Gear Boss Quotes

I have never seen a more sublime demonstration of the totalitarian mind, a mind which might be linked unto a system of gears where teeth have been filed off at random. Such snaggle-toothed thought machine, driven by a standard or even by a substandard libido, whirls with the jerky, noisy, gaudy pointlessness of a cuckoo clock in Hell. The boss G-man concluded wrongly that there were no teeth on the gears in the mind of Jones. 'You're completely crazy,' he said. Jones wasn't completely crazy. The dismaying thing about classic totalitarian mind is that any given gear, thought mutilated, will have at its circumference unbroken sequences of teeth that are immaculately maintained, that are exquisitely machined. Hence the cuckoo clock in Hell - keeping perfect time for eight minutes and twenty-three seconds, jumping ahead fourteen minutes, keeping perfect time for six seconds, jumping ahead two seconds, keeping perfect time for two hours and one second, then jumping ahead a year. The missing teeth, of course, are simple, obvious truths, truths available and comprehensible even to ten-year-olds, in most cases. The wilful filling off a gear teeth, the wilful doing without certain obvious pieces of information - That was how a household as contradictory as one composed of Jones, Father Keeley, Vice-Bundesfuehrer Krapptauer, and the Black Fuehrer could exist in relative harmony - That was how my father-in-law could contain in one mind an indifference toward slave women and love fora a blue vase - That was how Rudolf Hess, Commandant of Auschwitz, could alternate over the loudspeakers of Auschwitz great music and calls for corpse-carriers - That was how Nazi Germany sense no important difference between civilization and hydrophobia - That is the closest I can come to explaining the legions, the nations of lunatics I've seen in my time.

Work harder; not smarter

As a freelancer, you’re not a cog in the (corporate) machine. You’re the gear, pinion, axis, and whatever other doohickey it takes for the entire mechanism to function. And the gearhead who designs and makes it all work.

Big woman, Miss Eileen McKenna. Not fat, just big, the way some women get in their fifties after years of being the boss: all out front, hoisted up high and solid, ready to sail through anything and not get wet. I could see her in a break-time corridor, girls skittering away in front of her before they even knew she was coming. Lots of chin; lots of eyebrow. Iron hair and steely glasses. I don't know women's gear but I know quality, and the greeny tweed was quality; the pearls weren't from Penney's.

I do think they might be onto something with the code names,” Keefe said as she searched all the shadows. “In fact, after I swear fealty I should have you all call me Emo. Fitz can be Brainwave. Biana and Della can be Blink and Wink. Dex, you’re Gears. And Foster? Hmm. That’s tricky. . . . Maybe Enigma? Unless you want to be Cognate—or is Fitz the only one allowed to call you that?” Sophie sighed. “You do realize you basically agreed to merge your brain with his, right?” he pressed. “You’ll be Fitzphie! Or Sophitz! Personally I’d go with Sophitz. Better make it clear you’re the boss.” “You’re just jealous,” Fitz said with his best attempt at a smirk.

This once-proud country of ours is falling Into the hands of the wrong people,' said Jones. He nodded, and so did Father Keeley and the Black Fuehrer. 'And, before it gets back on the right track,' said Jones, 'some heads are going to roll.' I have never seen a more sublime demonstration of the totalitarian mind, a mind which might be likened unto a system of gears whose teeth have been filed off at random. Such a snaggle-toothed thought machine, driven by a standard or even a substandard libido, whirls with the jerky, noisy, gaudy pointlessness of a cuckoo clock in Hell. The boss G-man concluded wrongly that there were no teeth on the gears in the mind of Jones. 'You're completely crazy,' he said. Jones wasn't completely crazy. The dismaying thing about the classic totalitarian mind is that any given gear, though mutilated, will have at its circumference unbroken sequences of teeth that are immaculately maintained, that are exquisitely machined. Hence the cuckoo clock in Hell — keeping perfect time for eight minutes and thirty-three seconds, jumping ahead fourteen minutes, keeping perfect time for six seconds, jumping ahead two seconds, keeping perfect time for two hours and one second, then jumping ahead a year. The missing teeth, of course, are simple, obvious truths, truths available and comprehensible even to ten-year-olds, in most cases. The willful filing off of gear teeth, the willful doing without certain obvious pieces of information — That was how a household as contradictory as one composed of Jones, Father Keeley, Vice-Bundesfuebrer Krapptauer, and the Black Fuehrer could exist in relative harmony — That was how my father-in-law could contain in one mind an indifference toward slave women and love for a blue vase — That was how Rudolf Hoess, Commandant of Auschwitz, could alternate over the loudspeakers of Auschwitz great music and calls for corpse-carriers — That was how Nazi Germany could sense no important differences between civilization and hydrophobia —

This once-proud country of ours is falling into the hands of the wrong people,” said Jones. He nodded, and so did Father Keeley and the Black Fuehrer. “And, before it gets back on the right track,” said Jones, “some heads are going to roll.” I have never seen a more sublime demonstration of the totalitarian mind, a mind which might be likened unto a system of gears whose teeth have been filed off at random. Such a snaggle-toothed thought machine, driven by a standard or even a substandard libido, whirls with the jerky, noisy, gaudy pointlessness of a cuckoo clock in Hell. The boss G-man concluded wrongly that there were no teeth on the gears in the mind of Jones. “You’re completely crazy,” he said. Jones wasn’t completely crazy. The dismaying thing about the classic totalitarian mind is that any given gear, though mutilated, will have at its circumference unbroken sequences of teeth that are immaculately maintained, that are exquisitely machined. Hence the cuckoo clock in Hell—keeping perfect time for eight minutes and thirty-three seconds, jumping ahead fourteen minutes, keeping perfect time for six seconds, jumping ahead two seconds, keeping perfect time for two hours and one second, then jumping ahead a year. The missing teeth, of course, are simple, obvious truths, truths available and comprehensible even to ten-year-olds, in most cases. The willful filing off of gear teeth, the willful doing without certain obvious pieces of information— That was how a household as contradictory as one composed of Jones, Father Keeley, Vice-Bundesfuehrer Krapptauer, and the Black Fuehrer could exist in relative harmony— That was how my father-in-law could contain in one mind an indifference toward slave women and love for a blue vase— That was how Rudolf Hoess, Commandant of Auschwitz, could alternate over the loudspeakers of Auschwitz great music and calls for corpse-carriers— That was how Nazi Germany could sense no important differences between civilization and hydrophobia— That is the closest I can come to explaining the legions, the nations of lunatics I’ve seen in my time. And for me to attempt such a mechanical explanation is perhaps a reflection of the father whose son I was. Am. When I pause to think about it, which is rarely, I am, after all, the son of an engineer. Since there is no one else to praise me, I will praise myself—will say that I have never tampered with a single tooth in my thought machine, such as it is. There are teeth missing, God knows—some I was born without, teeth that will never grow. And other teeth have been stripped by the clutchless shifts of history— But never have I willfully destroyed a tooth on a gear of my thinking machine. Never have I said to myself, “This fact I can do without.” Howard W. Campbell, Jr., praises himself. There’s life in the old boy yet! And, where there’s life— There is life.

THE PAPER-CUT THEORY This theory holds that the tiny cuts made by bad bosses, broken romances, and the like sting more than real grief. It’s the difference between a deep throbbing wound and a paper cut. Our fingers have more nerves near the surface because that’s how we explore the world. So it hurts like hell when paper slices us. At the same time, scientists believe that our bodies know it’s not really life-threatening, so all the natural protective mechanisms, such as endorphins and bleeding, don’t kick into gear. And since paper is microscopically ragged, it leaves a jagged cut. Unlike the clean slice of a razor, which can kill us.

Picture the athlete at the starting line of a race—adrenaline pumping, energy flowing, muscles tightening, skin aglow with anticipatory perspiration, heart beating faster and faster, the mind focused on only one thing: the starter’s gun and the race. Now, picture the person about to enter a social gathering. He or she approaches the door, behind which a number of people are talking, laughing, having fun—adrenaline pumping, energy flowing, pulse beginning to quicken, the mind focused on anticipation: “What will happen when I enter the room?” “Will I see anyone I know?” “What will they think of me?” What do these situations have in common? The answer is anxiety. For the athlete, anxiety is channeled into energy that just may win the race. By allowing the anxiety to play a role in gearing him or her up for the race, the athlete is making good use of the natural fight-or-flight response. For the partygoer, it is not so clear. If that person is willing to let being “keyed up” or “excited” be a positive kind of energy flow, then any initial nervousness or uncertainty will remain manageable and nonthreatening. But if the physical sensations of anxiety become distracting and the thoughts obsessive, the party guest is in for a difficult time. Similarly, a person who prepares for an important meeting may feel a kind of nervous energy in gearing up for negotiations. But if that same person, although well prepared, allows interactive inhibition to keep him from suggesting a solution, questioning a point, or voicing an opinion, he will feel a real letdown. When holding back becomes a habit, the pervasive feeling of “Oh no, I did it again” may lead to a lack of enthusiasm that interferes with productivity and job satisfaction. The truth is, we all want to be heard without—if we can reasonably avoid it—being rejected or embarrassed. How to resolve this dilemma? First, by understanding anxiety in its simplest terms. The more you understand about anxiety, the more you will be able to control it. Remember, social anxiety is not some abstract phenomenon or indelible personality trait. It is an explainable dynamic that you can choose to control. Let’s look more closely at the athlete. For that person, in that situation, anxiety is normal and appropriate. In fact, it is crucial to effective performance. Without it, the physiological workings of the body would fall short of what is required. In the second example, anxiety is also appropriate. But it can become negative if the person begins to worry about what is going on inside the room: “What are they laughing about?” “Will anyone talk to me?” “Am I dressed right?” “Will I seem nervous?” At that point it’s the degree of incapacity—the extent to which the anxious feelings and thoughts prevent interacting—that becomes the most important issue. (In the workplace, these thoughts may run to “Have I done enough research?” “What if I can’t answer my boss’s questions?” “Can they tell I’m anxious?”)

When Elise’s pickle was gone, I put mine on her plate. We’d never eaten a meal together where I didn’t give her my pickle. There’d also never been a time when she hadn’t beamed at me for doing so. “Thank you, Weston. You’re my favorite person to eat sandwiches with. I always get double the pickles.” I wiped my mouth with my napkin. “I like how happy a pickle makes you.” Her cheeks flushed. “It’s the little things, you know?” Luca’s head cocked, his eyes darting from me to her. I could practically hear the gears of his mind turning, but whatever he was thinking, he chose not to speak it out loud.

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

I’ll need my medicine. You can’t just stick me in this joint and forget me; I’ll die without my medicine. I demand to see someone about this. Where’s your boss?” “Calm down, Mr. Oliver. We will get you what you need, no need to cause a scene. These two gentlemen will assist you in finding the doctor for your area. Follow them if you would,” one of the women at the desk told him. Two men in riot gear appeared, and they were not happy in the least. Mr. Oliver looked at both of them, and said, “Give me a break. These two will probably take me somewhere and shoot me. That’s what all tyrannical people do to people like me. Kill all the old folks first!” “Oh, please, Mr. Oliver, you’re over-reacting. Please be a dear and follow them. We really need to keep this line moving. Next!

As their uncle, Earl Spencer, says their characters are very different from the public image. “The press have always written up William as the terror and Harry as a rather quiet second son. In fact William is a very self-possessed, intelligent and mature boy and quite shy. He is quite formal and stiff, sounding older than his years when he answers the phone.” It is Harry who is the mischievous imp of the family. Harry’s puckish character manifested itself to his uncle during the return flight from Necker, the Caribbean island owned by Virgin airline boss Richard Branson. He recalls: “Harry was presented with his breakfast. He had his headphones on and a computer game in front of him but he was determined to eat his croissant. It took him about five minutes to manoeuvre all his electronic gear, his knife, his croissant and his butter. When he eventually managed to get a mouthful there was a look of such complete satisfaction on his face. It was a really wonderful moment.” His godparent Carolyn Bartholomew says, without an ounce of prejudice, that Harry is “the most affectionate, demonstrative and huggable little boy” while William is very much like his mother, “intuitive, switched on and highly perceptive.” At first she thought the future king was a “little terror.” “He was naughty and had tantrums,” she recalls. “But when I had my two children I realized that they are all like that at some point. In fact William is kind-hearted, very much like Diana. He would give you his last Rolo sweet. In fact he did on one occasion. He was longing for this sweet, he only had one left and he gave it to me.” Further evidence of his generous heart occurred when he gathered together all his pocket money, which only amounted to a few pence, and solemnly handed it over to her. But he is no angel as Carolyn saw when she visited Highgrove. Diana had just finished a swim in the open air pool and had changed into a white toweling dressing gown as she waited for William to follow her. Instead he splashed about as though he were drowning and slowly sank to the bottom. His mother, not knowing whether it was a fake or not, struggled to get out of her robe. Then, realizing the urgency, she dived in still in her dressing gown. At that moment he resurfaced, shouting and laughing at the success of his ruse. Diana was not amused. Generally William is a youngster who displays qualities of responsibility and thoughtfulness beyond his years and enjoys a close rapport with his younger brother whom friends believe will make an admirable adviser behind the scenes when William eventually becomes king. Diana feels that it is a sign that in some way they will share the burdens of monarchy in the years to come. Her approach is conditioned by her firmly held belief that she will never become queen and that her husband will never become King Charles III.

The Path of the 99% Purely, statistically speaking (and nothing personal intended), it is almost certain you won’t make an investment in a franchise either. You will probably complain about the way things are, dream about what could be, take a brief stand for yourself by declaring, “I am tired placing my future in the hands of others. Now it’s my turn!” Then you’ll Google franchise opportunities, visit franchisor homepages, gather stacks of franchisor brochures, research companies, talk to people and professionals you trust, and have conversations with franchisors. You’ll feel proactive. You’ll tell your friends you’re considering buying a business. Chances are they thought about it, too. Some will be happy for you, some will be jealous, some will be afraid for you. Virtually everyone will share their strong opinions with you. You’ll dream about what it would be like to be your own boss. You’ll think about your customers and employees. You’ll make clever little charts such as the T Bar, where you neatly list all the pros on the left side of the page, balanced by the cons on the right side. Then the time will come to make a decision. Fear, doubt, and negative self-chatter (yours, your spouse’s, your kids’, your parents,’ your friends’, and your hired professionals’) will kick into high gear. Eventually, you probably will make a fear-based “no” decision, backed by the logic of your neatly listed cons. “The business has fatal flaws,” you think, “Employee turnover is too high. Competition is too fierce. The business is too risky. Sure, it may work in some areas, but everyone knows our town is different.” And with everything going on in your life, the timing couldn’t be worse. Yes, you are being completely responsible with your resources. You didn’t work this hard and long and sacrifice this much to lose what you’ve earned and saved. Moving forward with a franchise would put your family in danger. If you leave your company, you will lose your insurance benefits and 401(k). What if someone in your family had to go to hospital? How would you survive without insurance? Plus, your industry is changing so fast, in a few years your expertise would be obsolete and it would be impossible for you to regain entry if your business didn’t make it. Certainly almost every reasonable person armed with the same research and faced with the same personal challenges you have would naturally come to the same conclusion. And you are right. 99 percent do.

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do. APPLICATION TO BUSINESS “Corporate doesn’t understand what’s going on out here,” said the field manager. “Whatever experience those guys had in the field from years ago, they have long forgotten. They just don’t get what we are dealing with, and their questions and second-guessing prevents me and my team from getting the job done.” The infamous they. I was on a visit to a client company’s field leadership team, the frontline troops that executed the company’s mission. This was where the rubber met the road: all the corporate capital initiatives, strategic planning sessions, and allocated resources were geared to support this team here on the ground. How the frontline troops executed the mission would ultimately mean success or failure for the entire company. The field manager’s team was geographically separated from their corporate headquarters located hundreds of miles away. He was clearly frustrated. The field manager had a job to do, and he was angry at the questions and scrutiny from afar. For every task his team undertook he was required to submit substantial paperwork. In his mind, it made for a lot more work than necessary and detracted from his team’s focus and ability to execute. I listened and allowed him to vent for several minutes. “I’ve been in your shoes,” I said. “I used to get frustrated as hell at my chain of command when we were in Iraq. They

When you stand accused, your character is being tested. The strength of character that you reveal will ultimately determine the Tanks’ perception of you and future behavior toward you. Action Plan Step 1. Hold Your Ground. The first step is to stay put and hold your ground, neither running away nor gearing for battle. Do not change your position, whether you happen to be standing, sitting, leaning, or making up your mind. You don’t have to go on the offensive or the defensive. Instead, silently look the Tank in the eyes, and shift your attention to your breathing. Breathe slowly and deeply. Intentional breathing is a terrific way to regain your self-control. And while you compose yourself, the Tank has the opportunity to fire off a round unimpeded. When Martin found himself under attack, he restrained his impulse to counterattack. Instead, he held his ground. He looked into his boss’s eyes, kept breathing, and waited for the blasting to stop. When it did, Martin asked, “Is that everything?” Apparently, that wasn’t all. The Tank loaded up another round a of abuse and fired it off. Martin held his temper in check, took a slow breath, and asked evenly, “Anything else?” “Why, you ...” Sherman loaded up his last round and fired it off. He was now completely out of ammunition, having said every rotten thing he knew how to say. At that point, he just stood there silently glaring at Martin, as if waiting for an answer will ultimately determine the Tanks’ perception of you and future behavior toward you.

In simple terms this evolutionary heritage is why our adrenal system leaps into high gear when the boss confronts and humiliates us in a meeting. Our bodies want to jump up and either run away or attack but we have to sit there and take it. It is unhealthy and excruciating.

We live in a society in which mediocrity is the norm. Many people do as little as they can to get by. They don’t take pride in their work or in who they are. If somebody is watching, they may perform one way, but when nobody is watching they’ll cut corners and take the easy way out. If you are not careful, you can be pulled into this same mentality where you think it’s okay to show up late to work, to look less than your best, or to give less than your best. But God doesn’t bless mediocrity. God blesses excellence. I have observed that the fifth undeniable quality of a winner is a commitment to excellence. When you have a spirit of excellence, you do your best whether anyone is watching or not. You go the extra mile. You do more than you have to. Other people may complain about their jobs. They may go around looking sloppy and cutting corners. Don’t sink to that level. Everyone else may be slacking off at work, compromising in school, letting their lawns go, but here’s the key: You are not everyone else. You are a cut above. You are called to excellence. God wants you to set the highest standard. You should be the model employee for your company. Your boss and your supervisors should be able to say to the new hires, “Watch him. Learn from her. Pick up the same habits. Develop the same skills. This person is the cream of the crop, always on time, great attitude, doing more than what is required.” When you have an excellent spirit like that, you will not only see promotion and increase, but you are honoring God. Some people think, “Let me go to church to honor God. Let me read my Bible to honor God.” And yes, that’s true, but it honors God just as much to get to work on time. It honors God to be productive. It honors God to look good each day. When you are excellent, your life gives praise to God. That’s one of the best witnesses you can have. Some people will never go to church. They never listen to a sermon. They’re not reading the Bible. Instead, they’re reading your life. They’re watching how you live. Now, don’t be sloppy. When you leave the house, whether you’re wearing shorts or a three-piece suit, make sure you look the best you possibly can. You’re representing the almighty God. When you go to work, don’t slack off, and don’t give a halfhearted effort. Give it your all. Do your job to the best of your ability. You should be so full of excellence that other people want what you have. When you’re a person of excellence, you do more than necessary. You don’t just meet the minimum requirements; you go the extra mile. That phrase comes from the Bible. Jesus said it in Matthew 5:41--“If a soldier demands you carry his gear one mile, carry it two miles.” In those days Roman soldiers were permitted by law to require someone else to carry their armor.

Also somebody probably wrote, ‘They’re going to kill us’ on the wall with their own blood.