Employees Engagement Quotes

You can’t have trust without fairness

It’s exceedingly difficult for employees to have the company’s back when they can’t trust the company to have theirs. Actually, it’s impossible.

Fairness isn’t about charity. It’s smart business.

Hiring is not as simple as you think. You have to make sure you are hiring somebody who is going to be a great fit in the kind of employee tribe you’re building.

Transparency when things are going well and even when things are going bad, keeps all your employees in the chain which makes them feel connected to the project even more.

Low employee engagement is a symptom of a suboptimal workplace culture

How power is used in organizations determines whether it unites us with trust or divides us with fear

Your employees shouldn’t be scared of being let go but you should be scared of them leaving you.

Perceptions of unfairness operate on a continuum

Bias in the workplace is a form of tribalism – you’re either in or out

Real leadership is treating your least favorite employee the same as your favorite

Employees are savvy. They know the difference between disguising and remedying unfairness at work

Fairness is a leadership superpower. 

The imbalance of power in the employee-employer relationship puts the onus on leaders to address fairness at work

The job facing production managers focuses on how to help their team maintain hope while also addressing the sometimes brutal or dismal facts of their situation. If the truth of their position remains unseen, they will never grow the skills necessary to resolve it.

People don't change that much. Instead of trying to put in what God left out, try drawing out what God left in!

When you give an assignment, don’t take it back!

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillets to ensure that the objective is accomplished.

Managing activities, not results, requires a comprehensive application of the skills inherent in gained ownership. It is the true test of your management abilities and will cause you the greatest amount of personal growth and satisfaction.

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

Even as an entrepreneur, you need to see yourself as an employee of your business.

A good manager is more eager to compliment peoples strengths than they are to criticize their weaknesses.

He who asks a question is a fool for five minutes; he who does not ask a question remains a fool forever.” —Chinese proverb

Working harder to achieve results usually results in frustration and failure. The focus of work is the activities that generate results, not the results themselves.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

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)

Don't be that employee that complains all the time!

The big deal is that if employees aren't engaged, your company will suffer.

Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.

I think I screamed. She certainly did. I started to walk away, she followed. We continued to scream at each other. We were in the middle of a busy square. People stopped to look at us. A lot of people. I wonder now what they thought. That Jin-Ae was my wife? My lover? Surely not an ambitious employee haranguing her boss!

The schoolmaster is the person who takes the children off the parents' hands for a consideration. That is to say, he establishes a child prison, engages a number of employee schoolmasters as turnkeys, and covers up the essential cruelty and unnaturalness of the situation by torturing the children if they do not learn, and calling this process, which is within the capacity of any fool or blackguard, by the sacred name of Teaching.

You get teamwork in the workplace by giving teamwork in the workplace. It's not only about your personal career success or your colleagues' personal career success, but it's also about the success of the company - which is good for everyone employed at the company.

When your employees enjoy holistic health, your business is better able to add value and serve it's customers.

When employees see each other as teammates and encourage each other to do a better job, everyone in the company shares in the rewards.

As an employee, you should care about the profitability of your employer. If the company you work for is succeeding in the marketplace, that means more job security for you.

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

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

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

When employees are unhappy with their job, they underperform and they're less productive. Smart employers invest in employee happiness.

My men are my money.

Great managers play favorites and spend most of their time with their most productive people. Not because they discriminate, but because they deserve the attention and have so much to teach you.

Leadership is about guidance and coaching, not about control or authority.

Every human being that works has to know that what they do matters to another human being.

In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less.

The job of human resources is to make sure that resources come to work with their hearts and go back to their homes with happiness.

When your employees are happy at work, they do a better job. And when they do a better job, customers feel it. And when customers feel that happiness coming from a companies employees, it's like they just wanna spend their money there.

A leader’s words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor’s heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal.

Employee Engagement: The state at which there is reciprocal trust between the employee and leadership to do what's right however, whenever and with whomever.

Trusting your team means letting go and having faith in their abilities and their capacity for making good decisions.

Human beings need to be needed, and they need to be reminded of this pretty much every day. They need to know that they are helping others, not merely serving themselves.

We are each responsible for results. When every employee has this mindset of personal responsibility, the whole company is better for it.

Even if it looks like, it is not funny. Folks don’t stay back, only for money.

a small group of inspired and engaged employees can have a positive impact on the entire organization.

For matured organisations with digitally empowered employees, working from home during lockdown due to COVID-19, is nothing but BAU, they are achieving, employees are engaged and trust is built.

Gallup found that the key drivers of productivity for employees include whether they feel cared for by a supervisor or someone at work; whether they have received recognition or praise during the past seven days; and whether someone at work regularly encourages their development. Put another way, the ability to communicate consistently positive energy lies at the heart of effective management.

Because people who aren't good at their jobs don't want to be measured, because then they have to be accountable for something. Great employees love that kind of accountability. They crave it. Poor ones run away from it.

To foster a solution mindset, tell employees that you are not interested in who or what caused the problem. You are only interested in hearing how we plan to go beyond the problem.

Applying a Holistic Wealth lens to our decision-making going forward is critical. Ideally, every organization should have trained Holistic Wealth Consultants (by the Institute on Holistic Wealth), embedded into teams and employee resource groups. Holistic Wealth Coaching is critical.

The sustainable success of digital transformation comes from a carefully planned organisational change management process that meets two key objectives, one being the company culture, and the other one is empowering its employees

Employment is a social thing and not just a transactional thing. Good salaries and wages are good. Perks and benefits are good. But also, having managers and leaders in place who are kind and genuine and caring towards employees - having that type of atmosphere at the company - that contributes a lot to employee happiness and employee productivity.

Success is the result of actions. Stop wishing and start doing.

To lead, you have to care. You can’t fake it.

You can’t inspire and lead people without earning their attention. You achieve that in a counter-intuitive way – by paying close attention to what interests them.

America is the only country in the world in which employees work more hours per week than the Japanese.

The most common reason that employees fail to meet performance expectations is that those expectations were never made clear in the first place.

In the past a leader was a boss. Today’s leaders must be partners with their people.” —Ken Blanchard

Good management has considerable impact on engagement levels of the employees and drives them towards excellent performances.

It is equally important to know if we have a happy and engaged workforce as it is to have a profitable bottom line.

When employees feel valued, and are more productive and engaged, they create a culture that can truly be a strategic advantage in today’s competitive market.

Without a compelling cause, our employees are just putting in time. Their minds might be engaged, but their hearts are not. Meaning precedes motivation.

Being grounded in your lifelong culture and your personal perspective, you are comfortable with the way you see things and may believe it is the best and only way.

One good question and one good answer are services to all. A sure sign of a troubled company is one where employees don’t care enough to ask and, if that’s the case, they’ll never care enough to fully deploy their talent. Just as curiosity is an antidote to boredom and indifference, the informed are more likely to remain interested, engaged, and alive with purpose.

If you believe that the primary reason that people fail to meet goals has to do more with them than you, then you should not be in the business of supervising, developing, or leading people.

In light of our results, managers who say—or secretly believe—that employees work better under pressure, uncertainty, unhappiness, or fear are just plain wrong. Negative inner work life has a negative effect on the four dimensions of performance: people are less creative, less productive, less deeply committed to their work, and less collegial to each other when their inner work lives darken.

It’s easy. Treat employees fairly and respectfully. Listen to them. Help them get what they want and need. Thank them. Challenge and develop them. Care about them, and you will engage and retain them.

Employees come to us in a state of readiness to engage, and it is the behavior and decisions of managers and organizational leaders that can result in even the best employees becoming disengaged over time.

For a service business, nothing is more valuable than engaged employees who feel they can make a difference and want to stay with the organization. Turnover is costly. The best turnover is internal turnover, where people are growing their careers within your enterprise rather than moving someplace else. People aren’t wired to be nomads. They just need to find a place where they feel they can make a real impact.

Our cultural lens is so much a part of us that we are not even aware of how obvious it is to others. Like the nose on your face, you may forget that it is there, but everyone else sees it. I can’t look at you and not see your nose.

Communicating on the surface can be easy. But when you want to dig deeper and connect with more profound impact, you’ll need to achieve greater understanding, especially when others have personalities, experiences, needs, and preferences different from your own.

External initiatives and perks never truly motivate people for the long term. Instead, only internal drivers—such as meaningful engagement, connectedness, and feeling valued—can engage employees on the deeper level needed for long-term commitment and productivity.

How you got your college education mattered most.” And two experiences stood out from the poll of more than one million American workers, students, educators, and employers: Successful students had one or more teachers who were mentors and took a real interest in their aspirations, and they had an internship related to what they were learning in school. The most engaged employees, said Busteed, consistently attributed their success in the workplace to having had a professor or professors “who cared about them as a person,” or having had “a mentor who encouraged their goals and dreams,” or having had “an internship where they applied what they were learning.” Those workers, he found, “were twice as likely to be engaged with their work and thriving in their overall well-being.” There’s a message in that bottle.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

If telling more doesn’t create the results she wants, the leader may “sell” her ideas to get people on board; when this doesn’t work, she is inclined to “yell” to get results. Yet employees don’t want more “vision,” they want deeper engagement with leaders who can help them execute the vision.

Your encounters will be more successful when you slow down, pay attention, and become more mindfully aware of the world around you. Heightening your awareness in your social, situational, contextual, orientational, and cultural scenarios will improve your agility as you adapt to new social settings.

Destroyed, that is, were not only men, women and thousands of children but also restaurants and inns, laundries, theater groups, sports clubs, sewing clubs, boys’ clubs, girls’ clubs, love affairs, trees and gardens, grass, gates, gravestones, temples and shrines, family heirlooms, radios, classmates, books, courts of law, clothes, pets, groceries and markets, telephones, personal letters, automobiles, bicycles, horses—120 war-horses—musical instruments, medicines and medical equipment, life savings, eyeglasses, city records, sidewalks, family scrapbooks, monuments, engagements, marriages, employees, clocks and watches, public transportation, street signs, parents, works of art. “The whole of society,” concludes the Japanese study, “was laid waste to its very foundations.”2698 Lifton’s history professor saw not even foundations left. “Such a weapon,” he told the American psychiatrist, “has the power to make everything into nothing.

Your thoughts become your attitudes, which become your actions, which become your behavior, which become your habits, which become your lifestyle, and inevitably determine your outcomes. Utilize this circular truth by using positive thoughts to create positive outcomes. It is a choice you get to make every day. Choose wisely.

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.

[Studies have found] that the typical entrepreneur earns less monetary compensation than her employee counterpart. Why then do so many entrepreneurs willingly engage in what is inherently risky activity? Because the additional psychic rewards—being one’s own boss, pride in self-accomplishment, and so forth—make the entrepreneurial endeavor worthwhile even if the entrepreneur does not gain the mega-prize. This, in turn, helps explain why entrepreneurs have a comparative advantage relative to large companies in attempting to discover and commercialize breakthrough innovations. Because a not insignificant portion of the entrepreneur’s “income” from her activity is psychic, the entrepreneur is the low-cost provider of radical innovation.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

It is more important to look holistically at the root of why anyone would want to avoid work so badly that they’d game the system and leave the workforce altogether. When work is fulfilling, dignifying, respects our skills and nourishes our talents and souls, it becomes a pleasure not a burden; something we would look for not run away from. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

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

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.

to stand up for human goodness is to take a stand against the powers that be. For the powerful, a hopeful view of human nature is downright threatening. Subversive. Seditious. It implies that we’re not selfish beasts that need to be reined in, restrained and regulated. It implies that we need a different kind of leadership. A company with intrinsically motivated employees has no need of managers; a democracy with engaged citizens has no need of career politicians.

1. Live (or work) in the moment. Instead of always thinking about what’s next on your to-do list, focus on the task or conversation at hand. You will become not only more productive but also more charismatic. 2. Tap into your resilience. Instead of living in overdrive, train your nervous system to bounce back from setbacks. You will naturally reduce stress and thrive in the face of difficulties and challenges. 3. Manage your energy. Instead of engaging in exhausting thoughts and emotions, learn to manage your stamina by remaining calm and centered. You’ll be able to save precious mental energy for the tasks that need it most. 4. Do nothing. Instead of spending all your time focused intently on your field, make time for idleness, fun, and irrelevant interests. You will become more creative and innovative and will be more likely to come up with breakthrough ideas. 5. Be good to yourself. Instead of only playing to your strengths and being self-critical, be compassionate with yourself and understand that your brain is built to learn new things. You will improve your ability to excel in the face of challenge and learn from mistakes. 6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence. These

In airplane crashes and chemical industry accidents, in the infrequent but serious nuclear plant accidents, in the NASA Challenger and Columbia disasters, and in the British Petroleum gulf spill, a common finding is that lower-ranking employees had information that would have prevented or lessened the consequences of the accident, but either it was not passed up to higher levels, or it was ignored, or it was overridden. When I talk to senior managers, they always assure me that they are open, that they want to hear from their subordinates, and that they take the information seriously. However, when I talk to the subordinates in those same organizations, they tell me either they do not feel safe bringing bad news to their bosses or they’ve tried but never got any response or even acknowledgment, so they concluded that their input wasn’t welcome and gave up. Shockingly often, they settled for risky alternatives rather than upset their bosses with potentially bad news. When I look at what goes on in hospitals, in operating rooms, and in the health care system generally, I find the same problems of communication exist and that patients frequently pay the price. Nurses and technicians do not feel safe bringing negative information to doctors or correcting a doctor who is about to make a mistake. Doctors will argue that if the others were “professionals” they would speak up, but in many a hospital the nurses will tell you that doctors feel free to yell at nurses in a punishing way, which creates a climate where nurses will certainly not speak up. Doctors engage patients in one-way conversations in which they ask only enough questions to make a diagnosis and sometimes make misdiagnoses because they don’t ask enough questions before they begin to tell patients what they should do.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

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.

Within the West, the big social inventions have always been happy to define the individual. At various times and to various degrees, social programming has had a ready answer to the question of what the good life meant: being a good Christian, a good citizen, rich, an A student, or a good manager or employee. Imagine defining yourself instead as someone who defines institutions rather than being defined by them. Then imagine what sort of social invention you would have to engage in to create something akin to a school, a church, a government, or a business that would facilitate the person you aspire to be. No Lutheran will ever be as fully expressed as Martin Luther. No Mormon will ever realize her potential the way that Joseph Smith did. No Muslim will ever be more righteous than Mohammed. No Christian will ever be more perfect than Christ, no Jew more law abiding than Moses. Millions – even billions – of people do honor these amazing men by following their example, trying to emulate them. Yet what is interesting is that if a person were really intent on following their example they would refuse to be constrained by their example. That is, if you really want to imitate Joseph Smith or Mohammed or Martin Luther you would never become a Mormon or Muslim or Lutheran. You would, instead, start your own religion in which you subordinate tradition to your own convictions and revelations. You would trust in yourself enough to create rather than imitate. If that sounds irreligious to you, you are wrong. No follower of these men is more religious than they were. (And of course at the time, most people thought of these men as heretics, not true prophets.) Progress is the product of invention. Specifically, progress depends on social invention that subordinates the past to the future, that changes what has been created by past generations in order to realize what is possible for future generations.