10 percentage points higher for new hires who are recognized four or more times. Whether we’re leading a group or a member of the team, whether we’re working in a formal or informal recognition program, it is our responsibility to say to the people who work alongside us: “We’ve got to stop and celebrate one another and our victories, no matter how small. Yes, there’s more work to be done, and things could go sideways in an hour, but that will never take away from the fact that we need to celebrate an accomplishment right now.

White told Hoover that he had occasionally given an agent a 100 rating, Hoover responded sharply, writing, “I regret that I am unable to bring myself to believe that any agent in the jurisdiction of the Bureau is entitled to a perfect or 100% rating.” Hoover, who believed that his men should conquer their deficiencies the way he had conquered his childhood stutter, purged anyone who failed to meet his exacting standards. “I have caused the removal from the service of a considerable number of employees,” he informed White and other special agents. “Some have been lacking in educational ability and others have been lacking in moral stamina.” Hoover often repeated the maxim “You either improve or deteriorate.

But I thought you were a conservative?’ ¶ ‘I am, I guess,’ she said. ‘But I also have eyes and ears.’ ¶ And that’s when it hit me. ¶ No one believed it. ¶ Fair and Balanced. We Report, You Decide. Everyone knew it was bunk. A sham. Over the next eight years at Fox, I never met a single employee, not the truest of true believers, who wasn’t cynical about what our main purpose was. ¶ ‘We all know the “Fair and Balanced” thing is bullshit,’ a very conservative O’Reilly Factor producer told me once, late at night, after we’d had a few drinks. ‘We’re not here to be fair. We’re here to give red meat to our viewers.’ ¶ ‘To stir up the crazies, you mean,’ I said. ¶ He laughed. ‘Yeah, to stir up the crazies. Because outrage equals ratings.

Those working in slaughterhouses, for example, are often underpaid and overworked, lack insurance, and are required to use dangerous equipment without adequate training. Turnover and rates of injury for jobs in anymal industries are among the highest in the United States. Slaughterhouse employees are almost always poor, they are often immigrants, and they are inevitably viewed by their employers as expendable. Moreover, if we would not like to kill pigs, hens, or cattle all day long, then we should not make food choices that require others to do so. Our dietary choices determine where others work. Will our poorest laborers work in fields of green or in buildings of blood? Fieldwork is difficult, but I worked in the fields as a child, and I am very glad that I never worked in a slaughterhouse.

Although the 1996 welfare reform pushed millions of low-income single moms into the workforce, it did nothing to improve the conditions of low-wage jobs. In fact, if anything, economic theory (and plain old common sense) might support the opposite conclusion: although we can’t know for sure, it stands to reason that by moving millions of unskilled single mothers into the labor force starting in the mid-1990s, welfare reform and the expansion of the EITC and other refundable tax credits may have actually played a role in diminishing the quality of the average low-wage job in America. As unskilled single mothers flooded into the workforce at unprecedented rates, they greatly increased the pool of workers available to low-wage employers. When more people compete for the same jobs, wages usually fall relative to what they would have been otherwise. Employers can also demand more of their employees. What

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

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

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

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

The Biggest Property Rental In Amsterdam Amsterdam has been ranked as the 13th best town to live in the globe according to Mercer contacting annual Good quality of Living Review, a place it's occupied given that 2006. Which means that the city involving Amsterdam is among the most livable spots you can be centered. Amsterdam apartments are equally quite highly sought after and it can regularly be advisable to enable a housing agency use their internet connections with the amsterdam parkinghousing network to help you look for a suitable apartment for rent Amsterdam. Amsterdam features rated larger in the past, yet continuing plan of disruptive and wide spread construction projects - like the problematic North-South town you live line- has intended a small scores decline. Amsterdam after rated inside the top 10 Carolien Gehrels (Tradition) told Dutch news company ANP that the metropolis is happy together with the thirteenth place. "Of course you want is actually the first place position, however shows that Amsterdam is a fairly place to live. Well-known places to rent in Amsterdam Your Jordaan. An old employees quarter popularised amang other things with the sentimental tunes of a quantity of local vocalists. These music painted an attractive image of the location. Local cafes continue to attribute live vocalists like Arthur Jordaan and Tante Leeni. The Jordaan is a network of alleyways and narrow canals. The section was proven in the Seventeenth century, while Amsterdam desperately needed to expand. The region was created along the design of the routes and ditches which already existed. The Jordaan is known for the weekly biological Nordermaarkt on Saturdays. Amsterdam is famous for that open air market segments. In Oud-zuid there is a ranging Jordan Cuypmarkt open year long. This part of town is a very popular spot for expats to find Expat Amsterdam flats due in part to vicinity of the Vondelpark. Among the largest community areas A hundred and twenty acres) inside Amsterdam, Netherlands. It can be located in the stadsdeel Amsterdam Oud-Zuid, western side from the Leidseplein as well as the Museumplein. The playground was exposed in 1865 as well as originally named the "Nieuwe Park", but later re-named to "Vondelpark", after the 17th one hundred year author Joost lorrie den Vondel. Every year, the recreation area has around 10 million guests. In the park can be a film art gallery, an open air flow theatre, any playground, and different cafe's and restaurants.

Beginning in 2011, SpaceX won a series of contracts from NASA to develop rockets that could take humans to the International Space Station, a task made crucial by the retirement of the Space Shuttle. To fulfill that mission, it needed to add to its facilities at Cape Canaveral’s Pad 40, and Musk set his sights on leasing the most storied launch facility there, Pad 39A. Pad 39A had been center stage for America’s Space Age dreams, burned into the memories of a television generation that held its collective breath when the countdowns got to “Ten, nine, eight…” Neil Armstrong’s mission to the moon that Bezos watched as a kid blasted off from Pad 39A in 1969, as did the last manned moon mission, in 1972. So did the first Space Shuttle mission, in 1981, and the last, in 2011. But by 2013, with the Shuttle program grounded and America’s half-century of space aspirations ending with bangs and whimpers, Pad 39A was rusting away and vines were sprouting through its flame trench. NASA was eager to lease it. The obvious customer was Musk, whose Falcon 9 rockets had already launched on cargo missions from the nearby Pad 40, where Obama had visited. But when the lease was put out for bids, Jeff Bezos—for both sentimental and practical reasons—decided to compete for it. When NASA ended up awarding the lease to SpaceX, Bezos sued. Musk was furious, declaring that it was ridiculous for Blue Origin to contest the lease “when they haven’t even gotten so much as a toothpick to orbit.” He ridiculed Bezos’s rockets, pointing out that they were capable only of popping up to the edge of space and then falling back; they lacked the far greater thrust necessary to break the Earth’s gravity and go into orbit. “If they do somehow show up in the next five years with a vehicle qualified to NASA’s human rating standards that can dock with the Space Station, which is what Pad 39A is meant to do, we will gladly accommodate their needs,” Musk said. “Frankly, I think we are more likely to discover unicorns dancing in the flame duct.” The battle of the sci-fi barons had blasted off. One SpaceX employee bought dozens of inflatable toy unicorns and photographed them in the pad’s flame duct. Bezos was eventually able to lease a nearby launch complex at Cape Canaveral, Pad 36, which had been the origin of missions to Mars and Venus. So the competition of the boyish billionaires was set to continue. The transfer of these hallowed pads represented, both symbolically and in practice, John F. Kennedy’s torch of space exploration being passed from government to the private sector—from a once-glorious but now sclerotic NASA to a new breed of mission-driven pioneers.

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

I’m not quite sure what promotions, if any, are or are not available to me or my colleagues at our level. There seems to be a high rate of turnover that may be, in part, due to a lack of clarity on how to grow within the business.” “While I feel like there is a lot of future opportunity in the organization, I have no idea how to get promoted. My manager has never discussed development or promotion opportunities with me.” “It has never been explained to me what each role entails and what I need to achieve in order to progress. I have only been told by my current and past team leader to ‘carry on how you’re doing,’ which is a compliment. However, it would be better if everyone was given some sort of document which consists of targets you need to hit in order to progress in the company.

Employees at three out of every five companies rated their organization weak at execution

These newly minted right-wingers were rattling off old Birch slogans: Immigrants are the enemy. Protect our borders and deport all illegal aliens. Gays are ungodly. Pray the gay away from children and teens. Unemployed people don’t want to work, and poor people keep themselves poor, on purpose. If we cut the minimum wage and eliminate unemployment compensation, everyone will have a job. Unions caused the economic collapse by shielding lazy, incompetent public employees. Rich folks are “job creators,” and we need to protect their wealth. Social Security is unsustainable, and Medicare and Medicaid have to be restricted so that corporations and “job creators” have lower tax rates. Abortion is murder and must be outlawed even in cases of rape and incest. No exception means no exceptions; even in cases where the mother’s life is in danger. The economic meltdown of 2008 came from high taxes on corporations, too many regulations, and poor people taking out mortgages they couldn’t afford. The government can’t create jobs, so stimulus programs don’t work. Cutting taxes creates jobs. The government can’t limit the right to own or carry guns. If guns are outlawed, only outlaws will have guns. America is God’s chosen nation, but our president can’t understand our exceptionalism. After all, he’s not a “real” American; he’s a Marxist, Socialist, Muslim racist who hates America.

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

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.

5.5 Specific Signs You Should Avoid A Van Rental Supplier! Here are 5.5 specific sign that you should avoid a van rental supplier: 1. Automated answering services: If you cannot get access to a human on the phone when you call to make a van reservation, where are they going to be when you have a mechanical breakdown? If the company cannot afford to provide a live person to receive your call, how will they afford to take care of your group when you have broken down on the side of the road or have been in an accident! 2. Rude or incompetent rental agents: If the rental company’s agents do not answer the phone cheerfully and sound like they are less than ecstatic to hear from you, they have set a negative tone for the entire van rental experience. If they place you on hold until you grow old, or refuse to acknowledge you immediately when you walk through the door of their office, get out of there! 3. Charging for mileage: Any van rental firm worth doing business with will offer you unlimited miles going anywhere in the USA. Anything else does not allow you the peace of mind needed when you are required to maximize your budget and do not need any unaccounted variables. 4. Encouraging drop-offs after business hours: This practice gives the rental company an unwritten power of attorney to charge you for any damages they find until the next business day! This leaves you or your organization wide open to paying for damages you did not cause or create! 5. Yield management systems: When a van rental firm employs this system, it skyrockets the van rental rates through the roof as demand gets tight and supply gets low. This system has been designed to squeeze every last dollar out of the client’s pocket and takes serious advantage of those groups that are forced to reserve later due to budget constraints or lack of commitments! 5.5 Accidents handled by a third party vendor: If you have an accident in a van, and the rental firm outsources this function to an outside agency, you will lose all power of negotiation and pay much more on the damage claim because the rental firm has to give that agency a substantial percentage. In addition, the agency employees have nothing to lose by treating you horribly.

The problem with a competitive business goes beyond lack of profits. Imagine you’re running one of those restaurants in Mountain View. You’re not that different from dozens of your competitors, so you’ve got to fight hard to survive. If you offer affordable food with low margins, you can probably pay employees only minimum wage. And you’ll need to squeeze out every efficiency: that’s why small restaurants put Grandma to work at the register and make the kids wash dishes in the back. Restaurants aren’t much better even at the very highest rungs, where reviews and ratings like Michelin’s star system enforce

I had a conversation with a legislator that went something like this: “I don’t believe we can make judgments about the effectiveness of a teacher based only on test scores,” he said. “I don’t believe we should, either,” I responded. “We should look at teacher effectiveness through a variety of lenses. However, I think it’s critical that student achievement growth is a significant one of those factors.” He looked at me skeptically. So I continued: “When I came to Washington, D.C., public schools, eight percent of the eighth graders in the city’s schools were on grade level in mathematics. Eight percent! That means ninety-two percent of our kids did not have the skills and knowledge necessary to be productive members of society.” I told him that when I looked at the evaluations of the adults in the system at the same time, it turned out that 98 percent of teachers were being rated as doing a good job. How can you possibly have that kind of a disconnect? And I asked, “How can you have a functional organization in which all of your employees believe they’re doing a great job, but what they’re producing is 8 percent success?” “Well, that’s not the teacher’s fault,” the legislator said. “Exactly,” I said. “The teachers weren’t the ones who created this broken and bureaucratic system. They know the evaluation system isn’t good. They also know it needs to change.” “But I still don’t think we should look at test scores,” the legislator continued. “It just isn’t fair.” “Let me ask you a question,” I said. “Do you have children?” “Yes,” he said. “I have a daughter who is going into the fourth grade.” “Okay,” I said. “Let’s say that there are two fourth-grade teachers in your daughter’s school. You find out that for the last five years, students in one of the classes have consistently scored in the bottom five percent of the state on standardized test score. The other’s students have consistently scored in the top five percent of the state on the same test. What would you do?” “I’d make sure she was in the classroom of the person who had the high test scores,” he answered—without a hint of irony to his response. “What?” I responded. “But how could you do that? You made that decision solely on the basis of test scores! You didn’t even go into their classrooms!” He stared at me for a moment, confused. Then he smiled and said, “Okay, you got me.” “My point is that student academic achievement does matter,” I said. “It shouldn’t be everything. I think it’s important to consider a broad range of factors in a teacher’s evaluation. But how much students learn has to be a major piece of it.

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for those organizations that provided a stock ticker symbol, we found that high performers had 50% higher market capitalization growth over three years. They also had higher employee job satisfaction, lower rates of employee burnout, and their employees were 2.2 times more likely to recommend their organization to friends as a great place to work.

As long as ratings are directly linked to pay and career opportunities, every employee has this incentive to exploit the system. And

They are placing demands on American corporations to provide prayer time for Islamic employees on the job. Dell Computers has already caved in to the pressure put forth by the Council on American-Islamic Relations (CAIR) regarding this issue and now allows its Muslim employees prayer time on the job. Our radio and TV talk show hosts are watching their tongues when criticizing even the radical Islamic element of the religion lest they be fired or sued, just as Michael Graham was fired from ABC radio for linking Islam to terrorism. The Islamic community throughout the world is outreproducing Christians and Jews almost seven to one. It will be a matter of a few generations before they can get voting power to challenge state laws and change the Constitution of the United States. Islam is already the fastest-growing religion in Europe. Driven by immigration and high birthrates, the number of Muslims on the continent has tripled in the last thirty years. Most demographers forecast a similar or even higher rate of growth in the coming decades. It is important to note that the world’s fastest-growing Muslim populations are found in Europe and the United States, where they are the second- or third-largest religious communities. This is the beginning of America’s and the West’s war with radical Islam.

How much of your time, at your “hourly rate,” is wasted each year because you’re cleaning up after your employees and fixing issues they’ve created or haven’t resolved themselves?

Does the flat tax work?...The flat tax works in a country that is a former Communist state, with no investment capital, and low wage rates, which needs to build a capitalist economy from a base of approximately zero. The flat tax works if people are willing to pay a 20% sales tax on everything they buy to make up for lower revenue. The flat tax works if employers are willing to pay 34%, or more, in Social Security taxes for every employee they hire. The flat tax works in a country where almost everyone has the same amount of wealth so there's no need for the distributive effect of graduated rates. And if all these conditions are met, the flat-rate tax will probably work as long as the economy is on a path of steady growth.

The Quiet Revolution Detroit, 1979. U.S. auto companies were being threatened by foreign competition, and the Motor City became a symbol of American industrial decline. Chrysler would be subjected to its first (but not last) government bailout; the Ford Motor Co. was about to lose $1 billion for that fiscal year, and at least as much again in 1980; and GM’s profits were expected to plunge by a breathtaking $2.5 billion. Meanwhile, Japanese automakers were gaining market share; Toyota would soon surpass GM as the world’s largest car company. (A similar scenario played out in other industries too, especially consumer electronics and the copier industry.) Then, as now, the convenient scapegoat was the rank-and-file employees—in Detroit’s case, the unionized workers whose relatively high wages and ostensibly poor work ethic were initially blamed for the automakers’ problems. Only as Japanese wage rates reached parity with those in the United States and Japanese automakers began hiring American workers for their U.S. plants did some Detroit auto executives begin rethinking the narrative of blue-collar failure.

Workmen’s Compensation insurance is very complicated, expensive, and mandatory. Because it is mandatory and subject to government regulation and enforcement, it is much abused. The rates are much higher than they should be. If you have any employees (even an in-house babysitter or housekeeper makes you an employer) then you need W.C. coverage.

The first truth is that this is a big decision. It is a decision that has many pros and cons: from credibility, mainstreaming, lifelong friendships, and pre-reqs for worthwhile advanced degrees on the one hand to binge drinking, staggering debt and subsequent indentured servitude, high drop out rates (especially for males), aimlessness, and protracted adolescence on the other. Selecting a college is also a different decision than it was 30 years ago, or 20, or 10. College costs have been rising faster than the economy and inflation for decades. Meanwhile, the predictive value of a college education is going down as corporations are increasingly less likely to provide extended training resources and opportunities to new grads. This is a result of the average length of tenure for new employees going ever downward.

And while seeking out the opinions and perspectives of people like ourselves may lead to a more personal and familiar buying experience, what’s even more amazing is the impact those trusted sources have on conversion rates. B2B sales cycle data from Salesforce demonstrates that, when it comes to lead conversion, the interest that originates from customer and employee referrals converts to deals at rates fifty times higher than email campaigns!9 Furthermore, data from marketing automation giant Marketo indicates that leads originating from referrals convert to opportunities at rates of four times the average, and similar to the next three highest-converting lead sources combined (those being partner, inbound, and marketing-generated).10 My personal experience over the years greatly corroborates these statistics. For example, when I started my own sales practice, Cerebral Selling, I needed to have a logo designed. Around the same time, my friend had recently had a nice logo designed for his business. I asked him who he used, he told me, and I just did the same. No further research or investigation required. A short time later, I wanted to head out of town with my wife for an overnight trip to the beautiful Niagara wine region of Ontario to celebrate our anniversary. I didn’t know where to stay or which restaurant to go to, so instead of sifting through pages of online content and reviews, I asked a friend who runs a vineyard in the region. When he gave me his recommendations, I simply booked the places he told me. No questions asked. Were there better places to stay and eat? Potentially. Were there other creative design shops that could have generated equally if not more spectacular logos? More than likely. Do I care? Absolutely not! I love my logo and had a great anniversary outing, and feel secure in my decisions around both because of the feeling I received by selecting recommendations from people I trust. Both experiences are perfect examples of the prescriptive-led sales cycle we spoke about in chapter 2. This means that when it comes to your selling motion, one of the most unobtrusive, empathetic, and authentic ways to convert prospective buyers is simply to surround them with like-minded customers who love you.

Inverse charisma. What a wonderful turn of phrase to capture the magnetic quality of a great listener. Think about how rare that kind of listening is. Among managers rated as the worst listeners by their employees, 94 percent of them evaluated themselves as good or very good listeners.

What are your feelings from Bush to Obama? Besides being responsible for the death of half a million people, I feel like Bush dealt a huge economic and social blow to the USA, one from which we may never fully recover. He directly flushed 3 trillion dollars down the toilet on hopeless, pointlessly destructive wars in Afghanistan and Iraq …and they’re not even over! For years to come, we’ll be paying costs for all the injured veterans (over 50,000) and destabilizing three countries, because you have to look at the impact that the Afghan war has on Pakistan. Bush expanded the use of torture, and created a whole new layer of government bureaucracy (the “Department of Homeland Security”) to spy on Americans. He created Indefinite Detention (at Guantanamo and other US military bases) and expanded the use of executive-ordered assassinations using the new drone technology. On economic issues, his administration allowed corporations to run things and regulate themselves. The agency that was supposed to regulate oil drilling had lobbyist-paid prostitutes sleeping with employees while oil industry lobbyists basically ran the agency. Energy companies like Enron, and the country’s investment banks were deregulated at the end of the Clinton administration and Bush allowed them to run wild. Above all, he was incompetent and appointed some really stupid people to important positions at every level of government. Certainly, Obama has been involved in many of these same activities. A few he’s increased, such as the use of drone assassinations, but most of them he has at least tried to scale back. At the beginning of his first term, he tried to close the Guantanamo prison and have trials for many of the detainees in the United States but conservatives (including many Democrats) stirred up public resistance and blocked this from happening. He tried to get some kind of universal healthcare because over 50 million Americans don’t have health insurance. This is one of the leading causes of personal bankruptcies and foreclosures because someone gets sick in a family, loses their job, loses their health insurance (because American employers are source of most people’s healthcare) and they can’t pay their health bills or their mortgage. Or they use up all their money caring for a sick family member. So many people in the US wanted health insurance reform or single-payer, universal health care similar to what you have in the UK. Members of Obama’s own party (The Democrats) joined with Republicans to narrowly block “The public option” but they managed to pass a half-assed but not-unsubstantial reform of health insurance that would prevent insurers from denying you coverage when you’re sick or have a “preexisting condition.” The minute it was signed into law, Republicans sued in the courts (all the way to the supreme court) and fought, tooth and nail to block its implementation. Same thing with gun control, even as we’re one of the most violent industrial countries in the world. (Among industrial countries, our murder rate is second only to Russia). Obama has managed to withdraw troops from Iraq and Afghanistan over Republican opposition but, literally, everything he tries to do, they blast it in the media and fight it in Congress. So, while I have a lot of criticisms of Obama, he is many orders of magnitude less awful than Bush and many of the positive things he’s tried to do have been blocked. That said, the Democratic and Republican parties agree on more things than they disagree. Both signed off on the Afghan and Iraq wars. Both signed off on deregulation of banks, of derivatives, of mortgage regulations and of the energy and telecom business …and we’ve been living with the consequences ever since. I’m guessing it’s the same thing with Labor and Conservatives in the UK. Labor or Democrats will SAY they stand for certain “progressive” things but they end up supporting the same old crap... (2014 interview with iamhiphop)

When a young employee gasped at his blue language, Simons flashed a grin. “I know—that is an impressive rate!” A few times a week, Marilyn came by to visit, usually with their baby, Nicholas. Other times, Barbara checked in on her ex-husband. Other employees’ spouses and children also wandered around the office. Each afternoon, the team met for tea in the library, where Simons, Baum, and others discussed the latest news and debated the direction of the economy. Simons also hosted staffers on his yacht, The Lord Jim, docked in nearby Port Jefferson. Most days, Simons sat in his office, wearing jeans and a golf shirt, staring at his computer screen, developing new trades—reading the news and predicting where markets were going, like most everyone else. When he was especially engrossed in thought, Simons would hold a cigarette in one hand and chew on his cheek. Baum, in a smaller, nearby office, trading his own account, favored raggedy sweaters, wrinkled trousers, and worn Hush Puppies shoes. To compensate for his worsening eyesight, he hunched close to his computer, trying to ignore the smoke wafting through the office from Simons’s cigarettes. Their traditional trading approach was going so well that, when the boutique next door closed, Simons rented the space and punched through the adjoining wall. The new space was filled with offices for new hires, including an economist and others who provided expert intelligence and made their own trades, helping to boost returns. At the same time, Simons was developing a new passion: backing promising technology companies, including an electronic dictionary company called Franklin Electronic Publishers, which developed the first hand-held computer. In 1982, Simons changed Monemetrics’ name to Renaissance Technologies Corporation, reflecting his developing interest in these upstart companies. Simons came to see himself as a venture capitalist as much as a trader. He spent much of the week working in an office in New York City, where he interacted with his hedge fund’s investors while also dealing with his tech companies. Simons also took time to care for his children, one of whom needed extra attention. Paul, Simons’s second child with Barbara, had been born with a rare hereditary condition called ectodermal dysplasia. Paul’s skin, hair, and sweat glands didn’t develop properly, he was short for his age, and his teeth were few and misshapen. To cope with the resulting insecurities, Paul asked his parents to buy him stylish and popular clothing in the hopes of fitting in with his grade-school peers. Paul’s challenges weighed on Simons, who sometimes drove Paul to Trenton, New Jersey, where a pediatric dentist made cosmetic improvements to Paul’s teeth. Later, a New York dentist fitted Paul with a complete set of implants, improving his self-esteem. Baum was fine with Simons working from the New York office, dealing with his outside investments, and tending to family matters. Baum didn’t need much help. He was making so much money trading various currencies using intuition and instinct that pursuing a systematic, “quantitative” style of trading seemed a waste of

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

When a young employee gasped at his blue language, Simons flashed a grin. “I know—that is an impressive rate!” A few times a week, Marilyn came by to visit, usually with their baby, Nicholas. Other times, Barbara checked in on her ex-husband. Other employees’ spouses and children also wandered around the office. Each afternoon, the team met for tea in the library, where Simons, Baum, and others discussed the latest news and debated the direction of the economy. Simons also hosted staffers on his yacht, The Lord Jim, docked in nearby Port Jefferson. Most days, Simons sat in his office, wearing jeans and a golf shirt, staring at his computer screen, developing new trades—reading the news and predicting where markets were going, like most everyone else. When he was especially engrossed in thought, Simons would hold a cigarette in one hand and chew on his cheek. Baum, in a smaller, nearby office, trading his own account, favored raggedy sweaters, wrinkled trousers, and worn Hush Puppies shoes. To compensate for his worsening eyesight, he hunched close to his computer, trying to ignore the smoke wafting through the office from Simons’s cigarettes. Their traditional trading approach was going so well that, when the boutique next door closed, Simons rented the space and punched through the adjoining wall. The new space was filled with offices for new hires, including an economist and others who provided expert intelligence and made their own trades, helping to boost returns. At the same time, Simons was developing a new passion: backing promising technology companies, including an electronic dictionary company called Franklin Electronic Publishers, which developed the first hand-held computer.

The one thing we try to avoid doing when possible is adjusting salaries down if the market rate falls (although we might do this if someone moves from one location to another). That would be a sure way to reduce talent density. If we couldn’t afford our payroll expenses for some reason, we would need to increase talent density by letting go of some employees, thereby lowering our costs without lowering any individual salaries.

We now do the 360 written feedback every year, asking each person to sign their comments. We no longer have employees rate each other on a scale of 1 to 5, since we don’t link the process to raises, promotions, or firings. The goal is to help everyone get better, not to categorize them into boxes. The other big improvement is that each person can now give feedback to as many colleagues as they choose at any level in the organization—not just direct reports, line managers, or a few teammates who have invited input. Most people at Netflix provide feedback for at least ten colleagues, but thirty or forty is common. I received comments from seventy-one people on my 2018 report.

But companies pay a steep price for not extending their gaze beyond the next quarter. Several researchers have found that companies that spend the most time offering guidance on quarterly earnings deliver significantly lower long-term growth rates than companies that offer guidance less frequently. (One reason: The earnings-obsessed companies typically invest less in research and development.)23 They successfully achieve their short-term goals, but threaten the health of the company two or three years hence. As the scholars who warned about goals gone wild put it, “The very presence of goals may lead employees to focus myopically on short-term gains and to lose sight of the potential devastating long-term effects on the organization.

The founders vowed never to sell the company, and to measure success by the number of creative projects they helped bring to life, not the size of their profits. They asked employees to buy into this mission, which meant accepting less-than-market-rate salaries and forgoing the stock options that often convince people to assume the risk of joining a startup in its early days. In exchange, employees got to work for a company with a social mission, alongside coworkers with similar values.

About fifteen percent of all startups are created by company employees who find themselves in a spin-out situation, where an existing company chooses to dispose of a line of business that it has determined is no longer within their core mission or perhaps is not worthy of the additional investment needed to achieve real success and scale. Other employees, who become frustrated by their employer’s lack of support for an idea, product, or service that the employee believes could improve the company’s future, strike out on their own to turn that spurned idea into a new venture. And others, sometimes called discovery entrepreneurs, typically university scientists, start great companies using the new ideas that grew out of their years of research. The five-year success rates for spin-out and discovery entrepreneurs is about forty percent.

In the 1860s and ’70s, the Victorians trained their talent for productivity and standardization onto the school system. In 1880, education became compulsory for all children aged between five and ten. This made many things possible for the first time: mass literacy was one; the establishment of a benchmark for normal cognitive development was another. Not only possible, but necessary. For efficiency in mass production, you need your employees to work at more or less the same speed. For efficiency in mass education, you need your pupils to learn and develop at more or less the same rate. Hence the emergence of a new problem in need of a solution: the slow or ‘backward’ child.

So, what are some great questions to ask your potential employer? Here’s a list of ten questions we’d recommend you ask every time:   What have other employees done to succeed in this position? What is the average rate of job turnover in this position? The company as a whole? What do you most like - and least like - about working for this company? What is your management style, and how will we communicate with each other on a daily basis if I am hired? What training is provided to employees during and after onboarding? Are there any other resources employees are provided with for ongoing development and success? If I am hired, how will my performance be measured and evaluated over time? What specific factors will be looked at most carefully? How

A similar dynamic exists when managers sit down to give employees their annual review and salary increase. The employees focus on the extrinsic reward—a raise, a higher rating—and learning shuts down. I

The key to affording higher wages (we’re talking frontline employees, not senior leadership) is a lower total wage cost as a percent of revenue. You have to remain competitive, and the best companies know that one great person can replace three good ones. Through rigorous selection (i.e., Topgrading), they get the absolute best talent in the door, pay employees above-market rates, and then invest heavily in training and development to make them more productive.

Some of these tasks are interesting. Tinkering with machines is fun. Marketing decisions, especially how to manage the Web site and AdWords, are an intellectual challenge. Some are unpleasant but lead to a satisfying conclusion, like nagging customers for past-due payments. (They've always paid me, eventually.) Some are frightening, I can change an employee's life with my decisions about pay rates and whether to hire and fire. And many are just aggravating: the taxes, insurance purchases, legal issues, and some of the employee interactions. Each layer of government, each enormous and indifferent private bureaucracy, requires its own special knowledge: the right form filled out the correct way and filed at the right time. Learning how to complete on type of tax filing tells you nothing whatsoever about how to fill out the next form. One health insurer presents a quote one way, another in an entirely different way, and both require extensive study to determine the best choice. It's like stepping back to an old, old world where every tree, every rock, every stream is inhabited by its own resident spirit, and each needs to be mollified in the correct manner. Or very bad things happen. I didn't start my company to do any of this. I had no idea, when I decided that I would make furniture in exchange for money, that this was in my future. And the strange universe of administration expands as the company grows.

A manager’s assessments are compared to those of managers leading similar teams, and they review their employees collectively: A group of five to ten managers meet and project on a wall their fifty to a thousand employees, discuss individuals, and agree on a fair rating. This

As long as ratings are directly linked to pay and career opportunities, every employee has this incentive to exploit the system.

In 2009 Southwest Airlines was the largest airline in the world based on the number of passengers that fly the airline each year,30 and in 2011 it was not only America’s leading low-cost carrier but was also rated America’s favorite airline by Consumer Reports.31 Joe Harris, a labor lawyer for Southwest, explains that the company’s harmonious employee relations are no accident. “At Southwest, our employees come first; our customers come second; and our stockholders come third,” he said. “The rationale is pretty simple. If we treat our employees right, they’re going to treat our customers right. If our customers are treated right, they will come back and our stockholders will benefit.

Use the help and assistance of established DUI lawyer can make a big difference in a serious condition, and the use of reduced rates. The only case that someone released from prison himself, and then the knowledge of the DUI lawyer with technical assistance and information to others, even if the cable so less complicated development. You can still feel tired a lot of investment and the patient. You need to understand their rights fully, when interacting with the police. The same is not required to provide information to anyone other than simple attraction and proof of price actually give an automatic Build your account is fully justified. Sam blew not include the address of the record or sober living. This is justified by a number of twists and turns, it s just a matter back on the price, you should be comfortable and composed. It is connected to a DUI attorney, this is the season I felt the same need to comply with an empty surface and give yourself a step forward in the same action to give away crime, this time. According to the law can not be determined without a legal occupational exposure. This can, as soon as the possibility to create and prepare to pass the police stress test. After struggling lawyer of any sort is DUI lawyer really comprehensive study is required. Defend Understanding effectively contain legally questionable and even during the resource space, the buyer have made impressively familiarized with its functions, avoided. Perhaps the perception of close friends and family, including experienced that could lead to maintaining the contribution of different streams, to be very strong. If you own lawyers include visits to other matters deemed to be a basic or a crime are not willing to work necessarily mean that employees who DUI cases lawyers are required to be successful. With a little attention and trained information and events DUI attorney you can afford is ready to protect a number of problems. Instructions for the process of DUI can be difficult to inspire before the draw certification or significant delays due dates for some countries to write their own. Help could abruptly once made available, as the price does not necessarily mean the difference between staying enthusiastic driving under the influence of alcohol or other manufactured products prices without crime.

Not surprisingly, nearly all Greeks think poorly of their public administration. In a 2012 EU survey, 96 percent of polled Greeks characterized it as “bad”—the worst result in the EU. The sentiment is so pervasive that one can assume most of the public administrators share it. The poll result was similar in the years preceding the financial crisis, and therefore cannot be attributed to subsequent cuts in services. Despite Greeks’ dissatisfaction with the way their government works, public employees in the decade leading up to the crisis received very large pay raises. During that time, public sector wages per employee grew by over 100 percent, near the highest increase in the eurozone, according to a report published by the European Central Bank. By contrast, in Germany, where people were satisfied with the way the state bureaucracy functioned, public wages grew around 13 percent. (That low rate, when one factors in inflation, essentially meant a pay cut.) Greek civil servants also received an array of benefits that sweetened their jobs. Until 2013, when the Greek government put an end to it, those working in front of computers—a condition considered a hardship—received an extra six days off a year in order to provide them some relief.

I added that establishing relative importance is especially essential when organizations have a large number of principles. In a study of over 150 hospitals led by Wharton professor Drew Carton, a compelling vision was necessary but not sufficient for strong health and financial performance. The more core principles a hospital emphasized, the less a vivid vision helped. When hospitals had more than four core values, a clear mission no longer offered any benefits for reducing heart attack readmission rates or increasing return on assets. The more principles you have, the greater the odds that employees focus on different values or interpret the same values differently. If that proved to be an issue with five to ten principles, wouldn’t it be an even greater problem with two hundred or more?

Nike, Microsoft Amazon and similar companies went public relatively early in their growth cycles. As a result, public investors had the opportunity to participate in 95 to 99% of their overall price appreciation. Founders, early employees and VCs took all the risk. Most of the reward was left for grabbing – anyone could’ve bought those stocks on the secondary markets.   As the Federal Reserve prints more money and interest rates remain low, an increasing percentage of capital is flowing into risky asset classes like venture capital and “angel investing.” This capital has chased up valuations in the pipeline preceding IPOs, making the IPOs feel more like the end of the journey, not the beginning. Thus,

Heed Your Speed. Are you a fast or a slow talker? Be mindful towards the person with whom you are speaking to ensure that your message is being comprehended, understood, and absorbed. If they are listening at a slower rate than you are speaking, disconnect can occur.

while Koreans also are relatively group-oriented, they also have a strong individualistic streak like most Westerners. Koreans frequently joke that an individual Korean can beat an individual Japanese, but that a group of Koreans are certain to be beaten by a group of Japanese.”36 The rate of employee turnover, raiding of other companies’ skilled labor, and the like are all higher in Korea than in Japan.37 Anecdotally, there would seem to be a lower level of informal work-oriented socializing in Korea than in Japan, with employees heading home to their families at the end of the day rather than staying on to drink in the evenings with their workmates.38

MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS Some things that you want to encourage will be quantifiable, and some will not. If you report on the quantitative goals and ignore the qualitative ones, you won’t get the qualitative goals, which may be the most important ones. Management purely by numbers is sort of like painting by numbers—it’s strictly for amateurs. At HP, the company wanted high earnings now and in the future. By focusing entirely on the numbers, HP got them now by sacrificing the future. Note that there were many numbers as well as more qualitative goals that would have helped:   Was our competitive win rate increasing or declining?   Was customer satisfaction rising or falling?   What did our own engineers think of the products? By managing the organization as though it were a black box, some divisions at HP optimized the present at the expense of their downstream competitiveness. The company rewarded managers for achieving short-term objectives in a manner that was bad for the company. It would have been better to take into account the white box. The white box goes beyond the numbers and gets into how the organization produced the numbers. It penalizes managers who sacrifice the future for the short term and rewards those who invest in the future even if that investment cannot be easily measured. CLOSING THOUGHT It is easy to see that there are many ways for leaders to be misinterpreted. To get things right, you must recognize that anything you measure automatically creates a set of employee behaviors. Once you determine the result you want, you need to test the description of the result against the employee behaviors that the description will likely create. Otherwise, the side-effect behaviors may be worse than the situation you were trying to fix.

We can screw up our biological clocks a lot easier than that, too. Shift work, where employees alternate between days and nights on the job, leads to a significantly higher rate of violence, mood disorders, depression, and suicide. If a shift worker is scheduled even just one night on duty, urinary electrolytes take five days to adjust and eight days for the heart rate to return to normal. The World Health Organization has suggested that shift work is a “possible” carcinogen.

The Industrial Revolution had given way to the so-called Knowledge Economy was now giving way to something totally knew, a brand new live child of historical tectonic shifts—the Idea Economy. I wasn’t always ready for this. I lost my way. Many times I hit my head against the wall and said, “Why is this happening to me AGAIN!?” And the rate at which I was saying this was happening faster and faster. The world was just changing too fast and I didn’t understand what

AIG was looking worse and worse. It had a trillion-dollar balance sheet, 115,000 employees, and a slew of solid insurance businesses. But a hedge fund-like subsidiary called AIG Financial Products had put its franchise at risk, selling insurance against the risk of a housing slump. It had exploited the strength of AIG’s traditional businesses and AAA credit ratings

Consider James D. Sinegal, co-founder and CEO of Costco, a warehouse retailer. His salary in 2003 was $350,000, which is just about ten times what is earned by his top hourly employees and roughly double that of a typical Costco store manager. Costco also pays 92.5% of employee health-care costs. Sinegal could take a lot more goodies for himself, but has refused a bonus in profitable years because “we didn’t meet the standards that we had set for ourselves,” and he has sold only a modest percentage of his stock over the years. Even Costco’s compensation committee acknowledges that he is underpaid. Sinegal believes that by taking care of his people and staying close to them, they will provide better customer service, Costco will be more profitable, and everyone (including shareholders like himself) will win. Sinegal takes other steps to reduce the “power distance” between himself and other employees. He visits hundreds of Costco stores a year, constantly mixing with the employees as they work and asking questions about how he can make things better for them and Costco customers. Despite continuing skepticism from analysts about wasting money on labor costs, Costco’s earnings, profits, and stock price continue to rise. Treating employees fairly also helps the bottom line in other ways, as Costco’s “shrinkage rate” (theft by employees and customers) is only two-tenths of 1%; other retail chains suffer ten to fifteen times the amount. Sinegal just sees all this as good business because, when you are a CEO, “everybody is watching you every minute anyway. If they think the message you’re sending is phony, they are going to say, ‘Who does he think he is?

In the last five years, what have you become better at saying no to? My biggest shift came after listening to a successful CEO talk about his philosophy for hiring people. When his company grew and he ran out of time to interview people himself, he had his employees rate new candidates on a 1–10 scale. The only stipulation was they couldn’t choose 7. It immediately dawned on me how many invitations I was receiving that I would rate as a 7—speeches, weddings, coffees, even dates. If I thought something was a 7, there was a good chance I felt obligated to do it. But if I have to decide between a 6 or an 8, it’s a lot easier to quickly determine whether or not I should even consider it.

Nurses could wear a sensor that detects heart rate and helps them fight off fatigue on long shifts, Bartow said, or manufacturing companies could strap GPS-enabled smart watches on workers to hassle them if their breaks are too long. It's easy to see how this could quickly become annoying. Sixty-six percent of Millennials and 58 percent of all workers said they would be willing to use wearable technology if it allowed them to do their job better, according to a survey last year by Cornerstone OnDemand. That leaves plenty of people uneasy about it. That resistance could hurt productivity, says Ethan Bernstein, an assistant professor of leadership at Harvard Business School. He has studied the "transparency paradox," which says that production in the workplace can slow down if employees know the bosses are watching. "It will be much harder to see if these are actually improving productivity or if, because people change when they're watched, they produce a different outcome," he said.

In 1963, Clark Kerr, the president of the University of California system, called the resulting structure the “multiversity.” In a multiversity, different departments and power structures within a university pursue different goals in parallel—for example, research, education, fundraising, branding, and legal compliance.12 Kerr predicted that as faculty increasingly focused on their own departments, noninstructional employees would take over in leading the institution. As he anticipated, the number of administrators has climbed upward.13 At the same time, their responsibilities have crept outward.14 Some administrative growth is necessary and sensible, but when the rate of that expansion is several times higher than the rate of faculty hiring,15 there are significant downsides, most obviously the increase in the cost of a college degree.16 A less immediately obvious downside is that goals other than academic excellence begin to take priority as universities come to resemble large corporations—a trend often bemoaned as “corporatization.”17 Political scientist Benjamin Ginsberg, author of the 2011 book The Fall of the Faculty: The Rise of the All-Administrative University and Why It Matters, argues that over the decades, as the administration has grown, the faculty, who used to play a major role in university governance, have ceded much of that power to nonfaculty administrators.18 He notes that once the class of administrative specialists was established and became more distinct from the professor class, it was virtually certain to expand; administrators are more likely than professors to think that the way to solve a new campus problem is to create a new office to address the problem.19 (Meanwhile, professors have generally been happy to be released from administrative duties, even as they complain about corporatization

In one such study, mentioned in Pink’s book, researchers at Cornell followed over three hundred small businesses, half of which focused on giving control to their employees and half of which did not. The control-centric businesses grew at four times the rate of their counterparts. In another study, which I found during my own research, giving autonomy to middle school teachers in a struggling school district not only increased the rate at which the teachers were promoted, but also, to the surprise of the researchers, reversed the downward performance trend of their students.

In the summer of 1995, Leslie Moonves, the newly appointed head of entertainment for CBS, was wandering the halls of the network’s vast Television City headquarters. He was not happy with what he saw: it was 3:30 p.m. on a Friday, and the office was three quarters empty. As the media journalist Bill Carter reports in Desperate Networks, his 2006 book about the television industry during this period, a frustrated Moonves sent a heated memo about the empty office to his employees. “Unless anybody hasn’t noticed, we’re in third place [in the ratings],” he wrote. “My guess is that at ABC and NBC they’re still working at 3:30 on Friday. This will no longer be tolerated.

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

Ed Catmull, the former president of Pixar and Walt Disney Animation Studios, believed that levity and play were foundational to building productive, creative teams. This is a theory validated by research: In a study of 352 employees across 54 teams, researchers Nale Lehmann-Willenbrock and Joseph Allen videotaped hourlong team meetings and then analyzed supervisors’ ratings of team performance. The teams that had humor demonstrated more functional communication and problem-solving behaviors, and performed better as a team, both during the meeting itself and over time. It was exactly this kind of playful culture that allowed the teams at Pixar to thrive.

This is the Rocketship Growth Rate—the precise pace at which a startup must grow to break out. How do you calculate this rate of growth? First, by setting a goal of exceeding a billion dollars of valuation—thus being in a position to achieve an IPO—and working backward. Hitting a $1 billion valuation generally requires at least $100 million in top-line recurring revenue annually, based on the rough market multiple of 10x revenue. You’d want to hit that in 7–10 years, to sustain the engagement of the key employees and also reward investors who often work in decade-long time cycles. These two goals—revenue and time—work together to create an overall constraint. Neeraj Agarwal, a venture capitalist and investor in B2B companies, first calculated this growth rate by arguing that SaaS companies in particular need to follow a precise path to reach these numbers:64 Establish great product-market fit Get to $2 million in ARR (annual recurring revenue) Triple to $6 million in ARR Triple to $18 million Double to $36 million Double to $72 million Double to $144 million SaaS companies like Marketo, Netsuite, Workday, Salesforce, Zendesk, and others have all roughly followed this curve. And the rough timing makes sense. The first phase, in which the team initially gets to product/market fit, takes 1–3 years. Add on the time to reach the rest of the growth milestones, and the entire process might take 6–9 years. Of course, after year 10, the company might still be growing quickly, though it’s more common for it to be growing 50 percent annualized rather than doubling. The argument is that products with network effects both can see higher growth rates as they tap into the various network forces I’ve discussed, and can compound these growth rates for a longer period of time—and looking at the data, I think that’s generally true.

Waste levels Logistics: Schedule accuracy On time delivery percentage Average time to deliver Inventory accuracy Human resources: Employee turnover Average time to fill a position Cost per hire Employee satisfaction/engagement index Absenteeism Salary competitiveness factor Training return on investment Corporate social responsibility: Carbon and water footprints Energy consumption Product recycling rate Waste recycling rate

Among managers rated as the worst listeners by their employees, 94 percent of them evaluated themselves as good or very good listeners.

When we average the results across industries, people rate their colleagues at 4.6 on the continuum and themselves at 6.8. Think about what this means: on average, all employees in an organization think they are nearly 50 percent better—more collaborative and less blameworthy—than their coworkers. So what happens when problems arise? Those who think they are 7s look around and wait for all the 4s to change. The trouble is, all those 4s think they, too, are 7s! So everyone waits—and blames. This is a manifestation of the problem of self-deception that we wrote about in Leadership and Self-Deception.

The history of DPG, like the history of derivatives, is not well known, even at Morgan Stanley. Most people there have heard of DPG because the group is such a huge moneymaker. However, few employees, including me, realized how new the group was. DPG did not exist before 1990. In fact, Morgan Stanley didn’t even sell many types of derivatives until a few years ago. Previously, the firm’s limited derivatives activities had been scattered throughout the bank, and overall profits from such sales had been relatively low. In fact, although certain types of derivatives have existed for thousands of years—farmers used forwards to hedge and the ancient Greeks used options to speculate—most derivatives innovation has occurred in the past decade, and most of the derivatives Morgan Stanley was selling in 1994 were new. The majority of derivatives DPG sold—including structured notes and interest rate swaps, which I will describe in detail later—didn’t exist before 1980.

Star businesses needn’t be anything to do with technology. Only one of my five stars is a technology venture. The longest-running star business is surely the Coca-Cola Company, incorporated in 1888 and a consistent star business until the 1990s. For over a century, despite two world wars, the stock market crash of 1929 and the ensuing Great Depression, Coca-Cola remained a star. The global market for cola increased on trend by more than 10 per cent every year and Coke remained the dominant player in that market. The value of the company increased with remarkable consistency, even bucking the trend and rising from 1929 to 1945.The company used World War Two to its immense advantage. After Pearl Harbor, Coke boss Robert Woodruff pledged to ‘see that every man in uniform gets a bottle of Coca-Cola for five cents, wherever he is and whatever it costs our company’. The US administration exempted Coca-Cola that was sold to the military from all sugar rationing. The US Army gave Coke employees installing plants behind the front lines the pseudo-military status of ‘technical observers’. These ‘Coca-Cola Colonels’ were exempt from the draft but actually wore Army uniforms and carried military rank according to their company salaries. General Eisenhower, a self-confessed Coke addict, cabled urgently from North Africa on 29 June, 1943: ‘On early convoy request shipment three million bottled Coca-Cola (filled) and complete equipment for bottling, washing, capping same quantity twice monthly . . .’2 Coke became familiar throughout Europe during the war and continued its remarkably cosy arrangement with the US military in Germany and Japan during the postwar occupation. From the 1950s, Coke rode the wave of internationalisation. Roberto Goizueta, the CEO from 1980 to 1997, created more wealth for shareholders than any other CEO in history. He became the first CEO who was not a founder to become a billionaire. The business now rates a value of $104 billion.

The physical benefits of taking time off are substantial. A study sponsored by the Heart, Lung, and Blood Institute at the National Institute of Health followed, over a nine-year period, twelve thousand men who had a high risk for coronary heart disease. The study found that those who took frequent annual vacations were 21 percent less likely to die from any cause and were 32 percent less likely to die from heart disease.14 According to a Gallup study, people who always make time for regular vacations had a 68.4 score on the Gallup-Healthway Well-Being Index, in comparison to a 51.4 Well-Being score for less frequent travelers.15 Professional services firm Ernst & Young conducted an internal study of its employees and found that, for each additional ten hours of vacation employees took, their year-end performance ratings improved 8 percent.16 One study found that three days after vacation, subjects’ physical complaints, quality of sleep, and mood had improved as compared to before vacation.17 And, vacations are good for relationships, too. A study published in the Wisconsin Medical Journal found that women who took vacations were more satisfied with their marriages.18

The number-one expense for most people is taxes. Many people think it’s income tax, but for most Americans, their highest tax is Social Security. As an employee, it appears as if the Social Security tax combined with the Medicare tax rate is roughly 7.5 percent, but it’s really 15 percent since the employer must match the Social Security amount. In essence, it is money the employer can’t pay you.

The Wisdom of Pursuing Other Paths When you only apply online, you’re betting your future on the Applicant Tracking System. I know I’m repeating myself, however it’s critical that you understand this. ATS systems reject, on average, 75% of all applicants. The percentage can be as high as 90%. When you pursue career opportunities through networking, staffing companies, recruiters, or calling the hiring manager, your future is no longer in the hands of the HR Elimination System. In other words, you significantly increase your chances of landing a job. Orville Pierson, a former Vice President at Lee Hecht Harrison, the largest outplacement firm in the U.S. and author of three job search books, provides these success rates: Networking or “Just Plain Talking To Other People” as Pierson likes to call it, is responsible for 75% of all hires. Pierson says networking enables you to become a known candidate, either as a referral or recommendation from an internal employee. Nothing makes a candidate more valuable than being known.

In short, performance ratings are indicative only of how a person is performing in their given role at the time they are being evaluated. Ratings, although an important way to measure performance during a specific period, are not predictive of future performance and should not be used to gauge readiness for a future role or qualify an internal candidate for a different team. (They can, however, be used to evaluate whether an employee is properly or improperly slotted on their current team; therefore, they can provide an opportunity to evaluate how to better support an internal candidate moving forward.)

No publisher. No agent. They had told him that sales had not been good. Markets had changed. Same old shit. Well, fuck them. Fuck them all. Something different was needed, apparently. Something original but easily pigeon-holed. Books by celebrities were very popular. Models, second-rate comedians, has-been soap stars (those that weren’t trying to make it in the music business), even footballers were writing books. Any talentless cunt with enough money to pay a ghost-writer and a good editor was capable of churning out a book and earning shit-loads of cash for it. And then there were the household names who milked their own brand of repetitious bullshit while fawning publishers knelt at their feet to push ever-larger cheques into their grasping hands. Add to these the comfortable middle-class writers who lectured on real life from the security of knowing it was a world they would never have to inhabit. People with millions in the bank who crowed that money wasn’t everything, who complained about invasion of privacy during their six-page interviews, who were proud of how they’d been single mothers or record-shop employees or advertising men before they’d made it big. And who whined about how hard they’d had to work to get published when all it took was a generous publisher and an even more generous publicity department. Ward despised them all. Even when he’d been successful he’d despised them. The whole fucking business stank. It stank of cowardice. Of duplicity. Of betrayal.

I feel like we’ve created a good culture. I try to offer the best of benefits to my employees and never pay a man more than a woman. I think it shows in the longevity of my employees as well. I have a fairly low turnover rate,

Researchers have proposed two primary explanations for this phenomenon. First, by virtue of their level, senior leaders simply have fewer people above them who can provide candid feedback. Second, the more power a leader wields, the less comfortable people will be to give them constructive feedback, for fear it will hurt their careers. Business professor James O’Toole has added that, as one’s power grows, one’s willingness to listen shrinks, either because they think they know more than their employees or because seeking feedback will come at a cost. But this doesn’t have to be the case. One analysis showed that the most successful leaders, as rated by 360-degree reviews of leadership effectiveness, counter act this tendency by seeking frequent critical feedback (from bosses, peers, employees, their board, and so on). They become more self-aware in the process and come to be seen as more effective by others.

As an employee, it appears as if the Social Security tax combined with the Medicare tax rate is roughly 7.5 percent, but it’s really 15 percent since the employer must match the Social Security amount.

Think Membership... when employees and consumers feel a part of something, sharing and advocacy rates increase exponentially.

Size and growth rate aside, the companies did have certain characteristics in common. To begin with, they were all utterly determined to be the best at what they did. Most of them had been recognized for excellence by independent bodies inside and outside their industries. Not coincidentally, they had all had the opportunity to raise a lot of capital, grow very fast, do mergers and acquisitions, expand geographically, and generally follow the well-worn route of other successful companies. Yet they had chosen not to focus on revenue growth or geographical expansion, pursuing instead other goals that they considered more important than getting as big as possible, as fast as possible. To make those trade-offs, the companies had found it necessary to remain privately owned, with the majority of the stock in the hands of one person, or a small group of like-minded individuals, or—in a couple of cases—the employees.

Not kidding. Mention you use Tor and you may hear your interviewer ask: "I noticed you're a big fan of Tor. Could you elaborate on why you need to use an anonymizing service? We like transparency in our employees." Yes, I was actually asked this in an interview for a position that handled a lot of money. It came out of nowhere, but what really bothered me was the casual way it was asked, like every applicant should have something to hide if they desire anonymous communications. Maybe I was some rabid fan of Jason Bourne and up to no good. At any rate, they did not like my answer. "Because I value freedom.

what gets defined as crime, and who gets surveilled and punished, generally has more to do with the politics of race and class than the harm that any particular behavior or activity causes. As Alec Karakatsanis observes in Usual Cruelty: The Complicity of Lawyers in the Criminal Injustice System, people with race and class privilege are generally shielded from criminal prosecution, even though their crimes often cause far greater harm than the crimes of the poor. The most obvious example is the prosecutorial response to the financial crisis of 2008 and the related scandals: “Employees at banks committed crimes including lying to investigators and regulators, fraudulently portraying junk assets as valuable assets, rate-rigging, bribing foreign officials, submitting false documents, mortgage fraud, fraudulent home foreclosures, financing drug cartels, orchestrating and enabling widespread tax evasion, and violating international sanctions.” The massive criminality caused enormous harm. African Americans lost over half their wealth due to the collapse of real estate markets and the financial crisis. By the end of the crisis, in 2009, median household wealth for all Americans had declined by $27,000, leaving almost 44 million people in poverty. While some banks were eventually prosecuted (and agreed to pay fines that were a small fraction of their profits), the individuals who committed these crimes were typically spared. Despite engaging in forms of criminality that destroyed the lives and wealth of millions, they were not rounded up, dragged away in handcuffs, placed in cages, and then stripped of their basic civil and human rights or shipped to another country. Their mug shots never appeared on the evening news and they never had to wave goodbye to their children in a courtroom, unable to give them a final embrace.

What do you do when you have two outstanding employees who logically both fit in the same place on the organizational chart? Perhaps you have a world-class architect who is running engineering, but she does not have the experience to scale the organization to the next level. You also have an outstanding operational person who is not great technically. You want to keep both in the company, but you only have one position. So you get the bright idea to put “two in the box” and take on a little management debt. The short-term benefits are clear: you keep both employees, you don’t have to develop either because they will theoretically help each other develop, and you instantly close the skill set gap. Unfortunately, you will pay for those benefits with interest and at a very high rate.