Insist On The High Standards Quotes

I find that some philosophers think that my whole approach to qualia is not playing fair. I don’t respect the standard rules of philosophical thought experiments. “But Dan, your view is so counterintuitive!” No kidding. That’s the whole point. Of course it is counterintuitive. Nowhere is it written that the true materialist theory of consciousness should be blandly intuitive. I have all along insisted that it may be very counterintuitive. That’s the trouble with “pure” philosophical method here. It has no resources for developing, or even taking seriously, counterintuitive theories, but since it is a very good bet that the true materialist theory of consciousness will be highly counterintuitive (like the Copernican theory--at least at first), this means that “pure” philosophy must just concede impotence and retreat into conservative conceptual anthropology until the advance of science puts it out of its misery. Philosophers have a choice: they can play games with folk concepts (ordinary language philosophy lives on, as a kind of aprioristic social anthropology) or they can take seriously the claim that some of these folk concepts are illusion-generators. The way to take that prospect seriously is to consider theories that propose revisions to those concepts.

It takes discipline not to insist on doing everything yourself. Especially when you know how to do many of those things well. Especially when you have high standards about how they should be done.

Thomas Jefferson and George Washington owned slaves; Albert Einstein and Mohandas Gandhi were imperfect husbands and fathers. The list goes on indefinitely. We are all flawed and creatures of our times. Is it fair to judge us by the unknown standards of the future? Some of the habits of our age will doubtless be considered barbaric by later generations – perhaps for insisting that small children and even infants sleep alone instead of with their parents; or exciting nationalist passions as a means of gaining popular approval and achieving high political office; or allowing bribery and corruption as a way of life; or keeping pets; or eating animals and jailing chimpanzees; or criminalizing the use of euphoriants by adults; or allowing our children to grow up ignorant.

Finding that Mr. or Ms. Right can be a significant challenge for the quiet, reserved, brutally honest INTJs, who often insist on holding to their very high, and perhaps even impossible, standards in their search for a mate.

Common sense, convention, tradition, and modern social science research converge in support of the Aristotelian tradition of directive character education.45 Children need clear standards, firm expectations, and adults in their lives who are loving and understanding but who insist on responsible behavior. But all of this was out of fashion in education circles for more than thirty years. By the mid-1970s, we were on our way to becoming the first society in history to use high principle to weaken the moral authority of teachers.

Anyone who truly cares about children must be repelled by the insistence on ranking them, rating them, and labeling them. Whatever the tests measure is not the sum and substance of any child. The tests do not measure character, spirit, heart, soul, potential. When overused and misused, when attached to high stakes, the tests stifle the very creativity and ingenuity that our society needs most. Creativity and ingenuity stubbornly resist standardization. Tests should be used sparingly to help students and teachers, not to allocate rewards and punishments and not to label children and adults by their scores.

While the details of the Amirs’ religion have been lost to history, most scholars are convinced that by the sixth century C.E., henotheism had become the standard belief of the vast majority of sedentary Arabs, who not only accepted Allah as their High God, but insisted that he was the same god as Yahweh, the god of the Jews.

At a high level, we look for people who think independently, argue open-mindedly and assertively, and above all else value the intense pursuit of truth and excellence, and through it, the rapid improvement of themselves and the organization. Because we treat work as more than just what we do to make a living, we look at every potential hire not just as an employee but as someone we’d want share our lives with. We insist that the people we work with are considerate and have a high sense of personal accountability to do the difficult, right things. We look for people with generous natures and high standards of fairness.

Third Wave Antiracism insists that it is “racist” for black boys to be overrepresented among those suspended or expelled from schools for violence, which when translated into policy, is documented to have led to violence persisting in the schools and to have lowered students’ grades. Third Wave Antiracism insists that it is “racist” that black kids are underrepresented in New York City schools requiring high performance on a standardized test for admittance, and demands that we eliminate the test. Forget directing black students to (free) resources for practicing the test and reinstating gifted programs that shunted good numbers of black students into those very schools just a generation before – those wouldn’t be quite “revolutionary” (and anti-“white”) enough.

spontaneity begin to deteriorate. The goose gets sicker day by day. And what about a parent’s relationship with a child? When children are little, they are very dependent, very vulnerable. It becomes so easy to neglect the PC work—the training, the communicating, the relating, the listening. It’s easy to take advantage, to manipulate, to get what you want the way you want it—right now! You’re bigger, you’re smarter, and you’re right! So why not just tell them what to do? If necessary, yell at them, intimidate them, insist on your way. Or you can indulge them. You can go for the golden egg of popularity, of pleasing them, giving them their way all the time. Then they grow up without any internal sense of standards or expectations, without a personal commitment to being disciplined or responsible. Either way—authoritarian or permissive—you have the golden egg mentality. You want to have your way or you want to be liked. But what happens, meantime, to the goose? What sense of responsibility, of self-discipline, of confidence in the ability to make good choices or achieve important goals is a child going to have a few years down the road? And what about your relationship? When he reaches those critical teenage

what about a parent’s relationship with a child? When children are little, they are very dependent, very vulnerable. It becomes so easy to neglect the PC work—the training, the communicating, the relating, the listening. It’s easy to take advantage, to manipulate, to get what you want the way you want it—right now! You’re bigger, you’re smarter, and you’re right! So why not just tell them what to do? If necessary, yell at them, intimidate them, insist on your way. Or you can indulge them. You can go for the golden egg of popularity, of pleasing them, giving them their way all the time. Then they grow up without any internal sense of standards or expectations, without a personal commitment to being disciplined or responsible. Either way—authoritarian or permissive—you have the golden egg mentality. You want to have your way or you want to be liked. But what happens, meantime, to

What happens inside the WBR is critical execution not normally visible outside the company. A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence. One may wonder, at what level is it appropriate for executives to shift focus to output metrics? After all, companies and their senior executives are routinely judged by output metrics like revenue and profit. Jeff knows this well, in part based on his time spent working at a Wall Street investment firm. The simple answer is that the focus does not shift at any level of management. Yes, executives know their output metrics backward and forward. But if they don’t continue to focus on inputs, they lose control over and visibility into the tools that generate output results.

A well-run WBR meeting is defined by intense customer focus, deep dives into complex challenges, and insistence on high standards and operational excellence

In the contemporary Greek world it was Greek philosophy rather than Greek religion which nurtured morality (cf Malherbe 1986). The Greek gods were frequently represented as amoral if not immoral in their conduct. Strictly speaking, ethics was not regarded as a part of religion; the gods did not insist on a total break with the past or on a renunciation of all that was wrong (cf Green 1970: 144f). By contrast, the high moral standards of the Christian faith, like those of Judaism, were clearly to be attributed to religious influences, and many non-Christians noticed this. Christians were expected to belong, body and soul, to Christ, and this was to show in their conduct (:146). In the general mood of the time such demeanor could not but be noticeable.

I’m learning that when marginalized communities face racism or classism, high standards for cleanliness can be a way for a family to reassert their own dignity in the face of dehumanizing stereotypes about being lazy, unintelligent, or dirty. Loving families might insist that their home sparkle or their children’s clothes be spotless, not out of a perceived superiority, but as a way of protecting against discrimination.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

whatever’s necessary. But don’t cheat.” TIM: “But how do you manage the fine line between insisting on high standards and simply being an overbearing asshole?” [Chris now manages a company of 50+ employees.] CHRIS: “The first thing is, on a good day, I will try to step back and say, ‘What context does this person even have, and have I provided appropriate context?’ . . . Given all the context they had, maybe I would’ve made the same decision, or I could imagine somebody else making the same decision. So increasingly, I try to think about: ‘What context and visibility do I have and what do they have? Am I basically being unfair because I’m operating from a greater set of information?

I’d go so far as to say that insisting on high standards without psychological safety is a recipe for failure—and not the good kind. People are more likely to mess up (even for things they know how to do well) when they’re stressed. Similarly, when you have a question about how to do something but don’t feel able to ask someone, you’re at risk of running headlong into a basic failure. Also, when people encounter intelligent failures, they need to feel safe enough to tell other people about them. These useful failures are no longer “intelligent” when they happen a second time.

The next consumer revolution will be bloodless, requiring neither bullets nor even bullhorns. We have the power to enact change and to chart a pragmatic course. That power resides not only in the voting booth but in our wallets. Bargain hunting is a national pastime and a pleasure that I, for one, will not relinquish. But knowing that our purchases have consequences, we can begin to enact change. We can set our own standard for quality and stick to it. We can demand to know the true costs of what we buy, and refuse to allow them to be externalized. We can enforce sustainability, minimize disposability, and insist on transparency. We can rekindle our acquaintance with craftsmanship. We can choose to buy or not, choose to bargain or not, and choose to follow our hearts or not, unencumbered by the anxiety that someone somewhere is getting a “better deal.” No longer slaves to the low-price imperative, we are free to make our own choices. As individuals and as a nation we can turn our attention to what matters, secure in the knowledge that what matters has never been and will never be cheap.

It takes discipline not to insist on doing everything yourself. Especially when you know how to do many of those things well. Especially when you have high standards about how they should be done. Even if you enjoy doing them - whether that's mowing your own lawn, writing your speeches, making your own schedule, or answering your phone.

They suggest that the essence of principled negotiation is to separate the person from the problem, to focus on interests and not on positions, to invent options for mutual gain, and to insist on objective criteria—some external standard or principle that both parties can buy into.

To solve the inability of middle-class renters to purchase single-family homes for the first time, Congress and President Roosevelt created the Federal Housing Administration in 1934. The FHA insured bank mortgages that covered 80 percent of purchase prices, had terms of twenty years, and were fully amortized. To be eligible for such insurance, the FHA insisted on doing its own appraisal of the property to make certain that the loan had a low risk of default. Because the FHA's appraisal standards included a whites-only requirement, racial segregation now became an official requirement of the federal mortgage insurance program. The FHA judged that properties would probably be too risky for insurance if they were in racially mixed neighborhoods or even in white neighborhoods near black ones that might possibly integrate in the future. When a bank applied to the FHA for insurance on a prospective loan, the agency conducted a property appraisal, which was also likely performed by a local real estate agent hired by the agency. as the volume of applications increased, the agency hired its own appraisers, usually from the ranks of the private real estate agents who had previously been working as contractors for the FHA. To guide their work, the FHA provided them with an Underwriting Manual. The first, issued in 1935, gave this instruction: 'If a neighborhood is to retain stability it is necessary that properties shall continue to be occupied by the same social and racial classes. A change in social or racial occupancy generally leads to instability and a reduction in values.' Appraisers were told to give higher ratings where '[p]rotection against some adverse influences is obtained,' and that '[i]mportant among adverse influences . . . are infiltration of inharmonious racial or nationality groups.' The manual concluded that '[a]ll mortgages on properties protected against [such] unfavorable influences, to the extent such protection is possible, will obtain a high rating.' The FHA discouraged banks from making any loans at all in urban neighborhoods rather than newly built suburbs; according to the Underwriting Manual, 'older properties . . . have a tendency to accelerate the rate of transition to lower class occupancy.' The FHA favored mortgages in areas where boulevards or highways served to separate African American families from whites, stating that '[n]atural or artificially established barriers will prove effective in protecting a neighborhood and the locations within it from adverse influences, . . . includ[ing] prevention of the infiltration of . . . lower class occupancy, and inharmonious racial groups.

Hire and Develop the Best: Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards: Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big: Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action: Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk taking. Frugality: Accomplish more with less. Constraints breed resourcefulness, self-sufficiency and invention. There are no extra points for growing headcount, budget size or fixed expense.