Employee Wisdom Quotes

Resources are hired to give results, not reasons.

Be a worthy worker and work will come.

...remember the dangers of the New Groupthink. If it's creativity you're after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can't see each other's ideas until everyone has had a chance to contribute.

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

The role of the CEO is to enable people to excel, help them discover their own wisdom, engage themselves entirely in their work, and accept responsibility for making change. (164)

Show up early. Work hard. Stay late. Have a plan. Deliver on your promises. Share the hardships with the employees. Show that you care. Admit your mistakes. And—did I mention?—work hard.

It is one thing to speak kindly to an irritating stranger on Monday. It is quite another thing to go on speaking kindly to the same irritating relative, or irritating employee, or irritating child day after day, week after week, year after year and come to see in that what God is asking of me, what God is teaching me about myself in this weary, weary moment.

If you fulfill the wishes of your employees, the employees will fulfill your visions.

My men are my money.

When you were making excuses someone else was making enterprise.

A true professional not only follows but loves the processes, policies and principles set by his profession.

Able hands' are more favorable to business than 'adorable hearts'.

Remember, before they promoted to the chair of CEO, they were the best employees of their companies.

If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.

A powerful process automatically takes care of progress, productivity and profits.

If you define yourself by the title of coach or boss, you’ll never earn real trust from your players or employees.

Measure the strength of your employees by their willingness to do the little tasks and do them well.

The classical model emphasizes that learning feeds the soul and edifies the person rather than producing employees to work an assembly line. The goal of a classical education is to instill wisdom and virtue in people. We see learning as a continuing

The only private sector industry where employees work with their lives on stake for the interest of common people is media industry.

It is the sweat of the servants that make their squire look smart.

One of the most popular classes Google offers employees is known as SIY, which is an acronym for “Search Inside Yourself.

Now I believe in rich people who act squarely, and in labor unions which are managed with wisdom and justice; but when either employee or employer, laboring man or capitalist, goes wrong, I have to clinch him, and that is all there is to it.

Good employees are skilled; great employees are talented. Good employees are friendly; great employees are devoted. Good employees are cautious; great employees are brave. Good employees are calm; great employees are confident. Good employees are educated; great employees are experienced. Good managers are encouraging; great supervisors are forgiving. Good managers are calm; great supervisors are caring. Good managers are truthful; great supervisors are sincere. Good managers are compassionate; great supervisors are generous. Good managers are likable; great supervisors are loving. Good leaders are intelligent; great leaders are wise. Good leaders are bold; great leaders are fearless. Good leaders are artful; great leaders are kind. Good leaders are warriors; great leaders are servants. Good leaders are managers; great leaders are innovators.

Imagine if ALL employers treated ALL of their employees with the same respect no matter what their job title was. Imagine going to work every day knowing that you and your work were valued. Unfortunately, we live in a society where some people allow their job titles to go to their head. I encourage you NOT to be one of those people. No matter what your position is, at the end of the day, EVERYBODY matters in the workplace, and every position serves a purpose. I firmly believe that how you treat others is a direct reflection of who you REALLY are. Personally, I choose integrity!

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

Sonnet of Human Resources There is no blue collar, no white collar, just honor. And honor is defined by character not collar. There is no CEO, no janitor, just people. Person's worth lies, not in background, but behavior. Designation is reference to expertise, not existence. Respect is earned through rightful action, not label. Designation without humanity is resignation of humanity, For all labels without love cause nothing but trouble. The term human resources is a violation of human rights. For it designates people as possession of a company. Computers are resources, staplers are resources, but people, Aren't resources, but the soul of all company and society. I'm not saying, you oughta rephrase it all in a civilized way. But at the very least, it's high time with hierarchy we do away.

We ought to care for those closest to us in terms of relatedness. After our immediate family, we ought to pursue our calling diligently as employees and provide just incentives (perhaps through profit-sharing) and reasonable care for our workers as employers. We should seek the wisdom of teachers and elders in society and look to them for leadership, while rejecting their folly when it is discerned. We must put our children and their education, both at home and in school, before our own entertainment, pleasure, and success. We ought not to tolerate insolence or haughtiness in them; nor ought we to punish them too severely, but should lead them as good teachers, by example and patient instruction.

Whoever chooses employees by race is unqualified, whoever chooses employees by excellence is wise. Whoever chooses employees by gender is unintelligent, whoever chooses employees by performance is wise. Whoever chooses employees by class is unskilled, whoever chooses employees by resourcefulness is wise. Whoever chooses employees by appearance is untalented, whoever chooses employees by effectiveness is wise. Whoever chooses employees by ethnicity is unenlightened, whoever chooses employees by productiveness is wise. Whoever chooses friends by titles is unqualified, whoever chooses friends by competence is wise. Whoever chooses friends by reputation is unintelligent, whoever chooses friends by worthiness is wise. Whoever chooses friends by wealth is unskilled, whoever chooses friends by cleverness is wise. Whoever chooses friends by celebrity is untalented, whoever chooses friends by reverence is wise. Whoever chooses friends by power is unenlightened, whoever chooses friends by goodness is wise. Whoever chooses leaders by culture is unqualified, whoever chooses leaders by brilliance is wise. Whoever chooses leaders by tradition is unintelligent, whoever chooses leaders by inventiveness is wise. Whoever chooses leaders by ancestry is unskilled, whoever chooses leaders by intelligence is wise. Whoever chooses leaders by politics is untalented, whoever chooses leaders by kindness is wise. Whoever chooses leaders by religion unenlightened, whoever chooses leaders by righteousness is wise.

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

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

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

When Greek and Roman thinkers like Epicurus and Seneca talk about self-sufficiency, they typically contrast it with the first sort of dependency since they worry a good deal about the dangers of patronage. For them, being self-sufficient means, above all else, not being dependent on another person’s favor or good opinion. For much of human history, enjoying the favor of one’s social superiors has been a major avenue to success and an important defense against poverty and oppression. But of course one usually pays a price for such favor. Ideally, favor would be bestowed purely on the basis of merit, but everyone knows that the world does not typically work that way. Dependents must often flatter and fawn; they are expected to endorse their patron’s words and approve of his or her actions. This is true whether one is a courtier complimenting a king, a politician currying favor with the crowd, or an employee hoping to impress a supervisor. Dependency of this sort thus inhibits one’s ability to think, speak, and act as one sees fit. Being independent of such constraints is liberating, which is why Epicurus says that “the greatest fruit of self-sufficiency is freedom.

But one can see exactly why Dr Ali is so successful - he seems to offer a solution within the individual's grasp: you may not be able to change deadlines and workloads, but you can make yourself more efficient. Ancient wisdoms can be adapted to speed up human beings: this is the kind of individualised response which fits neatly into a neo-liberal market ideology. It draws on Eastern contemplative traditions of yoga and meditation which place the emphasis on individual transformation, and questions the effectiveness of collective political or social activism. Reflexology, aromatherapy, acupuncture, massage - these alternative therapies are all booming as people seek to improve their sense of well-being and vitality. Much of it makes sense - although trips to the Himalayas are hardly within the reach of most workers and the complementary health movement plays an important role in raising people's under standing of their own health and how to look after themselves. But the philosophy of improving ‘personal performance' also plays into the hands of employers' rationale that well-being and coping with stress are the responsibility of the individual employee. It reinforces the tendency for individuals to search for 'biographic solutions to structural contradictions', as the sociologist Ulrich Beck put it: forget the barricades, it's revolution from within that matters. This cultural preoccupation with personal salvation stymies collective reform, and places an onerous burden on the individual. It effectively reinforces the anxieties and insecurities which it offers to assuage.

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

If we truly seek to understand segregationists—not to excuse or absolve them, but to understand them—then we must first understand how they understood themselves. Until now, because of the tendency to focus on the reactionary leaders of massive resistance, segregationists have largely been understood simply as the opposition to the civil rights movement. They have been framed as a group focused solely on suppressing the rights of others, whether that be the larger cause of “civil rights” or any number of individual entitlements, such as the rights of blacks to vote, assemble, speak, protest, or own property. Segregationists, of course, did stand against those things, and often with bloody and brutal consequences. But, like all people, they did not think of themselves in terms of what they opposed but rather in terms of what they supported. The conventional wisdom has held that they were only fighting against the rights of others. But, in their own minds, segregationists were instead fighting for rights of their own—such as the “right” to select their neighbors, their employees, and their children’s classmates, the “right” to do as they pleased with their private property and personal businesses, and, perhaps most important, the “right” to remain free from what they saw as dangerous encroachments by the federal government. To be sure, all of these positive “rights” were grounded in a negative system of discrimination and racism. In the minds of segregationists, however, such rights existed all the same. Indeed, from their perspective, it was clearly they who defended individual freedom, while the “so-called civil rights activists” aligned themselves with a powerful central state, demanded increased governmental regulation of local affairs, and waged a sustained assault on the individual economic, social, and political prerogatives of others. The true goal of desegregation, these white southerners insisted, was not to end the system of racial oppression in the South, but to install a new system that oppressed them instead. As this study demonstrates, southern whites fundamentally understood their support of segregation as a defense of their own liberties, rather than a denial of others’.

Even organizations outside the business world can use blitzscaling to their advantage. Upstart presidential campaigns and nonprofits serving the underprivileged have used the levers of blitzscaling to overturn conventional wisdom and achieve massive results. You’ll read all these stories, and many more, in the pages of this book. Whether you are a founder, a manager, a potential employee, or an investor, we believe that understanding blitzscaling will allow you to make better decisions in a world where speed is the critical competitive advantage. With the power of blitzscaling, the adopted son of a Syrian immigrant (Steve Jobs), the adopted son of a Cuban immigrant (Jeff Bezos), and a former English teacher and volunteer tour guide (Jack Ma) were all able to build businesses that changed—and are still changing—the world.

One of the tragic ironies of modern life is that so many people feel isolated from each other by the very feelings they have in common: including a fear of failure and a sense of not being enough. Brené Brown shines a bright light into these dark recesses of human emotion and reveals how these feelings can gnaw at fulfillment in education, at work, and in the home. She shows too how they can be transformed to help us live more wholehearted lives of courage, engagement, and purpose. Brené Brown writes as she speaks, with wisdom, wit, candor, and a deep sense of humanity. If you’re a student, teacher, parent, employer, employee, or just alive and wanting to live more fully, you should read this book. I double dare you.” —Sir Ken Robinson, New York Times bestselling author

The ability to ignore the instant chatter of the mind and to recognize there is something beyond it. There is wisdom beyond it, from the fountain of silence. This is the only way to choose yourself.

The day a CEO breaks bread with the janitor, that is the day a company truly becomes human.

Call it skill resources, call it expertise resources, but don't call it human resources. Because the term ‘human resources’ compares humans with commodity, which is nothing but a new age slavery.

Talking about diversity and inclusion in the workplace is one of the most important conversations you will ever have with your employees.

Don’t ever ask an employee to do something you wouldn’t be willing to do yourself. Did I clean the office myself? Yes, I sure did. Your employees aren’t your servants; they’re your employees. Treat them well, and they’ll work hard for you because they respect you. Don’t be that fuckwit boss who makes the employees’ lives hell. There’s nothing strong and powerful about that. If you do that, you’re just a tool.

The term human resources is a violation of human rights. for it designates people as possession of a company. Computers are resources, staplers are resources, but people aren't resources, but the soul of all company and society.

He played the chain store game harder and better than anyone else. Walton invented practically nothing. But he copied everything anybody else ever did that was smart, and he did it with more fanaticism and better employee manipulation. So he just blew right by them all.He

But people get long runs when they're right on the edge of the wave, whether it's Microsoft or Intel or all kinds of people, including National Cash Register in the early days. The cash register was one of the great contributions to civilization. It's a wonderful story.Patterson was a small retail merchant who didn't make any money. One day. Somebody sold him a crude cash register, which he put into his retail operation. And it instantly changed from losing money to earning a profit because it made it so much harder for the employees to steal. But Patterson, having the kind of mind that he did, didn't think, "Oh, good for my retail business." He thought, "I'm going into the cash register business.

There was now an accounting convention in the United States that, provided employees were first given options, required that when easily marketable stock was issued to employees at a below-market price, the bargain element for the employees, although roughly equivalent to cash, could not count as compensation expense in determining a company's reported profits. This amazingly peculiar accounting convention had been selected by the accounting profession, over the objection of some of its wisest and most ethical members, because corporate managers, by and large, preferred that their gains from exercising options covering their employers' stock not be counted as expense in determining their employers' earnings. The accounting profession, in making its amazingly peculiar decision, had simply followed the injunction so often followed by persons quite different from prosperous, entrenched accountants. The injunction was that normally followed by insecure and powerless people: "Whose bread I eat, his song I sing.

My ego is my employee – and I, the witness, am its employer.

We may not always know why we’re in a certain place or position, but God knows. It may involve being a virtuous wife, mother, or employee, but it could also involve interceding for a lost soul or encouraging someone who has lost all hope and given up on life.

A family man shouldn't trade his peace for profits, it is the job of a businessman.

You learn a great deal about a person when you purchase a business from him and he then stays on to run it as an employee rather than as an owner. Before the purchase the seller knows the business intimately, whereas you start from scratch. The seller has dozens of opportunities to mislead the buyer - through omissions, ambiguities, and misdirection. After the check has changed hands, subtle (and not so subtle) changes of attitude can occur and implicit understandings can evaporate. As in the courtship-marriage sequence, disappointments are not infrequent.” -1980 letter

It should be no surprise to anyone that those airline employees who contractually receive above-market salaries will resist any reduction in these as long as their checks continue to clear

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

The record stores, video stores, bookstores, those temples of wisdom whose employees he’d so envied were extinct, themselves now tells. Those clerks who could name the third track on Nevermind or tell you that Breed was originally titled Imodium—without quite sneering—are gone the way of the dodo bird or sliced bread in Berzerkeley.

WHO’S SERVING WHOM? For all those who exalt themselves will be humbled, and those who humble themselves will be exalted. Luke 14:11 You might have noticed, but a lot of politicians have a habit of exalting themselves. They get into politics because they love power, and they stay there because they love wielding it. They think they’re mafia dons who can grant us, or special interests, favors. Actually, in some ways they’re worse than mafia dons because at least mafia dons don’t pretend that what they do is good for the people—at least I don’t think they do. But a lot of politicians certainly do that—bossing you around, taxing you, regulating you, taking away your freedom, and telling you it’s all for your own good. Don’t believe it. Just because someone holds elective office, or is a government employee, doesn’t mean they’re any better than you are. They might think they are, but they’re not. They’re supposed to be serving you—not the other way around. Remember that a true leader is a servant leader, and that ultimately our only Lord and Master is God. SWEET FREEDOM IN Action Today, receive the wisdom of humility gleaned from Jesus, and know that you are the equal, in God’s eyes, of any other man or woman.

It is hard to find many better examples of values-first leadership than Ventura, California-based outdoor clothing company Patagonia. For more than 30 years, the company has defied conventional wisdom by building its brand as much around environmental responsibility as on quality products and service. How many businesses would run a marketing campaign encouraging customers to not buy new products but repair the old ones instead in order to reduce their environmental footprint? Only companies interested in creating a “lovability economy” would prioritize sustainable growth for themselves and the world and take a long-term perspective. They see themselves as stewards of meaningful relationships and understand that mutually positive interactions and exchanges of value are lasting. Patagonia has even made its supply chain public with an online map showing every farm, textile mill, and factory it uses in sourcing its materials and manufacturing its products. Anyone who wants to can see where their Patagonia products come from and verify that the company is walking the walk — using sustainable materials and producing apparel in facilities that are safe for workers. That is transparency that breeds trust. Founder Yvon Chouinard’s vision has also led to a culture that is not only employee-friendly (the company even encourages employees at its corporate headquarters to quit early when the surf is up) but attracts people whose values align with the company’s. This aggressively anti-profit, pro-values approach has yielded big dividends. The privately-held benefit corporation is tight-lipped about its revenues, but two years after it began its “cause marketing” campaign, sales increased 27 percent, to $575 million in 2013.7

If you want your employees to be rockstars, teach them the single biggest quality of Entrepreneurship- Asking questions!

Rich can live better than poor but they cannot live without poor.

This is true emergence, the wisdom of crowds—like flocking, it represents group members making choices together. The bigger message of the nomenclature evolution was exactly what I had been telling new Twitter employees. It was our job to pay attention, to look for patterns, and to be open to the idea that we didn’t have all the answers.

Semco’s most precious asset is the wisdom of its workforce, and our success grows out of our employees’ success.

You learn a great deal about a person when you purchase a business from him and he then stays on to run it as an employee rather than as an owner.

A team member is first a person, secondly an employee. Treat them as a valued person and they'll value their employers.

Conventional wisdom in the HR community held that bosses had to work with underperformers, sitting with them and providing coaching and oversight. As we saw it, that was precisely the wrong thing for bosses to do. Helping the single underperformer on a team of ten get back on track sucks up a lot of valuable managerial time. Leaders are much better off working with the other nine to help them notch wins for the organization, while also attending to customers and operational matters. Underperforming leaders (and lower-level managers and employees as well) needed to take responsibility for fixing their own performance. If they didn’t change within a fairly quick time period, they’d face the consequences. That might sound cold and uncompromising, but it really isn’t—it’s honoring and supporting the vast majority of people who are working hard and performing.

An employee wronged is a company wronged.

Under such circumstances, the salesman is often able to maximize his advantage, particularly when government is the purchaser.Wise employers, therefore, try to oppose reciprocate-favor tendencies of employees engaged in purchasing. The simplest antidote works best:Don't let them accept any favors from vendors. Sam Walton agreed with this idea of absolute prohibition. He wouldn't let purchasing agents accept so much as a hot dog from a vendor.

At the job interview your qualification and degrees matter but on the job your abilities, effectiveness, and efficiency matter. On the basis of qualification on the paper one can get a job but not necessarily a person on the paper is the same person in action be, for a paper is written with a pen but a person with knowledge, experience, and wisdom. An employer sees what you can deliver not just what you carry on paper with you.

A place where people are accepted for who they are, is where they think better, feel better, work better, and above all live better.

What can happen if employees can take back more energy to their homes than they came with?

The daunting world of love can turn the freest, the uncomplicated, and the most perfunctory souls into thoroughly love-struck creatures, at lightning speed. Think of it-- from a freelancer to a full-fledged employee.

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.

It’s Simple: Share the hardships with your employees. You will gain their respect and learn about yourself as a leader. Share the camaraderie. Let the employees see you having fun (within reason). They want to know that their leader is human as well. Listen to the rank and file. They have solutions to most of the problems you struggle with.

When you take action of your own accord, it sets the tone for the organization. It tells others that initiative is expected in the company and hopefully rewarded. It gives the employees a sense of empowerment. It gives them a sense of ownership. They will make mistakes and their mistakes will have repercussions, but…I guarantee you the mistakes of action are far less consequential than the mistakes of inaction.

Every leader understands that nothing is more important to the success of a mission than the morale of the troops. But leaders often misunderstand the nature of morale. Morale is not just about the employees feeling good, it is about the employees feeling valued. It is about the rank and file having the resources they need to do their job. It is about the troops believing that their leader is listening to their concerns.

It’s Simple: Get out of your office and talk to the employees at the far end of the chain of command. Find an opportunity to solve small but seemingly intractable problems. Ensure your senior staff know that these “little problems” can have major effects on morale.

I have often said that a leader “is not allowed to have a bad day,” that pertains only to their demeanor in public. In public, before the rank and file, before the employees or the stockholders, a leader must never whine, never look defeated or dejected. If they do, their sullen attitude will spread like wildfire throughout the organization. However, every leader does have bad days. Every leader does need someone to talk to. Every leader must find someone they can trust.

Every great leader I served with understood the need to share the hardships with the men and women they led. Nothing gains the respect of the troops quicker than spending time on the factory floor, or in the trading room, the warehouse, the clinic, or the foxhole. The C-suite, the corner office, the front office, or the largest cubicle can trap you into believing that your place is above the people you serve. It is not. Wherever you sit as a leader, don’t sit for long. Get out of your office and spend time with the employees. This will give you an appreciation for the work they do, an understanding of the challenges they face, and insights into how to improve the business.

That is why being a leader requires such stamina. You must be physically, emotionally, and spiritually strong. Your employees will feed off your strength, but if you show fatigue and tiredness, and if you are dragging from the challenges, it will drain the energy from your employees, and the organization will suffer.

Through all of these steps, communicating clearly serves to synchronize the workforce from top to bottom. So, whether you are setting the vision, building the strategy, developing the plan, or inspecting the factory, always ensure you are communicating your goals, your expectations, and most importantly, your appreciation. The employees may or may not like the direction you have set for the organization, but they will always be grateful for knowing what you are thinking and where you are headed as a leader.

Never underestimate the value of a stretch goal, of setting the bar high and challenging your employees to clear it.

It’s Simple: Establish a winning culture by setting high standards. Your employees want to be challenged. Hold people accountable when they fail to meet the standards. Accountability is the only thing separating the high performers from the pack. Acknowledge those who meet or exceed the standard. It will reinforce the winning culture.

It’s Simple: Engage with your employees on a personal level to show them you are a leader of good character, a trustworthy individual. Only promise what you can deliver. The quickest way to lose trust is to overpromise and underdeliver. Know that trust is built over time. Don’t rush it.

It’s Simple: Be confident. You were given the job because you have talent and experience. Trust your instincts. Be decisive. Don’t take too much counsel of your fears. Be thoughtful, but not paralyzed by indecision. Be passionate. Show your employees you care about them and about the mission.

In his book The Speed of Trust, Stephen Covey says there are two components to trust: character and competence. You may initially trust someone if you know them to be a man or woman of sound character. But if that person fails to deliver on their promises, if they are shown to be incompetent in handling the affairs of the business, then after a while you lose trust in them. As a leader your competence can and will be measured in your personal behavior, your professional demeanor, your effectiveness in handling problems, and your consistency. To be a great leader you must be trusted by your employees. If they do not trust you, they will not follow you. It takes time to build trust, but it is time well spent if you intend to lead effectively.

It’s Simple: Be fair and honorable in your business dealings. It’s the only way that you and your employees can leave a legacy to be proud of. Never lie, cheat, steal, or tolerate those who do. The culture of your organization starts with you. Own your lapses in judgment. It happens to everyone. Correct the problem and return to being a person of good character. Chapter Two You Can’t Surge Trust

Although elegant and practical, the Andon Cord, for me, embodies simple leadership wisdom. It conveys the message “We want to hear from you.” You refers to those closest to the work—those best positioned to judge its quality. Not only are employees not reprimanded or punished for reporting error, they are thanked and recognized for their close observation.

large part of my responsibilities is to make others accountable for their own responsibilities. If an employee does not care about things that concern his own interests, I do not believe that such an employee will have a strong desire to do a good job, then he should leave and serve others.

With wisdom, we recognise that our employees, members, owners, customers, shareholders, suppliers, creditors, society and other stakeholders are after all people just like us. All of them are seeking this wholeness through so many endeavours, ideas, activities, relationships, etc. Recognising this universal fact allows us to respond with compassion.

FullContact, a Denver software company, gives employees a $7,500 bonus if they follow three rules: “1. You have to go on vacation, or you don’t get the money. 2. You must disconnect. 3. You can’t work while on vacation.

Wisdom is honey for the soul!

I think it’s interesting to note that courses in business ethics are taught in the best graduate schools of business, which I see as mainstream acceptance of the principle that practicing good ethics is good business. As employers, we are still pretty much on our own as we continue to face daily challenges to our conscience, our integrity, our honesty, and our sense of fair play. Will we provide health insurance to employees, even if the law doesn’t require it? How “creative” will we be in our accounting? Will we carry employees through hard times, or leave them to fend for themselves? As employees, we will still need to find meaning and take pride in our work. Will we serve customers poorly or well? Will we create goods and services with care or carelessly? Will we make our daily labor the expression of the best that is in us, or the worst?

Winners do the little things that count These are simple things winners do to keep growing and bettering themselves. You don’t have to spend three hours a day studying. Just take advantage of the time you’re not using right now. Podcasts are another great tool. You can download messages and listen to them whenever you want. This year we will give away 100 million copies of my messages at no charge. You can sign up for them on iTunes and listen as often as you want. That’s a growth plan. If you want to keep growing you need to have good mentors, people who have been where you want to go, people who know more than you. Let them speak into your life. Listen to their ideas. Learn from their mistakes. Study how they think and how they got to where they are. I heard about a company that held a sales class for several hundred employees. The speaker asked if anyone knew the names of the top three salespeople. Every person raised a hand. He then asked how many of them had gone to lunch with these top salespeople and taken time to find out how they do what they do? Not one hand went up. There are people all around us whom God put in our paths on purpose so we can gain wisdom, insight, and experience, but we have to be open to learning from them. Look around and find the winners you could learn from. I say this respectfully: Don’t waste your valuable time with people who aren’t contributing to your growth. Life is too short to hang around people who are not going anywhere. Destination disease is contagious. If you’re with them long enough, their lack of ambition and energy will rub off on you. Winners need to associate with inspiring people who build you up, people who challenge you to go higher, not anyone who pulls you down and convinces you to settle where you are. Your destiny is too important for that. Young people often get caught up in trying to be popular instead of trying to be their best. I’ve found that in twenty years nobody will care whether you were popular in high school. Those who need attention and act up or wear a lot of bling and don’t study because it isn’t cool will find things change after high school.

Happiness of employees is important for the health of any business.

In reality, in most American companies, only few handpicked—arguably appointed— individuals in powerful positions; positions like leadership, finance, treasury, advisory, and so on, have the last say in what matters. Their words, no matter how nonsensical, are treated as the ultimate wisdom. Their silences are emulated by everyone else working under them, regardless of any human, capital, or ethical costs resulting from such silences. These powerful individuals are often so emotionally and intellectually abusive that employees treat even their most absurd suggestions as roadmaps dictating the direction of any company or project at hand.

Fernando Pessoa’s Book of Disquiet: The nocturnal glory of being great without being anything! The somber majesty of unknown splendour … and all at once I experience the sublime state of the monk in the wilderness or of the hermit in his retreat, acquainted with the substance of Christ in the stones and in the caves of withdrawal from the world. And at this table in my room I’m less of a petty, anonymous employee. I write words as if they were the soul’s salvation and I gild myself with the impossible sunset of high and vast hills in the distance, and with the statue I received in exchange for life’s pleasures and with the ring of renunciation on my evangelical finger, stagnant jewel of my ecstatic disdain.8

One concern, voiced by Epicurus, is that it is hard to acquire wealth without adopting a servile attitude toward someone: toward a superior if one seeks patronage, toward the mob if one seeks popular approval.10 This was presumably more true in ancient times than today, since in prosperous modern societies the opportunities for ordinary working people to build a decent-sized nest egg are far greater than in the past. Yet Epicurus’s observation is not entirely outdated. Employees in any organization, if they wish to advance their careers or even just keep their jobs, usually have to make nice to their superiors. And a concern for money, even if not in the form of an individual’s lust for wealth, often underlies the quest for public approval, whether it is politicians seeking votes, entrepreneurs selling goods or services, college presidents seeking to boost admissions, TV producers with their eyes on ratings, or writers hoping to sell books. All will find themselves drawn toward trying to gratify their audience’s desires.

One company that did wake up to the importance of employee health was Safeway. The supermarket chain’s former CEO Steve Burd recounts that in 2005 Safeway’s health care bill hit $1 billion and was going up by $100 million a year. “What we discovered was that 70 percent of health care costs are driven by people’s behaviors,” he says. “Now as a business guy, I thought if we could influence the behavior of our 200,000-person workforce, we could have a material effect on health care costs.

Practically speaking, being a positive person can impact your chances of earning a leadership position. While some experience may be necessary, a leader would much rather hire a person who they see as “constructive, optimistic, and confident” rather than one who is not. They know through experience that positive employees will be resourceful and hard-working, both key elements of success. More than that: Subordinates can be inspired to greater, more creative levels of effort if they have positive managers and leaders.

So, who trained you?” I asked. “The Librarians,” he said. “Librarians?” “Not librarians,” he said. “The Librarians.” Because in New York there was only one library with a capital L, and that was the Main Branch on Fifth Avenue, which had been built with a ton of cash donated by Andrew Carnegie, who had a thing about libraries. Given that libraries were the repositories of knowledge it made sense that they were also the home of secret wisdom. The Librarians took him in—he was maddeningly vague on how many of the employees of the New York Public Library system were actually practitioners, although it couldn’t be all of them. “They gave me a place to stay, three squares a day, a job, a purpose,” said Stephen. “A reason not to kill myself.” “And they taught you magic?” “They made sure I graduated high school as well.” “And what do you do with your magic?” “What do you do?” “I uphold the Queen’s peace,” I said. “Really?” said Stephen. “The Queen’s peace?” “To the best of my power.” “And when your power isn’t enough?” “I call in backup,