Employer Loyalty Quotes

Phrases like 'the team spirit' are always employed to cut across individualism, love and personal loyalties.

For this reason the gentleman will employ a man on a distant mission and observe his degree of loyalty, will employ him close at hand and observe his degree of respect. He will hand him troublesome affairs and observe how well he manages them, will suddenly ask his advice and observe how wisely he answers. He will exact some difficult promise from him and see how well he keeps it, turn over funds to him and see with what benevolence he dispenses them, inform him of the danger he is in and note how faithful he is to his duties. He will get him drunk with wine and observe how well he handles himself, place him in mixed company and see what effect beauty has upon him. By applying these nine tests, you may determine who is the unworthy man.

To whom is an international corporation answerable? Often they do not employ workers. They outsource manufacturing to places far away. If wages rise in one place, they can, almost instantly, transfer production to somewhere else. If a tax regime in one country becomes burdensome, they can relocate to another. To whom, then, are they accountable? By whom are they controllable? For whom are they responsible? To which group of people other than shareholders do they owe loyalty? The extreme mobility, not only of capital but also of manufacturing and servicing, is in danger of creating institutions that have power without responsibility, as well as a social class, the global elite, that has no organic connection with any group except itself.

College is a purchased loyalty oath to an imagined employer.

In the Age of Perfect Virtue, men lived among the animals and birds as members of one large family. There were no distinctions between "superior" and "inferior" to separate one man or species from another. All retained their natural Virtue and lived in the state of pure simplicity...In the Age of Perfect Virtue, wisdom and ability were not singled out as extraordinary. The wise were seen merely as higher branches on humanity's tree, growing a little closer to the sun. People behaved correctly, without knowing that to be Righteousness and Propriety. They loved and respected each other, without calling that Benevolence. They were faithful and honest, without considering that to be Loyalty. They kept their word, without thinking of Good Faith. In their everyday conduct, they helped and employed each other, without considering Duty. They did not concern themselves with Justice, as there was no injustice. Living in harmony with themselves, each other, and the world, their actions left no trace, and so we have no physical record of their existence.

Part of the debtor mentality is a constant, frantically suppressed undercurrent of terror. We have one of the highest debt-to-income ratios in the world, and apparently most of us are two paychecks from the street. Those in power -- governments, employers -- exploit this, to great effect. Frightened people are obedient -- not just physically, but intellectually and emotionally. If your employer tells you to work overtime, and you know that refusing could jeopardize everything you have, then not only do you work the overtime, but you convince yourself that you're doing it voluntarily, out of loyalty to the company; because the alternative is to acknowledge that you are living in terror. Before you know it, you've persuaded yourself that you have a profound emotional attachment to some vast multinational corporation: you've indentured not just your working hours, but your entire thought process.

The employment equation used to be built on a foundation of two-way loyalty. The world has changed. Today, successful employment relationships can only be sustained on a foundation of two-way honesty

In an age of Perfect Virtue, the worthy are not honored; the talented are not employed. Rulers are like the high branches of a tree; the people, like the deer of the fields. They do what is right, but they do not know that this is righteousness. They love one another, but they do not know that this is benevolence. They are truehearted but do not know that this is loyalty. They are trustworthy but do not know that this is good faith. They wriggle around like insects, performing services for one another, but do not know that they are being kind. Therefore they move without leaving any trail behind, act without leaving any memory of their deeds.

I wondered if I were glad or sorry to see it—if I were more pleased with his loyalty to his absent employer, or disappointed that my presence had not made everybody else forgotten.

They taught me in the Army to make plans based upon the other guy's capabilities, and not based upon his stated intentions. And an employer is capable of firing you at any time.

Is possession a virtue? Is a lifetime of working for some rich toad a virtue? Is loyal employment in some merchant house a virtue? Loyal to what? To whom? Oh, have they paid for that loyalty with a hundred docks a week? Like any other commodity? But then, which version is truer – the virtue of self-serving acquisitiveness or the virtue of loyalty to one’s employer? Are

Tolkien understands the odd danger posed by virtue cut off from the Good. Over and again, he demonstrates his fundamental conviction that evil preys upon our virtues far more than our vices. Our very strengths and assets-whether intelligence or bravery, diligence or loyalty or beauty, but especially righteousness-may dispose us either to scorn those who lack such virtues, or else to employ our gifts for our own selfish ends.

While attending to the customary tasks of assembling a cabinet, rewarding political loyalists with federal appointments, and drafting an inaugural address alone—he employed no speechwriters—Lincoln was uniquely forced to confront the collapse of the country itself, with no power to prevent its disintegration. Bound to loyalty to the Republican party platform on which he had run and won, he could yield little to the majority that had in fact voted against him.

These people hadn’t just lost a job; they’d lost an identity. They’d spent countless hours demonstrating loyalty to the business, knowing, of course, that they were only as valuable as their last deal. But this is the trick that a job can sometimes play on us: we know we’re working at the pleasure of a manager, an owner, a corporation, but we’re human and can’t help but develop emotional attachments to the work we do. We begin to identify ourselves with our employers and believe that a business can return our loyalty. Sometimes businesses do. But when it comes down to it, a corporation’s first allegiance is to its own survival. Everyone benefits from the idea that we’re all in it together—until suddenly we’re not.

Using your wealth to purchase other people’s loyalty is a game as old as humanity itself. Rich men use their wealth to attract women, unscrupulous employers use material incentives and disincentives to manipulate their workers, and wealthy countries like the USA use their national wealth to keep their citizens loyal to the cause of aggressive and genocidal Imperialism. But historical longevity and common practice don’t make the manipulation or exploitation morally or ethically right. Organized religions are inherently POLITICAL organizations. There is a fundamental difference between the financial enterprise and political machinations of an organized religion versus a mass of independent unaffiliated believers, philosophers, and mystics who do not support any organized religion. Christianity and Islam are known as proselytizing religions because they make an organized and systemic effort to gain converts, and they often provide services, products, or employment to attract converts. Judaism, Hinduism, and Buddhism show far less zeal about gaining converts, which is why you almost never hear about Jewish, Hindu, or Buddhist missionaries. Modern medical and nursing schools usually teach their students the moral principle that the provision of medical services should never be used as a means to proselytize or promote a religion, but that does not deter many Christian health care providers from doing exactly that. Most of the medical and charitable organizations based in Christian countries are fronts for Christian proselytizing activities.

Loyalties of professional sports teams mystified him; they were rotating groups of paid professionals, usually with no ties other than their employment contract to the local area. One might as well feel loyalty to and cheer on the construction crew repairing the state highway nearest one's town

Fate looks at nothing. It has no discretion. He no longer considered it eminently desirable all round to establish publicly the identity of the man who had blown himself up that morning with such horrible completeness. But he was not certain of the view his department would take. A department is to those it employs a complex personality with ideas and even fads of its own. It depends on the loyal devotion of its servants, and the devoted loyalty of trusted servants is associated with a certain amount of affectionate contempt, which keeps it sweet, as it were. By a benevolent provision of Nature no man is a hero to his valet, or else the heroes would have to brush their own clothes. Likewise no department appears perfectly wise to the intimacy of its workers. A department does not know so much as some of its servants. Being a dispassionate organism, it can never be perfectly informed. It would not be good for its efficiency to know too much. Chief Inspector Heat got out of the train in a state of thoughtfulness entirely untainted with disloyalty, but not quite free of that jealous mistrust which so often springs on the ground of perfect devotion, whether to women or to institutions.

If troops are punished before their loyalty is secured they will be disobedient. If not obedient, it is difficult to employ them. If troops are loyal, but punishments are not enforced, you cannot employ them. Thus, command them with civility and imbue them uniformly with martial ardor and it may be said that victory is certain. If orders which are consistently effective are used in instructing the troops, they will be obedient. If orders which are not consistently effective are used in instructing them, they will be disobedient. When orders are consistently trustworthy and observed, the relationship of a commander with his troops is satisfactory.

So long as there are employers who attack social understanding and have wrong ideas of justice and fair play it is not only the right but also the duty of their employees - who are, after all, an integral part of our people - to protect the general interests against the greed and unreason of the individual. For to safeguard the loyalty and confidence of the people is as much in the interests of the nation as to safeguard public health.

But though the essential of the woman's task is universality, this does not, of course, prevent her from having one or two severe though largely wholesome prejudices. She has, on the whole, been more conscious than man that she is only one half of humanity; but she has expressed it (if one may say so of lady) by getting her teeth into the two or three things which she thinks she stands for. I would observe here in parenthesis that much of the recent official trouble about women has arisen from the fact that they transfer to things of doubt and reason that sacred stubbornness only proper to the primary things which a woman was set to guard. One's own children, one's own altar, ought to be a matter of principle-- or if you like, a matter of prejudice. On the other hand, who wrote Junius's Letters ought not to be a principle or a prejudice, it ought to be a matter of free and almost indifferent inquiry. But take an energetic modern girl secretary to a league to show that George III wrote Junius, and in three months she will believe it, too, out of mere loyalty to her employers. Modern women defend their office with all the fierceness of domesticity. They fight for desk and typewriter as for hearth and home, and develop a sort of wolfish wifehood on behalf of the invisible head of the firm. That is why they do office work so well; and that is why they ought not to do it.

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.

The experiments showed that an effective problem-solving culture was one that balanced standard practice—whatever it happened to be—with forces that pushed in the opposite direction. If managers were used to process conformity, encouraging individualism helped them to employ “ambidextrous thought,” and learn what worked in each situation. If they were used to improvising, encouraging a sense of loyalty and cohesion did the job. The trick was expanding the organization’s range by identifying the dominant culture and then diversifying it by pushing in the opposite direction.

Many, Lorenzo, have held and still hold the opinion, that there is nothing which has less in common with another, and that is so dissimilar, as civilian life is from the military. Whence it is often observed, if anyone designs to avail himself of an enlistment in the army, that he soon changes, not only his clothes, but also his customs, his habits, his voice, and in the presence of any civilian custom, he goes to pieces; for I do not believe that any man can dress in civilian clothes who wants to be quick and ready for any violence; nor can that man have civilian customs and habits, who judges those customs to be effeminate and those habits not conducive to his actions; nor does it seem right to him to maintain his ordinary appearance and voice who, with his beard and cursing, wants to make other men afraid: which makes such an opinion in these times to be very true. But if they should consider the ancient institutions, they would not find matter more united, more in conformity, and which, of necessity, should be like to each other as much as these (civilian and military); for in all the arts that are established in a society for the sake of the common good of men, all those institutions created to (make people) live in fear of the laws and of God would be in vain, if their defense had not been provided for and which, if well arranged, will maintain not only these, but also those that are not well established. And so (on the contrary), good institutions without the help of the military are not much differently disordered than the habitation of a superb and regal palace, which, even though adorned with jewels and gold, if it is not roofed over will not have anything to protect it from the rain. And, if in any other institutions of a City and of a Republic every diligence is employed in keeping men loyal, peaceful, and full of the fear of God, it is doubled in the military; for in what man ought the country look for greater loyalty than in that man who has to promise to die for her? In whom ought there to be a greater love of peace, than in him who can only be injured by war? In whom ought there to be a greater fear of God than in him who, undergoing infinite dangers every day, has more need for His aid? If these necessities in forming the life of the soldier are well considered, they are found to be praised by those who gave the laws to the Commanders and by those who were put in charge of military training, and followed and imitated with all diligence by others.

Part of the debtor mentality is a constant, frantically suppressed undercurrent of terror. We have one of the highest debt-to-income ratios in the world, and apparently most of us are two paychecks from the street. Those in power—governments, employers—exploit this, to great effect. Frightened people are obedient—not just physically, but intellectually and emotionally. If your employer tells you to work overtime, and you know that refusing could jeopardize everything you have, then not only do you work the overtime, but you convince yourself that you’re doing it voluntarily, out of loyalty to the company; because the alternative is to acknowledge that you are living in terror. Before you know it, you’ve persuaded yourself that you have a profound emotional attachment to some vast multinational corporation: you’ve indentured not just your working hours, but your entire thought process. The only people who are capable of either unfettered action or unfettered thought are those who—either because they’re heroically brave, or because they’re insane, or because they know themselves to be safe—are free from fear.

The establishment of what would become the Federal Bureau of Investigation in 1908—led from 1924 until 1972 by J. Edgar Hoover—was a direct response to the revolutionary wave that gripped the American working class. FBI agents, often little more than state-employed goons and thugs, ruthlessly hunted down those on the left. The FBI spied on and infiltrated labor unions, political parties, radical groups—especially those led by African Americans—antiwar groups, and later the civil rights movement in order to discredit anyone, including politicians such as Henry Wallace, who questioned the power of the state and big business. Agents burglarized homes and offices. They illegally opened mail and planted unlawful wiretaps, created blacklists, and demanded loyalty oaths. They destroyed careers and sometimes lives. By the time they were done, America’s progressive and radical movements, which had given the country the middle class and opened up our political system, did not exist. It was upon the corpses of these radical movements, which had fought for the working class, that the corporate state was erected in the late twentieth century.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

Grayson, I’m going to dance on the day that you swing.” “If he swings, I swing with him.” Joss rose to his feet. Gray drilled his brother with a glare. “Joss, no.” Sit down, damn you. Think of our sister. Think of your son. “I’m the captain of the Aphrodite.” Joss’s voice rang through the courtroom. “I’m responsible for the actions of her passengers and crew. If my brother is a pirate, then I’m a pirate, too.” Gray’s heart sank. They would both die now, he and his idiot of a brother. Joss walked to the center of the courtroom, the brass buttons of his captain’s coat gleaming as he strode through a shaft of sunlight. “But I demand a full trial. I will be heard, and evidence will be examined. Logbooks, the condition of the ships, the statements of my crew. If you mean to hang my brother, you’ll have to find cause to hang me.” Fitzhugh’s eyebrows rose to his wig. “Gladly.” “And me.” Gray groaned at the sound of that voice. He didn’t even have to look to know that Davy Linnet was on his feet. Brave, stupid fool of a boy. “If Gray’s a pirate, I’m a pirate, too,” Davy said. “I helped him aim and fire that cannon, that’s God’s truth. If you hang him, you have to hang me.” Another chair scraped the floorboards as its occupant rose to his feet. “And me.” Oh God. O’Shea now? “I boarded the Kestrel. I took control of her helm and helped bind that piece of shite.” The Irishman jutted his chin at Mallory. “Suppose that makes me a pirate, too.” “Very good.” Fitzhugh’s eyes lit with glee. “Anyone else?” Over by the window, Levi stood. His shadow blanketed most of the room. “Me,” he said. “Now, Levi?” Gray pulled at his hair. “Seven years in my employ, you don’t say a single goddamned word, and you decide to speak now?” Bloody hell, now they were all on their feet. Pumping fists, cursing Mallory, defending Gray, arguing over which one of them deserved the distinction of most bloodthirsty pirate. It would have been a heartwarming display of loyalty, if they weren’t all going to die.

MARCH 31 The cross is evidence that in the hands of the Redeemer, moments of apparent defeat become wonderful moments of grace and victory. At the center of a biblical worldview is this radical recognition—the most horrible thing that ever happened was the most wonderful thing that ever happened. Consider the cross of Jesus Christ. Could it be possible for something to happen that was more terrible than this? Could any injustice be greater? Could any loss be more painful? Could any suffering be worse? The only man who ever lived a life that was perfect in every way possible, who gave his life for the sake of many, and who willingly suffered from birth to death in loyalty to his calling was cruelly and publicly murdered in the most vicious of ways. How could it happen that the Son of Man could die? How could it be that men could capture and torture the Messiah? Was this not the end of everything good, true, and beautiful? If this could happen, is there any hope for the world? Well, the answer is yes. There is hope! The cross was not the end of the story! In God’s righteous and wise plan, this dark and disastrous moment was ordained to be the moment that would fix all the dark and disastrous things that sin had done to the world. This moment of death was at the same time a moment of life. This hopeless moment was the moment when eternal hope was given. This terrible moment of injustice was at the very same time a moment of amazing grace. This moment of extreme suffering guaranteed that suffering would end one day, once and for all. This moment of sadness welcomed us to eternal joy of heart and life. The capture and death of Christ purchased for us life and freedom. The very worst thing that could happen was at the very same time the very best thing that could happen. Only God is able to do such a thing. The same God who planned that the worst thing would be the best thing is your Father. He rules over every moment in your life, and in powerful grace he is able to do for you just what he did in redemptive history. He takes the disasters in your life and makes them tools of redemption. He takes your failure and employs it as a tool of grace. He uses the “death” of the fallen world to motivate you to reach out for life. The hardest things in your life become the sweetest tools of grace in his wise and loving hands. So be careful how you make sense of your life. What looks like a disaster may in fact be grace. What looks like the end may be the beginning. What looks hopeless may be God’s instrument to give you real and lasting hope. Your Father is committed to taking what seems so bad and turning it into something that is very, very good.

A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.

He also wondered why being a Christian was so offensive to the President. “You Christians follow Jesus and are obedient to Him. President Collins wants complete and total loyalty from his entire staff, and we feel you would not be a loyal servant. You are an enemy in our midst. As of this moment, you are no longer employed by the United States government and will no longer be able to be employed by the government. You will have no access to retirement or other benefits. Get your stuff out of the office and you have two weeks to move out of the house that you’re renting before we no longer let you move anywhere you wish. Inform the TSA of anyone you need to help you. They will give them permission to travel cross-country. Good day.

Loyalty to an employer is the most vulgar of loyalties.

Professional loyalty now flows "horizontally" to and from your network rather than "vertically" to your boss, as Dan Pink has noted.

Besides, you said I was your employer; haven't you heard of employee loyalty?" " I shall endeavor to display all signs of employee loyalty once you personally hand me my wages.

There were unknown tongues and aromas drifting out of the beer gardens and delicatessens. There were Germans, Poles, Slavs, Hungarians, Irish, Italians, Greeks, and Russians who had come here, as Ida Mae and her husband had, willing to work their way up from the bottom and make a life for themselves in a freer place than the one they had left. Before World War I, Milwaukee had not extended itself to the laboring caste of the South, nor had it needed to, with the continuing supply of European immigrants to work its factories. But, as in the rest of the industrial North, the number of Europeans immigrating to Milwaukee plummeted from 22,508 in the first decade of the twentieth century to a mere 451 during all of the 1920s because of the war. Factories that had never before considered colored labor came to see the advantages of colored workers from the South, even if some of the so-called advantages were themselves steeped in stereotype. “They are superior to foreign labor because they readily understand what you try to tell them,” one employer reported. “Loyalty, willingness, cheerfulness. Quicker, huskier, and can stand more heat than other workmen.” Most colored migrants were funneled into the lowest-paying, least wanted jobs in the harshest industries—iron and steel foundries and slaughtering and meatpacking. They “only did the dirty work,” a colored steelworker said of his early days in Milwaukee, “jobs that even Poles didn’t want.

Even in areas of low-skilled work, this phase saw so-called ‘closure processes’ in company labour markets.15 This means that companies offered even unskilled workers long-term employment prospects, with the possibility of gaining skills and promotions within the company—not least in exchange for their know-how and loyalty.

Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

FWAs improve recruitment. Companies find that offering FWAs helps attract top talent. •  FWAs improve employee morale and loyalty. When employees feel that their employer respects their need for flexibility, they’re happier, don’t take sick days when they’re not sick, and are more committed to their employer’s success.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.” Now he’ll sell his family’s land. Has to, he says. He is still paying off his mortgage.7 In some respects, Prestwood’s case is not unusual. Often people do not diversify at all, and sometimes employees invest a lot of their money in their employer’s stock. Amazing but true: five million Americans have more than 60 percent of their retirement savings in company stock.8 This concentration is risky on two counts. First, a single security is much riskier than the portfolios offered by mutual funds. Second, as employees of Enron and WorldCom discovered the hard way, workers risk losing both their jobs and the bulk of their retirement savings all at once.

Herbert Allen Jr. had convinced himself that appearances were important. Having calculated incorrectly around the first of the year that the press coverage would (as Ray Stark had put it) “blow over in two weeks,” Herbert and most of Columbia's boardroom directors (the majority who blindly aligned their interests behind Herbert's and Stark's; Resulting in facilitating their David Begelman debacle) eventually had seized upon a new and equally superficial appraisal of their dilemma: We have a PR problem. The solution? Obvious. Hire a public relations firm. Columbia Pictures already employed a capable public relations director, Jean Vagnini, whose work was considered excellent by objective observers outside the company, as well as many inside. The board of directors, however, had lost confidence in Vagnini's ability to handle the continuing media onslaught alone. They also suspected that Vagnini's loyalty, in the continuing animosity between Alan Hirschfield (Columbia's CEO), and the board, was to Hirschfield -- the lone voice of reason throughout the board's mishandling of Begeleman's check forgeries. Since she was young, relatively inexperienced, and female, she was a convenient target for a group of men who did not want to confront the true source of the "PR" problem—themselves and their own actions.

Telling a current employer about an offer from another company is a common tactic but works for men more easily than for women. Men are allowed to be focused on their own achievements, while loyalty is expected from women. Also, just being nice is not a winning strategy. Nice sends a message that the woman is willing to sacrifice pay to be liked by others. This is why a woman needs to combine niceness with insistence, a style that Mary Sue Coleman, president of the University of Michigan, calls “relentlessly pleasant.”22 This method requires smiling frequently, expressing appreciation and concern, invoking common interests, emphasizing larger goals, and approaching the negotiation as solving a problem as opposed to taking a critical stance.23 Most negotiations involve drawn-out, successive moves, so women need to stay focused … and smile.

Economist Albert Hirschman, in an attempt to understand why some firms don’t grow as fast as others, studied the behavior of employees who saw the future of their firms differently from their bosses. In his book Exit, Voice, and Loyalty, Hirschman argued that many people who left companies were frustrated that their former employer couldn’t see how bright its future would be if it embraced the vision or innovation that they had proposed.3 Hirschman saw them as disappointed that their work could not contribute to their employer’s future success.

During the nineties a new culture had developed, one in which firms focused on the bottom line—today’s profits, not long-run profits—and took quick and decisive actions when they faced problems. Firms that kept on workers when they were no longer needed were viewed as softhearted and softheaded. “Chain-saw Al” Dunlap, Sunbeam’s CEO, who got a reputation for axing workers and cutting costs with a new ruthlessness, may have been an extreme case, but he was emblematic of the new culture. Fire workers as soon as it is clear that you don’t need them. You can always hire them back again later. Firm loyalty—either of workers to their firm or the firm to its workers—were values of a bygone era. This meant that employment fell far more quickly as the economy went into the downturn.

By some quirk of fate, I had been chosen—along with five others—as a candidate to be the next equerry to the Princess of Wales. I knew little about what an equerry actually did, but I did not greatly care. I already knew I wanted to do the job. Two years on loan to the royal household would surely be good for promotion, and even if it was not, it had to be better than slaving in the Ministry of Defense, which was the most likely alternative. I wondered what it would be like to work in a palace. Through friends and relatives I had an idea it was not all red carpets and footmen. Running the royal family must involve a lot of hard work for somebody, I realized, but not, surely, for the type of tiny cog that was all I expected to be. In the wardroom of the frigate, alongside in Loch Ewe, news of the signal summoning me to London for an interview had been greeted with predictable ribaldry and a swift expectation that I therefore owed everybody several free drinks. Doug, our quiet American on loan from the U.S. Navy, spoke for many. He observed me in skeptical silence for several minutes. Then he took a long pull at his beer, blew out his mustache, and said, “Let me get this straight. You are going to work for Princess Di?” I had to admit it sounded improbable. Anyway, I had not even been selected yet. I did not honestly think I would be. “Might work for her, Doug. Only might. There’re probably several smooth Army buggers ahead of me in the line. I’m just there to make it look democratic.” The First Lieutenant, thinking of duty rosters, was more practical. “Whatever about that, you’ve wangled a week ashore. Lucky bastard!” Everyone agreed with him, so I bought more drinks. While these were being poured, my eye fell on the portraits hanging on the bulkhead. There were the regulation official photographs of the Queen and Prince Philip, and there, surprisingly, was a distinctly nonregulation picture of the Princess of Wales, cut from an old magazine and lovingly framed by an officer long since appointed elsewhere. The picture had been hung so that it lay between the formality of the official portraits and the misty eroticism of some art prints we had never quite got around to throwing away. The symbolic link did not require the services of one of the notoriously sex-obsessed naval psychologists for interpretation. As she looked down at us in our off-duty moments the Princess represented youth, femininity, and a glamour beyond our gray steel world. She embodied the innocent vulnerability we were in extremis employed to defend. Also, being royal, she commanded the tribal loyalty our profession had valued above all else for more than a thousand years, since the days of King Alfred. In addition, as a matter of simple fact, this tasty-looking bird was our future Queen. Later, when that day in Loch Ewe felt like a relic from another lifetime, I often marveled at the Princess’s effect on military people. That unabashed loyalty symbolized by Arethusa’s portrait was typical of reactions in messhalls and barracks worldwide. Sometimes the men gave the impression that they would have died for her not because it was their duty, but because they wanted to. She really seemed worth it.

Most recently, I worked for this advertising agency that specializes in perceptual marketing. They ensure that whatever ads you see in your everyday life are geared to your specific taste, style, demographic, purchasing history, and countless other interwoven criteria. If you walk by a billboard, it shows you something you actually want or an upgrade to something you already have. They use real-time rolling data feeds, so you might see a different ad depending on your mood before versus after lunch, if you were running late or had time to linger, whether you had sex that night or argued with your spouse that morning. Following a negative experience with some company’s wares, they’d give a competitor a shot at shifting your brand loyalty. My big idea was that clients could pay a monthly fee to see no ads at all. Instead of individualized niche marketing, you could experience a world blissfully emptied of promotional clutter. It was a total failure. Because it turns out people like ads. Especially when they’re targeted to warp the visual environment around you to emphasize your needs above all others, as if you’re the indispensable center of the global economy. Nobody wanted to pay for the privilege of being irrelevant to commercial interests. Except me. I essentially got my employer to launch an expensive new product solely for my use. An industry of one.

Attorney General Lynch agreed that it made sense to do that. But then she quickly added, “Call it ‘a matter.’” “Why would I do that?” I asked. “Just call it ‘a matter,’” came her answer. It occurred to me in the moment that this issue of semantics was strikingly similar to the fight the Clinton campaign had waged against The New York Times in July. Ever since then, the Clinton team had been employing a variety of euphemisms to avoid using the word “investigation.” The attorney general seemed to be directing me to align with that Clinton campaign strategy.

Religion may be as powerful an engine of identity as the nation; indeed, in some cultures, religious identity may be far more powerful than national identity. In integrist religious fundamentalisms, the violent promotion of the unity and dynamism of the faith may function very much like the violent promotion of the unity and dynamism of the nation. Some extreme forms of Orthodox Judaism regard the state of Israel as a blasphemy because it was established before Messiah came. Here religious integrism fully replaces national integrism. Fundamentalist Muslims offer little loyalty to the various secular Islamic states, whether presidential or monarchical. Islam is their nation. For Hindu fundamentalists, their religion is the focus of an intense attachment that the secular and pluralist Indian state does not succeed in offering. In such communities, a religious-based fascism is conceivable. After all, no two fascisms need be alike in their symbols and rhetoric, employing, as they do, the local patriotic repertory.

problem of brand and tribal loyalty is rife among nearly all humans. If I say something that offends you based on your rigid allegiances to your particular Buddhist, paradigmatic, or religious brand, and you then dismiss these empowering teachings and fail to employ them to your benefit, the primary loss will be yours, though the effects will likely impact those around you also. This effect is likely to become stronger the farther you proceed into this book. My apologies in advance if I tactlessly play into your knee-jerk tendencies.

A notable feature of Stalin’s machine was the power structure that he constructed at its apex. Each Central Committee secretary employed the services of a number of assistants. As general secretary Stalin built up in the course of the twenties a corps of personal political aides who were chosen for their talent and acumen as well as for their loyalty. They kept him informed on every sphere of Soviet affairs, including foreign relations, and assisted him in preparing his policy positions. They also were his representatives vis-à-vis the bureaucracy.[481] No such personal chancery was created by Lenin, who dealt with the top party and government functionaries as directly as possible, employing a minimum of intermediaries.

The French government employs teams of démineurs, roving bomb-disposal specialists, who respond to calls when villagers discover shells; they collect and destroy 900 tons of unexploded munitions each year. More than 630 French démineurs have died in the line of duty since 1946. Like those shells, the First World War itself has remained in our lives, below the surface, because we live in a world that was so much formed by it and by the industrialized total warfare it inaugurated.

Total loyalty to President Dunn and his decisions, no matter how ego-driven and uninformed and outright dangerous they were, had been demanded. Competence was replaced by blind loyalty as the determining factor for employment by an increasingly deranged administration.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

Millennials used job hopping to improve their income with every move in order to compensate for the initial low pay they accepted when joining the workforce during the 2008 recession. This acts as a caution to employers who are seeking to incorporate Gen Z into the workforce in what is expected to be a recessionary period after COVID-19. Companies should carefully consider whether compromising entry-level compensation in the short term is worth it, considering the potential benefit of gaining Gen Z’s long-term loyalty. Gen Zers are eager to stay longer in the organization. If we find ways to make it work for them by meeting their expectations, it will be a win-win.

Watson demanded total loyalty to the corporation from everybody it employed. ‘Joining a company,’ he would tell his staff, ‘is an act that calls for absolute loyalty in big matters and little ones.’ His message was that the company was the employee’s ‘friend’ and that a ‘family spirit’ combined with ‘vision and faith’, was as important for its success as an array of products that knocked the competition for six. He insisted that no drinking took place during business hours.

As much as companies might yearn for a stable environment and employees might yearn for lifetime employment, the world has irrevocably changed. But we also can’t keep going the way we’ve been going. Trust in the business world (as measured by the proportion of employees who say they have a “high level of trust in management and the organization” they work for) is near an all-time low.6 A business without loyalty is a business without long-term thinking. A business without long-term thinking is a business that’s unable to invest in the future. And a business that isn’t investing in tomorrow’s opportunities and technologies—well, that’s a company already in the process of dying.

It seems no one is guaranteed a job anywhere anymore. These are troubled times for workers. The creeping sense that no one’s job is safe, even as the companies they work for are thriving, means the spread of fear, apprehension, and confusion. One sign of this growing unease: An American headhunting firm reported that more than half of callers making inquiries about jobs were still employed—but were so fearful of losing those jobs that they had already started to look for another.5 The day that AT&T began notifying the first of forty thousand workers to be laid off—in a year when its profits were a record $4.7 billion—a poll reported that a third of Americans feared that someone in their household would soon lose a job. Such fears persist at a time when the American economy is creating more jobs than it is losing. The churning of jobs—what economists euphemistically call “labor market flexibility”—is now a troubling fact of work life. And it is part of a global tidal wave sweeping through all the leading economies of the developed world, whether in Europe, Asia, or the Americas. Prosperity is no guarantee of jobs; layoffs continue even amidst a booming economy. This paradox, as Paul Krugman, an MIT economist, puts it, is “the unfortunate price we have to pay for having as dynamic an economy as we do.”6 There is now a palpable bleakness about the new landscape of work. “We work in what amounts to a quiet war zone” is the way one midlevel executive at a multinational firm put it to me. “There’s no way to give your loyalty to a company and expect it to be returned anymore. So each person is becoming their own little shop within the company—you have to be able to be part of a team, but also ready to move on and be self-sufficient.” For many older workers—children of the meritocracy, who were taught that education and technical skills were a permanent ticket to success—this new way of thinking may come as a shock. People are beginning to realize that success takes more than intellectual excellence or technical prowess, and that we need another sort of skill just to survive—and certainly to thrive—in the increasingly turbulent job market of the future. Internal qualities such as resilience, initiative, optimism, and adaptability are taking on a new valuation. A

Experience”, when no longer a measure of security, becomes what it is now: freely exchangeable currency.

An employee’s most basic expectation from an employer is that they will feel valued for the work that they do for the organization.

78% said they would remain longer with their employer if they saw a career path with the current organization.

Attorney General Lynch agreed that it made sense to do that. But then she quickly added, “Call it ‘a matter.’” “Why would I do that?” I asked. “Just call it ‘a matter,’” came her answer. It occurred to me in the moment that this issue of semantics was strikingly similar to the fight the Clinton campaign had waged against The New York Times in July. Ever since then, the Clinton team had been employing a variety of euphemisms to avoid using the word “investigation.” The attorney general seemed to be directing me to align with that Clinton campaign strategy. Her “just do it” response to my question indicated that she had no legal or procedural justification for her request, at least not one grounded in our practices or traditions. Otherwise, I assume, she would have said so.

The authors of The Alliance posit that frequent checkpoints create a perfect scenario where employer and employee sit down to openly discuss their expectations, to calibrate where the other wants to go and to fill any gaps that may have developed along the way.

Did the businessman owe his current employer loyalty? Not in his view. The businessman didn’t invent capitalism, and he didn’t create its rules. He simply played within the rules. His employers wouldn’t have hesitated to fire him at the drop of a hat for any reason that fit their business needs. He simply followed their example.

Broadly speaking, there seem to be two methods for developing combat forces-for successfully cajoling or coercing collections of men into engaging in the violent, profane, sacrificial, uncertain, masochistic, and essentially absurd enterprise known as war. The two methods lead to two kinds of warfare, and the distinction can be an important one. Intuitively, it might seem that the easiest (and cheapest) method for recruiting combatants would be to...enlist those who revel in violence and routinely seek it our or who regularly employ it to enrich themselves, or both. We have in civilian life a name for such people-criminals...Violent conflicts in which people like that dominate can be called criminal warfare, a form in which combatants are induced to wreak violence primarily for the fun and material profit they derive from the experience. Criminal armies seem to arise from a couple of processes. Sometimes criminals-robbers, brigands, freebooters, highwaymen, hooligans, thugs, bandits, pirates, gangsters, outlaws-organize or join together in gangs or bands or mafias. When such organizations become big enough, they can look and act a lot like full-blown armies. Or criminal armies can be formed when a ruler needs combatants to prosecute a war and concludes that the employment or impressment of criminals and thugs is the most sensible and direct method for accomplishing this. In this case, criminals and thugs essentially act as mercenaries. It happens, however, that criminals and thugs tend to be undesirable warriors....To begin with, they are often difficult to control. They can be troublemakers: unruly, disobedient, and mutinous, often committing unauthorized crimes while on (or off) duty that can be detrimental or even destructive of military enterprise.... Most importantly, criminals can be disinclined to stand and fight when things become dangerous, and they often simply desert when whim and opportunity coincide. Ordinary crime, after all, preys on the weak-on little old ladies rather than on husky athletes-and criminals often make willing and able executioners of defenseless people. However, if the cops show up they are given to flight. The motto for the criminal, after all, is not a variation of "Semper fi," "All for one and one for all," "Duty, honor, country," "Banzai," or "Remember Pearl Harbor," but "Take the money and run."... These problems with the employment of criminals as combatants have historically led to efforts to recruit ordinary men as combatants-people who, unlike criminals and thugs, commit violence at no other time in their lives.... The result has been the development of disciplined warfare in which men primarily inflict violence not for fun and profit but because their training and indoctrination have instilled in them a need to follow orders; to observe a carefully contrived and tendentious code of honer; to seek glory and reputation in combat; to love, honor, or fear their officers; to believe in a cause; to fear the shame, humiliation, or costs of surrender; or, in particular, to be loyal to, and to deserve the loyalty of, their fellow combatants.

Why can’t I just subscribe to transportation the same way I subscribe to electricity and internet access? But wait, you might say. Uber isn’t a subscription service—there are no monthly fees. I disagree. It sure looks and feels like a digital subscription service to me. Uber has your ID and all your payment particulars, and it employs usage-based pricing so that you pay for only what you use. It knows your usage history (your home, your work, your common destinations) and uses that information to customize its service for you. And thanks to its partnership with Spotify, it even knows your favorite music. Oh, and guess what? Uber does in fact offer monthly subscriptions. Right now Uber is testing a flat-rate subscription service in several cities. Users can pay a monthly fee in exchange for bundles of reduced-rate trips with no surge pricing. In other words, Uber will cut you a deal on rides in exchange for steady business. The company may take a short-term profitability hit, but the goal is to gain long-term customer loyalty in a very young and turbulent market—and this customer loyalty is becoming more and more important as ridesharing becomes a commodity.

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