Frustrated Employee Quotes

When you are unemployed, weekends are seven days long.

Office life is bad for spirituality.

If you want to know what’s your boss is really like, go to his office with a resignation letter. You will then see your boss’s true colours. You will then see his emotions without any filters. No boss can ever fake himself in front of an employee who has just resigned.

Working harder to achieve results usually results in frustration and failure. The focus of work is the activities that generate results, not the results themselves.

When you feel tempted to speak out of anger or frustration, think before you talk. If you’re still tempted, think again.

Some individuals have what can be considered to be an ‘abusive personality.’ Although they can be somewhat charming at times and sometimes manage to put on a false front in public when it is absolutely necessary, their basic personality is characterized by: 1. A need to dominate and control others 2. A tendency to blame others for all their problems and to take all their frustrations out on other people. 3. Verbal abuse 4. Frequent emotional and sometimes physical outbursts, and 5. An overwhelming need to retaliate and hurt other for real and imagined slights or affronts They insist on being ‘respected’ while giving no respect to others. Their needs are paramount, and they show a blatant disregard for the needs and feelings of others. These people wreak havoc with the lives of nearly every person they come in contact with. They verbally abuse their coworkers or employees, they are insulting and obnoxious to service people, they constantly blame others when something goes wrong. When this type of person becomes intimately involved with a partner, there is absolutely nothing that partner can do to prevent abuse from occurring. Their only hope is to get as far away from the person as possible.

The worst employer is the one who vents his frustrations on his employees.

Human resources is the place where people come to complain and/or shoot people when they just can’t take it anymore. Choosing to work in HR is like choosing to work in the complaint department of hell, except way more frustrating, because at least in hell you’d be able to agree that that Satan is a real dick-wagon without having to toe the company line. The HR department is the place where people stop by to say, “THIS IS TOTALLY FUCKED UP,” and the HR employees will nod thoughtfully and professionally as they think to themselves, “Wow. That is totally fucked up. I wish that this person would leave so I could tell everyone else in the office about it.

When the weeks have built up with frustration and immense stress and one of your co-workers, a manager or an employee triggers irritation or angers you, knowing how to respond in a mindful way can pay huge dividends. Knowing how to not take other people’s emotional baggage personally and intuitively sensing when to bring up concerns and when not to is an expression of emotional intelligence. This is all possible if we are being truly mindful.

Interruptions are especially destructive to people who need to concentrate – knowledge workers like hardware engineers, graphic designers, lawyers, writers, architects, accountants, and so on. Research by Gloria Mark and her colleagues shows that it takes people an average of twenty-five minutes to recover from an interruption and return to the task they had been working on – which happens because interruptions destroy their train of thought and divert attention to other tasks. A related study shows that although employees who experience interruptions compensate by working faster when they return to what they were doing, this speed comes at a cost, including feeling frustrated, stressed, and harried. Some interruptions are unavoidable and are part of the work – but as a boss, the more trivial and unnecessary intrusions you can absorb, the more work your people will do and the less their mental health will suffer.

A good culture is like the old RIP routing protocol: Bad news travels fast; good news travels slow. If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved.

The #1 demotivator for talented people is having to put up with bozos, as Steve Jobs would call them. Nothing is more frustrating for A Players than having to work with B and C Players who slow them down and suck their energy. In that sense, “The best thing you can do for employees — a perk better than foosball or free sushi — is hire only ‘A’ players to work alongside them. Excellent colleagues trump everything else,

No matter how many times executives preach about the “e” word in their speeches, there is no way that their employees can be empowered to fully execute their responsibilities if they don’t receive clear and consistent messages about what is important from their leaders across the organization. There is probably no greater frustration for employees than having to constantly navigate the politics and confusion caused by leaders who are misaligned. That’s because just a little daylight between members of a leadership team becomes blinding and overwhelming to employees one or two levels below.

When Amabile analyzed the data, she came to a clear conclusion about one key factor: workers are happiest—and most motivated—when they feel that they accomplish something meaningful at work. These accomplishments do not need to be major breakthroughs: incremental but noticeable progress toward a goal was enough to make her subjects feel good. As one programmer described it, “I smashed that [computer] bug that’s been frustrating me for almost a calendar week. That may not be an event to you, but I live a very drab life, so I’m all hyped.”1 The lesson here is that managers can get the most out of their employees by helping them achieve meaningful progress every day.

To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated. Silos—and the turf wars they enable—devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals. But beyond all that, they exact a considerable human toll too. They cause frustration, stress, and disillusionment by forcing employees to fight bloody, unwinnable battles with people who should be their teammates. There is perhaps no greater cause of professional anxiety and exasperation—not to mention turnover—than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.

Timothy grabbed his squealing, tearful wife and spun her around the room. Then he read the letter again just to be sure he hadn't misunderstood. He lightly brushed his fingers across the gold embossed letters KPH in the upper left-hand corner and then, overcome with emotion, covered his face with the letter. This was what he had been hoping for. All those years of rejections; the frustrations and self-doubt; the late nights of writing until five or six in the morning, only to have to stop and get ready to go to work exhausted; the stress on his marriage. Even the other employees where he worked had started kidding him, calling him "Mr. Shakespeare" to his face and making jokes about him behind his back. He was sick of being asked, "Have you gotten published yet?" The cost had been high; with each rejection letter, a new humiliation to suffer. It was all worth it now. This is what it had been about. Now he could say he was an author; and yes, dammit, he was published. His dream had finally come true.

Pat Riley, the famous coach and manager who led the Los Angeles Lakers and Miami Heat to multiple championships, says that great teams tend to follow a trajectory. When they start—before they have won—a team is innocent. If the conditions are right, they come together, they watch out for each other and work together toward their collective goal. This stage, he calls the “Innocent Climb.” After a team starts to win and media attention begins, the simple bonds that joined the individuals together begin to fray. Players calculate their own importance. Chests swell. Frustrations emerge. Egos appear. The Innocent Climb, Pat Riley says, is almost always followed by the “Disease of Me.” It can “strike any winning team in any year and at any moment,” and does with alarming regularity. It’s Shaq and Kobe, unable to play together. It’s Jordan punching Steve Kerr, Horace Grant, and Will Perdue—his own team members. He punched people on his own team! It’s Enron employees plunging California into darkness for personal profit. It’s leaks to the media from a disgruntled executive hoping to scuttle a project he dislikes. It’s negging and every other intimidation tactic.

If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved. As a corollary, beware of management maxims that stop information from flowing freely in your company. For example, consider the old management standard: “Don’t bring me a problem without bringing me a solution.” What if the employee cannot solve an important problem? For example, what if an engineer identifies a serious flaw in the way the product is being marketed? Do you really want him to bury that information? Management truisms like these may be good for employees to aspire to in the abstract, but they can also be the enemy of free-flowing information—which may be critical for the health of the company.

Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many executives I’ve worked with who struggle with silos are inclined to look down into their organizations and wonder, “Why don’t those employees just learn to get along better with people in other departments? Don’t they know we’re all on the same team?” All too often this sets off a well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can’t do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another—that was the thrust of my book The Five Dysfunctions of a Team—even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another’s trust and commitment to the team.) To tear

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

Sebastian encountered Cam in the hallway outside the reading room. “Where is he?” he demanded without preamble. Stopping before him with an expressionless face, Cam said shortly, “He’s gone.” “Why didn’t you follow him?” White-hot fury blazed in Sebastian’s eyes. This news, added to the frustration of his vow of celibacy, was the last straw. Cam, who had been exposed to years of Ivo Jenner’s volcanic temper, remained unruffled. “It was unnecessary in my judgment,” he said. “He won’t return.” “I don’t pay you to act on your own damned judgment. I pay you to act on mine! You should have dragged him here by the throat and then let me decide what was to be done with the bastard.” Cam remained silent, sliding a quick, subtle glance at Evie, who was inwardly relieved by the turn of events. They were both aware that had Cam brought Bullard back to the club, there was a distinct possibility that Sebastian might actually have killed him— and the last thing Evie wanted was a murder charge on her husband’s head. “I want him found,” Sebastian said vehemently, pacing back and forth across the reading room. “I want at least two men hired to look for him day and night until he is brought to me. I swear he’ll serve as an example to anyone who even thinks of lifting a finger against my wife.” He raised his arm and pointed to the doorway. “Bring me a list of names within the hour. The best detectives available— private ones. I don’t want some idiot from the New Police, who’ll foul this up as they do everything else. Go.” Though Cam undoubtedly had a few opinions to offer on the matter, he kept them to himself. “Yes, my lord.” He left the room at once, while Sebastian glared after him. Seeking to calm his seething temper, Evie ventured, “There is no need to take your anger out on Cam. He—” “Don’t even try to excuse him,” Sebastian said darkly. “You and I both know that he could have caught that damned gutter rat had he wanted to. And I’ll be damned if I’ll tolerate your calling him by his first name— he is not your brother, nor is he a friend. He’s an employee, and you’ll refer to him as ‘Mr. Rohan’ from now on.” “He is my friend,” Evie replied in outrage. “He has been for years!” “Married women don’t have friendships with young unmarried men.” “Y-you dare to insult my honor with the implication that… that…” Evie could hardly speak for the multitude of protests that jammed inside her. “I’ve done nothing to merit such a lack of tr-tr-trust!” “I trust you. It’s everyone else that I hold in suspicion.

Employee involvement, employee participation, and quality of work life, these groups predictably disintegrate within a few months from frustration, finding themselves unwilling parties to a cruel hoax, unable to accomplish anything, for the simple reason that no one in management will take action on suggestions for improvement.

If you ever go to a zoo, wear the same colors as the employees do. The animals will come right up to you.

Those who have never worked in libraries view library work with the empty awe of admiration (Seale & Mirza, 2019), as a place where librarians fulfill a noble calling (Ettarh, 2018). Library employees, however, at times, experience their workplaces as marginalizing, demanding, disempowering, discouraging, frustrating, and draining, yet still are drawn into a chance to make a difference and follow their passions. Within this context, librarians may commit sabotage for several reasons. Chapter 7

See if you can recognize any of these patterns from your own life or from the lives of your friends and family members: Only being able to earn a certain amount of money each month, no matter how hard or how much you work Only being attracted to partners who turn out to bear an uncanny resemblance to your asshole dad (or to your asshole mom, or to the first person who broke your heart, or whatever) Hearing the mean voice of your third-grade teacher in your head whenever you sit down to create, so you avoid creating Overeating (or overindulging in drugs, alcohol, etc.) to cover up feelings of guilt, shame, loneliness, frustration that seem endless Disliking yourself/your body no matter what your shape Perpetually feeling victimized and like your life would be good if only rude other people (your family, your boss, your spouse, your employees, the government, the blacks, the gays, the straights, the whites, the Jews, the Christians, the capitalists, the hippies, etc., etc.) would stop messing with you

In business, as in school, people from principles-first cultures generally want to understand the why behind their boss’s request before they move to action. Meanwhile, applications-first learners tend to focus less on the why and more on the how. One of the most common frustrations among French employees with American bosses is that the American tells them what to do without explaining why they need to do it.

When the Five Whys approach goes awry, I call it the Five Blames. Instead of asking why repeatedly in an attempt to understand what went wrong, frustrated teammates start pointing fingers at each other, trying to decide who is at fault. Instead of using the Five Whys to find and fix problems, managers and employees can fall into the trap of using the Five Blames as a means for venting their frustrations and calling out colleagues for systemic failures. Although it’s human nature to assume that when we see a mistake, it’s due to defects in someone else’s department, knowledge, or character, the goal of the Five Whys is to help us see the objective truth that chronic problems are caused by bad process, not bad people, and remedy them accordingly.

The spouse sees all the wonderful aspects embodied in these relationships, and the missing pieces in their own relationship with the AVP. This is how the spouse would prefer to be treated. This causes anxiety, confusion, frustration, and loss for the spouse. Coworkers, colleagues, employees experience different levels of the AVP. The AVP’s perfectionism is usually full blown on the job, where the AVPs are at their best

People hate feeling ignored. Unfortunately, when you ask for input and appear to ignore it, employees feel frustrated, devalued, and powerless. In contrast, when you are clear about who owns the decision and how it will be made, people will readily contribute and are far more likely to own the outcome.

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.

In many companies, the path from idea to a fully implemented innovation is lined with overflowing brainstorming sessions, specifications, deep bureaucracy, regular budget cuts, eternally long project durations, lack of resources, and much more - all of which makes the path to innovation virtually impossible. In addition, countless great proposals are lying in a drawer somewhere, never to be implemented—the result: disillusioned and frustrated employees.

About fifteen percent of all startups are created by company employees who find themselves in a spin-out situation, where an existing company chooses to dispose of a line of business that it has determined is no longer within their core mission or perhaps is not worthy of the additional investment needed to achieve real success and scale. Other employees, who become frustrated by their employer’s lack of support for an idea, product, or service that the employee believes could improve the company’s future, strike out on their own to turn that spurned idea into a new venture. And others, sometimes called discovery entrepreneurs, typically university scientists, start great companies using the new ideas that grew out of their years of research. The five-year success rates for spin-out and discovery entrepreneurs is about forty percent.

So, how does your organization solve these issues? You might have just thought that they don’t. If so, you’re not alone. Many companies discuss issues . . . and discuss them . . . and then discuss them some more . . . but never solve them. This leads to finger-pointing, dysfunction, and frustration for both managers and employees. Why? Because nothing ever is resolved.

Managers turn to using blame, shame, retribution, or guilt when they feel helpless about influencing results. The power of shame is used as a frustrated, last-ditch effort to make the employee feel the weight of their poor contribution in hopes the damage will be so unforgettable that it will never happen again.

When you practice Possibility Thinking, which is built into the upcoming Results Model, you’ll move quickly from “what’s in the way” to “what’s possible,” and you can retrain your brain to problem solve instead of panic. When you no longer need to rely on frustration or agitation to communicate the weight of a problem, you will inherently give permission and create safety for your employees to stop panicking and start problem-solving.

In the summer of 1995, Leslie Moonves, the newly appointed head of entertainment for CBS, was wandering the halls of the network’s vast Television City headquarters. He was not happy with what he saw: it was 3:30 p.m. on a Friday, and the office was three quarters empty. As the media journalist Bill Carter reports in Desperate Networks, his 2006 book about the television industry during this period, a frustrated Moonves sent a heated memo about the empty office to his employees. “Unless anybody hasn’t noticed, we’re in third place [in the ratings],” he wrote. “My guess is that at ABC and NBC they’re still working at 3:30 on Friday. This will no longer be tolerated.

You can’t live here, Catherine.” I tipped my head to the side. “Come with me.” Her mouth fell open. “What?” “I don’t know why your home is in this condition, and I won’t ask you to tell me, but I can’t leave you here. I have a big house with several spare rooms. Plenty of space for you and Josephine. Come now.” “To your house?” she repeated flatly. “Yes. To my house. You can stay as long as you need.” “Why?” After seven frustrating weeks of lagging replies to my emails, allowing Catherine to live in my home would put her right at my fingertips. Any questions I had, I could just ask rather than waiting hours for her to find the time to answer me. She’d get a safe house with real floors and a working kitchen, and I’d have my assistant within reach. It was a win-win. I just had to make her see it. “You’re my employee. You can’t possibly work at the level I need if you’re living in a home like this. Besides, I have all these empty rooms I’m not using. There’s no reason for you to say no.” Her brows dropped. “There isn’t?

An employee wanders into work late, something you’ve been meaning to talk to them about, so you say, “Late again, eh?” and leave it at that. Or you visit your son for the weekend, notice the empty beer bottles in the garbage, and say, “I see you’re still drinking up a storm.” These comments are intended to help. You hope your employee or your son will take the message to heart. But while your comments may help you feel a bit better (“At least I’ve said something”), they make the other person defensive and frustrated, which is unlikely to produce the kind of change you had in mind. A good rule to follow is: If you’re going to talk, talk. Really talk.

If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved.

Generally, people who think one-on-one meetings are a bad idea have been victims of poorly designed ones. The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, email, and other less personal and intimate mechanisms

Have you ever had a legitimate complaint as a customer which made you angry, upset, or frustrated? How was it “handled?" If you were dealing with an inept, uncaring, or untrained employee, they may have made matters even worse by being rude, defensive, or apathetic. Simple acknowledgment and validation of your complaint is sometimes all that is needed. Without it, you're left frustrated or upset.

Conduct weekly check-ins. Meet with each person that reports to you for thirty minutes a week and ask them what you can do for them. Ask them how they’re feeling about their job. What they want to do with their career. What obstacles you can help remove. How can you make their lives easier? If your employees know you’re genuinely looking out for them, they’ll reciprocate. You will also avoid any pent-up frustration since you’re giving them the opportunity to vent every week. Fire

What is the cost of replacing and bringing up to speed one of your managers, supervisors, or front-line employees who left because they were frustrated with your organization’s leadership?

Ironically, the second most common complaint I’ve heard from frustrated employees is, “My manager has no idea what I do.” It’s good to know the problem goes both ways, no?

She shivered under his touch, desire dampening her panties and making her clench her thighs together in an attempt to find some relief. His devilish hands relaxed their grip on her hips and slid around to cup her ass, pulling her close. Thick, hard evidence of his desire pressed against her belly. God, she wanted this man, and not just to silent the stressful thoughts always swirling in her head. She wanted him, not just the divine moment of oblivion that blocked out everything else. The realization scared her and brought some unwanted reality into the room. "We shouldn't be doing this." "Why?" He made quick work of the buttons on her petal-pink cashmere sweater and parted her cardigan. Sean gave a soft growl as he stared at her silver satin pushup bra that presented her boobs like an all-you-can-lick buffet. "Because I'm your employee?" He licked his lips and slid his thumb across the satin covering her hard nipple. "Yes," she said, sighing. An answer to his question or a response to even the lightest of touches? Both. "Easy fix." He snapped the front closure of her bra and her tits tumbled out. "I quit." Bending forward, he lifted one heavy globe and took the hard nub into his hot mouth. Fire sizzled through her veins and it felt so good she couldn't wait to burn. "You can't quit." She reached down for the top button of his jeans and flicked it open. "We need you. I need you." He released her nipple and she groaned in frustration. Then he found the hem of her skirt and inched it higher and the soft groan that floated out of her mouth was for a whole other reason. "Hire me back in about an hour or, better yet, a few days." The cool air caressed her upper thighs as he raised her skirt, but it wasn't enough to relieve the molten heat engulfing her. "I like how you think.

I can’t tell you how many of my clients start out trying to be all things to all people. They say, “Oh, you need that? Yes, we do that,” and, “You want those? No problem.” Over time, though, they, their customers, and their employees become frustrated, and the business becomes less profitable. This helter-skelter method may have gotten you to where you are today and helped you survive the early drought, but to break through the ceiling, you have to create some focus.

The Country Ambassador versus the Country Manager Some companies experiment with an interesting profile: a country chairperson who is a weak overlay over the business and largely plays an ambassadorial role. However, statesmanship and ambassadors are best left to the realm of diplomacy. These roles are a legacy of an era that no longer exists. GE tried the model over the past decade with limited success and finally abandoned it. A ceremonial role, with no accountability for the business and the responsibility only for engaging government, industry associations, and other CEOs, is usually not effective. Everyone—employees, customers, business partners, government officials—will quickly see this role for what it is and dismiss the person as lightweight. This does disservice to the incumbent and the role. The ambassadorial country manager who smells opportunity, but is powerless to act, can become intensely frustrated. Increasingly, the connections among strategy and execution, business, reputation, and regulation are tightening, so an artificial separation of these functions is suboptimal. Bringing accountability for these together in a single leader is vital for growing competent and well-rounded business leaders, who are capable of even being the CEO someday. If the business does require wise counsel, access, and influence and a senior public face, a strong advisory board headed by an iconic leader who serves as a nonexecutive chairperson may be a more prudent approach. We followed this model at Microsoft India with considerable success; the approach is gaining popularity at companies like Coca-Cola, Schneider Electric, and JCB.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting. This is the free-form meeting for all the pressing issues, brilliant ideas, and chronic frustrations that do not fit neatly into status reports, email, and other less personal and intimate mechanisms.

A Customer Advocate is the employee who sees through your customers’ eyes and speaks up on their behalf. Customers may include your clients, students, patients, citizens, or for internal corporate support roles, your colleagues. Customer Advocates actively look for ways to improve customers’ experience and minimize customer frustrations.

Often, when we dig underneath the surface of organizations where leaders are frustrated at the lack of innovation or problem solving, we find that employees are totally overwhelmed with multiple priorities. Everything feels urgent and important. When their manager asks them for ideas, they don’t know where to start, so they don’t contribute. Clarity of values, processes, and goals gives people the foundation to readily innovate and solve problems.

Having a bank account in the United States or China won't make any difference as a business owner but people who don't have enough money and time to travel long distances and test the system for themselves, want to believe in illusions. Many banks are actually happy to steal people's money due to their nationality, like they did with Russian people now. And this while the masses consider it to be normal. Imagine if countries stole your money every time your government did something they don't like! Actually they do, which is why your government promises one thing before being elected and then does another. The employees of these governments and big companies are like little Nazis. They will simply repeat: it's the "policy of the company" or "it's the law". Nobody cares to question laws or policies because they think smart people are the ones who obey. Well, you will get nowhere in life by obeying a system that is manipulated against you, which is why so many frustrated people, seeing others in jet planes and traveling the world, are turning to crime and prostitution. This tendency will keep increasing. Yet if I tell people to learn to use a gun, they will say that a spiritual guru would never say such things. Well, I would never trust any guru or religious person who said to me to wait until someone knocks me off with a hammer or that I must accept the misfortunes of life as an opportunity to meditate on karma. As a matter of fact, that's exactly what I got in all religions where I sought answers to this problem, which means even religions have been corrupted by illusions and ignorance. They empower a very toxic demon around these lies called guilt. But this demon is kept alive with dogma.

I had an image of our hundreds of employees, all as sparrows longing to fly, with big wads of red packaging tape fixing their wings to their desks. I hadn’t intended to kill employee creativity and speed with bureaucracy. Spending policies had just seemed like a good way to minimize risk and save money. But this is the most important message of this chapter: even if your employees spend a little more when you give them freedom, the cost is still less than having a workplace where they can’t fly. If you limit their choices by making them check boxes and ask for permission, you won’t just frustrate your people, you’ll lose out on the speed and flexibility that comes from a low-rule environment

If you're not going to move, then the least you can do is give me a hand." "Don't you have workers for that?" Once again, his voice belied his frustration with the dilemma he found himself in. "Not all of us have an army of employees.

Have you ever been frustrated by a company representative who couldn’t help you with an issue because of “company policy,” “procedures don’t allow for that,” or they were “only following orders”? If so, you have experienced an employee not resisting proxies. At Amazon, “company policy” or any other proxy is no excuse for doing the wrong thing for the customer.

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Harassers chose Bosnians because they could not retaliate and had lower socioeconomic power. Bosnians had no one to turn to for support or to get their job back if they lost it. Other employees would turn on Bosnians to ensure their failure. Those employees frequently projected their own personal frustrations upon Bosnians and worsened their suffering. It was impossible to do this with other privileged and powerful social groups as they feared retaliation.

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The costs associated with time and labor are difficult to track in many cases. The tangible, day-to-day impacts are primarily made apparent through lack of execution (i.e. things do not get done in a timely manner) and the palpable frustrations of everyone involved. Consider these questions while reading: ● What are the most common mistakes you see in your organization? ● What procedures or tasks in your organization tend to induce mistakes or require re-do’s? ● Are the common mistakes usually made by the same person(s) or does everyone make them? ● How much time do you, your employees

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