Employees Are The Heart Of An Organization Quotes

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

Mr. Duffy Napp has just transmitted a nine-word e-mail asking that I immediately send a letter of reference to your firm on his behalf; his request has summoned from the basement of my heart a star-spangled constellation of joy, so eager am I to see Mr. Napp well established at Maladin IT. As for the basis of our acquaintanceship: I am a professor in an English department whose members consult Tech Help—aka Mr. Napp—only in moments of desperation. For example, let us imagine that a computer screen, on the penultimate page of a lengthy document, winks coyly, twice, and before the “save” button can be deployed, adopts a Stygian façade. In such a circumstance one’s only recourse—unpalatable though it may be—is to plead for assistance from a yawning adolescent who will roll his eyes at the prospect of one’s limited capabilities and helpless despair. I often imagine that in olden days people like myself would crawl to the doorway of Tech Help on our knees, bearing baskets of food, offerings of the harvest, the inner organs of neighbors and friends— all in exchange for a tenuous promise from these careless and inattentive gods that the thoughts we entrusted to our computers will be restored unharmed. Colleagues have warned me that the departure of Mr. Napp, our only remaining Tech Help employee, will leave us in darkness. I am ready. I have girded my loins and dispatched a secular prayer in the hope that, given the abysmal job market, a former mason or carpenter or salesman—someone over the age of twenty-five—is at this very moment being retrained in the subtle art of the computer and will, upon taking over from Mr. Napp, refrain (at least in the presence of anxious faculty seeking his or her help) from sending text messages or videos of costumed dogs to both colleagues and friends. I can almost imagine it: a person who would speak in full sentences—perhaps a person raised by a Hutterite grandparent on a working farm.

As I finished my rice, I sketched out the plot of a pornographic adventure film called The Massage Room. Sirien, a young girl from northern Thailand, falls hopelessly in love with Bob, an American student who winds up in the massage parlor by accident, dragged there by his buddies after a fatefully boozy evening. Bob doesn't touch her, he's happy just to look at her with his lovely, pale-blue eyes and tell her about his hometown - in North Carolina, or somewhere like that. They see each other several more times, whenever Sirien isn't working, but, sadly, Bob must leave to finish his senior year at Yale. Ellipsis. Sirien waits expectantly while continuing to satisfy the needs of her numerous clients. Though pure at heart, she fervently jerks off and sucks paunchy, mustached Frenchmen (supporting role for Gerard Jugnot), corpulent, bald Germans (supporting role for some German actor). Finally, Bob returns and tries to free her from her hell - but the Chinese mafia doesn't see things in quite the same light. Bob persuades the American ambassador and the president of some humanitarian organization opposed to the exploitation of young girls to intervene (supporting role for Jane Fonda). What with the Chinese mafia (hint at the Triads) and the collusion of Thai generals (political angle, appeal to democratic values), there would be a lot of fight scenes and chase sequences through the streets of Bangkok. At the end of the day, Bob carries her off. But in the penultimate scene, Sirien gives, for the first time, an honest account of the extent of her sexual experience. All the cocks she has sucked as a humble massage parlor employee, she has sucked in the anticipation, in the hope of sucking Bob's cock, into which all the others were subsumed - well, I'd have to work on the dialogue. Cross fade between the two rivers (the Chao Phraya, the Delaware). Closing credits. For the European market, I already had line in mind, along the lines of "If you liked The Music Room, you'll love The Massage Room.

If this is true—if solitude is an important key to creativity—then we might all want to develop a taste for it. We’d want to teach our kids to work independently. We’d want to give employees plenty of privacy and autonomy. Yet increasingly we do just the opposite. We like to believe that we live in a grand age of creative individualism. We look back at the midcentury era in which the Berkeley researchers conducted their creativity studies, and feel superior. Unlike the starched-shirted conformists of the 1950s, we hang posters of Einstein on our walls, his tongue stuck out iconoclastically. We consume indie music and films, and generate our own online content. We “think different” (even if we got the idea from Apple Computer’s famous ad campaign). But the way we organize many of our most important institutions—our schools and our workplaces—tells a very different story. It’s the story of a contemporary phenomenon that I call the New Groupthink—a phenomenon that has the potential to stifle productivity at work and to deprive schoolchildren of the skills they’ll need to achieve excellence in an increasingly competitive world. The New Groupthink elevates teamwork above all else. It insists that creativity and intellectual achievement come from a gregarious place. It has many powerful advocates. “Innovation—the heart of the knowledge economy—is fundamentally social,” writes the prominent journalist Malcolm Gladwell. “None of us is as smart as all of us,” declares the organizational consultant Warren Bennis,

The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

The heart of the matter is that workers and employees are seen as reasonable people that can be trusted to do the right thing. With that premise, very few rules and control mechanisms are needed.

Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs.

Some deep purpose companies measure purpose indirectly by monitoring what we might call the forerunners of purpose: they track antecedents, actions, or conditions that induce or enable purpose. Alternatively, they measure perceptions of those antecedents. At Mahindra, for instance, leaders collect survey data from employees, asking them to respond to items such as “Sufficient efforts have been made in the organization/sector to bring about awareness and understanding regarding Rise.

Sight must not be lost of the fact that international conferences and international organizations are, at heart, no more than gatherings of national governmental officials and their agents and employees.

To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated. Silos—and the turf wars they enable—devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals. But beyond all that, they exact a considerable human toll too. They cause frustration, stress, and disillusionment by forcing employees to fight bloody, unwinnable battles with people who should be their teammates. There is perhaps no greater cause of professional anxiety and exasperation—not to mention turnover—than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.

As the KGB rezident at Leningrad State University and as an employee of the Leningrad Fifth Chief Directorate, where he worked as a member of the active reserves after returning from East Germany, Putin would certainly have had access to the lists of agents and informants who worked for the KGB during the Soviet period. He also would have been tasked to monitor political activity among faculty and students at the university. Lieutenant Colonel Andrey Zykov,XVII the lead Russian investigator in St. Petersburg for especially important cases, who was assigned to examine Putin’s activities for criminal behavior, even went so far as to allege that two of Putin’s later associates, Anatoliy Sobchak and Dmitriy Medvedev, both of whom were teaching law at Leningrad State University at the time, had provided Putin with information (“I Anatoliy Sobchak, i Dmitriy Medvedev byli ego stykachkami”).127 Thus Putin would not have been the only person interested in “cleansing” his own file of damaging materials. Eastern Europe at this time was awash with exposés as high-ranking politicians were unmasked as agents of either the KGB or local security services. No one in Russia wanted a repeat of this, and indeed there has never been such a period in post-Soviet Russia. Clearly the KGB got there first, and files, lots of files, were burned. As mentioned earlier, Putin himself admits that in Dresden, after the Berlin Wall came down in November 1989, he burned so many files that the furnace exploded. But also the entire mood in Russia, the heart of the Soviet Empire, was quite different compared to the rest of the Soviet Bloc—it was one thing to unmask someone in Poland who had worked for the Russians; it was quite another to reveal that a Russian son had been spying on his father, for example.128 Russians as a whole sensed that such a settling of accounts would be divisive, ruinous, and pointless. And those tens of thousands of people coming out of the collapsed CPSU and KGB had other tasks in mind—most notably making a living in new conditions. The elites from these two organizations knew where the money was and how to use it. They had more lucrative assignments in mind than revenge.

With no middle management and little staff, Teal Organizations dispense with the usual control mechanisms; they are built on foundations of mutual trust. Zobrist has written a book outlining FAVI’s practices that is subtitled: L’entreprise qui croit que l’Homme est bon (“The organization that believes that mankind is good”). The heart of the matter is that workers and employees are seen as reasonable people that can be trusted to do the right thing. With that premise, very few rules and control mechanisms are needed. Before

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?

There are organizations that talk a lot about the customer and then completely neglect the people that deal with the customer—the employees. The PC principle is to always treat your employees exactly as you want them to treat your best customers. You can buy a person’s hand, but you can’t buy his heart. His heart is where his enthusiasm, his loyalty is. You can buy his back, but you can’t buy his brain. That’s where his creativity is, his ingenuity, his resourcefulness. PC work is treating employees as volunteers just as you treat customers as volunteers, because that’s what they are. They volunteer the best part—their hearts and minds. *

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.

A truly effective corporate wellness program is not just a benefit; it's an investment in the heart of the organization—its people. When employees feel cared for, they thrive, and so does the entire workplace.

Purpose creates a unifying vision for all of a company’s stakeholders, including its employees, customers, partners, and shareholders. It drives ethical behavior and creates an essential check on actions that go against the best interests of stakeholders. Finally, it’s a powerful driver of culture, providing a framework for consistent decision-making throughout an organization, which ultimately helps sustain long-term financial returns for the company’s shareholders.

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Skip table Area Description Desirable features Key benefits eg Youth Services Organization Purpose ​–​Why do we exist beyond financial gain? ​–​Emotional appeal ​–​The emphasis shouldn’t change over time ​–​Calls for a togetherness ​–​Grabs attention ​–​Memorable ​–​Benefits selected stakeholders (eg employees, customers, society) ​–​Heart then head appeal ​–​Inspires selflessness ​–​Creates belonging ​–​Catalyst for collaboration ​–​Helps people find meaning ​–​Attracts followers ​–​Creates advocates ​–​To give hope to vulnerable young people Vision ​–​What would success look, feel and sound like? ​–​Brings purpose to life ​–​Evokes imagery ​–​Takes a long-term view ​–​Increases clarity ​–​Has uniqueness ​–​Presents a challenge ​–​Commercial reference ​–​Provides an impetus for and inspires action ​–​Creates focus beyond the day-to-day activities ​–​Provides a benchmark to measure progress against ​–​To become the most respected, innovative and sustainably funded youth services provider in xx countries

At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours.

Employees are the heart of any company; nurturing their growth leads to a flourishing organization.

Unfortunately, the trend in many organizations is to design learning to be as easy as possible. Aiming to respect their employees’ busy lives, companies build training programs that can be done at any time, with no prerequisites, and often on a mobile device. The result is fun and easy training programs that employees rave about (making them easier for developers to sell) but don’t actually instill lasting learning.