Essential Workers Appreciation Quotes

Company To Experiment With Valuing Employees 148 words SAN DIEGO—Cautioning that the initiative was being instituted on a trial basis only, Forrest Logistics CEO Wayne Gartner announced Thursday that the company had recently begun experimenting with valuing its employees. “For the next three months, we’ll be treating our workers as skilled professionals we appreciate having on our staff instead of as disposable laborers whose morale could not matter less to us,” said Gartner, telling reporters that during this provisional period, management would be assessing the long-term viability of constructively addressing employee concerns and creating an overall positive work environment. “This is completely new to us, obviously, but that’s why we’re just testing it out. If need be, we can go back to essentially telling our workers that they’re lucky we hired them in the first place.” At press time, the initiative had been canceled after estimates revealed it would cost the company upwards of $2,500 annually.

But the very same taker tendencies that served Wright well in Fallingwater also precipitated his nine-year slump. For two decades, until 1911, Wright made his name as an architect living in Chicago and Oak Park, Illinois, where he benefited from the assistance of craftspeople and sculptors. In 1911, he designed Taliesin, an estate in a remote Wisconsin valley. Believing he could excel alone, he moved out there. But as time passed, Wright spun his wheels during “long years of enforced idleness,” Gill wrote. At Taliesin, Wright lacked access to talented apprentices. “The isolation he chose by creating Taliesin,” de St. Aubin observes, “left him without the elements that had become essential to his life: architectural commissions and skillful workers to help him complete his building designs.” Frank Lloyd Wright’s drought lasted until he gave up on independence and began to work interdependently again with talented collaborators. It wasn’t his own idea: his wife Olgivanna convinced him to start a fellowship for apprentices to help him with his work. When apprentices joined him in 1932, his productivity soared, and he was soon working on the Fallingwater house, which would be seen by many as the greatest work of architecture in modern history. Wright ran his fellowship program for a quarter century, but even then, he struggled to appreciate how much he depended on apprentices. He refused to pay apprentices, requiring them to do cooking, cleaning, and fieldwork. Wright “was a great architect,” explained his former apprentice Edgar Tafel, who worked on Fallingwater, “but he needed people like myself to make his designs work—although you couldn’t tell him that.