Employees First Quotes

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Somebody once said that in looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if you don’t have the first, the other two will kill you. You think about it; it’s true. If you hire somebody without [integrity], you really want them to be dumb and lazy.
Warren Buffett
It is a curious thing, but as one travels the world getting older and older, it appears that happiness is easier to get used to than despair. The second time you have a root beer float, for instance, your happiness at sipping the delicious concoction may not be quite as enormous as when you first had a root beer float, and the twelfth time your happiness may be still less enormous, until root beer floats begin to offer you very little happiness at all, because you have become used to the taste of vanilla ice cream and root beer mixed together. However, the second time you find a thumbtack in your root beer float, your despair is much greater than the first time, when you dismissed the thumbtack as a freak accident rather than part of the scheme of a soda jerk, a phrase which here means "ice cream shop employee who is trying to injure your tongue," and by the twelfth time you find a thumbtack, your despair is even greater still, until you can hardly utter the phrase "root beer float" without bursting into tears. It is almost as if happiness is an acquired taste, like coconut cordial or ceviche, to which you can eventually become accustomed, but despair is something surprising each time you encounter it.
Lemony Snicket (The End (A Series of Unfortunate Events, #13))
The cynical would say there was only one reason a high-profile specialist finally took up the cause. On June 7, 1925, the first male employee of the United States Radium Corporation died.
Kate Moore (The Radium Girls: The Dark Story of America's Shining Women)
Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.
Richard Branson
I always get so overwhelmed trying to do everything perfectly. I can't do a job and not put everything I have into it. I need to be the best employee, the best co-worker, the best whatever. I need everyone to like me and I just burn out bending over backward to make that happen. Having people be mad at me is my worst fear. I can't stand it. There is this crazy fear I have of being rejected by anyone - even people I don't really care about. It's always better to leave them first, cut all ties, and disappear. They can't hurt me that way - no one can.
Nic Sheff (Tweak: Growing Up On Methamphetamines)
The first and the only rule of team building is employees being comfortable with each other.
Pooja Agnihotri (17 Reasons Why Businesses Fail :Unscrew Yourself From Business Failure)
You did what you were told or you didn't get paid, and if things went wrong it wasn't your problem. It was the fault of whatever idiot has accepted this message for sending in the first place. No one cared about you, and everyone at headquarters was an idiot. It wasn't your fault, no one listened to you. Headquarters had even started an Employee of the Month scheme to show how much they cared. That was how much they didn't care.
Terry Pratchett (Going Postal (Discworld, #33))
You eat the room service employees every time?” Denise asked, shocked. “Of course. But don’t fret on their behalf. I always tip well.
Jeaniene Frost (First Drop of Crimson (Night Huntress World, #1))
The unwritten motto of United States Robot and Mechanical Men Corp. was well-known: “No employee makes the same mistake twice. He is fired the first time.
Isaac Asimov (I, Robot)
People don't change that much. Instead of trying to put in what God left out, try drawing out what God left in!
Curt Coffman (First, Break All the Rules: What the World's Greatest Managers Do Differently)
When people say the word "convention," they are usually referring to large gatherings of the employees of companies and corporations who attend a mass assembly, usually in a big hotel somewhere, for the purpose of pretending to learn stuff when they are in fact enjoying a free trip somewhere, time off work, and the opportunity to flirt with strangers, drink, and otherwise indulge themselves. The first major difference between a business convention and a fan-dom convention is that fandom doesn’t bother with the pretenses. They’re just there to have a good time. The second difference is the dress code— the ensembles at a fan convention tend to be considerably more novel.
Jim Butcher (Proven Guilty (The Dresden Files, #8))
The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.
Marcus Buckingham (First, Break All the Rules: What the World's Greatest Managers Do Differently)
The Struggle is when you wonder why you started the company in the first place. The Struggle is when people ask you why you don’t quit and you don’t know the answer. The Struggle is when your employees think you are lying and you think they may be right. The Struggle is when food loses its taste.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
She always set three alarms for fear that the first employees to arrive would discover her sleeping - a Goldilocks without her bears
Billie Letts (Where the Heart Is)
Youth was the time for happiness, its only season; young people, leading a lazy, carefree life, partially occupied by scarcely absorbing studies, were able to devote themselves unlimitedly to the liberated exultation of their bodies. They could play, dance, love, and multiply their pleasures. They could leave a party, in the early hours of the morning, in the company of sexual partners they had chosen, and contemplate the dreary line of employees going to work. They were the salt of the earth, and everything was given to them, everything was permitted for them, everything was possible. Later on, having started a family, having entered the adult world, they would be introduced to worry, work, responsibility, and the difficulties of existence; they would have to pay taxes, submit themselves to administrative formalities while ceaselessly bearing witness--powerless and shame-filled--to the irreversible degradation of their own bodies, which would be slow at first, then increasingly rapid; above all, they would have to look after children, mortal enemies, in their own homes, they would have to pamper them, feed them, worry about their illnesses, provide the means for their education and their pleasure, and unlike in the world of animals, this would last not just for a season, they would remain slaves of their offspring always, the time of joy was well and truly over for them, they would have to continue to suffer until the end, in pain and with increasing health problems, until they were no longer good for anything and were definitively thrown into the rubbish heap, cumbersome and useless. In return, their children would not be at all grateful, on the contrary their efforts, however strenuous, would never be considered enough, they would, until the bitter end, be considered guilty because of the simple fact of being parents. From this sad life, marked by shame, all joy would be pitilessly banished. When they wanted to draw near to young people's bodies, they would be chased away, rejected, ridiculed, insulted, and, more and more often nowadays, imprisoned. The physical bodies of young people, the only desirable possession the world has ever produced, were reserved for the exclusive use of the young, and the fate of the old was to work and to suffer. This was the true meaning of solidarity between generations; it was a pure and simple holocaust of each generation in favor of the one that replaced it, a cruel, prolonged holocaust that brought with it no consolation, no comfort, nor any material or emotional compensation.
Michel Houellebecq (The Possibility of an Island)
first, accept life cycles and seasons; second, accept that life produces too much life, and third, accept that incurable illness and sometimes evil are part of life too. Taken together, these three principles will help you to make peace with endings, so that when their time has come, you will be able to do what you need to do.
Henry Cloud (Necessary Endings: The Employees, Businesses, and Relationships That All of Us Have to Give Up in Order to Move Forward)
It’s the first thing I always say at our new employee training seminars. I gaze around the room, pick one person, and have him stand up. And this is what I say: I have some good news for you, and some bad news. The bad news first. We’re going to have to rip off either your fingernails or your toenails with pliers. I’m sorry, but it’s already decided. It can’t be changed. I pull out a huge, scary pair of pliers from my briefcase and show them to everybody. Slowly, making sure everybody gets a good look. And then I say: Here’s the good news. You have the freedom to choose which it’s going to be—your fingernails, or your toenails. So, which will it be? You have ten seconds to make up your mind. If you’re unable to decide, we’ll rip off both your fingernails and your toenails. I start the count. At about eight seconds most people say, ‘The toes.’ Okay, I say, toenails it is. I’ll use these pliers to rip them off. But before I do, I’d like you to tell me something. Why did you choose your toes and not your fingers? The person usually says, ‘I don’t know. I think they probably hurt the same. But since I had to choose one, I went with the toes.’ I turn to him and warmly applaud him. And I say, Welcome to the real world.
Haruki Murakami (Colorless Tsukuru Tazaki and His Years of Pilgrimage)
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)
Vineet Nayar (Employees First, Customers Second: Turning Conventional Management Upside Down)
As the first dozen or so employees came to the offices, they were told that SpaceX’s mission would be to emerge as the “Southwest Airlines of Space.
Ashlee Vance (Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future)
Which came first: the change-ready company or the change-ready employee?
Lorii Myers (Targeting Success, Develop the Right Business Attitude to be Successful in the Workplace (3 Off the Tee, #1))
If employees are doing something wrong or are making a mistake, I am doubly careful not to hurt their feelings and make them feel small or embarrassed. I just use four simple steps: “First, I talk to them privately. “Second, I praise them for what they are doing well. “Third, I point out the one thing at the moment that they could do better and I help them find the way. “Fourth, I praise them again on their good points.
David J. Schwartz (The Magic of Thinking Big)
In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
The vacancy in your heart doesn't connotes that nobody is seeking for the job of servicing your feelings, but because the employee must first have all the necessary credentials needed for the job.
Michael Bassey Johnson
People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
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.
Curt Coffman (First, Break All the Rules: What the World's Greatest Managers Do Differently)
Okay, here’s the first speech. You guys know what ‘black’ means, right? It means a program or project that is not acknowledged by the government. People pretend it doesn’t exist. The Campus takes that one step further: We really do not exist. There is not a single written document in the possession of any government employee that has a single word about us. From this moment on, you two young gentlemen do not exist.
Tom Clancy (The Teeth of the Tiger (Jack Ryan, Jr., #1))
in most hierarchies, super-competence is more objectionable than incompetence.” He warned that extremely skilled and productive employees often face criticism, and are fired if they don’t start performing worse. Their presence “disrupts and therefore violates the first commandment of hierarchical life: the hierarchy must be preserved.
Laurence J. Peter (The Peter Principle: Why Things Always Go Wrong)
You get paid for the seven and a half hours a day you put in here,” Kelly often told new Bell Labs employees in his speech to them on their first day, “but you get your raises and promotions on what you do in the other sixteen and a half hours.
Jon Gertner (The Idea Factory: Bell Labs and the Great Age of American Innovation)
MICHAEL: Maybe just this: A manager has got to remember that he is on stage every day. His people are watching him. Everything he does, everything he says, and the way he says it, sends off clues to his employees. These clues affect performance. So never forget you are on that stage.
Marcus Buckingham (First, Break All the Rules: What the World's Greatest Managers Do Differently)
Women are taught that to be a good woman you need to be good for other people. If your kids are happy, then you're a good mom. If your husband is happy, you're a good wife. How about a good daughter, employee, sister, friend? All of your value is essentially wrapped up in other people's happiness. How can anyone successfully navigate that for a lifetime? How can anyone dream of more? How can anyone follow their what if, if they need someone else to approve of it first?
Rachel Hollis (Girl, Stop Apologizing: A Shame-Free Plan for Embracing and Achieving Your Goals)
With his final blow delivered, he pulls me up toward him, first by my hips, and then by my hair. Groping my breasts and kissing me, he is full of congratulations. ‘Well done, Megan, you took your punishment well. Now it’s time for your reward.
Felicity Brandon (Disciplinary Action)
No,” said a third student. “Novartis is a public company. It’s not the boss or the board who decides. It’s the shareholders. If the board changes its priorities the shareholders will just elect a new board.” “That’s right,” I said. “It’s the shareholders who want this company to spend their money on researching rich people’s illnesses. That’s how they get a good return on their shares.” So there’s nothing wrong with the employees, the boss, or the board, then. “Now, the question is”—I looked at the student who had first suggested the face punching—“who owns the shares in these big pharmaceutical companies?” “Well, it’s the rich.” He shrugged. “No. It’s actually interesting because pharmaceutical shares are very stable. When the stock market goes up and down, or oil prices go up and down, pharma shares keep giving a pretty steady return. Many other kinds of companies’ shares follow the economy—they do better or worse as people go on spending sprees or cut back—but the cancer patients always need treatment. So who owns the shares in these stable companies?” My young audience looked back at me, their faces like one big question mark. “It’s retirement funds.” Silence. “So maybe I don’t have to do any punching, because I will not meet the shareholders. But you will. This weekend, go visit your grandma and punch her in the face. If you feel you need someone to blame and punish, it’s the seniors and their greedy need for stable stocks.
Hans Rosling (Factfulness: Ten Reasons We're Wrong About the World—and Why Things Are Better Than You Think)
The cynical would say there was only one reason a high-profile specialist finally took up the cause. On June 7, 1925, the first male employee of the United States Radium Corporation died. “The first case that was called to my attention,” Martland later remarked, “was a Dr.
Kate Moore (The Radium Girls: The Dark Story of America's Shining Women)
When language works to make you question your own perceptions, whether at work or at church, that’s a form of gaslighting. I first came across the term “gaslighting” in the context of abusive romantic partners, but it shows up in larger-scale relationships, too, like those between bosses and their employees, politicians and their supporters, spiritual leaders and their devotees. Across the board, gaslighting is a way of psychologically manipulating someone (or many people) such that they doubt their own reality, as a way to gain and maintain control.
Amanda Montell (Cultish: The Language of Fanaticism)
Even more than the rest, these five questions are most directly influenced by the employee’s immediate manager. What does this tell us? It tells us that people leave managers, not companies.
Marcus Buckingham (First, Break All the Rules: What the World's Greatest Managers Do Differently)
An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.
Clayton M. Christensen (The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change))
There has to be a way to redirect employee's driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession.
Marcus Buckingham
For instance, in the design stages for a new mouse for an early Apple product, Jobs had high expectations. He wanted it to move fluidly in any direction—a new development for any mouse at that time—but a lead engineer was told by one of his designers that this would be commercially impossible. What Jobs wanted wasn’t realistic and wouldn’t work. The next day, the lead engineer arrived at work to find that Steve Jobs had fired the employee who’d said that. When the replacement came in, his first words were: “I can build the mouse.
Ryan Holiday (The Obstacle is the Way: The Timeless Art of Turning Adversity to Advantage)
Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.
Marcus Buckingham
What do you have to forget or overlook in order to desire that this dysfunctional clan once more occupies the White House and is again in a position to rent the Lincoln Bedroom to campaign donors and to employ the Oval Office as a massage parlor? You have to be able to forget, first, what happened to those who complained, or who told the truth, last time. It's often said, by people trying to show how grown-up and unshocked they are, that all Clinton did to get himself impeached was lie about sex. That's not really true. What he actually lied about, in the perjury that also got him disbarred, was the women. And what this involved was a steady campaign of defamation, backed up by private dicks (you should excuse the expression) and salaried government employees, against women who I believe were telling the truth. In my opinion, Gennifer Flowers was telling the truth; so was Monica Lewinsky, and so was Kathleen Willey, and so, lest we forget, was Juanita Broaddrick, the woman who says she was raped by Bill Clinton. (For the full background on this, see the chapter 'Is There a Rapist in the Oval Office?' in the paperback version of my book No One Left To Lie To. This essay, I may modestly say, has never been challenged by anybody in the fabled Clinton 'rapid response' team.) Yet one constantly reads that both Clintons, including the female who helped intensify the slanders against her mistreated sisters, are excellent on women's 'issues.
Christopher Hitchens
As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.
Marcus Buckingham (First, Break All the Rules: What the World's Greatest Managers Do Differently)
How do people get to this clandestine Archipelago? Hour by hour planes fly there, ships steer their course there, and trains thunder off to it--but all with nary a mark on them to tell of their destination. And at ticket windows or at travel bureaus for Soviet or foreign tourists the employees would be astounded if you were to ask for a ticket to go there. They know nothing and they've never heard of the Archipelago as a whole or any one of its innumerable islands. Those who go to the Archipelago to administer it get there via the training schools of the Ministry of Internal Affairs. Those who go there to be guards are conscripted via the military conscription centers. And those who, like you and me, dear reader, go there to die, must get there solely and compulsorily via arrest. Arrest! Need it be said that it is a breaking point in your life, a bolt of lightning which has scored a direct hit on you? That it is an unassimilable spiritual earthquake not every person can cope with, as a result of which people often slip into insanity? The Universe has as many different centers as there are living beings in it. Each of us is a center of the Universe, and that Universe is shattered when they hiss at you: "You are under arrest." If you are arrested, can anything else remain unshattered by this cataclysm? But the darkened mind is incapable of embracing these dis­placements in our universe, and both the most sophisticated and the veriest simpleton among us, drawing on all life's experience, can gasp out only: "Me? What for?" And this is a question which, though repeated millions and millions of times before, has yet to receive an answer. Arrest is an instantaneous, shattering thrust, expulsion, somer­sault from one state into another. We have been happily borne—or perhaps have unhappily dragged our weary way—down the long and crooked streets of our lives, past all kinds of walls and fences made of rotting wood, rammed earth, brick, concrete, iron railings. We have never given a thought to what lies behind them. We have never tried to pene­trate them with our vision or our understanding. But there is where the Gulag country begins, right next to us, two yards away from us. In addition, we have failed to notice an enormous num­ber of closely fitted, well-disguised doors and gates in these fences. All those gates were prepared for us, every last one! And all of a sudden the fateful gate swings quickly open, and four white male hands, unaccustomed to physical labor but none­theless strong and tenacious, grab us by the leg, arm, collar, cap, ear, and drag us in like a sack, and the gate behind us, the gate to our past life, is slammed shut once and for all. That's all there is to it! You are arrested! And you'll find nothing better to respond with than a lamblike bleat: "Me? What for?" That's what arrest is: it's a blinding flash and a blow which shifts the present instantly into the past and the impossible into omnipotent actuality. That's all. And neither for the first hour nor for the first day will you be able to grasp anything else.
Aleksandr Solzhenitsyn (The Gulag Archipelago, 1918-1956: An Experiment in Literary Investigation V-VII)
If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency. Later, I’m going to challenge some of Dalio’s principles, but first I want to explain the weapons he has used to wage a war on groupthink.
Adam M. Grant (Originals: How Non-Conformists Move the World)
State philosophy reposes on a double identity: of the thinking subject, and of the concepts it creates and to which it lends its own presumed attributes of sameness and constancy. The subjects, its concepts, and also the objects in the world to which the concepts are applied have a shared, internal essence: the self-resemblance at the basis of identity. Representational thought is analogical; its concern is to establish a correspondence between these symmetrically structured domains. The faculty of judgment is the policeman of analogy, assuring that each of these terms is honestly itself, and that the proper correspondences obtain. In thought its end is truth, in action justice. The weapons it wields in their pursuit are limitive distribution (the determination of the exclusive set of properties possessed by each term in contradistinction to the others: logos, law) and hierarchical ranking (the measurement of the degree of perfection of a term’s self-resemblance in relation to a supreme standard, man, god, or gold: value, morality). The modus operandi is negation: x = x = not y. Identity, resemblance, truth, justice, and negation. The rational foundation for order. The established order, of course: philosophers have traditionally been employees of the State. The collusion between philosophy and the State was most explicitly enacted in the first decade of the nineteenth century with the foundation of the University of Berlin, which was to become the model of higher learning throughout Europe and in the United States. The goal laid out for it by Wilhelm von Humboldt (based on proposals by Fichte and Schleiermacher) was the ‘spiritual and moral training of the nation,’ to be achieved by ‘deriving everything from an original principle’ (truth), by ‘relating everything to an ideal’ (justice), and by ‘unifying this principle and this ideal to a single Idea’ (the State). The end product would be ‘a fully legitimated subject of knowledge and society’ – each mind an analogously organized mini-State morally unified in the supermind of the State. More insidious than the well-known practical cooperation between university and government (the burgeoning military funding of research) is its philosophical role in the propagation of the form of representational thinking itself, that ‘properly spiritual absolute State’ endlessly reproduced and disseminated at every level of the social fabric.
Gilles Deleuze (A Thousand Plateaus: Capitalism and Schizophrenia)
The economic metaphor came to be applied to every aspect of modern life, especially the areas where it simply didn't belong. In fields such as education, equality of opportunity, health, employee's rights, the social contract and culture, the first conversation to happen should be about values and principles; then you have the conversation about costs, and what you as a society can afford.
John Lanchester (I.O.U.: Why Everyone Owes Everyone and No One Can Pay)
Building an exceptional team or institution starts with a founder. But being a founder doesn’t mean starting a new company. It is within anyone’s grasp to be the founder and culture-creator of their own team, whether you are the first employee or joining a company that has existed for decades.
Laszlo Bock (Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead)
So after the family moved to New Jersey, she formally became NOA’s first employee and helped select a location for the new company’s office. Arakawa and his wife settled on a small space on the seventeenth floor of a Manhattan high-rise located in the center of the toy district at 25th Street and Broadway.
Blake J. Harris (Console Wars: Sega, Nintendo, and the Battle that Defined a Generation)
You will have to manage around the weaknesses of each and every employee. But if, with one particular employee, you find yourself spending most of your time managing around weaknesses, then know that you have made a casting error. At this point it is time to fix the casting error and to stop trying to fix the person.
Marcus Buckingham (First, Break All the Rules: What the World's Greatest Managers Do Differently)
I've never understood America,"said the king. "Neither do we, sir. You might say we have two governments, kind of overlapping. First we have the elected government. It's Democratic or Republican, doesn't make much difference, and then there's corporation government." "They get along together, these governments?" "Sometimes," said Tod. "I don't understand it myself. You see, the elected government pretends to be democratic, and actually it is autocratic. The corporation governments pretend to be autocratic and they're all the time accusing the others of socialism. They hate socialism." "So I have heard," said Pippin. "Well, here's the funny thing, sir. You take a big corporation in America, say like General Motors or Du Pont or U.S. Steel. The thing they're most afraid of is socialism, and at the same time they themselves are socialist states." The king sat bolt upright. "Please?" he said. "Well, just look at it, sir. They've got medical care for employees and their families and accident insurance and retirement pensions, paid vacations -- even vacation places -- and they're beginning to get guaranteed pay over the year. The employees have representation in pretty nearly everything, even the color they paint the factories. As a matter of fact, they've got socialism that makes the USSR look silly. Our corporations make the U.S. Government seem like an absolute monarchy. Why, if the U.S. government tried to do one-tenth of what General Motors does, General Motors would go into armed revolt. It's what you might call a paradox sir.
John Steinbeck (The Short Reign of Pippin IV)
Most satyrs excel at running away. Gleeson Hedge, however, was not most satyrs. He grabbed a barrel brush from his cart, yelled, "DIE!" and charged the three-hundred-pound manager. Even the automatons were too surprised to react, which probably saved Hedge's life. I grabbed the satyr's collar and dragged him backwards as the employees' first shots went wild, a barrage of bright orange discount stickers flying over our heads. I pulled Hedge down the aisle as he launched a fierce kick, overturning his shopping trolley at our enemies' feet. Another discount sticker grazed my arm with the force of an angry Titaness's slap. "Careful!" Macro yelled at his men. "I need Apollo in one piece, not half-off!
Rick Riordan (The Burning Maze (The Trials of Apollo, #3))
Those on the far right I came to know felt two things. First, they felt the deep story was true. Second, they felt that liberals were saying it was not true, and that they themselves were not feeling the right feelings. Blacks and women who were beneficiaries of affirmative action, immigrants, refugees, and public employees were not really stealing their place in line, liberals said. So don't feel resentful. Obama's help to these groups was not really a betrayal, liberals said. The success of those who cut ahead was not really at the expense of white men and their wives. In other words, the far right felt that the deep story was their real story and that there was a false PC cover-up of that story. They felt scorned. "People think we're not good people if we don't fee sorry for blacks and immigrants and Syrian refugees," one man told me. "But I am a good person and I don't feel sorry for them." With the cover-up, as my new friends explained to me, came the need to manage the appearance of their real feelings and even, to some extent, the feelings themselves. They didn't have to do this with friends, neighbors, and family. But they realized that the rest of America did not agree. ("I know liberals want us to feel sorry for blacks. I know they think they are so idealistic and we aren't," one woman told me.) My friends on the right felt obliged to try to modify their feelings, and they didn't like having to do that; they felt under the watchful eye of the "PC police." In the realm of emotions, the right felt like they were being treated as the criminals, and the liberals had the guns.
Arlie Russell Hochschild (Strangers in Their Own Land: Anger and Mourning on the American Right)
MISSIONARY: Look at you! You’re just wasting your life away, lying around like that. SAMOAN: Why? What do you think I should be doing? MISSIONARY: Well, there are plenty of coconuts all around here. Why not dry some copra and sell it? SAMOAN: And why would I want to do that? MISSIONARY: You could make a lot of money. And with the money you make, you could get a drying machine, and dry copra faster, and make even more money. SAMOAN: Okay. And why would I want to do that? MISSIONARY: Well, you’d be rich. You could buy land, plant more trees, expand operations. At that point, you wouldn’t even have to do the physical work anymore, you could just hire a bunch of other people to do it for you. SAMOAN: Okay. And why would I want to do that? MISSIONARY: Well, eventually, with all that copra, land, machines, employees, with all that money—you could retire a very rich man. And then you wouldn’t have to do anything. You could just lie on the beach all day.
David Graeber (Debt: The First 5,000 Years)
Yokoi was the first to admit it. “I don’t have any particular specialist skills,” he once said. “I have a sort of vague knowledge of everything.” He advised young employees not just to play with technology for its own sake, but to play with ideas. Do not be an engineer, he said, be a producer. “The producer knows that there’s such a thing as a semiconductor, but doesn’t need to know its inner workings. . . . That can be left to the experts.” He argued, “Everyone takes the approach of learning detailed, complex skills. If no one did this then there wouldn’t be people who shine as engineers. . . . Looking at me, from the engineer’s perspective, it’s like, ‘Look at this idiot,’ but once you’ve got a couple hit products under your belt, this word ‘idiot’ seems to slip away somewhere.
David Epstein (Range: Why Generalists Triumph in a Specialized World)
You have a visitors," Maximus stated. His face was impassive, but I still cringed, trying to discreetly tug my hand out of Vlad's. He let me go and folded his arms, smiling in that scary, pleasant way at Maximus. “And they are so important that you had to find me at once and enter without knocking?” I heard the threat behind those words and blanched. He wasn’t about to throw down on Maximus over this, was he? Don’t, I sent him, not adding the please only because I knew the word didn’t work on him. “Forgive me, but it’s Mencheres and his co-ruler,” Maximus stated, not sounding apologetic even though he bowed. “Their wives as well.” I started to slink away, sanity returning now that I wasn’t caught up by Vlad’s mesmerizing nearness. What had I been doing? Nothing smart, that was for sure. “Leila Stop,” Vlad said I kept heading for the door. “You have company, so I’ll just make myself scarce-“ “Stop” I did at his commanding tone, and then cursed. I wasn’t one of his employees-he had no right to order me around. “NO,” I said defiantly. “I’m sweaty, and bloody and I want to take a shower, so whatever you have to say, it can wait.” Maximus lost his impassive expression and looked at me as if I’d suddenly sprouted a second head. Vlad’s brow drew together and he opened his mouth, but before he could speak, laughter rang out from the hallway. “I simply must meet whoever has put you in your place so thoroughly, Tepesh,” an unfamiliar British voice stated. “Did I mention they were on their way down?” Maximus muttered before the gym door swung open and four people entered. The first was a short-haired brunet whose grin made me assume he was the one who’d greeted Vlad with the taunt. He was also handsome in a too-pretty way that made me think with less muscles, a wig, and some makeup he’d look great in a dress. Vlad’s scowl vanished into a smile as the brunet’s gaze swung in my direction as though he’d somehow heard that. “Looks as though she’s put you in your place as well, Bones,” Vlad drawled. “So it seems.” Bones replied, winking at me.” “But while I’ve worn many disguises, I draw the line at a dress.” My mouth dropped another mind reader?
Jeaniene Frost (Once Burned (Night Prince, #1))
At work, foreboding joy often shows up in more subtle and pernicious ways. It shows up by making us hesitant to celebrate victories, for two primary reasons. The first is that we’re afraid if we celebrate with our team, or have a moment where we just breathe, we’re inviting disaster and something will go wrong. You can likely identify with that feeling of getting a project up and out the door and then refusing to celebrate it with high-fives because you think, We can’t celebrate right now because we don’t know if it’s going to be perfect, we don’t know if it’s going to work, we don’t know if the site will stay up… The second way foreboding joy shows up at work is withholding recognition. We don’t want our employees to get too excited because there’s still so much work to be done. We don’t want them to take their foot off the gas, to get complacent. So we don’t celebrate achievements. We think we’ll do it someday, but these same factors persist in the wake of joy. This is how foreboding joy shows up at the office, and it is a costly mistake.
Brené Brown (Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.)
Three Observations        1) The computer may be incompetent in itself—that is, unable to do regularly and accurately the work for which it was designed. This kind of incompetence can never be eliminated, because the Peter Principle applies in the plants where computers are designed and manufactured.        2) Even when competent in itself, the computer vastly magnifies the results of incompetence in its owners or operators.        3) The computer, like a human employee, is subject to the Peter Principle. If it does good work at first, there is a strong tendency to promote it to more responsible tasks, until it reaches its level of incompetence.
Laurence J. Peter (The Peter Principle: Why Things Always Go Wrong)
To be yourself is in many ways, is to be inconvenient to others. Only placaters and appeasers get along with other people all the time and that's not really getting along with anyone. That's just self erasure. To be alive, to be in a relationship is to constantly court inconvenience to others and out of that inconvenience can come enormous growth. I simply work as an imperasist. Empiricism comes first. So, I speak things that are inconvenient to others but, true for me. I observe their response. It's incredibly easy to find out the truth in your relationships. All you do is speak the truth. You speak the truth about what's on your mind to those around you and their true natures will be revealed in about 5 seconds. You have honesty in your relationships. You speak the truth about your experience, thought's, and feelings in your relationships and then you do not control how other people respond. Your as honest as can be and you simply observe how they respond. It's like that spray you use to see the lasers in the room. Honesty reveals everything. OK So, if these people constantly sacrifice my happiness, security, and mental health for the sake of their petty emotional selfish needs then I could choose to stay in those relationships if I want. I mean, I could choose to continue to hire an employee who steals from me everyday. I just have to be aware that he's stealing from me everyday.
Stefan Molyneux
…Hey, Yoo Joonghyuk." He stopped his actions when I spoke up. "You probably know this already, but I'm not a prophet. No, I am as far removed from such a being as you can get." Ever since we got into a tussle back on the Dongho Bridge, I had never introduced myself properly once. To Yoo Joonghyuk, I was the prophet, a man with a mysterious background. "I'm not the 'Demon King of Salvation'." [Story, 'Demon King of Salvation', has stopped its storytelling.] "I'm also not the 'King of a Kingless World'." [Story, 'King of a Kingless World', has stopped its storytelling.] One by one, my Stories stopped their stories. Excluding my own, everything else became dead still. "My name is Kim Dokja." The wings on my back disappeared, and the ballooned-up muscles shrunk back, too. "Twenty-eight… No, wait. I was twenty-eight, and I was an employee of a game company. My hobby was reading web novels…" As if I was talking to someone I met for the first time, I continued to tell my own story. "It's pathetic, right? Well, this is who I am… Yoo Joonghyuk, who are you?" To me, Yoo Joonghyuk was someone I 'knew' since from a long time ago. To be more specific, he was someone I read about all by myself. That was why I had never heard about his story in his own words. He finally opened his mouth. "I am Yoo Joonghyuk." His blade slowly moved and cut me down. "Yoo Joonghyuk, a former Regressor.
Singshong
You all think you have great ideas or Pokemon games, but if I actually listened to all of you and we combined all of your ideas in a game, it would be an unplayable monstrosity. You want a game with all the regions, but only the first generation Pokemons, yet all the legendary ones and such silly things. Whenever I receive one of these rants, I go to the development floor and read it out loud to all the Game Freak employees in a mocking voice, and we all laugh at you.
Satoshi Tajiri
In the Sixties, the hippies used to say, "Never trust anyone over 30." Now all the Sixties hippies are in their sixties, and they've gone quiet about that, but it's good advice for you: never trust anyone over 30 with the societal checkbook. You thought you were the idealistic youth of the Obama era, but in fact you're the designated fall-guys. You weren't voting for "the future," but to deny yourself the very possibility of one--like turkeys volunteering to waddle around with an "Audacity of Thanksgiving" bumper sticker on your tush. Instead of swaying glassy-eyed behind President Obama at his campaign rallies singing "We are the hopeychange," you should have been demanding that the government spend less money on small agencies with fewer employees on smaller salaries. Because if you don't, there won't be a future. "You can be anything you want to be"--but only if you first tell today's big spenders that, whatever they want to be, they should try doing it on their own dime.
Mark Steyn (After America: Get Ready for Armageddon)
After the New Deal, economists began referring to America’s retirement-finance model as a “three-legged stool.” This sturdy tripod was composed of Social Security, private pensions, and combined investments and savings. In recent years, of course, two of those legs have been kicked out. Many Americans saw their assets destroyed by the Great Recession; even before the economic collapse, many had been saving less and less. And since the 1980s, employers have been replacing defined-benefit pensions that are funded by employers and guarantee a monthly sum in perpetuity with 401(k) plans, which often rely on employee contributions and can run dry before death. Marketed as instruments of financial liberation that would allow workers to make their own investment choices, 401(k)s were part of a larger cultural drift in America away from shared responsibilities toward a more precarious individualism. Translation: 401(k)s are vastly cheaper for companies than pension plans. “Over the last generation, we have witnessed a massive transfer of economic risk from broad structures of insurance, including those sponsored by the corporate sector as well as by government, onto the fragile balance sheets of American families,” Yale political scientist Jacob S. Hacker writes in his book The Great Risk Shift. The overarching message: “You are on your own.
Jessica Bruder (Nomadland: Surviving America in the Twenty-First Century)
No manager can make an employee productive. Managers are catalysts. They can speed up the reaction between the talent of the employee and the needs of the customer/company. They can help the employee find his path of least resistance toward his goals. They can help the employee plan his career. But they cannot do any of these without a major effort from the employee. In the world according to great managers, the employee is the star. The manager is the agent. And, as in the world of performing arts, the agent expects a great deal from his stars.
Marcus Buckingham (First, Break All the Rules: What the World's Greatest Managers Do Differently)
I looked at Perston‐Smythe. "Are you going to let them do this?" Cox did smile then. "Dr. Perston‐Smythe is a contracted employee of the agency. Who do  you think notified us in the first place?" I took a step toward the desk and had the small pleasure of seeing the smile drop from Cox's  face. Five witnesses. Better make it good. I smiled then. "I have just one thing to say, then.  And I hope you'll report it to your superiors, of whom there must be many." Cox narrowed his eyes. "Yes?" "We mean no harm to your planet," I said. And jumped.
Steve Gould
The day you and I met.” His words are soft against my skin as he speaks. “I was hiding in the women’s restroom because that was the same date my mom died. I was having a bad day, and I didn’t want anyone to see me like that. I’m always having a bad day on that date, but for the first time in a long time, while I was talking to you, I felt this spark of genuine joy that I couldn’t ignore. For the first time in a long time, I didn’t have to fake it. So, it’s your fault, Kenny. You’re the reason I’ve been hooked from day one.”  My throat feels small. My nose and eyes prick with heat.  I’ve been a bargaining piece. A second-choice fiancée and even an unwanted employee, but I’ve never been someone’s joy.  I bury my face in his neck so he can’t see me. “Isaiah?” “Yeah?” “We got married on that date.” He curls into me, lips dusting the skin of my neck before placing a soft kiss there. “I know.
Liz Tomforde (Play Along (Windy City, #4))
The Case of the Radium Girls was a mystery to challenge even the greatest of medical detectives. Martland took his new responsibilities seriously. As he himself said, “One of the main functions of a medical examiner is to prevent wastage of human life in industry.”6 The cynical would say, however, that this proclamation had absolutely nothing to do with why he took an interest in the radium cases at that moment. The cynical would say there was only one reason a high-profile specialist finally took up the cause. On June 7, 1925, the first male employee of the United States Radium Corporation died.
Kate Moore (The Radium Girls: The Dark Story of America's Shining Women)
The structure of the corporation is a telling case in point—and it is no coincidence that the first major joint-stock corporations in the world were the English and Dutch East India companies, ones that pursued that very same combination of exploration, conquest, and extraction as did the conquistadors. It is a structure designed to eliminate all moral imperatives but profit. The executives who make decisions can argue—and regularly do—that, if it were their own money, of course they would not fire lifelong employees a week before retirement, or dump carcinogenic waste next to schools. Yet they are morally bound to ignore such considerations, because they are mere employees whose only responsibility is to provide the maximum return on investment
David Graeber (Debt: The First 5,000 Years)
The Struggle is when you wonder why you started the company in the first place. The Struggle is when people ask you why you don’t quit and you don’t know the answer. The Struggle is when your employees think you are lying and you think they may be right. The Struggle is when food loses its taste. The Struggle is when you don’t believe you should be CEO of your company. The Struggle is when you know that you are in over your head and you know that you cannot be replaced. The Struggle is when everybody thinks you are an idiot, but nobody will fire you. The Struggle is where self-doubt becomes self-hatred. The Struggle is when you are having a conversation with someone and you can’t hear a word that they are saying because all you can hear is the Struggle.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Germans frequently came to work under Father for a while, for his reputation reached even beyond Holland. So when this tall good-looking young man appeared with apprentice papers from a good firm in Berlin, Father hired him without hesitation. Otto told us proudly that he belonged to the Hitler Youth. Indeed it was a puzzle to us why he had come to Holland, for he found nothing but fault with Dutch people and products. "The world will see what Germans can do," he said often. His first morning at work he came upstairs for coffee and Bible reading with the other employees; after that he sat alone down in the shop. When we asked him why, he said that though he had not understood the Dutch words, he had seen that Father was reading from the Old Testament which, he informed us, was the Jews' "Book of Lies.
Corrie ten Boom (The Hiding Place)
If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency.
Adam M. Grant (Originals: How Non-Conformists Move the World)
NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.
Chip Heath (The Power of Moments: Why Certain Moments Have Extraordinary Impact)
To illustrate: A man with 314 employees joined one of these courses. For years, he had driven and criticised and condemned his employees without stint or discretion. Kindness, words of appreciation and encouragement were alien to his lips. After studying the principles discussed in this book, this employer sharply altered his philosophy of life. His organisation is now inspired with a new loyalty, a new enthusiasm, a new spirit of teamwork. Three hundred and fourteen enemies have been turned into 314 friends. As he proudly said in a speech before the class: ‘When I used to walk through my establishment, no one greeted me. My employees actually looked the other way when they saw me approaching. But now they are all my friends and even the janitor calls me by my first name.’ This employer gained more profit, more leisure and – what is infinitely more important – he found far more happiness in his business and in his home.
Dale Carnegie (How to Win Friends and Influence People)
Steamboat Willie put Walt Disney on the map as an animator. Business success was another story. Disney’s first studio went bankrupt. His films were monstrously expensive to produce, and financed at outrageous terms. By the mid-1930s Disney had produced more than 400 cartoons. Most of them were short, most of them were beloved by viewers, and most of them lost a fortune. Snow White and the Seven Dwarfs changed everything. The $8 million it earned in the first six months of 1938 was an order of magnitude higher than anything the company earned previously. It transformed Disney Studios. All company debts were paid off. Key employees got retention bonuses. The company purchased a new state-of-the-art studio in Burbank, where it remains today. An Oscar turned Walt from famous to full-blown celebrity. By 1938 he had produced several hundred hours of film. But in business terms, the 83 minutes of Snow White were all that mattered.
Morgan Housel (The Psychology of Money: Timeless lessons on wealth, greed, and happiness)
The pity is that many Americans outside the elite bubbles know exactly what’s wrong, but our leaders seem determined to do nothing about it. Any attempt to cut the government chains and anchors off businesses so they can get back to growing, innovating, and creating jobs is demagogued as “tax breaks for the rich” or “favors for the one-percenters.” Never mind that many of those who would benefit are small-business owners who’ve been decimated over the past few years, first by the economic meltdown, then by government policies put in place to “fix” it. The money printed by the Fed to keep the economy pumped up flows to Wall Street, not Main Street, so small businesses aren’t borrowing it to pay for expansion. Even if they wanted to expand, about a third of all U.S. workers are employed by businesses with fifty or fewer employees, and Obamacare insures that if they hire a fifty-first, they’ll face crippling new costs for mandated health care.
Mike Huckabee (God, Guns, Grits, and Gravy: and the Dad-Gummed Gummint That Wants to Take Them Away)
REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.
Walter Isaacson (Steve Jobs)
I’d gone to an outdoor store in Minneapolis called REI about a dozen times over the previous months to purchase a good portion of these items. Seldom was this a straightforward affair. To buy even a water bottle without first thoroughly considering the latest water bottle technology was folly, I quickly learned. There were the pros and cons of various materials to take into account, not to mention the research that had been done regarding design. And this was only the smallest, least complex of the purchases I had to make. The rest of the gear I would need was ever more complex, I realized after consulting with the men and women of REI, who inquired hopefully if they could help me whenever they spotted me before displays of ultralight stoves or strolling among the tents. These employees ranged in age and manner and area of wilderness adventure proclivity, but what they had in common was that every last one of them could talk about gear, with interest and nuance, for a length of time that was so dumbfounding that I was ultimately bedazzled by it.
Cheryl Strayed (Wild: From Lost to Found on the Pacific Crest Trail)
I’d gone to an outdoor store in Minneapolis called REI about a dozen times over the previous months to purchase a good portion of these items. Seldom was this a straightforward affair. To buy even a water bottle without first thoroughly considering the latest water bottle technology was folly, I quickly learned. There were the pros and cons of various materials to take into account, not to mention the research that had been done regarding design. And this was only the smallest, least complex of the purchases I had to make. The rest of the gear I would need was ever more complex, I realized after consulting with the men and women of REI, who inquired hopefully if they could help me whenever they spotted me before displays of ultralight stoves or strolling among the tents. These employees ranged in age and manner and area of wilderness adventure proclivity, but what they had in common was that every last one of them could talk about gear, with interest and nuance, for a length of time that was so dumbfounding that I was ultimately bedazzled by it. They cared if my sleeping bag had snag-free zipper guards and a face muff that allowed the hood to be cinched snug without obstructing my breathing. They took pleasure in the fact that my water purifier had a pleated glass-fiber element for increased surface area. And their knowledge had a way of rubbing off on me. By the time I made the decision about which backpack to purchase—a top-of-the-line Gregory hybrid external frame that claimed to have the balance and agility of an internal—I felt as if I’d become a backpacking expert.
Cheryl Strayed (Wild: From Lost to Found on the Pacific Crest Trail)
Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees. To test his idea, he and two colleagues, professors Francesca Gino of Harvard Business School and David Hofman of the Kenan-Flagler Business School at the University of North Carolina, carried out a pair of studies of their own. In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent. In
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
Large or small, our actions forge our futures, hopefully inspiring others along the way. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable. In times of adversity and change, we really discover who we are and what we’re made of. Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along. Fixing moments, like mopping a dirty floor, only provides short-term satisfaction. But take the time to understand the cause of the problem—like how to keep a floor from getting so dirty in the first place—solves, and maybe eliminates, a problem. How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors. While I would not want to constantly battle against the odds, the raw feeling of accomplishing something that others did not think possible, or leading people beyond where they thought they could go, is extremely gratifying.
Howard Schultz (Onward: How Starbucks Fought for Its Life without Losing Its Soul)
In the mid-1980s, Congress authorized the creation of the US Sentencing Commission to examine prison terms and codify norms to correct the arbitrary punishments meted out by unaccountable judges. First, in 1989 the commission’s guidelines for individuals went into effect, establishing a point system for how many years of prison a convicted criminal might get, based on the seriousness of the misconduct and a person’s criminal history. In 1991, amid public and congressional outrage that sentences for white-collar criminals were too light and fines and sanctions for corporations too lenient, the Sentencing Commission expanded the concept to cover organizations. It formalized the Sporkin-era regime of offering leniency in exchange for cooperation and reform. The new rules delineated factors that could earn a culprit mercy. In levying a fine, the court should consider, the sentencing guidelines said, “any collateral consequences of conviction.” 1 “Collateral consequences” was, and remains, an ill-defined concept. How worried should the government be if a punishment causes a company to go out of business? Should regulators worry about the cashiering of innocent employees? What about customers, suppliers, or competitors? Should they fret about financial crises? From this rather innocuous mention, the little notion of collateral consequences would blossom into the great strangling vine that came to be known after the financial crisis of 2008 by its shorthand: “too big to jail.” Prosecutors and regulators were crippled by the idea that the government could not criminally sanction some companies—particularly giant banks—for fear that they would collapse, causing serious problems for financial markets or the economy.
Jesse Eisinger (The Chickenshit Club: Why the Justice Department Fails to Prosecute Executives)
QUOTES AND THOUGHTS FROM SEEMA & FRIENDS _________________________________________________ On work and career (some paraphrasing involved): _________________________________________________ “Bosses are always jerks. It’s a job requirement.” ———- “Don’t do dumb shit.” ———- Never ever lose sight of priorities. Food always comes first. ———- An itch started in her chest. Go away, she crossly ordered her conscience. It had a habit of popping its head out at the most inconvenient times. The itch became a tickle rising to her nose. Nope, not her conscience. She was going to sneeze. ———- It’s your God-given right as an employee to whine about bosses. _______________________________________________ On romance and families (some paraphrasing involved): _______________________________________________ “Smell is very important,” Gayathri agreed, tone grave. “One of the first things I notice about a man.” ———- “Men—no matter how awful they look—always believe they deserve the hottest girl on the planet.” “What are the rest of us supposed to do?” asked Seema, glumly. Gayathri shrugged. “Act like we are the hottest girl on the planet. Confidence goes a long way.” ———- Seema had never been able to tell where friendly conversation ended and the banter of romance started. Did the delight in his gaze when it landed on her mean something more than casual amiability? What about his hand cupping her cheek to check for fever? The arm he’d wrapped around her shoulders? Was she gonna have to wait until he initiated a lip lock to be certain? Could she plant one on him? What if he ran, screaming in horror? ———- “You just have to look the other way on some things,” Gayathri advised. “Pretence is the glue which holds families together.” ———-
Anitha Perinchery (One Monsoon in Mumbai: Trouble and Laughter and Mushy Stuff)
Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.
Marcus Buckingham (First, Break All the Rules: What the World's Greatest Managers Do Differently)
True, at first sight, Grand manifested both the outward signs and typical manner of a humble employee in the local administration. Tall and thin he seemed lost in the garments that the always chose a size too large, under the illusion that they would wear longer. Though he still had most of the teeth in his lower jaw, all the upper ones were gone, with the result that when he smiled, raising his upper lip - the lower scarcely moved - his mouth looked like a small black hole let into his face. Also he had the walk of a shy young priest, sidling along walls and slipping mouselike into doorways, and he exuded a faint odor of smoke and basement rooms; in short, he had all the attributes of insignificance. Indeed, it cost an effort to picture him otherwise than bent over a desk, studiously revising the tariff of the town baths or gathering for a junior secretary the materials of a report on the new garbage-collection tax. Even before you knew what his employment was, you had a feeling that he'd been brought into the world for the sole purpose of performing the discreet but needful duties of a temporary assistant municipal clerk on a salary of sixty-two francs, thirty centimes a day.
Albert Camus
The reason a bunch of employees who had no direct responsibility for ads, or culpability when they were lousy, spent their weekends transforming someone else’s problem into a profitable solution speaks to the power of culture. Jeff and gang had a clear understanding of their company’s priorities, and knew they had the freedom to try to solve any big problem that stood in the way of success. If they had failed, no one would have chastised them in any way, and when they succeeded, no one—even on the ads team—was jealous of their progress. But it wasn’t Google’s culture that turned those five engineers into problem-solving ninjas who changed the course of the company over the weekend. Rather it was the culture that attracted the ninjas to the company in the first place. Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.
Anonymous
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.
Seth Godin (Whatcha Gonna Do with That Duck?: And Other Provocations, 2006-2012)
Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.
Lisa Kleypas (Devil in Spring (The Ravenels, #3))
But it was while discussing SpaceX’s grandest missions that Shotwell really came into her own and seemed to inspire the interns. Some of them clearly dreamed of becoming astronauts, and Shotwell said that working at SpaceX was almost certainly their best chance to get to space now that NASA’s astronaut corps had dwindled. Musk had made designing cool-looking, “non–Stay Puft” spacesuits a personal priority. “They can’t be clunky and nasty,” Shotwell said. “You have to do better than that.” As for where the astronauts would go: well, there were the space habitats, the moon, and, of course, Mars as options. SpaceX has already started testing a giant rocket, called the Falcon Heavy, that will take it much farther into space than the Falcon 9, and it has another, even larger spaceship on the way. “Our Falcon Heavy rocket will not take a busload of people to Mars,” she said. “So, there’s something after Heavy. We’re working on it.” To make something like that vehicle happen, she said, the SpaceX employees needed to be effective and pushy. “Make sure your output is high,” Shotwell said. “If we’re throwing a bunch of shit in your way, you need to be mouthy about it. That’s not a quality that’s widely accepted elsewhere, but it is at SpaceX.” And, if that sounded harsh, so be it. As Shotwell saw it, the commercial space race was coming down to SpaceX and China and that’s it. And in the bigger picture, the race was on to ensure man’s survival. “If you hate people and think human extinction is okay, then fuck it,” Shotwell said. “Don’t go to space. If you think it is worth humans doing some risk management and finding a second place to go live, then you should be focused on this issue and willing to spend some money. I am pretty sure we will be selected by NASA to drop landers and rovers off on Mars. Then the first SpaceX mission will be to drop off a bunch of supplies, so that once people get there, there will be places to live and food to eat and stuff for them to do.
Ashlee Vance (Elon Musk: Inventing the Future)
A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.
Charles Duhigg (Smarter Faster Better: The Secrets of Being Productive in Life and Business)
I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.
James Comey (A Higher Loyalty: Truth, Lies, and Leadership)
All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.
Keith J. Cunningham (The Road Less Stupid: Advice from the Chairman of the Board)
Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.
Tony Hsieh (Delivering Happiness: A Path to Profits, Passion, and Purpose)
In order to find and eliminate a Constraint, Goldratt proposes the “Five Focusing Steps,” a method you can use to improve the Throughput of any System: 1. Identification: examining the system to find the limiting factor. If your automotive assembly line is constantly waiting on engines in order to proceed, engines are your Constraint. 2. Exploitation: ensuring that the resources related to the Constraint aren’t wasted. If the employees responsible for making engines are also building windshields, or stop building engines during lunchtime, exploiting the Constraint would be having the engine employees spend 100 percent of their available time and energy producing engines, and having them work in shifts so breaks can be taken without slowing down production. 3. Subordination: redesigning the entire system to support the Constraint. Let’s assume you’ve done everything you can to get the most out of the engine production system, but you’re still behind. Subordination would be rearranging the factory so everything needed to build the engine is close at hand, instead of requiring certain materials to come from the other end of the factory. Other subsystems may have to move or lose resources, but that’s not a huge deal, since they’re not the Constraint. 4. Elevation: permanently increasing the capacity of the Constraint. In the case of the factory, elevation would be buying another engine-making machine and hiring more workers to operate it. Elevation is very effective, but it’s expensive—you don’t want to spend millions on more equipment if you don’t have to. That’s why Exploitation and Subordination come first: you can often alleviate a Constraint quickly, without resorting to spending more money. 5. Reevaluation: after making a change, reevaluating the system to see where the Constraint is located. Inertia is your enemy: don’t assume engines will always be the Constraint: once you make a few Changes, the limiting factor might become windshields. In that case, it doesn’t make sense to continue focusing on increasing engine production—the system won’t improve until windshields become the focus of improvement. The “Five Focusing Steps” are very similar to Iteration Velocity—the more quickly you move through this process and the more cycles you complete, the more your system’s Throughput will improve.
Josh Kaufman (The Personal MBA: Master the Art of Business)
GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.
Grant Cardone (Be Obsessed or Be Average)
For many years there have been rumours of mind control experiments. in the United States. In the early 1970s, the first of the declassified information was obtained by author John Marks for his pioneering work, The Search For the Manchurian Candidate. Over time retired or disillusioned CIA agents and contract employees have broken the oath of secrecy to reveal small portions of their clandestine work. In addition, some research work subcontracted to university researchers has been found to have been underwritten and directed by the CIA. There were 'terminal experiments' in Canada's McGill University and less dramatic but equally wayward programmes at the University of California at Los Angeles, the University of Rochester, the University of Michigan and numerous other institutions. Many times the money went through foundations that were fronts or the CIA. In most instances, only the lead researcher was aware who his or her real benefactor was, though the individual was not always told the ultimate use for the information being gleaned. In 1991, when the United States finally signed the 1964 Helsinki Accords that forbids such practices, any of the programmes overseen by the intelligence community involving children were to come to an end. However, a source recently conveyed to us that such programmes continue today under the auspices of the CIA's Office of Research and Development. The children in the original experiments are now adults. Some have been able to go to college or technical schools, get jobs. get married, start families and become part of mainstream America. Some have never healed. The original men and women who devised the early experimental programmes are, at this point, usually retired or deceased. The laboratory assistants, often graduate and postdoctoral students, have gone on to other programmes, other research. Undoubtedly many of them never knew the breadth of the work of which they had been part. They also probably did not know of the controlled violence utilised in some tests and preparations. Many of the 'handlers' assigned to reinforce the separation of ego states have gone into other pursuits. But some have remained or have keen replaced. Some of the 'lab rats' whom they kept in in a climate of readiness, responding to the psychological triggers that would assure their continued involvement in whatever project the leaders desired, no longer have this constant reinforcement. Some of the minds have gradually stopped suppression of their past experiences. So it is with Cheryl, and now her sister Lynn.
Cheryl Hersha (Secret Weapons: How Two Sisters Were Brainwashed to Kill for Their Country)
So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.
Steven D. Levitt (Think Like a Freak)
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.
Michel Houellebecq (Platform)
What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.
Brian Carruthers (Building an Empire:The Most Complete Blueprint to Building a Massive Network Marketing Business)
Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.
John P. Kotter (Leading Change)
The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.
Peter H. Diamandis (Bold: How to Go Big, Create Wealth and Impact the World (Exponential Technology Series))
Consider a world in which cause and effect are erratic. Sometimes the first precedes the second, sometimes the second the first. Or perhaps cause lies forever in the past while effect in the future, but future and past are entwined. On the terrace of the Bundesterrasse is a striking view: the river Aare below and the Bernese Alps above. A man stands there just now, absently emptying his pockets and weeping. Without reason, his friends have abandoned him. No one calls any more, no one meets him for supper or beer at the tavern, no one invites him to their home. For twenty years he has been the ideal friend to his friends, generous, interested, soft-spoken, affectionate. What could have happened? A week from this moment on the terrace, the same man begins acting the goat, insulting everyone, wearing smelly clothes, stingy with money, allowing no one to come to his apartment on Laupenstrasse. Which was cause and which effect, which future and which past? In Zürich, strict laws have recently been approved by the Council. Pistols may not be sold to the public. Banks and trading houses must be audited. All visitors, whether entering Zürich by boat on the river Limmat or by rail on the Selnau line, must be searched for contraband. The civil military is doubled. One month after the crackdown, Zürich is ripped by the worst crimes in its history. In daylight, people are murdered in the Weinplatz, paintings are stolen from the Kunsthaus, liquor is drunk in the pews of the Münsterhof. Are these criminal acts not misplaced in time? Or perhaps the new laws were action rather than reaction? A young woman sits near a fountain in the Botanischer Garten. She comes here every Sunday to smell the white double violets, the musk rose, the matted pink gillyflowers. Suddenly, her heart soars, she blushes, she paces anxiously, she becomes happy for no reason. Days later, she meets a young man and is smitten with love. Are the two events not connected? But by what bizarre connection, by what twist in time, by what reversed logic? In this acausal world, scientists are helpless. Their predictions become postdictions. Their equations become justifications, their logic, illogic. Scientists turn reckless and mutter like gamblers who cannot stop betting. Scientists are buffoons, not because they are rational but because the cosmos is irrational. Or perhaps it is not because the cosmos is irrational but because they are rational. Who can say which, in an acausal world? In this world, artists are joyous. Unpredictability is the life of their paintings, their music, their novels. They delight in events not forecasted, happenings without explanation, retrospective. Most people have learned how to live in the moment. The argument goes that if the past has uncertain effect on the present, there is no need to dwell on the past. And if the present has little effect on the future, present actions need not be weighed for their consequence. Rather, each act is an island in time, to be judged on its own. Families comfort a dying uncle not because of a likely inheritance, but because he is loved at that moment. Employees are hired not because of their résumés, but because of their good sense in interviews. Clerks trampled by their bosses fight back at each insult, with no fear for their future. It is a world of impulse. It is a world of sincerity. It is a world in which every word spoken speaks just to that moment, every glance given has only one meaning, each touch has no past or no future, each kiss is a kiss of immediacy.
Alan Lightman (Einstein's Dreams)