Front Line Workers Quotes

The troll rumbled away in the direction of the coal store and his place in front of Billy was taken by a smartly dressed young lady with an air of authority. ‘Sir, I think the railway is going to need a translator. I know every language and dialect on the Disc.’ Her voice was firm but there was a glint of excitement in her eyes as she looked at Iron Girder and the other engines in the compound and Billy knew she was hooked. He also knew that ‘translator’ was not on his list of vacancies and sent her off to Sir Harry’s office, while he returned to his search for shunters, tappers and other workers. And so the line moved on again. It seemed everybody wanted to be part of the railway.

Fire, fire! The branches crackle and the night wind of late autumn blows the flame of the bonfire back and forth. The compound is dark; I am alone at the bonfire, and I can bring it still some more carpenters' shavings. The compound here is a privileged one, so privileged that it is almost as if I were out in freedom -- this is an island of paradise; this is the Marfino "sharashka" -- a scientific institute staffed with prisoners -- in its most privileged period. No one is overseeing me, calling me to a cell, chasing me away from the bonfire, and even then it is chilly in the penetrating wind. But she -- who has already been standing in the wind for hours, her arms straight down, her head drooping, weeping, then growing numb and still. And then again she begs piteously "Citizen Chief! Please forgive me! I won't do it again." The wind carries her moan to me, just as if she were moaning next to my ear. The citizen chief at the gatehouse fires up his stove and does not answer. This was the gatehouse of the camp next door to us, from which workers came into our compound to lay water pipes and to repair the old ramshackle seminary building. Across from me, beyond the artfully intertwined, many-stranded barbed-wire barricade and two steps away from the gatehouse, beneath a bright lantern, stood the punished girl, head hanging, the wind tugging at her grey work skirt, her feet growing numb from the cold, a thin scarf over her head. It had been warm during the day, when they had been digging a ditch on our territory. And another girl, slipping down into a ravine, had crawled her way to the Vladykino Highway and escaped. The guard had bungled. And Moscow city buses ran right along the highway. When they caught on, it was too late to catch her. They raised the alarm. A mean, dark major arrived and shouted that if they failed to catch the girl, the entire camp would be deprived of visits and parcels for whole month, because of her escape. And the women brigadiers went into a rage, and they were all shouting, one of them in particular, who kept viciously rolling her eyes: "Oh, I hope they catch her, the bitch! I hope they take scissors and -- clip, clip, clip -- take off all her hair in front of the line-up!" But the girl who was now standing outside the gatehouse in the cold had sighed and said instead: "At least she can have a good time out in freedom for all of us!" The jailer had overheard what she said, and now she was being punished; everyone else had been taken off to the camp, but she had been set outside there to stand "at attention" in front of the gatehouse. This had been at 6 PM, and it was now 11 PM. She tried to shift from one foot to another, but the guard stuck out his head and shouted: "Stand at attention, whore, or else it will be worse for you!" And now she was not moving, only weeping: "Forgive me, Citizen Chief! Let me into the camp, I won't do it any more!" But even in the camp no one was about to say to her: "All right, idiot! Come on it!" The reason they were keeping her out there so long was that the next day was Sunday, and she would not be needed for work. Such a straw-blond, naive, uneducated slip of a girl! She had been imprisoned for some spool of thread. What a dangerous thought you expressed there, little sister! They want to teach you a lesson for the rest of your life! Fire, fire! We fought the war -- and we looked into the bonfires to see what kind of victory it would be. The wind wafted a glowing husk from the bonfire. To that flame and to you, girl, I promise: the whole wide world will read about you.

The United Front Department (UFD) is a key section in the Workers’ Party, responsible for inter-Korean espionage, policy-making and diplomacy. Since 1953, Korea has been divided by an armistice line known as the Korean Demilitarised Zone (DMZ), held in place by military force on each side. The division of the Korean peninsula is not based on a difference in language, religion or ethnicity, but on a difference in political ideology. The North Korean version of Socialism, founded as it is on the maintenance of absolute institutional unity, regards pluralism and individual determination as its greatest enemy. The Workers’ Party has therefore been active and diligent in psychological warfare operations aimed at Koreans in both

From the moment they're recruited to the time they're 'rescued' and deported, trafficked women are terrorized. Every single day they face a world stacked heavily against them. Their only friends are the dedicated women and men who form the thin front line against trafficking--an often thankless job. Those working for nongovernmental aid agencies and organizations are the real heroes in this bleak morass. Still, their work is merely a Band-Aid solution. In the vast majority of cases, NGO workers report that their funding is ad hoc and wholly inadequate to meet even basic needs. If we truly want a fair shot at saving these women, we need to open not only our minds but also our wallets. We need to focus on programs that care compassionately for the victims and we need to implement them immediately, worldwide. The most urgent priorities are safe shelters and clinics equipped and staffed to offer medical and psychological treatment. We need to understand that most of these women have been psychologically and physically ripped apart. And we need to be prepared for the fac thtat most have been infected with various sexually transmitted diseases.

Since it was already understood that the illness entered the body through the breath and not from a mosquito bite or stomach worms, as had been widely believed, the use of face coverings was ordered. But since there weren’t even sufficient masks for health workers, who fought on the front lines, there certainly weren’t enough to go around for the general population.

when Starship was again being stacked on the pad, the winds picked up and some of the workers resisted climbing to the top of the tower, where there was still work to be done scraping off coating and securing the proper connections. So Krebs himself climbed up and began doing the work. “I had to make sure all the workers stayed motivated,” he says. Had he done so, I asked, because he was inspired by Musk, who liked being a battlefield general on the front lines, or was it out of fear? “It’s like Machiavelli taught,” Krebs replied. “You have to have fear and love for the leader. Both.

On 20 November, front-line troops got 500 grams of bread per day, factory workers received 250, and everyone else 125 (that is, two slices). ‘Twigs were collected and stewed,’ records an historian of the siege. ‘Peat shavings, cottonseed cake, bonemeal was pressed into use. Pine sawdust was processed and added to the bread. Mouldy grain was dredged from sunken barges and scraped out of the holds of ships. Soon Leningrad bread was containing 10% cottonseed cake that had been processed to remove poisons. Household pets, shoe leather, fir bark and insects were consumed, as was wallpaper paste which was reputed to be made with potato flour. Guinea pigs, white mice and rabbits were saved from vivisection in the city’s laboratories for a more immediately practical fate. ‘Today it is so simple to die,’ wrote one resident, Yelena Skryabina, in her diary. ‘You just begin to lose interest, then you lie on your bed and you never get up again. Yet some people were willing to go to any lengths in order to survive: 226 people were arrested for cannibalism during the siege. ‘Human meat is being sold in the markets,’ concluded one secret NKVD report, ‘while in the cemeteries bodies pile up like carcasses, without coffins.

On the labour front in 1919 there was an unprecedented number of strikes involving many millions of workers. One of the lager strikes was mounted by the AF of L against the United States Steel Corporation. At that time workers in the steel industry put in an average sixty-eight-hour week for bare subsistence wages. The strike spread to other plants, resulting in considerable violence -- the death of eighteen striking workers, the calling out of troops to disperse picket lines, and so forth. By branding the strikers Bolsheviks and thereby separating them from their public support, the Corporation broke the strike. In Boston, the Police Department went on strike and governor Calvin Coolidge replaced them. In Seattle there was a general strike which precipitated a nationwide 'red scare'. this was the first red scare. Sixteen bombs were found in the New York Post Office just before May Day. The bombs were addressed to men prominent in American life, including John D. Rockefeller and Attorney General Mitchell Palmer. It is not clear today who was responsible for those bombs -- Red terrorists, Black anarchists, or their enemies -- but the effect was the same. Other bombs pooped off all spring, damaging property, killing and maiming innocent people, and the nation responded with an alarm against Reds. It was feared that at in Russia, they were about to take over the country and shove large cocks into everyone's mother. Strike that. The Press exacerbated public feeling. May Day parades in the big cities were attacked by policemen, and soldiers and sailors. The American Legion, just founded, raided IWW headquarters in the State of Washington. Laws against seditious speech were passed in State Legislatures across the country and thousands of people were jailed, including a Socialist Congressman from Milwaukee who was sentenced to twenty years in prison. To say nothing of the Espionage and Sedition Acts of 1917 which took care of thousands more. To say nothing of Eugene V. Debs. On the evening of 2 January 1920, Attorney General Palmer, who had his eye on the White House, organized a Federal raid on Communist Party offices throughout the nation. With his right-hand assistant, J. Edgar Hoover, at his right hand, Palmer effected the arrest of over six thousand people, some Communist aliens, some just aliens, some just Communists, and some neither Communists nor aliens but persons visiting those who had been arrested. Property was confiscated, people chained together, handcuffed, and paraded through the streets (in Boston), or kept in corridors of Federal buildings for eight days without food or proper sanitation (in Detroit). Many historians have noted this phenomenon. The raids made an undoubted contribution to the wave of vigilantism winch broke over the country. The Ku Klux Klan blossomed throughout the South and West. There were night raidings, floggings, public hangings, and burnings. Over seventy Negroes were lynched in 1919, not a few of them war veterans. There were speeches against 'foreign ideologies' and much talk about 'one hundred per cent Americanism'. The teaching of evolution in the schools of Tennessee was outlawed. Elsewhere textbooks were repudiated that were not sufficiently patriotic. New immigration laws made racial distinctions and set stringent quotas. Jews were charged with international conspiracy and Catholics with trying to bring the Pope to America. The country would soon go dry, thus creating large-scale, organized crime in the US. The White Sox threw the Series to the Cincinnati Reds. And the stage was set for the trial of two Italian-born anarchists, N. Sacco and B. Vanzetti, for the alleged murder of a paymaster in South Braintree, Mass. The story of the trial is well known and often noted by historians and need not be recounted here. To nothing of World War II--

Our society doesn't allow any foreign objects. I've always suffered because of that," Shiraha said, drinking jasmine tea made with a teabag from the drink bar. I was the one who had gotten the jasmine tea for him since he didn't make any move to get anything for himself. He just sat in silence, and when I placed it in front of him he started drinking it without even saying thank you. "Everyone has to toe the line. Why am I still doing casual work even though I'm in my mid-thirties? Why haven't I ever had a girlfriend? The assholes don't even bat an eyelid when they ask whether I've ever had sex or not. And then they laugh and tell me not to include prostitutes in the count. I don't make trouble for anyone. But they all seem to think nothing of raping me, just because I'm in the minority." I considered him one step short of being a sex offender. But here he was casually likening his own suffering to sexual assault, without sparing a thought for all the trouble he'd caused for women store workers and customers. He seemed to have this odd circuitry in his mind that allowed him to see himself only as the victim, and never the perpetrator, I thought was I watched him. "Really," I said, even wondering whether he made a habit of being self-pitying. "That must be hard.

At Dniepropetrovsk the Stalin regime had made great efforts in construction. We were at first impressed as we approached the suburbs of the city, where we saw outlined the large masonry blocks of the proletarian housing erected by the Soviets. Their lines were modern. The buildings were huge, and there were many of them. Undeniably, the Communist system had done something for the people. If the misery of the peasants was great, at least the worker seemed to have benefited from the new times. Still, it was necessary to visit and examine the buildings. We lived for six months in the Donets coal basin. We had plenty of time to test the conclusions that we had reached at the time of our entrance into Dniepropetrovsk. The buildings, so impressive from a distance, were just a gigantic hoax, intended to fool sightseers shepherded by Intourist [Soviet tourism agency] and the viewers of documentary films. Approaching those housing blocks you were sickened by the stench of mud and excrement that rose from the quagmires surrounding each of the buildings. Around them were neither sidewalks nor gravel nor paving stones. The Russian mud was everywhere, and everywhere the walls peeled and crumbled. The quality of the construction materials was of the lowest order. All the balconies had come loose, and already the cement stairways were worn and grooved, although the buildings were only a few years old.

I present... the courtyard!" The curtain slid away to reveal a wall of glass. Several production workers slid the transparent panels along the tracks until the entire room opened up onto a massive outdoor kitchen. The contestants filed outside, stunned by the extravagance. It doubled the size of their workspace. Stovetops and grills were set into brick counters. Refrigerators were tucked safely under a canvas canopy. And best of all- most thrilling of all- was a lush, vibrant perennial border that surrounded the entire kitchen, filled with edible plants, herbs, and flowers. Bright orange nasturtiums nodded in the afternoon sunshine, tender peas twined about a chicken wire fence. Bees hovered over patches of fuzzy thyme. Sophia laughed out loud. This was utterly delightful. "Your dream come true, Miss Garden Fairy?" The Scot's thick arms crossed his chest. He looked utterly disinterested. "There are fully-stocked pantries inside, as well. But the outdoor facility takes advantage of our beautiful Vermont landscape. Edibles in the garden." Mr. Smith pointed to glass-fronted coolers. "Local cheeses and other dairy products." He sauntered over to the canopied area and the cameras followed him. Baskets of fresh produce lined the tables. "We locally farmed proteins, fruits, and vegetables. Honey. Maple syrup. Anything and everything you can imagine." He took a perfectly ripe strawberry from one of the boxes and popped it into his mouth.

as it sounds. Part of the challenge of listening is filtering out the noise of bias and defensiveness. When your frontline workers hear customers suggesting ways your business could do more for them, the instinctive response is to determine how much additional work that might mean. When service employees hear negative comments from customers about their or the organization’s service performance, they have a natural tendency to defend and protect. Their inherent sense of “possessiveness” about the delivery processes and their tendency to take complaints as a personal attack make it harder for people at the front line to listen in a nonjudgmental way. Although your people are up close and personal with customers on a day-to-day basis, as a manager you are in a better position to listen effectively. Being one step removed from the action, you should have less defensiveness and a broader perspective than the immediate moment.

SANDINISTAS. The Sandinista National Liberation Front (Frente Sandinista de Liberación Nacional—FSLN), more commonly known as Sandinistas, ruled Nicaragua from 1979 until 1990, attempting to transform the country along Marxist-influenced lines. The group formed in the early 1960s, and spent the first two decades of its existence engaged in a guerrilla campaign against the dictatorship of Anastasio Somoza, receiving backing from Cuba which remained a close ally when the Sandinistas took office. With popular revulsion towards Somoza rising, in 1978 the Sandinistas encouraged the Nicaraguan people to rise up against his regime. After a brief but bloody battle, in July 1979 the dictator was forced into exile, and the Sandinistas emerged victorious. With the country in a state of morass, they quickly convened a multi-interest five-person Junta of National Reconstruction to implement sweeping changes. The junta included rigid Marxist and long-serving Sandinista Daniel Ortega, and under his influence Somoza’s vast array of property and land was confiscated and brought under public ownership. Additionally, mining, banking and a limited number of private enterprises were nationalized, sugar distribution was taken into state hands, and vast areas of rural land were expropriated and distributed among the peasantry as collective farms. There was also a highly successful literacy campaign, and the creation of neighborhood groups to place regional governance in the hands of workers. Inevitably, these socialist undertakings got tangled up in the Cold War period United States, and in 1981 President Ronald Reagan began funding oppositional “Contra” groups which for the entire decade waged an economic and military guerrilla campaign against the Sandinista government. Despite this and in contrast to other communist states, the government fulfilled its commitment to political plurality, prompting the growth of opposition groups and parties banned under the previous administration. In keeping with this, an internationally recognized general election was held in 1984, returning Ortega as president and giving the Sandinistas 61 of 90 parliamentary seats. Yet, in the election of 1990, the now peaceful Contra’s National Opposition Union emerged victorious, and Ortega’s Sandinistas were relegated to the position of the second party in Nicaraguan politics, a status they retain today. The Marxism of the Sandinistas offered an alternative to the Marx- ism–Leninism of the Soviet Bloc and elsewhere. This emanated from the fact that the group attempted to blend a Christian perspective on theories of liberation with a fervent devotion to both democracy and the Marxian concepts of dialectical materialism, worker rule and proletariat-led revolution. The result was an arguably fairly success- ful form of socialism cut short by regional factors.

Today’s worker wants a sense of purpose. In fact, most demand a sense of purpose in the work that they do. The desire for a sense of purpose extends well beyond titles. The desire for a sense of purpose is a fundamental human need. Who among us does not desire a sense of purpose and a reason for being and a reason for doing? Is that desire for purpose and for meaning any different in the soul of the front-line worker or the individual contributor, than it is in the leader?

SEPTEMBER 11 Fueling Relief When we finally got the clearance to drive through the checkpoints, two weeks after the World Trade Center attacks, the street was lined with New Yorkers—New Yorkers!—waving banners with simple messages. “We love you. You’re our heroes. God bless you. Thank you.” The workers were running on that support as their vehicles ran on fuel. They had so little good news in a day. They faced a mountainously depressing task of removing tons and tons of twisted steel, compacted dirt, smashed equipment, broken glass. But every time they drove past the barricades, they faced a line of fans cheering them on, like the tunnel of cheerleaders that football players run through, reminding them that an entire nation appreciated their service. In a Salvation Army van with lights flashing, we attracted some of the loudest cheers of all. Moises Serrano, the Salvation Army officer leading us, was Incident Director for the city. He had been on the job barely a month when the planes hit. He worked thirty-six straight hours and slept four, forty hours and slept six, forty more hours and slept six. Then he took a day off. His assistant had an emotional breakdown early on, in the same van I was riding in, and may never recover. Many of the Salvationists I met hailed from Florida, the hurricane crews who keep fully stocked canteens and trucks full of basic supplies. When the Manhattan buildings fell, they mobilized all those trucks and drove them to New York. The crew director told me, “To tell you the truth, I came up here expecting to deal with Yankees, if you know what I mean. Instead, it’s all smiles and thank yous.” I came to appreciate the cheerful toughness of the Salvation Army. These soldiers worked in the morgue and served on the front lines. Over the years, though, they had developed an inner strength based on discipline, on community, and above all on a clear vision of whom they were serving. The Salvation Army may have a hierarchy of command, but every soldier knows he or she is performing for an audience of One. As one told me, Salvationists serve in order to earn the ultimate accolade from God himself: “Well done, thy good and faithful servant.” Finding God in Unexpected Places

The United Front Department (UFD) is a key section in the Workers’ Party, responsible for inter-Korean espionage, policy-making and diplomacy. Since 1953, Korea has been divided by an armistice line known as the Korean Demilitarised Zone (DMZ), held in place by military force on each side. The division of the Korean peninsula is not based on a difference in language, religion or ethnicity, but on a difference in political ideology. The North Korean version of Socialism, founded as it is on the maintenance of absolute institutional unity, regards pluralism and individual determination as its greatest enemy. The Workers’ Party has therefore been active and diligent in psychological warfare operations aimed at Koreans in both the North and the South for over half a century.

When you deliver skills that increase the competency of your workers, they always become more energized and engaged.

Managers must be true servant leaders (and the scrum framework calls this out in the position of scrum master as servant leader) for their people. The front line workers are not there to serve their managers. It is up to management to create an environment that allows workers to do their work.            

We trapped several smaller females, all around the nine-foot mark. That’s when Steve stepped back and let the all-girl team take over: all the women in camp, zoo workers mainly, myself, and others. We would jump on the croc, help secure the tracking device, and let her go. At one point Steve trapped a female that he could see was small and quiet. He turned to Bindi. “How would you like to jump the head?” Bindi’s eyes lit up. This was what she had been waiting for. Once Steve removed the croc from the trap and secured its jaws, the next step was for the point person to jump the croc’s head. Everybody else on the team followed immediately afterward, pinning the crocodile’s body. “Don’t worry,” I said to Bindi. “I’ll back you up.” Or maybe I was really talking to Steve. He was nervous as he slipped the croc out of its mesh trap. He hovered over the whole operation, knowing that if anything went amiss, he was right there to help. “Ready, and now!” he said. Bindi flung herself on the head of the crocodile. I came in right over her back. The rest of the girls jumped on immediately, and we had our croc secured. “Let’s take a photo with the whole family,” Professor Franklin said. Bindi sat proudly at the crocodile’s head, her hand casually draped over its eyes. Steve was in the middle, holding up the croc’s front legs. Next in line was me. Finally, Robert had the tail. This shot ended up being our 2006 family Christmas card. I look at it now and it makes me laugh out loud. The family that catches crocs together, rocks together. The Irwin family motto. Steve, Bindi, and I are all smiling. But then there is Robert’s oh-so-serious face. He has a top-jaw rope wrapped around his body, with knots throughout. He took his job seriously. He had the rope and was ready as the backup. He was on that croc’s tail. It was all about catching crocs safely, mate. No mucking around here. As we idled back in to camp, Robert said, “Can I please drive the boat?” “Crikey, mate, you are two years old,” Steve said. “I’ll let you drive the boat next year.” But then, quite suddenly and without a word, Steve scooped Robert up and sat him up next to the outboard. He put the tiller in his hand. “Here’s what you do, mate,” Steve said, and he began to explain how to drive the boat. He seemed in a hurry to impart as much wisdom to his son as possible. Robert spent the trip jumping croc tails, driving the boat, and tying knots. Steve created a croc made of sticks and set it on a sandbar. He pulled the boat up next to it, and he, Robert, and Bindi went through all the motions of jumping the stick-croc. “I’m going to say two words,” Robert shouted, imitating his father. “’Go,’ and ‘Now.’ First team off on ‘Go,’ second team off on ‘Now.’” Then he’d yell “Go, now” at the top of his lungs. He and Steve jumped up as if the stick-croc was about to swing around and tear their arms off. “Another croc successfully caught, mate,” Steve said proudly. Robert beamed with pride too. When he got back to Croc One, Robert wrangled his big plush crocodile toy. I listened, incredulous, as my not-yet-three-year-old son muttered the commands of a seasoned croc catcher. He had all the lingo down, verbatim. “Get me a twelve-millimeter rope,” Robert commanded. “I need a second one. Get that top-jaw rope under that tooth, yep, the eye tooth, get it secured. We’ll need a third top-jaw rope for this one. Who’s got a six-millimeter rope? Hand me my Leatherman. Cut that rope here. Get that satellite tracker on.” The stuffed animal thoroughly secured, Robert made as if to brush off his little hands. “Professor Franklin,” he announced in his best grown-up voice, “it’s your croc.

We trapped several smaller females, all around the nine-foot mark. That’s when Steve stepped back and let the all-girl team take over: all the women in camp, zoo workers mainly, myself, and others. We would jump on the croc, help secure the tracking device, and let her go. At one point Steve trapped a female that he could see was small and quiet. He turned to Bindi. “How would you like to jump the head?” Bindi’s eyes lit up. This was what she had been waiting for. Once Steve removed the croc from the trap and secured its jaws, the next step was for the point person to jump the croc’s head. Everybody else on the team followed immediately afterward, pinning the crocodile’s body. “Don’t worry,” I said to Bindi. “I’ll back you up.” Or maybe I was really talking to Steve. He was nervous as he slipped the croc out of its mesh trap. He hovered over the whole operation, knowing that if anything went amiss, he was right there to help. “Ready, and now!” he said. Bindi flung herself on the head of the crocodile. I came in right over her back. The rest of the girls jumped on immediately, and we had our croc secured. “Let’s take a photo with the whole family,” Professor Franklin said. Bindi sat proudly at the crocodile’s head, her hand casually draped over its eyes. Steve was in the middle, holding up the croc’s front legs. Next in line was me. Finally, Robert had the tail. This shot ended up being our 2006 family Christmas card. I look at it now and it makes me laugh out loud. The family that catches crocs together, rocks together. The Irwin family motto. Steve, Bindi, and I are all smiling. But then there is Robert’s oh-so-serious face. He has a top-jaw rope wrapped around his body, with knots throughout. He took his job seriously. He had the rope and was ready as the backup. He was on that croc’s tail. It was all about catching crocs safely, mate. No mucking around here.

In another invaluable service to the Allies, the resistance movements in every captive country helped rescue and spirit back to England thousands of British and American pilots downed behind enemy lines, as well as other Allied servicemen caught in German-held territory. In Belgium, for example, a young woman named Andrée de Jongh set up an escape route called the Comet Line through her native country and France, manned mostly by her friends, to return Britons and Americans to England. De Jongh herself escorted more than one hundred servicemen over the Pyrenees Mountains to safety in neutral Spain. As de Jongh and her colleagues knew, being active in the resistance, regardless of gender, was far more perilous than fighting on the battlefield or in the air. If captured, uniformed servicemen on the Western front were sent to prisoner of war camps, where Geneva Convention rules usually applied. When resistance members were caught, they faced torture, the horrors of a German concentration camp, and/or execution. The danger of capture was particularly great for those who sheltered British or American fighting men, most of whom did not speak the language of the country in which they were hiding and who generally stuck out like the proverbial sore thumb. As one British intelligence officer observed, “It is not an easy matter to hide and feed a foreigner in your midst, especially when it happens to be a red-haired Scotsman of six feet, three inches, or a gum-chewing American from the Middle West.” James Langley, the head of a British agency that aided the European escape lines, later estimated that, for every Englishman or American rescued, at least one resistance worker lost his or her life. Andrée de Jongh managed to escape that fate. Caught in January 1943 and sent to the Ravensbruck concentration camp in Germany, she survived the war because, although she freely admitted to creating the Comet Line, the Germans could not believe that a young girl had devised such an intricate operation. IN

When front-line workers are part of any solution, they own it every bit as much as leaders do. Everyone benefits—the organization, workers and, most of all, customers.

March 17 The Worker’s Ruling Passion Wherefore we labour, that . . . we may be accepted of Him. 2 Corinthians 5:9 “Wherefore we labour. . . .” It is arduous work to keep the master ambition in front. It means holding one’s self to the high ideal year in and year out, not being ambitious to win souls or to establish churches or to have revivals, but being ambitious only to be “accepted of Him.” It is not lack of spiritual experience that leads to failure, but lack of labouring to keep the ideal right. Once a week at least take stock before God, and see whether you are keeping your life up to the standard He wishes. Paul is like a musician who does not heed the approval of the audience if he can catch the look of approval from his Master. Any ambition which is in the tiniest degree away from this central one of being “approved unto God” may end in our being castaways. Learn to discern where the ambition leads, and you will see why it is so necessary to live facing the Lord Jesus Christ. Paul says—Lest my body should make me take another line, I am constantly watching so that I may bring it into subjection and keep it under (see 1 Corinthians 9:27). I have to learn to relate everything to the master ambition, and to maintain it without any cessation. My worth to God in public is what I am in private. Is my master ambition to please Him and be acceptable to Him, or is it something less, no matter how noble?

Description As one of the high level programming languages, Python is considered a vital feature for data structuring and code readability. Developers need to learn python 1 ,2 & 3 to qualify as experts. It is object-oriented and taps the potential of dynamic semantics. As a scripting format it reduces the costs of maintenance and lesser coding lines due to syntax assembly. Job responsibilities Writing server side applications is one of the dedicated duties of expected from a skilled worker in this field. If you enjoy working backend, then this is an ideal job for you. It involves: · Connecting 3rd party apps · Integrating them with python · Implement low latency apps · Interchange of data between users and servers · Knowledge of front side technologies · Security and data protection and storage Requisites to learn There are several training courses for beginners and advanced sessions for experienced workers. But you need to choose a really good coaching center to get the skills. DVS Technologies is an enabled Python Training in Bangalore is considered as one of the best in India. You will need to be acquainted with: · Integrated management/ development environment to study · A website or coaching institute to gather the knowledge · Install a python on your computer · Code every day to master the process · Become interactive Course details/benefits First select a good Python Training institute in Bangalore which has reputed tutors to help you to grasp the language and scripting process. There are several courses and if you are beginner then you will need to opt for the basic course. Then move on to the next advanced level to gain expertise in the full python stack. As you follow best practices, it will help you to get challenging projects. Key features of certification course and modules · Introduction to (Python) programming · Industry relevant content · Analyze data · Experiment with different techniques · Data Structures Web data access with python · Using database with this program DVS Technology USP: · Hands-on expert instructors: 24-hour training · Self-study videos · Real time project execution · Certification and placements · Flexible schedules · Support and access · Corporate training

An analysis conducted by the office of Scott M. Stringer, the New York City comptroller, found that 75 percent of front-line workers in the city are minorities.

This may be the fundamental problem with caring a lot about what others think: It can put you on the established path—the my-isn’t-that-impressive path—and keep you there for a long time. Maybe it stops you from swerving, from ever even considering a swerve, because what you risk losing in terms of other people’s high regard can feel too costly. Maybe you spend three years in Massachusetts, studying constitutional law and discussing the relative merits of exclusionary vertical agreements in antitrust cases. For some, this might be truly interesting, but for you it is not. Maybe during those three years you make friends you’ll love and respect forever, people who seem genuinely called to the bloodless intricacies of the law, but you yourself are not called. Your passion stays low, yet under no circumstance will you underperform. You live, as you always have, by the code of effort/result, and with it you keep achieving until you think you know the answers to all the questions—including the most important one. Am I good enough? Yes, in fact I am. What happens next is that the rewards get real. You reach for the next rung of the ladder, and this time it’s a job with a salary in the Chicago offices of a high-end law firm called Sidley & Austin. You’re back where you started, in the city where you were born, only now you go to work on the forty-seventh floor in a downtown building with a wide plaza and a sculpture out front. You used to pass by it as a South Side kid riding the bus to high school, peering mutely out the window at the people who strode like titans to their jobs. Now you’re one of them. You’ve worked yourself out of that bus and across the plaza and onto an upward-moving elevator so silent it seems to glide. You’ve joined the tribe. At the age of twenty-five, you have an assistant. You make more money than your parents ever have. Your co-workers are polite, educated, and mostly white. You wear an Armani suit and sign up for a subscription wine service. You make monthly payments on your law school loans and go to step aerobics after work. Because you can, you buy yourself a Saab. Is there anything to question? It doesn’t seem that way. You’re a lawyer now. You’ve taken everything ever given to you—the love of your parents, the faith of your teachers, the music from Southside and Robbie, the meals from Aunt Sis, the vocabulary words drilled into you by Dandy—and converted it to this. You’ve climbed the mountain. And part of your job, aside from parsing abstract intellectual property issues for big corporations, is to help cultivate the next set of young lawyers being courted by the firm. A senior partner asks if you’ll mentor an incoming summer associate, and the answer is easy: Of course you will. You have yet to understand the altering force of a simple yes. You don’t know that when a memo arrives to confirm the assignment, some deep and unseen fault line in your life has begun to tremble, that some hold is already starting to slip. Next to your name is another name, that of some hotshot law student who’s busy climbing his own ladder. Like you, he’s black and from Harvard. Other than that, you know nothing—just the name, and it’s an odd one. Barack.

Andrei rested on a bench directly in front of a grave that belonged to: 'A father, hard worker, and beloved friend.' He leaned back, resting in the cemetery, and with each second, his desire to know more about this man 'Yeah, he’s a father, hard worker, and beloved friend. Weren’t we all at some point? What’s his kink? The worst thing he’s done to a person? The greatest thing he’s good at?' he thought. That’s what Andrei wanted to know. Not titles the man himself would disapprove of. What good was a proper impression in a cemetery filled with thousands of proper impressions? One must be indecent. So Andrei closed his eyes and imagined the father who worked hard and was a beloved friend. Maybe his kink was that he needed to do it in public—in the restroom after a date or at church during mass. Maybe the worst thing he had ever done was work so hard for his family that he never once saw them. Maybe the best thing he was good at was giving gifts to his friends. Yes, that’s it. He never gave money or handed them gift cards, but instead gave his brothers exactly what filled them the most. One year, he gave a notebook to his buddy John with the same line written over and over in painful cursive. The line said: 'Happy Birthday, you get thirteen hours of my life' and repeated until you could see the traces of hand cramps squiggling for life on the forty-second page. 'What a good man,' imagined Andrei. 'Hell of a mate.

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

Bless Your Memorial Day Today, we salute and pledge our never ending appreciation to the men and women, who made the ultimate sacrifice protecting our freedoms, and defending our Nation. And, to the many front line workers who have lost their lives fighting COVID-19. Today, our hearts belong to all of you.

You know what it’s like when everyone is on the same page, don’t you? Work is more fun, morale is high, and when one workday ends people look forward to the next one. When everyone’s on the same page, teams get lots done without anyone barking orders or breathing down their necks, hard work isn’t as draining, and sacrifices aren’t a big deal. Problems get solved without too much fuss, but not because everyone always agrees. It’s just that everyone does their best to communicate and cooperate, discussing any temporary rift like adults and coming to consensus quickly. The beauty of having everyone on the same page is that it doesn’t matter who is on the team—aggressive people, collaborators, creative types, bean counters, senior execs, front-line workers, old hands, or new hires—the most diverse groups overcome any obstacles and maintain their momentum.

When Robinson and Davis take over at orientation, they bark at the new recruits to stand up, then issue their first command: “Smile.” Students will learn a lot of things in Strive, but the first lesson is how to smile. The first few days are devoted to it. The new class members are always confused, and then they start to smile—except for about 20 percent of the room, who stand stone-faced. Robinson calls out those who don’t smile, pulls them up to the front of the room, and says, “This is my smile crew.” He tells the rest of the room to cheer until they can get these men and women, mostly men, to finally crack a smile. The claps and hoots and whistles rise in a crescendo heard throughout the building. Meanwhile, Davis and Robinson walk up and down the line, yelling, “Smile,” and pantomiming it, using their fingers to pull the corners of their own mouths back. The reluctant recruits roll their eyes. Some get tense, their faces get stuck in passive displays of aggression, as Robinson goes up and down the line and mocks: “Is it painful? Is there a medical condition? Smile!” He and Davis continue their full-on assault of well-wishing and joking and silliness until one by one, the students fold. A smile is the Strive game face, they explain. “I’m not asking you to smile on North Monroe Street at two in the morning,” Davis says. “I’m asking you to smile in here.” It’s usually the youngest men who bow out at this stage—the 19- and 20-year-olds who are too cool to tolerate the corniness, the guys who’ve been strongly encouraged to try Strive by some parole officer or social worker attempting to keep them from spending their twenties in prison. It’s the older guys who are eager to cooperate. They’re hungry.

The answers are perhaps as varied as the questions one asks, but a common theme that comes through in discussions with caregivers on the front lines and those who think a great deal about patient safety, is our failure to change our culture. What we have not done, they say, is create a “culture of safety,” as has been done so impressively in other industries, such as commercial aviation, nuclear power and chemical manufacturing. These “high-reliability organizations” are intrinsically hazardous enterprises that have succeeded in becoming (amazingly!) safe. Worse, the culture of health care is not only unsafe, it is incredibly dysfunctional. Though the culture of each health care organization is unique, they all suffer many of the same disabilities that have, so far, effectively stymied progress: An authoritarian structure that devalues many workers, lack of a sense of personal accountability, autonomous functioning and major barriers to effective communication. What is a culture of safety? Pretty much the opposite! Books have been written on the subject, and every expert has his or her own specific definition. But an underlying theme, a common denominator, is teamwork, founded on an open, supportive, mutually reinforcing, dedicated relationship among all participants. Much more is required, of course: Sensitivity to hazard, sense of personal responsibility, attitudes of awareness and risk, sense of personal responsibility and more. But those attitudes, that type of teamwork and those types of relationships are rarely found in health care organizations.