Inspirational Hiring Quotes

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

You don’t hire for skills, you hire for attitude. You can always teach skills.

Resources are hired to give results, not reasons.

Build your own dreams, or someone else will hire you to build theirs.

What is the point of hiring smart people, we asked, if you don’t empower them to fix what’s broken?

Hiring is not as simple as you think. You have to make sure you are hiring somebody who is going to be a great fit in the kind of employee tribe you’re building.

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.

If you are trying to decide among a few people to fill a position hire the best writer. it doesn't matter if the person is marketer, salesperson, designer, programmer, or whatever, their writing skills will pay off. That's because being a good writer is about more than writing clear writing. Clear writing is a sign of clear thinking. great writers know how to communicate. they make things easy to understand. they can put themselves in someone else's shoes. they know what to omit. And those are qualities you want in any candidate. Writing is making a comeback all over our society... Writing is today's currency for good ideas.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

I worked for a menial’s hire, Only to learn, dismayed, That any wage I had asked of Life, Life would have willingly paid.

The earth is hiring and the pay is your legacy.

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

You don't have to wait to be "Accepted" by a publisher or agent to become a Millionaire Author and live a glamorous life traveling, living near celebrities in Hollywood and California, and being able to be hired to speak all over the world. I did it without being traditionally published, and it is the greatest feeling in the world to have that freedom. - Kailin Gow, Millionaire Self-Made Author

The King and Queen did the best they could. They hired the most superior tutors and governesses to teach Cimorene all the things a princess ought to know— dancing, embroidery, drawing, and etiquette. There was a great deal of etiquette, from the proper way to curtsy before a visiting prince to how loudly it was permissible to scream when being carried off by a giant. (...) Cimorene found it all very dull, but she pressed her lips together and learned it anyway. When she couldn’t stand it any longer, she would go down to the castle armory and bully the armsmaster into giving her a fencing lesson. As she got older, she found her regular lessons more and more boring. Consequently, the fencing lessons became more and more frequent. When she was twelve, her father found out. “Fencing is not proper behavior for a princess,” he told her in the gentle-but-firm tone recommended by the court philosopher. Cimorene tilted her head to one side. “Why not?” “It’s ... well, it’s simply not done.” Cimorene considered. “Aren’t I a princess?” “Yes, of course you are, my dear,” said her father with relief. He had been bracing himself for a storm of tears, which was the way his other daughters reacted to reprimands. “Well, I fence,” Cimorene said with the air of one delivering an unshakable argument. “So it is too done by a princess.

As much as possible, avoid hiring MBAs. MBA programs don’t teach people how to create companies … Our position is that we hire someone in spite of an MBA, not because of one …

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'.

Failure is a great teacher; but never insist on hiring one for yourself. Learn vicariously from others' teachers.

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

Always try to hire people who are smarter than you. Always take a chance on better, even if it seems like a potential threat.

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.

If you can take radical responsibility for one thing this year, let it be your vibration, your alignment, your energy, You cannot out do, out work or out skill the instruction your energy is giving to your life.

As Herb Kelleher famously said, “You don’t hire for skills, you hire for attitude. You can always teach skills.

A company is a culture. A group of people brought together around a common set of values and beliefs. It’s not products or services that bind a company together. It’s not size and might that make a company strong, it’s the culture—the strong sense of beliefs and values that everyone, from the CEO to the receptionist, all share. So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.

If you must then hire for passion first, experience second and credentials third. Then train those hired for directed passion, dropping the excess baggage and the whole process of unlearning. An entrepreneur is much like an architect shapping human resources into a well crafted power house.

So often," Jackaby said. "people think that when we arrive at a crossroads, we can choose only one path, but- as I have often and articulately postulated- people are stupid. We're not walking the path. We are the path. We are all of the roads and all of the intersections. Of course you can choose both." I blinked. "Also, if I hear any more nonsense about your allowing other people to decide where you're going in your own life, I will seriously reconsider your employment. You were hired for your mind, Miss Rook. I won't have an assistant incapable of thinking for herself." "Yes, sir," I said. "Thank you, sir.

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

As a young cartoonist, Walt Disney faced many rejections from newspaper editors who said he had no talent. One day a minister at a church hired him to draw some cartoons. Disney was working out of a small rodent-infested shed near the church. Seeing a small mouse inspired him to draw a new cartoon. That was the start of Mickey Mouse.

If you don’t understand something clearly that you are being taught…speak up. If you feel something is confusing or you are unsure of exactly what to do…ask about it. If you need clarification or something repeated to make sure you got it…request it. If you feel lost, forgot something, or feel like you are falling behind…bring it up. Nodding your head, saying “yeah, yeah” and pretending to know things you don’t is right up there with one of the worst things you can do when you hire some one to help you and your career.

While CEO of P&G, John Pepper was once asked in an interview which skill or characteristic was most important to look for when hiring new employees. Was it leadership? Analytical ability? Problem solving? Collaboration? Strategic thinking? Or something else? His answer was integrity. He explained, “All the rest, we can teach them after they get here.

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.

Everyone says they want to hire excellent people, but in truth we don’t really know, at first, who will rise up to make a difference.

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

Do not tend to hire only people who see what you see. Such a tendency may lead to a decline in operating profit, and even bankruptcy.

KATE: Everyone is effed up, Dalton. At some point, you just have to find someone to share the baggage with. ---Dawson Fur Hire (Bears Fur Hire, Book 5)

I hired a gold medallist from an ivy league that rejected me 20 years ago...success has many dimensions.

So the logic follows, the goal is not to hire people who simply have a skill set you need, the goal is to hire people who believe what you believe.

Values beat experience when experience doesn't work hard.

If we want to be irreplaceable, we have to do our very best to make sure our contribution exceeds our pay by as much as possible. Seeking to understand what explicit impact our boss values about us can be part of the equation.... we should carry out the intent of our position which encompasses performing the job we’ve been hired to do and not just the portion of it we enjoy doing

No one creates a perfect resume on their first try. Writing a perfect resume is a messy process, but the easiest way to start is by simply getting in the right mindset and putting pen to paper.

After my initial disappointment, I realized that Milicent being a normal, non-royal was more important to her position as a role model. It was more inspirational. She didn't have superpowers or a magic wand. She was simply intelligent and savvy and good at what she did. We need women to be allowed to be simply good at what they do. We need them on set, in meetings, behind cameras and pens and paintbrushes. We need them to be themselves, to be human: ordinary and flawed. That way, more girls can see them and think "I can do that." That way, no one can look at them and say " She got that job because she's beautiful. She got that gig because she slept with someone." Actually, she got hired because she was damn good.

Waste of time," said the leper. "There's a dozen or more beggars who come here every day, pretending to be cripples, hiring themselves out to the holy men. A couple of drachmas and they'll swear they've been crippled or blind for years then stage a bloody miraculous recovery. Holy men? Healers? Don't make me laugh." "But this man is different," said Christ. "I remember him," said the blind man. "Jesus. He come here on the sabbath, like a fool. The priests wouldn't let him heal anyone on sabbath. He should've known that." "But he did heal someone," said the lame man. "Old Hiram. You remember that. He told him to take up his bed and walk." "Bloody rubbish," said the blind man. "Hiram went as far as the temple gate, then he lay down and went on begging. Old Sarah told me. He said what was the use of taking his living away? Begging was the only thing he knew how to do. You and your blether about goodness," he said, turning to Christ, "where's the goodness in throwing an old man out into the street without a trade, without a home, without a penny? Eh? That Jesus is asking too much of people." "But he was good," said the lame man. "I don't care what you say. You could feel it, you could see it in his eyes." "I never saw it," said the blind man.

One of the first people I interviewed was Alvy Ray Smith, a charismatic Texan with a Ph.D. in computer science and a sparkling resume that included teaching stints at New York University and UC Berkeley and a gig at Xerox PARC, the distinguished R&D lab in Palo Alto. I had conflicting feelings when I met Alvy because, frankly, he seemed more qualified to lead the lab than I was. I can still remember the uneasiness in my gut, that instinctual twinge spurred by a potential threat: This, I thought, could be the guy who takes my job one day. I hired him anyway.

My unsolicited advice to women in the workplace is this. When faced with sexism or ageism or lookism or even really aggressive Buddhism, ask yourself the following question: “Is this person in between me and what I want to do? If the answer is no, ignore it and move on. Your energy is better used doing your work and outpacing people that way. Then, when you’re in charge, don’t hire the people who were jerky to you. If the answer is yes, you have a more difficult road ahead of you. I suggest you model your strategy after the old Sesame Street film piece, "Over! Under! Through!” (If you’re under forty, you might not remember this film. It taught the concepts of, “over,” and “under,” and “through” by filming toddlers crawling around an abandoned construction site. They don’t show it anymore because someone has since realized that’s nuts.) If your boss is a jerk, try to find someone above or around your boss who is not a jerk. If you’re lucky, your workplace will have a neutral proving ground- like the rifle range or a car sales total board of the SNL read-through. If so, focus on that. Again, don’t waste your energy trying to educate or change opinions. Go “Over! Under! Through!” and opinions will change organically when you’re the boss. Or they won’t. Who cares? Do your thing and don’t care if they like it.

Let me repeat, if someone has the means to pay you and simply does not, they do not deserve your business. In fact, it is no longer a business transaction. I believe the term would be slavery. God clearly states that the deceptive actions of these people are a sin. Leviticus, 19:13 says, “You must not cheat your neighbor or rob him. You must not keep a hired worker’s salary all night until morning.

Back in SEAL training, I loved when people froze up and quit. I felt it elevated me in some way, but that was ego-driven immaturity and poor leadership. These days, I consider my business to make everyone better, no matter the job or situation. During my interview with the North Peace Smokejumpers, I was asked to describe my best quality. "If you hire me," I said, "everyone in my class will graduate. [...]

We have always hired people with strong personalities. In fact, the only true criterion necessary to work at the Third Place is that one is a nice person—period. The rest can be learned in a day or two. We have consistently relied upon the interesting and colorful personalities of our co-workers at the Third Place to keep the atmosphere intriguing, fresh and new All of the people who have worked with us over the years have taught me something about my business, myself, and the world around me at some point during their tenure, contributing problem-solving skills and for this I am grateful.

To mortals, the water would be nothing more than a black swatch in the center of town. But to my eyes, oh, to my eyes, the lake was teeming with life and energy and vibrations, with flowing particles of light that pulsated along the surface of the water—and just under, too. Light that wasn’t really light. It was energy, I knew. The energy that powered this Earth, this universe, energy that flowed over everything and anything, constantly, unendingly, flowing, flowing. From where it came, I did not know, but I had my ideas and a single word appeared to me now as I sat there in my front seat. God. Or something close to God. The Creator, the Source, the All That Ever Was. And each light particle was, I suspected, a part of God, to be used and gathered and collected as we see fit, to be harnessed as we see fit. It is the driving force of creation. It is the thing that holds our world together, keeps its place in its orbit around the Sun, and the Sun in its place in our Galaxy, and our Galaxy in its place in the known Universe. It is creation and love, and it flows and is there for all of us to be used, or not used, to experience or to not experience. It is inspiration. It is love. It is life. It is health. It is great ideas. And it is always there, flowing, moving, adapting, growing. And

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.

Shackleton was looking for those with something more. He was looking for a crew that belonged on such an expedition. His actual ad ran like this: “Men wanted for Hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success.” The only people who applied for the job were those who read the ad and thought it sounded great. They loved insurmountable odds. The only people who applied for the job were survivors. Shackleton hired only people who believed what he believed. Their ability to survive was guaranteed. When employees belong, they will guarantee your success. And they won’t be working hard and looking for innovative solutions for you, they will be doing it for themselves.

All leaders were equal at the conference table, but those from heavyweight countries showed that they were more equal by arriving in big private jets, the British in their VC 10s and Comets, and the Canadians in Boeings. The Australians joined this select group in 1979, after Malcolm Fraser's government purchased a Boeing 707 for the Royal Australian Air Force. Those African presidents whose countries were then better off, like Kenya and Nigeria, also had special aircraft. I wondered why they did not set out to impress the world that they were poor and in dire need of assistance. Our permanent representative at the UN in New York explained that the poorer the country, the bigger the Cadillacs they hired for their leaders. So I made a virtue of arriving by ordinary commercial aircraft, and thus helped preserve Singapore's third World status for many years. However, by the mid-1990s, the World Bank refused to heed our pleas not to reclassify us as a "High Income Developing Country", giving no Brownie points for my frugal travel habits. We lost all the concessions that were given to developing countries.

we have much to learn from the struggles in Alabama and Mississippi in the early 1960s. In the spring of 1963 the Southern Christian Leadership Conference led by Dr. King launched a “fill the jails” campaign to desegregate downtown department stores and schools in Birmingham. But few local blacks were coming forward. Black adults were afraid of losing their jobs, local black preachers were reluctant to accept the leadership of an “Outsider,” and city police commissioner Bull Connor had everyone intimidated. Facing a major defeat, King was persuaded by his aide, James Bevel, to allow any child old enough to belong to a church to march. So on D-day, May 2, before the eyes of the whole nation, thousands of schoolchildren, many of them first graders, joined the movement and were beaten, fire-hosed, attacked by police dogs, and herded off to jail in paddy wagons and school buses. The result was what has been called the “Children’s Miracle.” Inspired and shamed into action, thousands of adults rushed to join the movement. All over the country rallies were called to express outrage against Bull Connor’s brutality. Locally, the power structure was forced to desegregate lunch counters and dressing rooms in downtown stores, hire blacks to work downtown, and begin desegregating the schools. Nationally, the Kennedy administration, which had been trying not to alienate white Dixiecrat voters, was forced to begin drafting civil rights legislation as the only way to forestall more Birminghams. The next year as part of Mississippi Freedom Summer, activists created Freedom Schools because the existing school system (like ours today) had been organized to produce subjects, not citizens. People in the community, both children and adults, needed to be empowered to exercise their civil and voting rights. A mental revolution was needed. To bring it about, reading, writing, and speaking skills were taught through discussions of black history, the power structure, and building a movement. Everyone took this revolutionary civics course, then chose from more academic subjects such as algebra and chemistry. All over Mississippi, in church basements and parish halls, on shady lawns and in abandoned buildings, volunteer teachers empowered thousands of children and adults through this community curriculum. The Freedom Schools of 1964 demonstrated that when Education involves young people in making community changes that matter to them, when it gives meaning to their lives in the present instead of preparing them only to make a living in the future, young people begin to believe in themselves and to dream of the future.

My unsolicited advice to women in the workplace is this. When faced with sexism or ageism or lookism or even really aggressive Buddhism, ask yourself the following question: “Is this person in between me and what I want to do? If the answer is no, ignore it and move on. Your energy is better used doing your work and outpacing people that way. Then, when you’re in charge, don’t hire the people who were jerky to you. If the answer is yes, you have a more difficult road ahead of you. I suggest you model your strategy after the old Sesame Street film piece, "Over! Under! Through!” (If you’re under forty, you might not remember this film. It taught the concepts of, “over,” and “under,” and “through” by filming toddlers crawling around an abandoned construction site. They don’t show it anymore because someone has since realized that’s nuts.) If your boss is a jerk, try to find someone above or around your boss who is not a jerk. If you’re lucky, your workplace will have a neutral proving ground- like the rifle range or a car sales total board or the SNL read-through. If so, focus on that. Again, don’t waste your energy trying to educate or change opinions. Go “Over! Under! Through!” and opinions will change organically when you’re the boss. Or they won’t. Who cares? Do your thing and don’t care if they like it.

In his book, Nothing Ever Dies: Vietnam and the Memory of War, Viet Thanh Nguyen writes that immigrant communities like San Jose or Little Saigon in Orange County are examples of purposeful forgetting through the promise of capitalism: “The more wealth minorities amass, the more property they buy, the more clout they accumulate, and the more visible they become, the more other Americans will positively recognize and remember them. Belonging would substitute for longing; membership would make up for disremembering.” One literal example of this lies in the very existence of San Francisco’s Chinatown. Chinese immigrants in California had battled severe anti-Chinese sentiment in the late 1800s. In 1871, eighteen Chinese immigrants were murdered and lynched in Los Angeles. In 1877, an “anti-Coolie” mob burned and ransacked San Francisco’s Chinatown, and murdered four Chinese men. SF’s Chinatown was dealt its final blow during the 1906 earthquake, when San Francisco fire departments dedicated their resources to wealthier areas and dynamited Chinatown in order to stop the fire’s spread. When it came time to rebuild, a local businessman named Look Tin Eli hired T. Paterson Ross, a Scottish architect who had never been to China, to rebuild the neighborhood. Ross drew inspiration from centuries-old photographs of China and ancient religious motifs. Fancy restaurants were built with elaborate teak furniture and ivory carvings, complete with burlesque shows with beautiful Asian women that were later depicted in the musical Flower Drum Song. The idea was to create an exoticized “Oriental Disneyland” which would draw in tourists, elevating the image of Chinese people in America. It worked. Celebrities like Humphrey Bogart, Lauren Bacall, Ronald Reagan and Bing Crosby started frequenting Chinatown’s restaurants and nightclubs. People went from seeing Chinese people as coolies who stole jobs to fetishizing them as alluring, mysterious foreigners. We paid a price for this safety, though—somewhere along the way, Chinese Americans’ self-identity was colored by this fetishized view. San Francisco’s Chinatown was the only image of China I had growing up. I was surprised to learn, in my early twenties, that roofs in China were not, in fact, covered with thick green tiles and dragons. I felt betrayed—as if I was tricked into forgetting myself. Which is why Do asks his students to collect family histories from their parents, in an effort to remember. His methodology is a clever one. “I encourage them and say, look, if you tell your parents that this is an academic project, you have to do it or you’re going to fail my class—then they’re more likely to cooperate. But simultaneously, also know that there are certain things they won’t talk about. But nevertheless, you can fill in the gaps.” He’ll even teach his students to ask distanced questions such as “How many people were on your boat when you left Vietnam? How many made it?” If there were one hundred and fifty at the beginning of the journey and fifty at the end, students may never fully know the specifics of their parents’ trauma but they can infer shadows of the grief they must hold.

Even what are considered the accomplishments of diversity are admissions of its failure. All across America, public organizations such as fire departments and police forces congratulate themselves when they manage to hire more than a token number of blacks or Hispanics. They promise that this will greatly improve service. And yet, is this not an admission of how difficult the multi-racial enterprise really is? If all across America it has been shown that whites cannot provide effective police protection for blacks or Hispanics, it only proves that diversity is an insoluble problem. If blacks want black officers and Hispanics want Hispanic officers, they are certainly not expressing support for diversity. A mixed-race force—touted as an example of the benefits of diversity—becomes necessary only because of the tensions that arise between officers of one race and citizens of another. The diversity we celebrate is necessary only because of the intractable problems of diversity. Likewise, if Hispanic judges and prosecutors must be recruited for the justice system, does this mean whites cannot dispense dispassionate justice? If non-white teachers are necessary role models for non-white children, does this mean inspiration cannot cross racial lines? If newspapers must hire non-white reporters in order to satisfy non-white readers, does this mean whites cannot write acceptable news for non-whites? If blacks demand black newscasters and weathermen on television, does it mean they prefer to get their information from people of their own race? If majority-minority voting districts must be established so that non-whites can elect representatives of their own race, does this mean democracy itself divides Americans along racial lines? All such efforts at diversity are not expressions of the strength of multi-racialism; they are desperate efforts to counteract its weaknesses. They do not bridge gaps; they institutionalize them.

Give the Audience Something to Cheer For Austin Madison is an animator and story artist for such Pixar movies as Ratatouille, WALL-E, Toy Story 3, Brave, and others. In a revealing presentation Madison outlined the 7-step process that all Pixar movies follow. 1. Once there was a ___. 3 [A protagonist/ hero with a goal is the most important element of a story.] 2. Every day he ___. [The hero’s world must be in balance in the first act.] 3. Until one day ___. [A compelling story introduces conflict. The hero’s goal faces a challenge.] 4. Because of that ___. [This step is critical and separates a blockbuster from an average story. A compelling story isn’t made up of random scenes that are loosely tied together. Each scene has one nugget of information that compels the next scene.] 5. Because of that ___. 6. Until finally ____. [The climax reveals the triumph of good over evil.] 7. Ever since then ___. [The moral of the story.] The steps are meant to immerse an audience into a hero’s journey and give the audience someone to cheer for. This process is used in all forms of storytelling: journalism, screenplays, books, presentations, speeches. Madison uses a classic hero/ villain movie to show how the process plays out—Star Wars. Here’s the story of Luke Skywalker. Once there was a farm boy who wanted to be a pilot. Every day he helped on the farm. Until one day his family is killed. Because of that he joins legendary Jedi Obi-Wan Kenobi. Because of that he hires the smuggler Han Solo to take him to Alderaan. Until finally Luke reaches his goal and becomes a starfighter pilot and saves the day. Ever since then Luke’s been on the path to be a Jedi knight. Like millions of others, I was impressed with Malala’s Nobel Peace prize–winning acceptance speech. While I appreciated the beauty and power of her words, it wasn’t until I did the research for this book that I fully understood why Malala’s words inspired me. Malala’s speech perfectly follows Pixar’s 7-step storytelling process. I doubt that she did this intentionally, but it demonstrates once again the theme in this book—there’s a difference between a story, a good story, and a story that sparks movements.

Your employees are smart; that’s why you hired them. So treat them that way. They know when you deliver a message that has been heavily massaged. When managers explain what their plan is without giving the reasons for it, people wonder what the “real” agenda is. There may be no hidden agenda, but you’ve succeeded in implying that there is one. Discussing the thought processes behind solutions aims the focus on the solutions, not on second-guessing. When we are honest, people know it.

уσυ нανє тнαт ρσωєя, тнαт ѕтяєηgтн, тнαт ѕкιℓℓѕ, тнαт αвιℓιту - тσ тяαηѕƒσям уσυяѕєℓƒ αѕ αη "INSPIRATION" уσυ נυѕт нανє тσ вєℓινє ιη уσυяѕєℓƒ

Come Clean with God It is a trustworthy statement, deserving full acceptance, that Christ Jesus came into the world to save sinners, among whom I am foremost of all. —1 TIMOTHY 1:15 NASB     One of the most watched TV series in recent years has been Donald Trump’s The Apprentice. The highlight of the program is when Mr. Trump delights in saying, “You’re fired!” This format has been so well received in America that other networks quickly introduced their versions. While we never want to hear our bosses utter, “You’re fired!” it could happen. But thankfully, we will only hear Jesus say, “You’re hired.” He gives us new life. But in order for us to be hired, we must humble ourselves and come clean with God. The apostle Paul had the same dilemma when he was challenged to deal with God’s grace. Some of these struggles can be found in his writings: • 1 Corinthians 15:9—I am the least of all the apostles. • Ephesians 3:8—I am the least deserving Christian there is. • 1 Timothy 1:15—I am the worst sinner of all. Paul was humbled by his past and wanted to change his direction in life. At one time in my life I had to make a decision. I had to let old things pass away and then turn to eternal values. As I faced decisions about how I lived and what I wanted, I had to ask, How do I come close to God? Examine Paul’s challenge in 1 Timothy 2:1-4: Here are my directions: Pray much for others; plead for God’s mercy upon them; give thanks for all he is going to do for them.   Pray in this way for kings and all others who are in authority over us, or are in places of high responsibility, so that we can live in peace and quietness, spending our time in godly living and thinking much about the Lord. This is good and pleases God our Savior, for he longs for all to be saved (TLB). Paul gives us three very valuable challenges and instructions: (1) pray for your needs, (2) pray for others, and (3) pray for thanksgiving. Notice that we are instructed to go from our internal needs first and then move to prayers for others and then thanksgiving to God. We are a very narcissistic

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

When looking to hire people, give their potential to grow more weight than their current skill level. What they will be capable of tomorrow is more important than what they can do today.

So I hired Elyse Klaidman, who had taught drawing workshops inspired by the 1979 book Drawing on the Right Side of the Brain by Betty Edwards, to come in and teach us how to heighten our powers of observation.

Your education is important because with only a few words you can show an employer the depth of your potential.

Take the path less traveled and learn from your mistakes. Don’t just let life happen around you; control your future. Learn to ask questions, set small goals, and dream of big ones. Absorb any criticism and let it fuel you. Convince others that you are worthy of your dream, and show them that you are willing to put up a damn good fight for it.

No one creates a perfect resume on their first try.

Peter Allison is a safari guide who has spent much of the last twelve years leading wildlife-viewing and ecotourism trips in Africa, mostly Botswana. His love of animals led him to train as a safari guide in the early 1990s and soon thereafter he was hired by southern Africa’s largest operator to train all of their safari experts. Safaris he has led have been featured in magazines such as Vogue and Condé Nast Traveler. He has assisted National Geographic photographers and appeared on television shows such as Jack Hanna’s Animal Adventures. Peter is also active with the Athena Foundation, a nonprofit conservation group. He is on the board of the Athena Foundation’s youth program, whose mission is to inspire young people to develop their interest in conservation. Originally born and raised in Sydney, Australia, he currently divides his time between Australia, California, and Botswana.

Zappos.com, an online shoe retailer, offers its new hires a $3,000 check if they have second thoughts and choose to quit during the four-week orientation. The idea is that everyone will be better off not staying in a marriage that isn’t meant to be.

I’ve made a policy of trying to hire people who are smarter than I am.

In the intervening years, George has said that he hired me because of my honesty, my “clarity of vision,” and my steadfast belief in what computers could do. Not long after we met, he offered me the job.

The delicate balance between these factors helps explain why, for instance, the typical prostitute earns more than the typical architect. It may not seem as though she should. The architect would appear to be more skilled (as the word is usually defined) and better educated (again, as usually defined). But little girls don’t grow up dreaming of becoming prostitutes, so the supply of potential prostitutes is relatively small. Their skills, while not necessarily “specialized,” are practiced in a very specialized context. The job is unpleasant and forbidding in at least two significant ways: the likelihood of violence and the lost opportunity of having a stable family life. As for demand? Let’s just say that an architect is more likely to hire a prostitute than vice versa.

And ever since, I’ve made a policy of trying to hire people who are smarter than I am. The

Always try to hire people who are smarter than you. Always take a chance on better, even if it seems like a potential threat. •

He had total confidence in the people he hired. This was something I admired and, later, sought to do myself.

Build your own dreams, or someone else will hire you to build theirs. –Farrah Gray     All

Why are you here?” This means, “Why are you knocking on our door, rather than someone else’s door? How much do you know about who we are, and what we do here?” 2. “What can you do for us?” This means, “If we were to hire you, will you help us with the tasks and challenges we face here? What are your relevant skills, and can you give us examples or stories from your past, that demonstrate you have these skills? Tell us about yourself.” 3. “What kind of person are you?” This means, “Will you not only fit in, but actually inspire those

Great documentation makes new hires productive in days instead of weeks, prevents thousands of calls to customer support, is the difference between crippling downtime and rock solid stability, and inspires true, fervent love of development platforms.

My first job out of college was at 211 W. Fort St. in downtown Detroit. The guy that hired me made about 150k a year and didn't really know, by his own admission, what was going on in his office (Room) during regular business hours. When I resigned, he was kind enough to send me a letter stating that I was in good standing while I was there. The letterhead (211) reminds me that as an alcoholic, I can go ahead and steal Steel Reserve High Gravity beer from Kroger, and they probably aren't going to be any more sophisticated than a Director at the United States Dep. of Labor. Thank God, they are not. That's what Success means to me. You can get your beer, and not worry about catching Covid19 from the Cashiers at these establishments. If you believe it, You can achieve it!!!

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.

With a StoryBrand-inspired narrative, ordinary jobs become extraordinary adventures. With a unifying BrandScript, the above story would have gone more like this: Before even applying for a job, the prospective employee has already heard the buzz on the street about this cool company. It’s somehow more alive. The people who work there love it and so do their customers. They exude a sense of competence within their industry as well as across the community in general. Their leaders are respected. Even their former employees talk about it with a hint of sentimental longing. On the list of ideal places to work, there are few that compare. During the first interview, the candidate starts to understand where the buzz has been coming from. The hiring manager describes the company the way you might describe Lewis and Clarke preparing to tame the western frontier. There are interesting characters whose lives have led them to this place. Business goals sound like plot twists. There are mountains to climb and rivers to cross. There are storms to weather, bears to hunt, and treasure to find. The hiring manager is visibly excited as she walks effortlessly through the seven categories of the company’s narrative. But not just anyone gets selected for this expedition. The employees of this company aren’t trying to be snobs; they’re just staying true to the story they’re following and they don’t want to compromise the plot. If you happen to be selected, it’s because destiny basically demands it. Instantly the candidate’s concept of work shifts up a level. It’s no longer just about what he can get out of it. It’s also about who he will become if he’s allowed to enter the story. He senses that working for this company will transform him. By the second and third interviews, the candidate has met most of the team and even been interviewed by them. Everyone he meets tells the exact same story he heard on the street and in the first interview. The story is growing on him. He realizes he needs to be part of a story like this to be fully satisfied in life. We all do. Finally, his first day on the job arrives, and the onboarding experience is more like being adopted than getting hired. He spends quality time with a facilitator who takes a small, new team through a curriculum explaining the story of their customer and how the company positions themselves as the guide in their customers’ story. Amazingly, the onboarding is more about the company’s customers than it is about the company itself. This organization loves their customers and is obsessed with seeing them win the day. Finally, the new employee discovers the secret. These people are here to serve a customer they love.

When opportunities knock on your door, take it - even if you don't know how to do it, take it. And then hire the best people to work it out for you!

Milly could not abide the drawling humor in his tone. She got her hands on him. Sank her fingers into his every-which-way hair,plastered herself to him, and kissed his fool, blathering mouth into silence. “She wants you to have somebody to love, you idiot man,” she growled against his teeth. “Somebody to love you.” He might have argued, except Milly was not turning loose of his mouth. Something shuddered through him, a groan or a sigh, and his arms came around her slowly, then quite, quite snugly. “Better, my lord.” “My aunt has hired a madwoman.” He was a madman, but he kissed wonderfully, turning Milly’s assault into a dance, a twining of tongues, sighs, and bodies that had nothing to do with dueling pistols—at least in Milly’s mind. She would never presume to know his lordship’s. St. Clair’s hand cupped Milly’s breast from below, a lovely caress, one that inspired her to sink her fingers into the firm musculature of his backside. The urge to climb him stole into Milly’s imagination, along with a burning desire to relieve St. Clair of his remaining clothes. “I’ll just get my fich—”Lady Freddie’s voice stopped abruptly as the front door was thrown open, and cold air swirled into the foyer. “Sebastian, unhand Miss Danforth.” Four little words, but they presaged Milly’s ruin. Over her shoulder, she saw the professor intently examining the roses—or studying the scene in the mirror—while Lady Avery and Lady Covington examined Milly and Sebastian. And Sebastian did not unhand her, for which Milly’s knees were grateful.

How the hell did I end up here? I certainly had no intentions of making this comic. There was, in fact, no comic to be made. Sunstone was the end result of the deepest fast-food and burn-out I have ever experienced in my life. It was three years ago. I had just finished my last issue of Witchblade, a comic that I had lived and hated at that point. Comics itself had nothing to do with it ... [sic.] Truth was, artistically speaking, I hit a wall and there was no way past it. In my eyes I wasn't a storyteller anymore. I was a grinder going through the emotions. And I was burnt out. So there I was, sitting and hate-staring my computer monitor... or way...too...long... , Something had to change. I had to find the spark, which by that time, I had obviously lost. I started reminiscing about those great outbursts of inspiration and drive I experienced in my past. And there, I remembered it. The most exciting moment of my career. It was just before I got hired by Top Cow. I was in my early twenties, and my dream was to become a comic artist. Chances of this living in Croatia were slim to none, but my work was noticed, and I got asked to do a fetishistic erotic comic. Not all that unusual in Europe. I was ecstatic. For the first time I would be able to help my family by doing something I love. I remember drawing up a storm. I drew over 30 sample pages, and then crazily enough, Top Cow's offer came in. I had to make a choice. And it was a choice I never regretted. But I remembered something about those long list sample pages ... They were expressive. There was so much energy to them ... Energy that got lost in my work over time as a result of trying to emulate other people's work. I shrugged ... said "Fuck it!" turned to Linda, and told her about my idea ...

Hustle until your haters ask if you're hiring.

To reiterate, it is the focus on people—their work habits, their talents, their values—that is absolutely central to any creative venture. And in the wake of Toy Story 2, I saw that more clearly than I ever had. That clarity, in turn, led me to make some changes. Looking around, I realized we had a few traditions that didn’t put people first. For example, we had a development department, as do all movie studios, that was charged with seeking out and developing ideas to make into films. Now I saw that this made no sense. Going forward, the development department’s charter would be not to develop scripts but to hire good people, figure out what they needed, assign them to projects that matched their skills, and make sure they functioned well together. To this day, we keep adjusting and fiddling with this model, but the underlying goals remain the same: Find, develop, and support good people, and they in turn will find, develop, and own good ideas.

productivity shoots up when you hire smart, hungry kids fresh out of school and work them to death.

We allow for complexity, and therefore make accommodations for disagreement and its patient resolution, in most of the big areas of life: international trade, immigration, oncology... but when it comes to domestic existence, we tend to make a fateful presumption of ease, which in turn inspires in us a tense aversion to protracted negotiation. We would think it peculiar indeed to devote a two-day summit to the management of a bathroom, and positevely absurd to hire a professional mediator to help us identify the right time to leave the house to go out for dinner. Without patience for negotiation, there is bitterness: anger that has forgotten where it came from. There is a nagger who wants it done now and can't be bothered to explain why. And there is a naggee who no longer has the heart to explain that his or her resistance is grounded in some sensible counter- arguments or, alternatively, in some touching and perhaps even forgivable flaws of character. The two parties just hope the problems - so boring to them both - will simply go away.

When you do a job you work when you live your passion you hire.

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

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.

In looking for people to hire, look for three qualities: integrity, intelligence and energy. And if they don't have the first, the other two will kill you.                    Warren Buffet

Do hire people who are smarter and more knowledgeable than you are. Don't hire people you can't learn from or be challenged by.

Third, and relatedly, Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success. Not only did they drive the discussion in meaningful ways, but their involvement also paid its own dividends. Seeing

Nodding your head, saying yeah, yeah and pretending to know things you don't is right up there with one of the worst things you can do when you hire someone to help you and your career.

Managers of companies, big and small, all want to do well, so they make decisions, hire consultants and implement systems to help them achieve that desired outcome. But all too often, it is not the systems that fail but the ability to maintain them.

Dream big, live your dream, you are the creator of your own destiny

Here’s our law firm. Our lawyers went to the best schools and we represent the biggest clients. Hire us.

Most of the theaters in Jersey City and the surrounding area have been closed, demolished, renovated or restored, but nothing remained the same. The Stanley Theatre still stands in Journal Square, completely restored as a Jehovah’s Witnesses Assembly Hall. Originally built as a vaudeville and movie theater, having 4,300 seats, it opened on March 22, 1928 as the second largest theater in the United States. With only Radio City Music Hall in Manhattan across the Hudson River being larger, many celebrities attended the gala occasion. The well liked but notorious Mayor Hague was present to cut the ribbon. Famous and not-so-famous headline acts performed here, including the Three Stooges, Jimmy Durante, Tony Bennett and Janis Joplin. It was here at the Stanley Theatre that Frank Sinatra was inspired to become a professional performer. Being part of the audience, he watched Bing Crosby doing a Christmas performance. By the time the show was over, Sinatra had decided on the path he would follow. In 1933 Frank’s mother got him together with a group called the “Three Flashes.” They changed their name to the “Hoboken Four” and won first prize performing on the Major Bowes Amateur Hour show. Frank worked locally until June of 1939, when Harry James hired him for a one-year contract, paying only $75 a week. That December, Sinatra joined Tommy Dorsey’s band as a replacement vocalist for Jack Leonard, and the rest is history!

If you think you have entrepreneurial mindset then you should quit your job and start hiring people for your startup.

Ilost my left eye during blades training at assassin school. My twin brother did the deed using a clever feint and a quick crosswise cut that caught me by surprise. “Well, Carmen, that’ll leave a scar,” Corwin had said. Then he’d laughed that snorty, snotty laugh that had grated on my nerves a thousand times since childhood. My vision had been too blurry to aim a cutting blow at him, and I wasn’t certain if I even wanted to. He was the only family I had. And despite his laughter, he may not have known how deep the wound was. He often made a silly joke when he’d done something stupid. But when I stumbled and fell toward the floor, Corwin dropped his blade and caught me. “Aw, sorry, sis,” he said, holding me against his chest. Then the healers rushed in with their bandages and salves and led me to the healing room. Maestru Alesius—my master—soon followed them, bringing the bad news: “You will lose that eye, Carmen.” I was thirteen. I’d been ahead of my brother on the honor roll—the top of the class. I often wondered if a bout of jealousy inspired my blinding. The blades were sharp, but we students weren’t supposed to cut each other—the idea was to keep the mind sharp as well. And I’d love to know where he’d learned the move. I’d never seen it before, and I was better with the sword than him. Did he have a secret teacher? Everything was harder with only one eye—the sword fights, the dagger throws, learning to avoid traps; even the poisons and potions were more difficult to pour. A half-blind assassin was a joke. I was pretty certain my fellow students had chuckled and celebrated as my position on the honor roll slipped. I had the knowledge and the skill. But the patch over my eye meant I had a weakness, and the school trained assassins to exploit weaknesses. I’d have quit, perhaps to be a scullery maid or to work in the massive wheat fields of the Akkad Empire, if only to get away from the other apprentice assassins who had once been beneath me and who now scorned me. I especially wanted to flee from the kinder ones who looked at me with pity. But Maestru Alesius had insisted I stay. “Adversity will toughen your mental bones,” he’d promised. His support and my perseverance had kept me in school. Three years had passed since the incident. Three years of struggling to keep my spot. I was finally sixteen, in my final week of classes. Corwin would graduate at the top of the honor roll. He was the best with bladed weapons, the best at hiding in shadows, the best assassin the school had seen in many years. He may even be better than the legendary Banderius. All the kings, queens, and archons would seek to hire Corwin. Maybe even Emperor Rima himself. I’d be lucky to get hired at all.