Frontline Workers Quotes

In 1965, the CEO of an average large public company earned about 20 times as much as a frontline worker. By 2019, that figure was 278 times as much.

It's all very well to rail against human rights violations or the absence of democracy, but when there's a need to vaccinate children, supply drinkable water, care for the wounded, you'd better step up. No matter what the host government is like. We're aid workers. Not politicians. We serve human beings, not legal or political causes. If we can make a contribution to a cause, so be it, but not at the expense of our primary mission.

But no matter how carefully we schedule our days, master our emotions, and try to wring our best life now from our better selves, we cannot solve the problem of finitude. We will always want more. We need more. We are carrying the weight of caregiving and addiction, chronic pain and uncertain diagnosis, struggling teenagers and kids with learning disabilities, mental illness and abusive relationships. A grandmother has been sheltering without a visitor for months, and a friend's business closed its doors. Doctors, nurses, and frontline workers are acting as levees, feeling each surge of the disease crash against them. My former students, now serving as pastors and chaplains, are in hospitals giving last rites in hazmat suits. They volunteer to be the last person to hold his hand. To smooth her hair. The truth if the pandemic is the truth of all suffering: that it is unjustly distributed. Who bears the brunt? The homeless and the prisoners. The elderly and the children. The sick and the uninsured. Immigrants and people needing social services. People of color and LGBTQ people. The burdens of ordinary evils— descriminations, brutality, predatory lending, illegal evictions, and medical exploitation— roll back on the vulnerable like a heavy stone. All of us struggle against the constraints places on our bodies, our commitments, our ambitions, and our resources, even as we're saddled with inflated expectations of invincibility. This is the strange cruelty of suffering in America, its insistence that everything is still possible.

If you are a North American Christian, the reality of our society’s vast wealth presents you with an enormous responsibility, for throughout the Scriptures God’s people are commanded to show compassion to the poor. In fact, doing so is simply part of our job description as followers of Jesus Christ (Matt. 25:31–46). While the biblical call to care for the poor transcends time and place, passages such as 1 John 3:17 should weigh particularly heavy on the minds and hearts of North American Christians: “If anyone has material possessions and sees his brother in need but has no pity on him, how can the love of God be in him?” Of course, there is no “one-size-fits-all” recipe for how each Christian should respond to this biblical mandate. Some are called to pursue poverty alleviation as a career, while others are called to do so as volunteers. Some are called to engage in hands-on, relational ministry, while others are better suited to support frontline workers through financial donations, prayer, and other types of support. Each Christian has a unique set of gifts, callings, and responsibilities that influence the scope and manner in which to fulfill the biblical mandate to help the poor.

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.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

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.

You could think of Thank You Day as a kind of reconciliation process, intended to remind people, regardless of our political views, of our common values and the benefits we all receive from essential and frontline workers.

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?

The habit of reading books is not yet on the brink of extinction. Not yet. This is in no small part due to an elite corps of frontline workers, people who are holding that line, and sometimes even turning the tide. I'm talking about the thousands of booksellers and librarians working long hours to keep reading alive and getting little recognition for all that they do.

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.

while public spending more than doubled under the financially incontinent Gordon Brown and Ed Balls from £322bn to over £700bn, the number of frontline workers in the NHS, policing, local government and education only went up by a modest ten to fifteen per cent.

Watching and being a part of people discovering just how therapeutic and comforting baking can be was quite special. Whether it was baking just to pass the time, baking with kids to keep them busy while home schooling, or providing homemade goodies to frontline workers, it was a sweet reminder of the way that food really does bring us together.

The stories of people who are making sacrifices to help others during this crisis could fill an entire book. Around the world, health care workers put themselves at risk to treat sick people—according to the WHO, more than 115,000 had lost their lives taking care of COVID patients by May 2021. First responders and frontline workers kept showing up and doing their jobs. People checked in on neighbors and bought groceries for them when they couldn’t leave home. Countless people followed the mask mandates and stayed home as much as possible. Scientists worked around the clock, using all their brainpower to stop the virus and save lives. Politicians made decisions based on data and evidence, even though these decisions weren’t always the popular choice. Not everyone did the right thing, of course. Some people have refused to wear masks or get vaccinated. Some politicians have denied the severity of the disease, shut down attempts to limit its spread, and even implied that there’s something sinister in the vaccines. It’s impossible to ignore the impact their choices are having on millions of people, and there’s no better proof of those old political clichés: Elections have consequences, and leadership matters.

The power held by corporate giants was terrifying even before the CEO decided to leverage that power for their own murderous ends. A supply shortage. A profit-driven business decision. Cost cuts or poorly thought-out policies that reduced safety margins, forced people into unemployment, or added more pressure to frontline workers already stretched thin. A price hike of an essential medicine. (Wolfram hadn’t forged new ground there.) These things, especially in the health and medical industry, routinely killed far more people than the average serial killer could ever aspire to. And yet so few of them resulted in criminal charges. Indirect manslaughter for profit was far more societally acceptable than one person purposefully ending lives on a smaller scale.

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.

Identify some of the actual individuals who are your best customers. Evaluate those with the highest customer lifetime value (CLV) and develop hypotheses about their shared traits. Although demographics and psychographics might be the most obvious, you’ll find additional insights if you examine their behavior. What channels did they come through? What messages resonated? How did they onboard? How recently, frequently, and deeply have they engaged? Compare best customers and worst customers—those you acquired who weren’t ultimately profitable or who weren’t satisfied with your offering. Notice people who exhaust your free trial but don’t convert to paid, or who join but cancel within the first few months. The best customers have the greatest customer lifetime value (CLV); they will spend more with you over time than anyone else. Produce either a qualitative write-up of your best customer or use regression analysis to prioritize characteristics. Share these conclusions with your frontline team—retail workers, customer support, sales—to accrue early insights. With a concrete conception of your best customer, you can discern if the customer segment is sufficiently large to justify addressing. Test and adjust as needed. Then make these best customers and their forever promise as “real” as possible to the team. If you have actual customers who fit the profile, talk about them, invite them in, or have their pictures on your wall. You’re going to feel their pain, share their objectives, and design experiences for them. It’s important to know them well.

First, it made it less likely that nurses—frontline workers with relatively less clout in the hospital hierarchy—would be ignored if they reported an early warning signal about, for example, changes in a patient’s breathing or cognition. RRTs legitimized such calls. Second, even inexperienced nurses felt more secure about speaking up if something about a patient didn’t look or feel right—even a change in mood might be enough.

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!

In the current economy, for most students, colleges couldn’t possibly deliver on providing hundreds of thousands of dollars’ worth of anything. Wages aren’t budging, even though corporate profits have soared. The average CEO now makes 271 times the salary of the average American worker, whereas in 1965, the ratio was twenty-to-one. Healthcare costs are staggering—per capita health spending has increased twenty-nine times over the past four decades—and childcare costs are rising like college tuition, even as the frontline workers in both healthcare and childcare often receive poverty wages. A college degree is no guarantee of financial stability.

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.