Hired Motivational Quotes

Great companies don't hire skilled people and motivate them, they hire already motivated people and inspire them.

Resources are hired to give results, not reasons.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

When you come across real talent, it is sometimes worth allowing them to create the structure in which they choose to labor. In nine cases out of ten, by inviting them to take responsibility and control for a new venture, you will motivate them to do great things.

I hired a chauffeur and I became a motivational speaker, because I don’t drive—I’m driven.

say she had nefarious motives.” Davis looked over at Jack with a bemused grin. “Nefarious. This is what we get when we hire a Yale boy.” “You missed sacrosanct earlier. And taciturn and glowering,” Jack said. “What’s glowering?” “Me, apparently.

Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else.

You have a choice: pursue your dreams, or be hired by someone else to help them fulfill their dreams.

Able hands' are more favorable to business than 'adorable hearts'.

Sometimes, to ensure that a talented individual will work for you, or will stay working with you, you need to be flexible. Money is not always the great motivator here. Talented people want a good salary, of course, but surprisingly often they are more attracted to new opportunities and challenges.

Insight and drive are all the skills you need. Everything else can be hired.

Great bosses and world-class organizations hire motivated people, set high expectations, and give their people room to become remarkable.

We hire coaches for our mindsets, attend conferences to improve our skill set, work with specialists for every need in our business and wonder why we feel like we’re all over the place.

What baseball managers did do, on occasion, beginning in the early 1980s, was hire some guy who knew how to switch on the computer. But they did this less with honest curiosity than in the spirit of a beleaguered visitor to Morocco hiring a tour guide: pay off one so that the seventy-five others will stop trying to trade you their camels for your wife. Which one you pay off is largely irrelevant.

complacent.26 When it comes to hiring, raising money, or even conserving energy, people aren’t rational robots. Where they stand in relation to others affects motivation.

Hire good people, and leave them alone.

Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

Don't count the days, make the days count. -Muhammad Ali     Build your own dreams, or someone else will hire you to build theirs. –Farrah Gray     All our dreams can come true if we have the courage to pursue them.  - Walt Disney     Your time is limited, so don't waste it living someone else's life. -Steve Jobs

Great companies don`t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something better than their job to work toward, they will motivate themselves to find a new job and you`ll be stuck with whoever`s left.

...the leader should reserve to himself the hiring, compensating, motivating, molding, assessing and firing of his chief lieutenants.

never ever hire someone who is not highly motivated to do the work you want done.

As motivational philosopher Jim Rohn so aptly put it, “You can’t hire someone else to do your push-ups for you.

Assess people based on their capacity for growth, development, or future success, not their past failures.

In a sense, we here at the FSRI are like giant wizards at the controls of an incredible machine, operating levers and buttons from behind a great tapestry to provide you with the level of motivation and direction necessary for you to succeed!

We’ve all met people with great talent but little energy. Sadly, they never live up to their expectations. Others of average talent, but with extraordinary energy, often achieve success beyond all expectations. That’s why self-motivation is so important.

If someone is trying to sell you with only past credentials and older accolades without including present examples and up to date proof, you might be dealing with someone that is sharing expired information and does not have the up to date knowledge to help you.

Communicating on the surface can be easy. But when you want to dig deeper and connect with more profound impact, you’ll need to achieve greater understanding, especially when others have personalities, experiences, needs, and preferences different from your own.

An ambivert navigates the introvert/extrovert spectrum with ease since they do not fit directly into either category. Since neither label applies to them, they are social chameleons who adapt to their environment to maximize their interaction and optimize their results.

Follow these five decision steps when hiring someone: Understand the job, consider three to five people, study candidates performance records to find their strengths, talk to the candidates’ colleagues about them, and once hired, explain the assignment to the new employee.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

Your thoughts become your attitudes, which become your actions, which become your behavior, which become your habits, which become your lifestyle, and inevitably determine your outcomes. Utilize this circular truth by using positive thoughts to create positive outcomes. It is a choice you get to make every day. Choose wisely.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

Universities began learning the art of turning the insights of their researchers into large chunks of money by hiring more lawyers and making new kinds of deals, becoming experts in protecting intellectual property, installing startup incubators, and building research parks. Seen from this angle, it looks like universities and scientists aren't fighting against the profit motive; they've been infected by it.

Enforce functional training by withholding new employee requisitions. As Andy Grove writes, there are only two ways for a manager to improve the output of an employee: motivation and training. Therefore, training should be the most basic requirement for all managers in your organization. An effective way to enforce this requirement is by withholding new employee requisitions from managers until they’ve developed a training program for the TBH, “To Be Hired.

What is good customer service about then? One word: caring. Bad customer service happens when the employee doesn't care. You could chalk it up to low wages or getting paid regardless of results. But that's not it either. Hiring managers need to do two things and two things only: 1. Hire employees that ALREADY care and are ALREADY motivated. 2. Repeat step 1. When this is done, everything changes. People are happy on both sides of the table. Costs for management and training plummet

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Mediocre people are a drag on quality and morale, but they tend to do just enough good work to stick around—managers have a tough time justifying letting them go because there’s no actionable offense. The scent of mediocrity on your team can also scare off talented candidates. Mediocrity is an albatross we tether ourselves to when we don’t give the hiring process our full attention. When you hire, look for skill fit, but don’t make it your primary evaluation criteria. Look for passion, curiosity, selflessness, openness, confidence, communication skills, emotional intelligence, and intrinsic motivation, too. These things can’t be taught—most skills can.

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

A common problem plagues people who try to design institutions without accounting for hidden motives. First they identify the key goals that the institution “should” achieve. Then they search for a design that best achieves these goals, given all the constraints that the institution must deal with. This task can be challenging enough, but even when the designers apparently succeed, they’re frequently puzzled and frustrated when others show little interest in adopting their solution. Often this is because they mistook professed motives for real motives, and thus solved the wrong problems. Savvy institution designers must therefore identify both the surface goals to which people give lip service and the hidden goals that people are also trying to achieve. Designers can then search for arrangements that actually achieve the deeper goals while also serving the surface goals—or at least giving the appearance of doing so. Unsurprisingly, this is a much harder design problem. But if we can learn to do it well, our solutions will less often meet the fate of puzzling disinterest. We should take a similar approach when reforming a preexisting institution by first asking ourselves, “What are this institution’s hidden functions, and how important are they?” Take education, for example. We may wish for schools that focus more on teaching than on testing. And yet, some amount of testing is vital to the economy, since employers need to know which workers to hire. So if we tried to cut too much from school’s testing function, we could be blindsided by resistance we don’t understand—because those who resist may not tell us the real reasons for their opposition. It’s only by understanding where the resistance is coming from that we have any hope of overcoming it. Not all hidden institutional functions are worth facilitating, however. Some involve quite wasteful signaling expenditures, and we might be better off if these institutions performed only their official, stated functions. Take medicine, for example. To the extent that we use medical spending to show how much we care (and are cared for), there are very few positive externalities. The caring function is mostly competitive and zero-sum, and—perhaps surprisingly—we could therefore improve collective welfare by taxing extraneous medical spending, or at least refusing to subsidize it. Don’t expect any politician to start pushing for healthcare taxes or cutbacks, of course, because for lawmakers, as for laypeople, the caring signals are what makes medicine so attractive. These kinds of hidden incentives, alongside traditional vested interests, are what often make large institutions so hard to reform. Thus there’s an element of hubris in any reform effort, but at least by taking accurate stock of an institution’s purposes, both overt and covert, we can hope to avoid common mistakes. “The curious task of economics,” wrote Friedrich Hayek, “is to demonstrate to men how little they really know about what they imagine they can design.”8

Know Your Father’s Heart Today’s Scripture Herein is love, not that we loved God, but that he loved us, and sent his Son to be the propitiation for our sins. 1 JOHN 4:10 KJV Today, I want you to reread the parable of the father of the prodigal son (Luke 15:11–32). As you read, keep in mind that this son utterly rejected and completely humiliated and dishonored his father, then only returned home when he remembered that even his father’s hired servants had more food than he did! It was not the son’s love for his father that made him journey home; it was his stomach. In his own self-absorbed pride, he wanted to earn his own keep as a hired servant rather than to receive his father’s provision by grace or unmerited favor. God wants us to know that even when our motivations are wrong, even when we have a hidden (usually self-centered) agenda and our intentions are not completely pure, He still runs to us in our time of need and showers His unmerited, undeserved, and unearned favor upon us. Oh, how unsearchable are the depths of His love and grace toward us! It will never be about our love for God. It will always be about His magnificent love for us. The Bible makes this clear: “Herein is love, not that we loved God, but that he loved us, and sent his Son to be the propitiation for our sins” (1 John 4:10 KJV). Some people think that fellowship with God can only be restored when you are perfectly contrite and have perfectly confessed all your sins. Yet we see in this parable that it was the father who was the initiator, it was the father who had missed his son, who was already looking out for him, and who had already forgiven him. Before the son could utter a single word of his rehearsed apology, the father had already run to him, embraced him, and welcomed him home. Can you see how it’s all about our Father’s heart of grace, forgiveness, and love? Our Father God swallows up all our imperfections, and true repentance comes because of His goodness. Do I say “sorry” to God and confess my sins when I have fallen short and failed? Of course I do. But I do it not to be forgiven because I know that I am already forgiven through Jesus’ finished work. The confession is out of the overflow of my heart because I have experienced His goodness and grace and because I know that as His son, I am forever righteous through Jesus’ blood. It springs from being righteousness-conscious, not sin-conscious; from being forgiveness-conscious, not judgment-conscious. There is a massive difference. If you understand this and begin practicing this, you will begin experiencing new dimensions in your love walk with the Father. You will realize that your Daddy God is all about relationship and not religious protocol. He just loves being with you. Under grace, He doesn’t demand perfection from you; He supplies perfection to you through the finished work of His Son, Jesus Christ. So no matter how many mistakes you have made, don’t be afraid of Him. He loves you. Your Father is running toward you to embrace you! Today’s Thought My Father God runs to me in my time of need and showers His unmerited, undeserved, and unearned favor upon me. Today’s Prayer Father, thank You that I can experience Your love even when I have failed. No matter how many mistakes I may have made, I don’t have to be afraid to come to You. I am still Your beloved child, and I always have fellowship with You because of the finished work of Jesus. I thank You that You don’t demand perfection from me, but You supply perfection to me through the cross. It blesses my heart to know that You just love being with me. Thank You for running to embrace me. Amen.

If you want to hire someone motivated to perform the job at hand, determine whether the job is mainly goal-oriented or is mainly about troubleshooting. Do you need someone who is excited about working toward goals, or someone who delights in solving crises?

The intention to harm or exclude may guide some technical design decisions. Yet even when they do, these motivations often stand in tension with aims framed more benevolently. Even police robots who can use lethal force while protecting officers from harm are clothed in the rhetoric of public safety.35 This is why we must separate “intentionality” from its strictly negative connotation in the context of racist practices, and examine how aiming to “do good” can very well coexist with forms of malice and neglect.36 In fact a do-gooding ethos often serves as a moral cover for harmful decisions. Still, the view that ill intent is always a feature of racism is common: “No one at Google giggled while intentionally programming its software to mislabel black people.”37 Here McWhorter is referring to photo-tagging software that classified dark-skinned users as “gorillas.” Having discovered no bogeyman behind the screen, he dismisses the idea of “racist technology” because that implies “designers and the people who hire them are therefore ‘racists.’” But this expectation of individual intent to harm as evidence of racism is one that scholars of race have long rejected.38

We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.”21

Some people hire stars and make them sit inside lamps PEOPLE HIRE STARS AND MAKE THEM SIT INSIDE LAMPS YOU ARE A STAR! DON'T SIT INSIDE THE LAMP. तुम सितारे हो! लालटेन में मत बैठे रहो

In the second year of the Trump presidency, I attended a dinner of American hedge funders in Hong Kong. I was there as a guest speaker, to survey the usual assortment of global hot spots. A thematic question emerged from the group—was the “Pax Americana” over? There was a period of familiar cross-talk about whether Trump was a calamitous force unraveling the international order or merely an impolitic Republican politician advancing a conventional agenda. I kept interjecting that Trump was ushering in a new era—one of rising nationalist competition that could lead to war and unchecked climate change, to the implosion of American democracy and the accelerated rise of a China that would impose its own rules on the world. Finally, one of the men at the table interrupted with some frustration. He demanded a show of hands—how many around the table had voted for Trump, attracted by the promise of tax cuts and deregulation? After some hesitation, hand after hand went up, until I was looking at a majority of raised hands. The tally surprised me. Sure, I understood the allure of tax cuts and deregulation to a group like that. But these were also people who clearly understood the dangers that Trump posed to American democracy and international order. The experience suggested that even that ambiguous term “Pax Americana” was subordinate to the profit motive that informed seemingly every aspect of the American machinery. I’d come to know the term as a shorthand for America’s sprawling global influence, and how—on balance—the Pax Americana offered some stability amid political upheavals, some scaffolding around the private dramas of billions of individual lives. From the vantage point of these bankers, the Pax Americana protected their stake in international capital markets while allowing for enough risk—wars, coups, shifting energy markets, new technologies—so that they could place profitable bets on the direction of events. Trump was a bet. He’d make it easier for them to do their business and allow them to keep more of their winnings, but he was erratic and hired incompetent people—so much so that he might put the whole enterprise at risk. But it was a bet that enough Americans were willing to make, including those who knew better. From the perspective of financial markets, I had just finished eight years in middle management, as a security official doing his small part to keep the profit-generating ocean liner moving. The debates of seemingly enormous consequence—about the conduct of wars, the nature of national identity, and the fates of many millions of human beings—were incidental to the broader enterprise of wealth being created.

Strong, vibrant, positive company culture values their people so greatly that no one feels like just a number.

Spiritually healthy employees are the greatest asset and partners an organization can have. They are positive, solution-seeking, and unifying people.

Great leaders understand that it is impossible to compartmentalize elements of life, so they create opportunities for people to grow in every area.

The ‘purpose’ element of onboarding is where you begin to lay the foundation of success for your new team member.

People are the lifeblood of any business.

Believing you can’t find good people is like saying you can’t grow your business.

Culture has the single greatest impact on your bottom line.

A strong, positive culture holds us accountable for taking responsibility and finding solutions.

Leader, you have to know your why, for yourself and your business.

The magic to recruiting is going to where the people are, and the people are living on social media.

You want your people recruiting, especially your highest performers.

This is about designing a culture that is so strong and healthy, your team can’t stay quiet about their experience.

There is an art to developing people.

The people within your leadership are a direct reflection of you.

We know from research (and common sense) that people who understand and manage their own and others’ emotions make better leaders. They are able to deal with stress, overcome obstacles, and inspire others to work toward collective goals. They manage conflict with less fallout and build stronger teams. And they are generally happier at work, too. But far too many managers lack basic self-awareness and social skills. They don’t recognize the impact of their own feelings and moods. They are less adaptable than they need to be in today’s fast-paced world. And they don’t demonstrate basic empathy for others: they don’t understand people’s needs, which means they are unable to meet those needs or inspire people to act. One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect. Obviously we need smart, experienced people in our companies, but we also need people who are adept at dealing with change, understand and motivate others, and manage both positive and negative emotions to create an environment where everyone can be at their best.

A marketing consultant I knew was hired by a family-owned agency because he was dating one of the family members. Clients were leaving the agency in droves and this person didn't understand his duties or how to execute them. The agency owner's solution was to encourage the consultant to spend more time with senior staff who were more experienced; hoping this exposure would give the consultant insight and dedication. This consultant did not change or grow so the agency owner asked several of us for input. I told the agency owner that until this employee was shown direct benefits and need to improve there was no motivation for him to do so. Until there is a perceived need for growth, there isn't likely to be actual growth.

Knowing and understanding your organization’s purpose is essential to making important organizational decisions. It’s also a fundamental tool to use when asking for money, recruiting additional board members, hiring and motivating staff, and publicizing your activities. Also, remember that your governing board’s input in developing the mission statement is not an option. Buy-in begins with inclusion!

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.

Hire people ahead of their own curve. Hire more for aptitude than experience and give people the career opportunity of a lifetime. They will be motivated and driven, with a cannot-fail attitude. The good ones would grab the opportunity to accelerate their careers with us. Look for hunger, attitude, innate abilities. Perhaps look for the same career-frustrated person I had been all these years.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

At the major market level, competition among radio stations is fierce. Battling program directors create format narratives that sometimes instruct announcers to chime like puppets during tailored and precise talk segments. Marionettes don’t win Oscars, but when you are hired as a talent, you are expected to be able to implement this level of precision.

At the major market level, competition among radio stations is fierce. Battling program directors create format narratives that sometimes instruct announcers to chime like puppets during tailored and precise talk segments. Marionettes don’t win Oscars, but when you are hired as a talent, you are expected to be able to implement this level of precision.

THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.

So perhaps it’s time to switch the focus of some of our workplace policies and use them to unshackle the hardworking majority rather than inhibit the less noble minority. If you think people in your organization are predisposed to rip you off, maybe the solution isn’t to build a tighter, more punitive set of rules. Maybe the answer is to hire new people.

Why would you believe in me at all?” He moved to lean forward on the railing, forearms folded with the blade dangling down over the river, his face in profile. Finally, he said, “I trust you.” “You shouldn’t.” “I know,” he muttered. She heard the strain in his voice. His eyes cut to her, and she saw that he knew she had heard it. His body shifted into a position of determined nonchalance. “Logically speaking,” he said lightly, “the idea that you hired someone to attack me doesn’t make much sense. I’m not sure what your motive would be.” “I could have wanted to put an end to the rumors.” “That would be a shame. I like the rumors.” “Don’t joke.

Logically speaking,” he said lightly, “the idea that you hired someone to attack me doesn’t make much sense. I’m not sure what your motive would be.” “I could have wanted to put an end to the rumors.” “That would be a shame. I like the rumors.

Mr. Hazlit, won’t you please, please help me find my reticule? It is one of my dearest possessions. I feel horrid for having lost track of it, and I’m too embarrassed to prevail upon anybody else but you to aid me in my hour of need.” She turned her best swain-slaying gaze on him in the moonlight, the look Val had told her never to use on his friends. For good measure, she let a little sincerity into her eyes, because she’d spoken nothing but the truth. “God help me.” Hazlit scrubbed a hand over his face. “Stick to quoting the law with me, please. I might have a prayer of retaining my wits.” She dropped the pleading expression. “You’ll keep our bargain, then?” “I will make an attempt to find this little purse of yours, but there are no guarantees in my work, Miss Windham. Let’s put a limit on the investigation—say, four weeks. If I haven’t found the thing by then, I’ll refund half your money.” “You needn’t.” She rose, relieved to have her business concluded. “I can spare it, and this is important to me.” “Where are you going?” He rose, as well, as manners required. But Maggie had the sense he was also just too… primordial to let a woman go off on her own in the moonlight. “I’m going back to the ballroom. We’ve been out here quite long enough, unless you’re again trying to wiggle out of your obligations?” “No need to be nasty.” He came closer and winged his arm at her. “We’ve had our bit of air, but you’ve yet to tell me anything that would aid me in attaining your goal. What does this reticule look like? Who has seen you with it? Where did you acquire it? When did you last have it?” “All of that?” “That and more if it’s so precious to you,” he said, leading her back toward the more-traveled paths. “That is just a start. I will want to establish who had access to the thing, what valuables it contained, and who might have been motivated to steal it.” “Steal?” She went still, dropping his arm, for this possibility honestly hadn’t occurred to her. She realized, as he replaced her hand on his arm, that she’d held the thought of theft away from her awareness, an unacknowledged fear. “You think somebody would steal a little pin money? People are hung for stealing a few coins, Mr. Hazlit, and transported on those awful ships, and… you think it was a thief?” “You clearly do not.” She was going to let him know in no uncertain terms that no, she could not have been victimized by a thief. She was too careful, too smart. She’d hired only staff with the best references, she seldom had visitors, and such a thing was utterly… “I did not reach that conclusion. I don’t want to.” Voices

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.

Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s

If you were to spend your own time and money to hire a consultant, coach, or trainer, wouldn’t it give you more confidence knowing that they have "walked the talk" and have vast experience with what they are teaching?

Have you ever met a new person and within seconds forgotten his or her name? It can be embarrassing, can’t it? Many people will laugh, brush it off, and say, “I simply can’t remember names!” But you should take remembering seriously.

To remember people’s names, use rhyming, rhythm, adjectives, and alliteration—Use rhyming (trim Kim), rhythm (Sally sells seashells), adjectives (kind Kevin), and alliteration (Mike likes milk). These ideas may sound silly, but they stimulate your mind to improve your memory.

To remember people’s names, use association—Creating a connection to something that has been important to you will give a name sticking power. Did you go to the same college? Did you work for his company at one time? Does she have the same car as your best friend? Begin looking for associations and it will make the names more memorable.

To remember people’s names, create a New Contact—Saving someone’s name shortly after meeting will help you retain it longer. Whether it is on a piece of paper, your cell phone contacts, “friending” him on Facebook, or inviting him to join your LinkedIn network, adding the name to your contacts will make it easy to remember him for a long time into the future.

To remember people’s names, introduce a “Just-Met” to someone else—Introduce your newfound acquaintance or friend to someone else. As you share her name with another person, the name will become locked into your memory.

To remember people’s names, Pay Attention—Minimize distractions and focus on what they are saying. Making a concerted effort to concentrate will help you improve your memory.

Make a Connection to remember people’s names, —Connect their name or a feature on their face with something you already know. This connection will help anchor their name in your mind for future recall.

To remember people’s names, “Write it Down! —Whether you write their name down on the back of a card, a receipt, a handout, or in a notebook, this simple act will help you remember.

To remember people’s names, wash, rinse, repeat—Repeat a person’s name upon introduction, throughout the conversation, and as you bid farewell. Try it both in your mind as well as out loud. Avoid nicknames unless otherwise invited.

The Words You Think “Your thoughts lay the foundation for your life’s experience. Are you utilizing your thoughts for your highest good or are they harmful to you and others? Are your thoughts building you up or tearing you down? Notice the quality of your words and ask yourself these questions.

The directive we have so often heard, “Change your thoughts, change your life,” is indeed based on the power of words. The key to your happiness, well-being, and interactions with others begins, continues, and concludes with the nature and quality of the words you hold in your mind as thoughts. Make them work for your highest good.

The "Law of Attraction," based on the principle of cause and effect, is not only a process of reaping what you sow through your actions. Its magnetic impact derives from the words you use, attracting and reinforcing whatever you are thinking about and putting out into the world through your speech.

If you want to attract greater success, prosperity, health, and to enjoy more fulfilling relationships, craft your speech to affirm and manifest them.

The Words You Write “Few things scream ‘unprofessional’ faster than a poorly written letter or resume filled with errors, misspellings, misuse, and negligence.

Growing up with well-educated parents and an older sister with her Master’s Degree in English Language and Literature, I was left with little wiggle room as a child to use poor grammar. When I would inadvertently slip, I would be corrected in a matter of moments—excuse me, seconds! While it may have been irritating for a 10-year-old, I am eternally grateful as an adult that the grammar police kept me in line.

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Review and reread your work before you hit send, post, or publish. Thankfully, many of the social media channels allow you to edit what you have created after they have been posted. However, there will be times when what you send out will be un-retractable. In some cases, they are there forever. So choose your words wisely!

Even with my focused intention to be eloquent and reflect perfect grammar, syntax, and punctuation in my writing, I still flub up occasionally. Thank heavens for spell check, auto-correct, and the brilliance of my amazing editor Elizabeth Dixon. None of us is perfect, but our editing needs to be as thorough as possible if we hope to make a great impression.

Having a second set of eyes to review what you do is an effective practice. Sometimes you will be so close to your own work that your blinders will cause you to miss tiny details which can create huge errors, and reflect poorly on your intelligence and expertise.