Hire And Reward Quotes

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

My body is my own," I said. "I may choose to share it with someone, but it's not for sale or for hire, nor is it a reward. I'd rather starve to death than use it as such.

You must always hire, fire, review, reward, and recognize with your Core Values in mind. Within one year of doing this, you’ll be happier.

And above all, what a strange attitude that actually is, when we no longer find Christian service worthwhile if the denarius of salvation may be obtained even without it! It seems as if we want to be rewarded, not just with our own salvation, but most especially with other people's damnation - just like the workers hired in the first hour. That is very human, but the Lord's parable is particularly meant to make us quite aware of how profoundly un-Christian it is at the same time. Anyone who looks on the loss of salvation for others as the condition, as it were, on which he serves Christ will in the end only be able to turn away grumbling, because THAT kind of reward is contrary to the loving-kindness of God. -What It Means To Be A Christian

We hire for perfect, we manage for perfect, we measure for perfect, and we reward for perfect. So why are we surprised that people spend their precious minutes of self-directed, focused work time trying to achieve perfect? The problem is simple: Art is never defect-free. Things that are remarkable never meet spec, because that would make them standardized, not worth talking about. Rough

If we can recognize what makes us unique and how we can positively impact our students, then we can make teaching much more meaningful and learning much more rewarding—essentially, a transformative experience for our students.

Most corporations fail to tolerate the creative fanatic who has been the driving force behind most major innovations. Innovations, being far removed from the mainstream of the business, show little promise in the early stages of development. Moreover, the champion is obnoxious, impatient, egotistic, and perhaps a bit irrational in organizational terms. As a consequence, he is not hired. If hired, he is not promoted or rewarded. He is regarded as “not a serious person,” “embarrassing,” or

Deep State,” said the Director of National Intelligence. Ellen rounded on him. “It’s not depth we need to worry about, it’s width. It’s everywhere. Four years of hiring, of promoting, of rewarding people who’d say and do anything to prop up a deranged President has left us vulnerable.

That’s one small example, of a thousand that might happen over the course of an evening, of how a trusting team operates. And it’s why hiring is such a sobering responsibility. Because when you’re hiring, you’re hiring not only the people who are going to represent and support you, but the people who are going to represent and support the team already working for you. Morale is fickle, and even one individual can have an outsize and asymmetrical impact on the team, in either direction. Bring in someone who’s optimistic and enthusiastic and really cares, and they can inspire those around them to care more and do better. Hire someone lazy, and it means your best team members will be punished for their excellence, picking up the slack so the overall quality doesn’t drop. At the end of the day, the best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. And it means you must invest as much energy into hiring as you expect the team to invest in their jobs. You cannot expect someone to keep giving all of themselves if you put someone alongside them who isn’t willing to do the same. You need to be as unreasonable in how you build your team as you are in how you build your product or experience. It’s also why you’ve got to hire slow. It’s so dreadful to be shorthanded that managers tend to rush in and find a body to fill the void. I know what it’s like to think, We need someone so desperately—how bad could this person be?

I hold no lands, that is true. But I have certain incomes, and chests of coin set aside. My own father forgot none of his children when he died, and Tywin knew how to reward good service. I feed two hundred knights and can double that number if need be. There are freeriders who will follow my banner, and I have the gold to hire sellswords.

How to build a strong culture44 1. Have strong hiring filters in place. Explicitly filter for people with common values. You need to be careful that this does not act as a mechanism to inadvertently filter out diverse populations. You can have both a common sense of purpose and a diverse employee base at the same time. See later sections and the interview with Joelle Emerson for more information. 2. Constantly emphasize values day-to-day. Repeat them until you are blue in the face. The second you are really sick of saying the same thing over and over, you will find people have started repeating it back to you. 3. Reward people based on performance as well as culture. People should be rewarded (with promotions, financially, etc.) for both productivity and for living the company’s values. 4. Get rid of bad culture fits quickly. Fire bad culture fits even faster than you fire low performers.45 This chapter focuses on #1 above:

if you were staffing an investment bank, management professor Kuhnen told me, you’d want to hire not only reward-sensitive types, who are likely to profit from bull markets, but also those who remain emotionally more neutral. You’d want to make sure that important corporate decisions reflect the input of both kinds of people, not just one type. And you’d want to know that individuals on all points of the reward-sensitivity spectrum understand their own emotional preferences and can temper them to match market conditions.

There's one thing you ought to know about old people," Alberto Terégo told me on our early morning walk on the beach. "Like what?" I asked my friend in reply. "Like old people don't mind if you kill them," Terégo said. "Just don't give them any more crap while you're doing it." "Are you talking about yourself?" I said. "You're telling me you'd rather have someone kill you than give you a hard time?” My head was starting to hurt. It usually did when I talked with Terégo, but never so soon into our daily conservation. He was grinning now, knowing he had me again. I just stared at him. He has this uncanny knack of making me feel he's laid a booby trap of punji sticks on which I'm about to impale myself. “That's ridiculous," I said finally, feeling like a kid for not being able to come up with a better response to his bizarre suggestion. “No, it's life,” Terégo said, his grin growing larger. “What's life?” I said. “Taking crap,” he said. "Taking crap is life?" I said. The grin hung ear to ear now. “It's what nice people do,” Terégo said. “There's an 18th century proverb that says we all have to eat a peck of dirt before we die. We do it from an early age, so old people have been doing it for a very long time, way beyond the proverbial amount that broke the camel's back.” “Eating dirt is life?” I said, feeling the pain grow under my arched eyebrows. "That's right," he said. "Eating dirt?" I repeated dully. "We do it to be team players, so we don’t rock the boat, to go with the flow," Terégo said. "We put up, shut up, get along--no matter what--with people even the Dalai Lama would slap silly. We defer to their foolishness, stupidity, biases, racism, ego, telling them what they want to hear, keeping quiet when we ought to be speaking up loud and clear. We put a sock in it even though it chokes us. We do it so we won’t offend, to fit in, be neighborly, sociable, kind. We do it so people will like us, love and reward and hire and promote us. We do it to be successful, secure, happy." "We eat dirt to be happy," I said, my eyes starting to glaze over like frost on window panes in deep winter. "You see the supreme irony in that," Terégo said, the triumph in his voice almost palpable, galling me no end.

You’re just going to throw the h-house wenches out into the streets?” she asked with forced calm. “They’ll be dismissed with generous parting sums as a reward for their labors on the club’s behalf.” “Do you intend to hire new ones?” Sebastian shook his head. “While I have no moral aversion to the concept of prostitution— in fact, I’m all for it— I’m damned if I’ll become known as a pimp.” “A what?” “A pimp. A cock bawd. A male procurer. For God’s sake, did you have cotton wool stuffed in your ears as a child? Did you never hear anything, or wonder why badly dressed women were parading up and down the club staircase at all hours?” “I always visited in the daytime,” Evie said with great dignity. “I rarely saw them working. And later, when I was old enough to understand what they were doing, my father began to curtail my visits.” “That was probably one of the few kind things he ever did for you.” Sebastian waved away the subject impatiently. “Back to the subject at hand… not only do I not want the responsibility of maintaining mediocre whores, but we don’t have the room to accommodate them. On any given night, when all the beds are occupied, the club members are forced to take their pleasures out in the stables.” “They are? They do?” “And it’s damned scratchy and drafty in that stable. Take my word for it.” “You—” “However, there is an excellent brothel two streets over. I have every expectation that we can come to an arrangement with its proprietress, Madame Bradshaw. When one of our club members desires female companionship, he can walk to Bradshaw’s, receive their services at a discounted price, and return here when he’s refreshed.” He raised his brows significantly, as if he expected her to praise the idea. “What do you think?” “I think you would still be a cock bawd,” Evie said. “Only by stealth.” “Morality is only for the middle classes, sweet. The lower class can’t afford it, and the upper classes have entirely too much leisure time to fill.

We saw that we’d been given a law to live by, a moral law, they called it, which punished those who observed it—for observing it. The more you tried to live up to it, the more you suffered; the more you cheated it, the bigger reward you got. Your honesty was like a tool left at the mercy of the next man’s dishonesty. The honest ones paid, the dishonest collected. The honest lost, the dishonest won. How long could men stay good under this sort of a law of goodness? We were a pretty decent bunch of fellows when we started. There weren’t many chiselers among us. We knew our jobs and we were proud of it and we worked for the best factory in the country, where old man Starnes hired nothing but the pick of the country’s labor. Within one year under the new plan, there wasn’t an honest man left among us. That was the evil, the sort of hell-horror evil that preachers used to scare you with, but you never thought to see alive. Not that the plan encouraged a few bastards, but that it turned decent people into bastards, and there was nothing else that it could do—and it was called a moral ideal!

And how nationally disgraceful, in every conceivable point of view, is the IVth of our American Articles of War: "If any person in the Navy shall pusillanimously cry for quarter, he shall suffer death." Thus, with death before his face from the foe, and death behind his back from his countrymen, the best valor of a man-of-war's-man can never assume the merit of a noble spontaneousness. In this, as in every other case, the Articles of War hold out no reward for good conduct, but only compel the sailor to fight, like a hired murderer, for his pay, by digging his grave before his eyes if he hesitates. But this Article IV is open to still graver objections. Courage is the most common and vulgar of the virtues; the only one shared with us by the beasts of the field; the one most apt, by excess, to run into viciousness. And since Nature generally takes away with one hand to counterbalance her gifts with the other, excessive animal courage, in many cases, only finds room in a character vacated of loftier things. But in a naval officer, animal courage is exalted to the loftiest merit, and often procures him a distinguished command.

Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.

Oh, by the way, security told me earlier that some guy showed up, claiming to be your assistant.” “Already? What time is it?” “It’s almost one o’clock,” he says. “Are you telling me you actually hired someone?” My heart drops. I shove past Cliff, ignoring him as he calls for me, wanting his question answered. I head straight for security, spotting Jack standing along the side with a guard, looking somewhere between disturbed and amused. “Strangest shit I’ve ever witnessed in Jersey,” Jack says, looking me over. “And that’s saying something, because I once saw a chimpanzee roller skating, and that was weird as fuck.” “I’m going to take that as a compliment, even though I know it isn’t one,” I say, grabbing his arm and making him follow me. It’s about a two-and-a-half hour drive to Bennett Landing, but I barely have two hours. “Please tell me you drove.” Before he can respond, I hear Cliff shouting as he follows. “Johnny! Where are you going?” “Oh, buddy.” Jack glances behind us at Cliff. “Am I your getaway driver?” “Something like that,” I say. “You ever play Grand Theft Auto?” “Every fucking day, man.” “Good,” I say, continuing to walk, despite Cliff attempting to catch up. “If you can get me where I need to be, there will be one hell of a reward in it for you.” His eyes light up as he pulls out a set of car keys. “Mission accepted.” There’s a crowd gathered around set. They figured out we’re here. They know we’re wrapping today. I scan the area, looking for a way around them. “Where’d you park?” I ask, hoping it’s anywhere but right across the street. “Right across the street,” he says. Fuck. I’m going to have to go through the crowd. “You sure you, uh, don’t want to change?” Jack asks, his eyes flickering to me, conflicted. “No time for that.” The crowd spots me, and they start going crazy, making Cliff yell louder to get my attention, but I don’t stop. I slip off of set, past the metal barricades and right into the street, as security tries to keep the crowd back, but it’s a losing game. So we run, and I follow Jack to an old station wagon, the tan paint faded. “This is what you drive?” “Not all of us grew up with trust funds,” he says, slapping his hand against the rusted hood. “This was my inheritance.” “Not judging,” I say, pausing beside it. “It’s just all very ‘70s suburban housewife.” “That sounds like judgment, asshole.” I open the passenger door to get in the car when Cliff catches up, slightly out of breath from running. “What are you doing, Johnny? You’re leaving?” “I told you I had somewhere to be.” “This is ridiculous,” he says, anger edging his voice. “You need to sort out your priorities.” “That’s a damn good idea,” I say. “Consider this my notice.” “Your notice?” “I’m taking a break,” I say. “From you. From this. From all of it.” “You’re making a big mistake.” “You think so?” I ask, looking him right in the face. “Because I think the mistake I made was trusting you.” I get in the car, slamming the door, leaving Cliff standing on the sidewalk, fuming. Jack starts the engine, cutting his eyes at me. “So, where to? The unemployment office?” “Home,” I say, “and I need to get there as soon as possible, because somebody is waiting for me, and I can't disappoint her.

But the man who owned the vineyard said to one of those workers, ‘Friend, I am being fair to you. You agreed to work for one coin. So take your pay and go. I want to give the man who was hired last the same pay that I gave you. I can do what I want with my own money. Are you jealous because I am good to those people?’ “So those who are last now will someday be first, and those who are first now will someday be last.” (20:1–16 NCV) “Do you begrudge my generosity?” the landowner is saying. The answer, of course, is yes, they do. They begrudge it quite a bit. Even though it has no impact on them whatsoever, it offends them. We hate it when we are trying so hard to earn something, and then someone else gets the same thing without trying as hard. Think about this for a moment, in real, “today” terms. Someone gives you a backbreaking job, and you’re happy for it, but at the end of the day, when you’re getting paid, the guys who came in with five minutes left get the same amount you just got. Seriously? It’s imbalanced, unfair, maddening . . . and it’s also exactly what Jesus just said the kingdom of God is like. Not only is it maddening; it’s maddening to the “good” people! Common sense says you don’t do this. You don’t pay latecomers who came in a few minutes ago the same amount that you paid the hardworking folks you hired first. Jesus tells this story, knowing full well that the conscientious ones listening would find this hardest to take. And, as a matter of fact, as a conscientious one, I find this hard to take. I’m just being honest. This story does not fit my style. I’m all about people getting what they deserve. Oh, it’s offensive, too, when Jesus turns to a guy who’s being executed next to Him, and tells him, “Today, you will be with me in paradise” (Luke 23:43). What did the guy do to deserve that? He did nothing. If you call yourself a Christian, and you want things to be fair, and you want God’s rewards given out only to the deserving and the upstanding and the religious, well, honestly, Jesus has got to be a complete embarrassment to you. In fact, to so many upstanding Christians, He is. He has always been offensive, and remains offensive, to those who seek to achieve “righteousness” through what they do. Always. People who’ve grown up in church (like me) are well acquainted with the idea that Jesus is our “cornerstone.” He’s the solid rock of our faith. Got it. Not controversial. It’s well-known. But what’s not so talked about: That stone, Jesus, causes religious people to stumble. And that rock is offensive to “good” people: So what does all this mean? Those who are not Jews were not trying to make themselves right with God, but they were made right with God because of their faith. The people of Israel tried to follow a law to make themselves right with God. But they did not succeed, because they tried to make themselves right by the things they did instead of trusting in God to make them right. They stumbled over the stone that causes people to stumble. (Rom. 9:30–32 NCV) And then Paul says something a couple verses later that angers “good Christians” to this day: Because they did not know the way that God makes people right with him, they tried to make themselves right in their own way. So they did not accept God’s way of making people right. Christ ended the law so that everyone who believes in him may be right with God. (Rom. 10:3–4 NCV) It’s not subtle, what Paul’s writing here. For anyone who believes in Him, Jesus ended the law as a means to righteousness. Yet so many think they can achieve—even have achieved—some kind of “good Christian” status on the basis of the rule-keeping work they’ve done. They suspect they’ll do good things and God will owe them for it, like payment for a job well done. Paul says, in effect, if you think you should get what you earn, you will . . . and you don’t want that.

In this sense, the incentives inherent to the 'gig' economy resemble those that draw people into casinos or bingo halls, where unpredictable rewards stimulate you just enough to reel you back in – you carry on dipping your hand in your pocket in the hope of beating the odds.

I am fond of pointing out to entrepreneurs and executives that “in theory, you don’t need practice.” What I mean is that no matter how brilliant your business model and growth strategy, you won’t be able to build a real-world (i.e., non-theoretical) blockbuster company without a lot of practice. But that problem is magnified when you’re trying to blitzscale. The kind of growth involved in blitzscaling typically means major human resources challenges. Tripling the number of employees each year isn’t uncommon for a blitzscaling company. This requires a radically different approach to management than that of a typical growth company, which would be happy to grow 15 percent per year and can take time finding a few perfect hires and obsessing about corporate culture. As we will discuss in more detail later in the book, companies that blitzscale have to rapidly navigate a set of key transitions as their organizations grow, and have to embrace counterintuitive rules like hiring “good enough” people, launching flawed and imperfect products, letting fires burn, and ignoring angry customers. Over the course of this book, we’ll see how business model, growth strategy, and management innovation work together to form the high-risk, high-reward process of blitzscaling.

Each of these decisions is instead made either by a group of peers, a committee, or a dedicated, independent team. Many newly hired managers hate this! Even once they get their heads around the way hiring works, promotion time comes around and they are dumbfounded that they can’t unilaterally promote those whom they believe to be their best people. The problem is that you and I might define our “best people” differently. Or it might be possible that your worst person is better than my best person, in which case you should promote everyone and I should promote no one. If you’re solving for what is most fair across the entire organization, which in turn helps employees have greater trust in the company and makes rewards more meaningful, managers must give up this power and allow outcomes to be calibrated across groups.

Specifically, they argue that digital technology drives inequality in three different ways. First, by replacing old jobs with ones requiring more skills, technology has rewarded the educated: since the mid-1970s, salaries rose about 25% for those with graduate degrees while the average high school dropout took a 30% pay cut.45 Second, they claim that since the year 2000, an ever-larger share of corporate income has gone to those who own the companies as opposed to those who work there—and that as long as automation continues, we should expect those who own the machines to take a growing fraction of the pie. This edge of capital over labor may be particularly important for the growing digital economy, which tech visionary Nicholas Negroponte defines as moving bits, not atoms. Now that everything from books to movies and tax preparation tools has gone digital, additional copies can be sold worldwide at essentially zero cost, without hiring additional employees. This allows most of the revenue to go to investors rather than workers, and helps explain why, even though the combined revenues of Detroit’s “Big 3” (GM, Ford and Chrysler) in 1990 were almost identical to those of Silicon Valley’s “Big 3” (Google, Apple, Facebook) in 2014, the latter had nine times fewer employees and were worth thirty times more on the stock market.47 Figure 3.5: How the economy has grown average income over the past century, and what fraction of this income has gone to different groups. Before the 1970s, rich and poor are seen to all be getting better off in lockstep, after which most of the gains have gone to the top 1% while the bottom 90% have on average gained close to nothing.46 The amounts have been inflation-corrected to year-2017 dollars. Third, Erik and collaborators argue that the digital economy often benefits superstars over everyone else.

I’ve made a policy of trying to hire people who are smarter than I am. The obvious payoffs of exceptional people are that they innovate, excel, and generally make your company—and, by extension, you—look good. But there is another, less obvious, payoff that only occurred to me in retrospect. The act of hiring Alvy changed me as a manager: By ignoring my fear, I learned that the fear was groundless. Over the years, I have met people who took what seemed the safer path and were the lesser for it. By hiring Alvy, I had taken a risk, and that risk yielded the highest reward—a brilliant, committed teammate. I had wondered in graduate school how I could ever replicate the singular environment of the U of U. Now, suddenly, I saw the way. Always take a chance on better, even if it seems threatening.

After he returned to London, we talked on the phone almost every day, and he got busy tinkering with the software. After I took a look at the finished version, I agreed to take the tracking system off his hands for $30,000. I sat down and wrote a simple agreement in which I outlined the general terms and conditions. I am not a lawyer, of course, but I thought I’d done a pretty good job of writing my first contract. And the way I did it was simplicity itself. I went online and did my homework. I looked at dozens of sample contracts, to try to get a handle on the way these things were written, and found everything I needed on the Web. (It’s even easier today; you can get a variety of contracts from various sites, at no charge.) The agreement stipulated that I would pay him in ninety days, once I had tested the program, but I already knew that it was working fine. The fact is, I needed those ninety days to generate enough income to pay him—though he didn’t need to know that. I also told him that if things worked out, I might want to hire him to run the software for me, on a month-to-month basis, when the company was up and running, and I mentioned the possibility of paying him $10,000 a month. I know that sounds like a huge number, and it was certainly a huge number to me, but I had been looking closely at my competition and at the staggering amounts of money that were being generated, and I knew that all I needed was one little deal to get my business off the ground.

The next day, I hired someone to overhaul my company Web site. I wanted it to look like the portal to a very serious corporation. I needed to impress people. Perception was key. And the guy did a great job. Anyone looking at the flashy graphics and the 3-D logos must have thought they were dealing with a major player. Most of them probably never even looked at my Web site, of course, which was fine with me. All they knew was that Gary Singh delivered, and that’s all they cared about. They had no idea they were dealing with a sixteen-year-old kid because I presented myself as a serious professional. Once again, perception is reality. That’s not a kid on the other end of the line. It’s a guy who delivers on his promises. Before

The foundation of management is very simple. Managers get paid for one thing and one thing only. They get paid to move numbers. Leaders are rewarded for setting strategic directions that generate better-than-average returns. The best leaders find the right numbers to be moved, decide which direction to move the numbers, how far to move them, and how much to invest in moving them, and establish time frames in which to accomplish the goals. Then they hire the best managers to accomplish their vision.

What’sa matter? You afraid I’ll get too friendly if I find out you’ve been pleasurin’ Comanches?” Struggling to stay calm, she said, “You’re a smart man. I heard you and your men talking. You were hired to rescue captives, not abuse them. Touch one of us, and it’ll be the mistake of your life. We haven’t been pleasuring anyone. And if we end up pleasuring you, I guarantee you’ll hang for it.” He didn’t bluff easily. Running his fingers under the string of rawhide that encircled her neck, he lifted Hunter’s medallion from under her blouse and studied the carved stone. “Appears to me like you hooked up with a chief, honey.” He smiled and returned the medallion to its former resting place, trailing his fingers under her blouse, his eyes holding hers. Her skin crawled where his grimy knuckles touched. “A Comanche don’t wear a wolf sign unless he’s somebody important. The wolf is sacred to ’em, their brother. No woman would have a medallion like that unless her man marked her with it.” “No filthy Injun has put his hands on me,” Loretta retorted. The words ached in her throat, making her feel disloyal to Hunter. What if he was out there, hiding, listening? “One of the warriors put the medallion on me before he left on a hunting trip. Since it seemed to prevent the others from touching me or my little cousin, I continued to wear it.” He grinned and rocked back on his heels. “Where you from?” “A farm along the Brazos.” “Fort Belknap anyplace close?” “Within a few hours’ ride.” Loretta sat up and glanced over her shoulder, praying Amy was all right. “Is that where you’ll take us?” “I reckon so. Unless somethin’ happens to you along the trail. That’d be a shame, wouldn’t it? But then, dead women, they don’t tell stories.” “Neither do they bring reward money.

For many, the traditional motivations of job security, money rewards, and opportunity for personal advancement are proving insufficient. Large numbers of those we hire find factory life so distasteful they quit after only brief exposure to it. The general increase in real wage levels in our economy has afforded more alternatives for satisfying economic needs. Because they are unfamiliar with the harsh economic facts of earlier years, [new workers] have little regard for the consequences if they take a day or two off . . . the traditional work ethic—the concept that hard work is a virtue and a duty—will undergo additional erosion.

collect his reward from Prince Daemon. He also gave up a description of the whore he claimed had hired them:

In review, here are my top best practices for hiring great leaders: Know everyone’s profile. Whether you use DiSC, Meyers-Briggs, or something else, I can’t emphasize enough how important it is to find great leaders who fill in your gaps and get them into the right roles. Look at past experience. Do they have what it takes—experience and mindset—to 10X your business? No ambiguity allowed. Put everything on paper. Don’t rely on verbal agreements or trust your memory. Build SMART goals into the expectations for their role and connect those with rewards. Keep away from the yea-sayers. You need people who can challenge you and push things to find the best direction. Hire leaders with similar core values. While personalities, strengths, and skills should be complementary, core values must be in alignment as the glue to hold things together

Who Are Your Stars? That is the first question I ask when a boss has performance problems, is plagued by caustic conflict, or is losing good people at an alarming rate. I want to know if the anointed stars enhance or undermine others’ performance and humanity. Unfortunately, too many bosses have such blind faith in solo superstars and unbridled competition that they hire egomaniacs and install pay and promotion systems that reward selfish creeps who don’t give a damn about their colleagues. Or, even worse, they shower kudos and cash on credit hogs and backstabbers who get ahead by knocking others down. As

smart talk trap.”17 This a syndrome where companies hire, reward, and promote people for sounding smart rather than making sure that smart things are done.

Open-source software shows the potential of social norms. In the case of Linux and other collaborative projects, you can post a problem about a bug on one of the bulletin boards and see how fast someone, or often many people, will react to your request and fix the software-using their own leisure time. Could you pay for this level of service? Most likely. But if you had to hire people of the same caliber they would cost you an arm and a leg. Rather, people in these communities are happy to give their time to society at large (for which they get the same social benefits we all get from helping a friend paint a room). What can we learn from this that is applicable to the business world? There are social rewards that strongly motivate behavior-and one of the least used in corporate life is the encouragement of social rewards and reputation.

If we can recognize what makes us unique, and how we can positively impact our students, then we can make teaching much more meaningful and learning much more rewarding—essentially, a transformative experience for our students.

Leadership Leadership has a lot more to it than simply telling people what to do, keeping track of efforts, penalizing those who are late or who disrupt, and hiring / firing. Great leaders are also great workers with a level of competence and confidence learned on the job that others accept and are willing to follow. These leaders are good at working with themselves, they have developed discipline, an ability to delay gratification, curiosity as to why people think or do things the way they do, and are open minded and accepting of change. Just look at any sports team, military unit or successful company and you will read or hear about all the leaders that make up the company. Most frequently these leaders are not the ones with a title, but the ones who make the place run through their efforts, focus, determination and ability to overcome obstacles. It is from these ranks that titles are granted and rewards given. These people have proven that they can lead by example, are able to shoulder the load and have what it takes to lead others, helping them grow just as they were helped on their way. My book entitled YOU Working With YOU is all about you, helping you to become the leader that you are capable of becoming. Just showing up to work might keep you employed, stepping up and leading by example is what others will notice and align with.

Understanding Personality Styles Helps You: • Communicate more easily with others by understanding their perspectives. • Adapt your behavior to resonate with others. • Develop deeper levels of compassion, patience, and communication. • Deliver personalized customer service. • Build trust and rapport faster. • Nurture existing relationships. • Make more sales. • Feel more confident networking. • Realize that people behave the way they do for their reasons, not yours. • Appreciate the diversity of teammates, family members, friends, and work groups. • Unify your teams and get the best out of your people by focusing on their strengths, aligning their styles with their assigned positions, and knowing how to motivate and reward them.

These "God Winks" may be an answer to prayer, a warning to change course, or a reward for doing things right. Become mindful and aware of how these cosmic puzzle pieces come together to enrich your life and your relationships. It is both affirming and entertaining to consider. Be open and grateful.

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

Jeffrey Pfeffer and I found that many ineffective companies suffer from this disease, which we call the “smart talk trap.”17 This a syndrome where companies hire, reward, and promote people for sounding smart rather than making sure that smart things are done. In such organizations, talking somehow becomes an acceptable—even a preferred— substitute for actually doing anything. Inaction is bad for any company. But it is especially devastating when innovation is the goal, because so many ideas need to be tried to find a few that might work.

In many ways, the U.S. bureaucracy has moved away from the Weberian ideal of an energetic and efficient organization staffed by people chosen for their ability and technical knowledge. The system as a whole is less merit-based: rather than coming from top schools, 45 percent of recent new hires to the federal service are veterans, as mandated by Congress. And a number of surveys of the federal work force paint a depressing picture. According to the scholar Paul Light, “Federal employees appear to be more motivated by compensation than mission, ensnared in careers that cannot compete with business and nonprofits, troubled by the lack of resources to do their jobs, dissatisfied with the rewards for a job well done and the lack of consequences for a job done poorly, and unwilling to trust their own organizations.

So now, having learned from machines, organizations are applying the same logic to people. Letting people in the organization use their best judgment turns out to be faster and cheaper—but only if you hire the right people and reward them for having the right attitude.

So new hires at Zappos go through a week of training. Then, at the end of those seven days, Hsieh makes them an offer. If they feel Zappos isn’t for them and want to leave, he’ll pay them $2,000—no hard feelings. Hsieh is hacking the Motivation 2.0 operating system like a brilliant and benevolent teenage computer whiz. He’s using an “if-then” reward not to motivate people to perform better, but to weed out those who aren’t fit for a Motivation 3.0–style workplace. The people who remain receive decent pay, and just as important, they have autonomy over technique.

By ignoring my fear, I learned that the fear was groundless. Over the years, I have met people who took what seemed the safer path and were the lesser for it. By hiring Alvy, I had taken a risk, and that risk yielded the highest reward—a brilliant, committed teammate.

value, I can do three things,” he says. “I can improve the algorithm itself, make it more sophisticated. I can throw more and better data at the algorithm so that the existing code produces better results. And I can change the speed of experimentation to get more results faster. “We focused on data and speed, not on a better algorithm.” Candela describes this decision as “dramatic” and “hard.” Computer scientists, especially academic-minded ones, are rewarded for inventing new algorithms or improving existing ones. A better statistical model is the goal. Getting cited in a journal is validation. Wowing your peers gives you cred. It requires a shift in thinking to get those engineers to focus on business impact before optimal statistical model. He thinks many companies are making the mistake of structuring their efforts around building the best algorithms, or hiring developers who claim to have the best algorithms, because that’s how many AI developers think.

Once they’re defined, you must hire, fire, review, reward, and recognize people based on these core values. This is how to build a thriving culture around them.

3D Art Outsourcing & Game Art Design Companies By Game Art Outsourcing Studio A 3D game art outsourcing company can outsource the game art to extra game developers. Game art is separated into two categories which are 2D and 3D game art. In 2D art outsourcing, game developers outsource their 2D oriented design to the game artists. 2D game artist focus in produce the thought as well as the texture of the game. 3D game artist deliberate on fabricating the animation of games; which include models and 3D environment. It is also potential to get a game art company that has artists who focus in both 2D and 3D game art. Game 3D Art Outsourcing company give lots of reward to game developers. The major advantage is that game developers are able to delegate all their work to diverse companies so that the work get concluded in a very short length of time. This, therefore, make it feasible for a game developer to discharge a game in lesser phase of time. Time full in developing a game is very central since if the game take too long to be unconfined, technology worn in the game may quickly be out of manner. Hence, it is very significant for 3D Game Designer to outsource their gaming growth work to guarantee that all games are out in ideal occasion, i.e., while there is publicity in the market. 3D Game outsourcing company make it potential for a game developer to construct games of finest value. It is well-known by professional and while game developers rush with their work in arrange to try and cut the occasion really required in increasing a game, quality of the pastime is regrettably compromised. On the other pass, if they break down the labor into programming, art, level scheming and sound engineering, they can shun poverty of superiority. It is potential to outsource every work to the diverse team of game development company. By receiving in touch with encoding and Art Outsourcing Studio game designers, it is probable to get the best entity for each part of game conniving. When the labour is outsourced, every section will have adequate time to focus in their area and once everything has been mutual together, a superb game is shaped. As a game developer, it is very significant to outsource your Game Art Design Company frequently. This is because hiring diverse game art designers make your games exclusively diverse each time. This is incredibly significant if you want to market a game effectively because it must have amazing completely diverse to offer as compare to your previous games. For example, it should contain the upgrade of features that were liked by patrons who used last account. Doing that is very easy as you only require a long term game outsourcing company for your game art and design.

Many a warlord engages a spiritualist to influence the outcome of a war he is involved in. A priest may consecrate a campaign, and may even join the soldiers on the battlefield in a total effort to shore up their fighting spirit; a spell-caster is hired to curse the wretched enemy. But as the war drags on and divine intervention proves hopelessly distant, an Abettor is sought. A self-appointed admiral, the Abettor is versed in the art of modern warfare, developments in armaments, the strengths and weaknesses of warring parties in his domain, and, above all, is the deciding factor in the most prickly situations. Driven by his passion for a fair fight more than any personal reward or gratification, a good Abettor thinks nothing of abetting both belligerents in a given engagement. A celebrated Abettor came to the rescue of Count Ashenafi. A slight man with wooden dentures, the war broker had spent many of his ninety-three years crisscrossing territories, often with little regard for political borders, in search of a war to sponsor. He was a living archive: at his fingertips were all the battles that had been fought in his vast domain for the past six centuries and the strategies and tactics that had endured through generations. He was well acquainted with the armaments and able-bodied men within reach of not just princes and kings but also the lesser war-makers—feudal lords. A quick study of human nature, the Abettor realized that men may endure without bread and water but not without war, and so he made it his calling to afford them a fair and refreshing combat. He spent his days and nights sniffing for gunpowder, carrying on his back his worldly possessions of an old rifle, the Holy Scriptures, an extra copy of the Book of Hymns, and a small sacrifice for the road. He slept while walking. Having adjusted his needs to the ever-shifting clime, he could go without food or water for up to six months. Only in times of abundant harvest did he answer the call of nature. Though many brave men had sought him out in times of pressing need, the war patriarch had failed to earn their affection. A few of the people he had so diligently served had conspired to put him out of service in the most hideous ways. In an ordinary year, he could expect to be stabbed to death twice. Once, an army of retreating archers shot him with ninety-five arrows. On three different occasions, he was carved into palm-sized pieces and his remains served to hawks and storks; he was also known to have been buried alive. But, each time, the old man resurfaced in some remote corner of the kingdom in one piece, invigorated by his ordeal, ready to influence the outcome of another raging war.

Once they’re defined, you must hire, fire, review, reward, and recognize people based on these core values.

When we have invented, our long-term, patient approach—driven by customer need—has been fundamentally different from the more conventional “skills-forward” approach to invention, in which a company looks for new business opportunities that neatly fit with its existing skills and competencies. While this approach can be rewarding, there is a fundamental problem with it: the company will never be driven to master new skills and develop new competencies, hire new kinds of leaders, or create different types of organizations. Amazon’s Working Backwards process—starting with customer needs, not corporate needs or competencies—often demands that, in Jeff’s words, we “exercise new muscles, never mind how uncomfortable and awkward-feeling those first steps might be.