Inspiring Workplace Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

A woman always gives away the heart of her soul; to her husband and/or significant other, children, family, friends, and in the workplace. A woman goes through so much emotionally, physically, and mentally. However, most of the time it goes unnoticed.

In the modern workplace, you gotta be a jack-of-all-trades. Mastering your career is all about being adaptable, versatile, and always learning.

At home I am a man, at work I am a machine.

The excitement of opportunity and challenge inspires us to push for greatness.

Professional development is important, but let's not forget about the most important kind of development - personal brand development. Because in the modern workplace, it's not what you know, it's who knows you.

The workplace is like a battlefield, and you need to be a warrior to survive. So arm yourself with knowledge and fight for your place in the corporate world.

The feminism of equality, of toughness, of anti-discrimination, has been overwhelmed by one of victimhood and demands for special treatment....At a certain point, when we demand an equal ratio of men to women in certain fields, what we’re criticizing is not “the system,” but the choices that women themselves are making.....let’s keep our eye on the question of equal opportunity and stop obsessing about equal outcomes, lest we find ourselves trying to cure society, not of sexism, but of free choice.

I don't know what came first, the brown-nose worker or the arrogant boss; I simple hate it and I won't be part of it.

When your heart is right, you want to bring out the best in others.

We, as human beings, enjoy freedom of choice. Your attitude is your choice!

A woman lives under pressure on a daily basis. Nearly every day a woman is being criticized for the way she looks, thinks, acts, how she raises her children and her role in the workplace. She is criticized by other women, her husband and/or significant other, her children, family, and friends. Goodness gracious, when will a woman’s love ever be good enough? She's constantly beaten down by being told what she’s doing wrong, and barely hears what she has done right. Needless to say, she isn’t praised for her accomplishments; often, all she hears is criticism. I would love to see the detractors walk in her shoes for a while.

Most people think a beautiful woman doesn’t have to work as hard to get what she wants. And that might be true when she’s at a bar trying to get a drink, or when she’s in Home Depot trying to find someone to help her down the plumbing aisle. But it’s not true in the workplace. A beautiful woman often has to work twice as hard to be seen for who she is here. Because, unfortunately, there are still men out there who can’t see past beauty.

The reason most of your staff are asleep and disengaged, is because you have boring, and bully managers, and no REAL Leaders to inspire and unleash potential.

Why fear feedback? Why stigmatize failure in the workplace when it’s bringing you closer to achieving your organizational goals.

We must experience Heaven on earth; May your homes, surroundings and work places portray a safe clean environment.

Recognizing that you have a bias and blind spots is essential to personal growth.

Being real is the power skill of the century, but we’re taught to be otherwise in the places that should hold it most sacred: our families, schools, workplaces, communities, houses of worship, and governments.

turning the traditional hierarchical pyramid upside down to emphasize that everyone is responsible—able to respond— for living the constitution and getting the desired results while modeling the organization's valued behaviors.

Vivian Carlisle happened to her, like an avalanche or tsunami, as sudden and unforgiving as natural disaster. That was the thing about nature, though. It was frightening, dangerous, unpredictable–yes, all that. It was also inspiring. Even Beautiful.

that leaders inspire trust, be authentic, tell the truth, serve others (particularly those who work for and with them), be modest and self-effacing, exhibit empathic understanding and emotional intelligence, and other similar seemingly sensible nostrums.

Most of us want to be authentic. Yet, we are not who we think we are. We are made up of a rich array of facets and possibilities, many of which we ignore because we label them as “bad”. We create a cardboard cutout image of ourselves to look good to others. The discord between who we are and the image we have to live up to slowly kills our aliveness. When we suppress parts of ourselves, it lowers our mojo, sense of fulfillment, leadership effectiveness and impact in the workplace.

Today, be proactive about forgiving those who have been the source of pain in your life.

Trust in the LORD with all your heart and lean not on your own understanding; in all your ways acknowledge him, and he will make your paths straight” (Proverbs 3:5-6).

Wisdom in the workplace means to inspire creativity, learning, and progression, but discourage unprofessionalism and negativity.

How do you know when the obstacles in your path have been placed by God to protect you, or by Satan to hinder God's purposes in your affairs?

Do you have a situation in which you're having trouble discerning whether God is protecting you or Satan is hindering you? Ask God to show you His way.

Life is a journey, a ride of endless means and emotions.

The most dangerous enemy of your career is your comfort zone at work

You build yourself for the 'Workplace' rather than the other way round

Douglas Stone and his colleagues give excellent advice on how to deal with some of the most challenging workplace encounters.

Can we create soulful workplaces—schools, hospitals, businesses, and nonprofits—where our talents can blossom and our callings can be honored?

Women need to keep asking for what they’re worth, and leaders need to make sure women are paid the same, whether they ask for it or not.

Employees are accountable for “the how,” and leaders are accountable for empowering employees to discover it themselves.

If you go to the workplace thinking that you are a mere employee, you can only be an employee. If you go with an Entrepreneur consciousness, you can definitely become an Entrepreneur

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.

Engaged, productive employees do not work in a vacuum. They need workplaces that help them bring out the best in themselves—mosh pits of creativity where energy and inspiration can flow freely.

I think people don’t think I work, because I wear stilettos and look damn fine. But that’s discrimination against stilettos and against looking damn fine! And I object to this form of discrimination!

The suffering that started off challenging our being and our ideas of what life is and should be ends up opening our heart, expanding our identity, and connecting us forever to the human family and life.

[W]e are the ones to blame for enabling and even nourishing the toxic workplaces. In continuing to cooperate with a profoundly unhealthy and exploitative employment system, we become at once the dagger and the wound. Wounds never heal so long as they continue to cooperate with daggers. In a sense, the cure is in the disease itself. Our silence is the disease. Our serious commitment for change and for exposing power abuses and bullies is the cure.

What do you hope girls take away from watching [Agent Carter]? I would hope that young girls can see that they don’t have to sacrifice their femininity to be taken seriously in the workplace. But also they don’t have to rely on their physicality or their appearance; that it’s just as important, if not a lot more so, to be able to use their intelligence, their wit, their humor and their warmth to be able to get where they want to and to achieve their goals in life.

God often uses failure to make us useful. When Jesus called the disciples, He did not go out and find the most qualified and successful people. He found the most willing, and He found them in the workplace. He found a fisherman, a tax collector, and a farmer. The Hebrews knew that failure was a part of maturing in God. The Greeks used failure as a reason for disqualification. Sadly, in the Church, we often treat one another in this way. This is not God's way. We need to understand that failing does not make us failures. It makes us experienced. It makes us more prepared to be useful in God's Kingdom -- if we have learned from it. And that is the most important ingredient for what God wants in His children.

Seriously: Do you want to spend your working life simply being satisfied? When you look back on 50 years spent in business, do you want to be able to say, “Well, I was satisfied"?? No! Make happiness your goal. As in, “Let’s make this a workplace where people are happy to work." As in, “I’ve been working for 50 years now, and it absolutely rocks! To me work is challenging, stimulating and just plain fun.

I feel that quarantine has brought me closer to other people, to everyone. Like, we are all finally on the same page now. I have spent my life attending to, and cultivating, my inner world. Moving outwards from what is within my heart and within the deepest recesses of my mind. "From-in-to-out" has always been my mode of living. I have always looked at everyone else and thought that they fill their hearts and their minds with static noise, so much noise. They feel things, but then they can just go and drown all of that in work immersion; they have pressing issues on their minds, but they can just go and drown the sounds of their own thoughts in a one-night-stand; they have wounds on their spirits, but they can evade feeling those wounds and healing them, by blowing themselves into larger-than-life projections in the workplace, at school, on social media. So much noise, just so much noise. I feel as though, all my life, I have been screaming at the world, begging people to go inward, to face their angels and their demons, to know themselves. Now in quarantine, I think everyone is forced to do exactly that. The world is forced into a quietness that should of happened long ago, every day, all the time. A quietness of retreating into the knowledge of, and the acquaintance with, the mind, the heart. I feel that now, at long last, everybody else is on the same page as myself. Being alone in quarantine is not mentally or emotionally or spiritually difficult for me. This is because I know the person I am with, I know me. And I like her.

But primarily, the evolution of management is stewardship. A steward takes her responsibilities to guide, coach, mentor, and lead her team with awareness of how her presence helps and hinders. A steward doesn’t manage. She inspires. She motivates. She inquires. She notices. She supports. She partners. Supervisor Larry Robillard of Zingerman’s explained that his role is to facilitate greatness in his people through his actions and words.4 This isn’t an arrogant statement. It’s delivered with genuine care for people.

The prophet Jeremiah says, “You will seek me and find me when you seek me with all your heart” (Jeremiah 29:13). The problem with most of us is that we are unwilling to seek God for the answers—we are too lazy to spend time in prayer and fasting, focusing intentionally on God. Bill Bright, the founder of Campus Crusade for Christ, said: I believe the power of fasting as it relates to prayer is the spiritual atomic bomb that our Lord has given us to destroy the strongholds of evil and usher in a great revival and spiritual harvest around the world. The longer I fasted, the more I sensed the presence of the Lord.

The world is changing faster than ever in our history. Our best hope for the future is to develop a new paradigm of human capacity to meet a new era of human existence. We need to evolve a new appreciation of the importance of nurturing human talent along with an understanding of how talent expresses itself differently in every individual. We need to create environments—in our schools, in our workplaces, and in our public offices—where every person is inspired to grow creatively. We need to make sure that all people have the chance to do what they should be doing, to discover the Element in themselves and in their own way.

So often when God places a call on one of His children, the ability to answer the call requires a separation between the old life and the new life. We are called away from the old in order to prepare our heart for what is to come. This can be a painful and difficult separation. Joseph was separated from his family. Jacob was sent to live with his uncle Laban. Moses was sent to the desert. Perhaps God has placed you in your own desert period. Perhaps you cannot make sense of the situation in which you find yourself. If you, like Paul, will get intimate with God during this time, He will reveal the purposes He has for you. The key is pressing into Him. Seek Him with a whole heart, and He will be found.

Don’t you dare forget this place, they said. I think you’ll eventually maybe make something of yourself out east. One reason why I’m letting you go. But don’t you ever, ever, ever become one of those people nose in the air, calling all this—Tig gestured around wildly—flyover country. Thinking we’re just about beer and cheese and serial killers and corn. Things happen here. Happened here. This place is part of why the rest of this stupid godforsaken nation has child labor laws and workplace safety and unemployment insurance. Why we have weekends and an eight-hour workday. We had forty years of actual socialist city government, democratically elected, here. Only city in the nation. FDR was inspired by what happened here. When he dreamed up his lil New Deal and shit. Milwaukee, baby. We have real history. Remember us right.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Before leading us onto the path of success and glory, the Universe tests how serious we are to pursue our dream...how passionate we are. And, it has a very interesting way to find out. Example, after much cajoling and inspiration, when we start our fitness regime, exercising, yoga, etc, our body starts aching on 2nd or 3rd day...so much so that we find it difficult to walk...and as a result...we stop our fitness regime. So, nature filters us out. Then there is the 2nd level of filtering. Within 10-15 days of embarking our fitness regime, we come across a situation when we are required to travel or attend a function or report at workplace early or work till late in the evening. After this gap of 3-4 days, many people don’t resume exercising. When you want to pursue your dreams...you will be deprived of resources and will find yourself surrounded by naysayers and negative thinkers. Result: You stop pursuing your dreams. The key is – “Never ever give up”. Believe in Yourself. Let the Universe know that you will pursue your dream and goal, no matter what.

The alternative to late-stage capitalism, which is what we’re describing here, sometimes termed really existing capitalism, which, as we’ve begun to discuss already, often actually means socialism for the rich and brutal or gangster capitalism for the rest. The alternative to this is not a planned economy run by an authoritarian state, which is often portrayed in the obverse sort of mythology as communism or really existing socialism. For example, in the former USSR or Russia today, North Korea, China, Cuba, Vietnam, and so on, virtually all of those experiments, many of which were Marxist or socialist inspired, were really a state capitalism in a slightly different inflection than the state capitalism we see elsewhere in the world. That’s not the alternative. The alternative that we’re thinking about is an economy that’s run by the producers, that is the workers themselves, through a democratization of the workplace. We say we value democracy very highly and yet we don’t institute it in the places where we spend most of our lives. That is, the workplace is a very authoritarian kind of environment and we don’t really question that.

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.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

I’d met Madison, as I’ve already mentioned, two months earlier, in Budapest. I’d been at a conference. She’d been there with some girlfriends. We’d got talking in the hotel bar. An anthropologist, she’d said; that’s … exotic. Not at all, I’d replied; I work for an incorporated business, in a basement. Yes, she said, but … But what? I asked. Dances, and masks, and feathers, she eventually responded: that’s the essence of your work, isn’t it? I mean, even if you’re writing a report on workplace etiquette, or how to motivate employees or whatever, you’re seeing it all through a lens of rituals, and rites, and stuff. It must make the everyday all primitive and strange—no? I saw what she was getting at; but she was wrong. For anthropologists, even the exotic’s not exotic, let alone the everyday. In his key volume Tristes Tropiques, Claude Lévi-Strauss, the twentieth century’s most brilliant ethnographer, describes pacing the streets, all draped with new electric cable, of Lahore’s Old Town sometime in the nineteen-fifties, trying to piece together, long after the event, a vanished purity—of local colour, texture, custom, life in general—from nothing but leftovers and debris. He goes on to describe being struck by the same impression when he lived among the Amazonian Nambikwara tribe: the sense of having come “too late”—although he knows, from having read a previous account of life among the Nambikwara, that the anthropologist (that account’s author) who came here fifty years earlier, before the rubber-traders and the telegraph, was struck by that impression also; and knows as well that the anthropologist who, inspired by the account that Lévi-Strauss will himself write of this trip, shall come back in fifty more will be struck by it too, and wish—if only!—that he could have been here fifty years ago (that is, now, or, rather, then) to see what he, Lévi-Strauss, saw, or failed to see. This leads him to identify a “double-bind” to which all anthropologists, and anthropology itself, are, by their very nature, prey: the “purity” they crave is no more than a state in which all frames of comprehension, of interpretation and analysis, are lacking; once these are brought to bear, the mystery that drew the anthropologist towards his subject in the first place vanishes. I explained this to her; and she seemed, despite the fact that she was drunk, to understand what I was saying. Wow, she murmured; that’s kind of fucked. 2.8 When I arrived at Madison’s, we had sex. Afterwards,

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

The journalist Dan Lyons joined a tech start-up after being downsized from Newsweek in 2012, and the experience inspired him to write a book about how Bay Area norms have infected the American workplace, Lab Rats: How Silicon Valley Made Work Miserable for the Rest of Us. Nominally egalitarian but oppressive in practice, the start-up spirit insists that everyone be super psyched about their jobs all the time. No one is actually loyal to the organziation in the sense of intending to work there for longer than five years, but what employees lack in commitment, they must make up for in enthusiasm. This mandatory passion is made worse by the smartphone. No one is every off duty anymore. The BlackBerry’s original tagline was “Always On. Always Connected.” Bizarrely, this made people want to buy it.

Courage is essential in a management context and, above all, in leadership.

Knowing how to manage requires one to know how to start a movement rather than just to follow it. And one must take a firm position when necessary.

A leader should not try to avoid tension, crisis, or confrontation.

or rather cause us to hunker down in little bunkers of self-involvement? And when we find ourselves confronted with a less-than-ideal work environment, do we merely trade our large spirits for the smaller comforts of job security, or, like Captain Tushin, find some way to infuse the mundane madness of the workplace with the spark of our own inspiration?

Fear can force employees to execute projects, but it cannot energize people. Fear is crippling and inhibiting, and it is one of the most dehumanizing forces in the workplace.

May your humanity and curiosity be the foundation for collaboration, reciprocity, ans co-elevation!

I work hard and deserve to be valued and treated with respect at work.

In the future workplace and connected world, your digital personal brand is the only thing you will have.

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.

Similar to the adage that people do business with people they like and trust, employees go the extra mile for leaders they like and trust and feel liked and trusted by. Oxytocin goes both ways, reinforcing when the feeling is perceived mutually.

The adage “seeing is believing” in this case is actually backward. More accurately, we see what we already believe.

The best way to inspire an employee to be receptive is by being comfortable yourself.

The initial feelings of newness are not a sign that you shouldn’t embark on the change, but rather a sign that you are courageous enough to create change.

The most predictable way to get results is with consistent 100% effort, and the upcoming Results Model will virtually guarantee you will be able to get that effort.

The physical symptoms of being triggered are meant to fade as an angry mammoth retreats or a pressing deadline passes. Unfortunately, many humans have become accustomed to operating under low-grade stress (constant cortisol).

The problem with the brain’s automated association-response feature, specifically in the workplace, is that while we save ourselves from exhaustively re-figuring out how to do every task or re-evaluating how to respond to every person, automated loops kill our curiosity.

The purpose of feedback is to let an employee know what to improve and be inspired to do so.

There was thought put into creating the values, and so too should there be thought on how to practically demonstrate them.

To avoid this unnecessary and damaging aspect of traditional accountability, Inspiring Accountability is focused on results and is designed to incentivize, reward, and hold employees accountable for their effort and contribution toward results. After all, getting full and consistent effort from employees provides the best chance at getting consistent results, regardless of how many unforeseen outside circumstances continue to get in the way.

Use perceived capability as a tool to create possibility, not to ask the impossible.

We must experience enough good rewards to keep enduring disappointment of “failure.

We want to move from labeling our interactions as confrontations and instead have conversations.

What if the same human traits that are responsible for the lack of loyalty, engagement, and accountability in some employees are also an asset toward improving those factors to get results? What if the answers are not in fighting the problem but in using these challenges to inform solutions?

What once seemed like accountability-avoiding excuses become results-getting gold. Once you hear what your employee perceives as obstacles, you can help the employee clear them, avoid them, or proceed despite them.

What you don’t address, you approve.

What you haven’t been addressing, you’ve been allowing. Having company values written on an office wall that you don’t actively Revisit doesn’t activate accountability. We can only productively hold people accountable for contributing to a specific result with a previously asked and agreed upon expectation paired with active Revisiting.

When employees feel set up to succeed, they love working. Work becomes a major source of personal fulfillment and satisfaction. Generally, employees would prefer to engage in meaningful and proportionately challenging work rather than to sit at their desk and scroll on social media all day. Employees want to put their abilities to use when the impact is seen and celebrated. They want that bucket of berries they foraged for to be noticed and enjoyed by others. Otherwise, what is the purpose? They want to experience how good it feels to meet expectations and be seen as contributing, competent, and important. It’s how we’re wired.

When employees get what they need, your organization gets what it needs.

When people are in self-protection mode, the adrenaline-triggered state so commonly associated with traditional accountability, they will spend their energy defending themselves instead of discovering possibilities and rational solutions. They will fight to prove they are good enough, valued enough, and important enough. They will choose to protect their needs instead of making decisions that protect what’s best for your company and customers.

When we feel confident and optimistic that we can figure it out, exploring solutions can actually be one of the best ways for employees to feel engaged, contributing, and competent.

Whether or not you discover a more realistic meaning or fabricate your own, what matters is that changing the meaning of the behavior changes how you feel about it.

While meanings make sense of a moment, beliefs are generalized to make sense of related moments forever, and they are applied to every future moment with a similar context.

With Inspiring Accountability, effort is defined as the conscious and subconscious choice to apply an amount of capability through attention and action. Trying to hold someone accountable for not getting the result when they’ve put in 100% effort does not acknowledge effort contributed, discouraging the most important behavior you need from any employee. It also doesn’t acknowledge factors outside of the employee’s influence, creating resentment and disempowerment. This misguided approach is the ultimate engagement killer.

To be engaged, employees always need a way to win with you

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

When you’re inspired, you become inspiring.” “Before building walls, build a foundation, make sure it’s solid and that it remains solid.” “Never limit your ambitions.” “If you want to shine like a star, care to make others shine like stars.” “Someone’s respect for the environment will likely reflect his truest respect for others.” “Learn to recognize and celebrate your personal milestones. It will trigger positive emotions in you.” “Make peace with your past. You’ll emotionally be more positive. You’ll improve your wisdom. You’re inner sweetness will breathe out more efficiently.” “When you emotionally manage the fact that perfection does not exist and only reaching excellence does, your inner sweetness will breathe efficiently.” “We all have emotional batteries. We are all energy. Your positive energy can help someone else recharge.” “Humans are responsible for nearly all problems and are the solution for everything - Be positively, the solution!” “Be careful what you tolerate in your company, you are teaching levels of the pyramid how to treat your business Culture and Core Values.” “Raising your voice is not an argument.” “Feed positively your roots. As a result, your inner sweetness will breathe efficiently thru your shell.” “Authenticity in the workplace is not define as making yourself difficult to manage – Be positively authentic!” “Be positively the influencer, not the follower.” “Biases can trick us as humans and have a negative impact on our emotions – Be positively curious!” “Never make someone emotionally pay the price because of how you were not able to manage positively your own emotions.” “If you want your team to improve their technical skills, make sure to improve your interpersonal skills first.” “Beware of the individualism culture. If you are in a people management/leadership position, remember the following: IT’S NOT ABOUT YOU!” “Like the roots of a human’s mind, feed social media positively. It will feed a large scale of humans mind!” “Like an upside-down pineapple fruit, the inner sweetness of a company becomes sweeter when you flip upside down the position level pyramid!” “Do not wait for someone to harvest you. Build your own path!” “A leader should trigger positive emotions and it all starts with you!” “Earth is more beautiful than we think – Imagine how splendid it would be if we were all interacting positively on it!” Communication becomes efficient when it’s done we positive emotions – Be positively curious!” “Having excuses for everything is the roadblock of self-awareness and inner growth” “Don’t limit your challenges – rather – Challenge your limits!” “The higher the position level you’re ambitious to reach, the less about you it should be. In life, you’re already at the top, therefore, it starts with you because it is not about you!” “I’m realistically optimistic!” “The pineapple - from all fruits – looks authentic. The great thing about it is no matter its shape – size - high – and color, one thing remains the same: Its inner sweetness! A pineapple = a pineapple. A pineapple = a human” “Often, what we think we know - what we think is - and what we think should are our biggest obstacles in life. Be positively curious!” “Being curious is best practice – Be positive curious, meaning, with positive emotions. Your inner sweetness will be felt with this approach” “Keep it sweet with yourself, not everything is suited for everyone!” “The art of managing with discipline emotional challenges and a sign of a mental strength is when many appreciate what you do in the shadow and in silence, and you still do more than expected.” “Beware of the time is money mindset blind spots, respectful interactions and good social etiquettes are not to be served like an American fast food!” “Look and listen without biases – Be positively curious!

Leaders are no longer expected to just enhance the bottom line; many are now being given the sacred duty of spiritually awakening, emotionally healing, and courageously leading from a platform of inclusion, wholeness, and connection.

Being a Connected Leader transforms loved ones into soul mates, families into havens, groups into cohesive teams, and workplaces into gateways that usher us and those we serve into possibility.

Empathy requires bravery; it scoffs at anything less

Woodism - “The only competitive differential in business is culture—create a CULT that inspires the best in everyone!

Empathy needs boundaries

Why is social intelligence important in the workplace? There is a need to understand the consequences of your behavior on other employees. If you have to lead people, you need to understand what drives and inspires them.

…Company culture values should reflect a clear, unified definition of the company’s standards.