Loyalty Is Expensive Quotes

Just because I liked something at one point in time doesn’t mean I’ll always like it, or that I have to go on liking it at all points in time as an unthinking act of loyalty to who I am as a person, based solely on who I was as a person. To be loyal to myself is to allow myself to grow and change, and challenge who I am and what I think. The only thing I am for sure is unsure, and this means I’m growing, and not stagnant or shrinking.

Once their trust grows stronger, reputation is built. And in the digital age, reputation is more expensive than anything.

Those upper classes, to rule, needed to make concessions to the middle class, without damage to their own wealth or power, at the expense of slaves, Indians, and poor whites. This bought loyalty. And to bind that loyalty with something more powerful even than material advantage, the ruling group found, in the 1760s and 1770s, a wonderfully useful device. That device was the language of liberty and equality, which could unite just enough whites to fight a Revolution against England, without ending either slavery or inequality.

That who sold the expensive for no price, bought the cheap with the highest price.

Suppose we were planning to impose a dictatorial regime upon the American people—the following preparations would be essential: 1. Concentrate the populace in megalopolitan masses so that they can be kept under close surveillance and where, in case of trouble, they can be bombed, burned, gassed or machine-gunned with a minimum of expense and waste. 2. Mechanize agriculture to the highest degree of refinement, thus forcing most of the scattered farm and ranching population into the cities. Such a policy is desirable because farmers, woodsmen, cowboys, Indians, fishermen and other relatively self-sufficient types are difficult to manage unless displaced from their natural environment. 3. Restrict the possession of firearms to the police and the regular military organizations. 4. Encourage or at least fail to discourage population growth. Large masses of people are more easily manipulated and dominated than scattered individuals. 5. Continue military conscription. Nothing excels military training for creating in young men an attitude of prompt, cheerful obedience to officially constituted authority. 6. Divert attention from deep conflicts within the society by engaging in foreign wars; make support of these wars a test of loyalty, thereby exposing and isolating potential opposition to the new order. 7. Overlay the nation with a finely reticulated network of communications, airlines and interstate autobahns. 8. Raze the wilderness. Dam the rivers, flood the canyons, drain the swamps, log the forests, strip-mine the hills, bulldoze the mountains, irrigate the deserts and improve the national parks into national parking lots. Idle speculations, feeble and hopeless protest. It was all foreseen nearly half a century ago by the most cold-eyed and clear-eyed of our national poets, on California’s shore, at the end of the open road. Shine, perishing republic.

Here's what I learned over the years. Know the mission, what is expected of you and your people. Get to know those people, their attitudes and expectations. Visit all the shops and sections. Ask questions. Don't be shy. Learn what each does, how the parts fit into the whole. Find out what supplies and equipment are lacking, what the workers need. To whom does each shop chief report? Does that officer really know the people under him, is he aware of their needs, their training? Does that NCO supervise or just make out reports without checking facts? Remember, those reports eventually come to you. Don't try to bullshit the troops, but make sure they know the buck stops with you, that you'll shoulder the blame when things go wrong. Correct without revenge or anger. Recognize accomplishment. Reward accordingly. Foster spirit through self-pride, not slogans, and never at the expense of another unit. It won't take long, but only your genuine interest and concern, plus follow-up on your promises, will earn you respect. Out of that you gain loyalty and obedience. Your outfit will be a standout. But for God's sake, don't ever try to be popular! That weakens your position, makes you vulnerable. Don't have favorites. That breeds resentment. Respect the talents of your people. Have the courage to delegate responsibility and give the authority to go with it. Again, make clear to your troops you are the one who'll take the heat.

the term “middle class” concealed a fact long true about this country, that, as Richard Hofstadter said: “It was . . . a middle-class society governed for the most part by its upper classes.” Those upper classes, to rule, needed to make concessions to the middle class, without damage to their own wealth or power, at the expense of slaves, Indians, and poor whites. This bought loyalty. And to bind that loyalty with something more powerful even than material advantage, the ruling group found, in the 1760s and 1770s, a wonderfully useful device. That device was the language of liberty and equality, which could unite just enough whites to fight a Revolution against England, without ending either slavery or inequality.

And as to this little thing [his book], when it has been read it will be seen that during the fifteen years I have given to the study of statecraft I have neither slept nor idled; and men ought ever to desire to be served by one who has reaped experience at the expense of others. And of my loyalty none could doubt, because having always kept faith I could not now learn how to break it; for he who has been faithful and honest, as I have, cannot change his nature; and my poverty is a witness to my honesty.

The danger in every organization, especially one built around hierarchy, is that you create an environment that cuts off dissenting views and discourages honest feedback. That can quickly lead to a culture of delusion and deception. And in a leader, the tendency of too much confidence to swamp humility can lead to a dangerous self-indulgence at the expense of others.

You want me, Charlie?” Josie’s voice was strong with emotion. “Yes, yes Josie I do.” “Well, brother I come with a price. It’s the cost of loyalty and glittering devotion. I am expensive even if your heart’s made of gold. My love is irreplaceable if you are fortunate to afford it. Returns are forever though Charlie since I won’t double back again. So, consider your intentions carefully!

In modern society an individual's loyalty must be first to the system and only secondarily to a small-scale community, because if the internal loyalties of small-scale communities were stronger than loyalty to the system, such communities would pursue their own advantage at the expense of the system. Suppose that a public official or a corporation executive appoints his cousin, his friend or his co-religionist to a position rather than appointing the person best qualified for the job. He has permitted personal loyalty to supersede his loyalty to the system, and that is "nepotism" or "discrimination", both of which are terrible sins in modern society. Thus an advanced industrial society can tolerate only those small-scale communities that are emasculated, tamed and made into tools of the system.

At the expense of Gregor's sacrifice, the sister, at the end of the story, stretches her arrogant body and gets the liberation Gregor longed for. Under Gregor's care first, and then her parents', the sister enjoys a healthy childhood, one leading to physical and mental development, and one in which she isn't trapped. Yet our loyalty to Gregor extends even beyond death, and his sister's cheery success story offers but a bitter pill

The United States had been created through an act of disloyalty. No matter how eloquently the Declaration of Independence had attempted to justify the American rebellion, a residual guilt hovered over the circumstances of the country's founding. Arnold changed all that. By threatening to destroy the newly created republic through, ironically, his own betrayal, Arnold gave this nation of traitors the greatest of gifts; a myth of creation. The American people had come to revere George Washington, but a hero alone was not sufficient to bring them together. Now they had the despised villain Benedict Arnold. They knew both what they were fighting for - and against. The story of American's genesis could finally move beyond the break with the mother country and start to focus on the process by which thirteen former colonies could become a nation. As Arnold had demonstrated, the real enemy was not Great Britain, but those Americans who sought to undercut their fellow citizens commitment to one another. Whether it was Joseph Reed's willingness to promote his state's interests at the expenses of what was best for the country as a whole or Arnold's decision to sell his loyalty to the highest bidder, the greatest danger to America's future cam from self-serving opportunism masquerading as patriotism. At this fragile state in the country's development, a way had to be found to strengthen rather than destroy the existing framework of government. The Continental Congress was far from perfect, but it offered a start to what could one day be a great nation. By turning traitor, Arnold had alerted the American people to how close they had all come to betraying the Revolution by putting their own interests ahead of their newborn country's. Already the name Benedict Arnold was becoming a byword for that most hateful of crimes: treason against the people of the United States.

and he prepared his elite professional household regiments: the infantry – the famous Janissaries – the cavalry regiments, and all the other attendant corps of gunners, armorers, bodyguards, and military police. These crack troops, paid regularly every three months and armed at the sultan’s expense, were all Christians largely from the Balkans, taken as children and converted to Islam. They owed their total loyalty to the sultan. Although few in number – probably no more than 5,000 infantry – they comprised the durable core of the Ottoman army.

even if you’re only a child, there’s something in you that knows what your true path is and isn’t about, and that honouring it is important. But since you didn’t have a choice (or didn’t know it), you adapted. This resulted in an inner conflict of loyalty. You felt angry about following the wrong path at your expense, or you felt guilty about following your true path and your own nature at other people’s expense. That conflict may still affect your life today. You may lie to yourself about your true needs, or force yourself to follow the values of other people.

[A] technological society has to weaken family ties and local communities if it is to function efficiently. In modern society an individual's loyalty must be first to the system and only secondarily to a small-scale community, because if the internal loyalties of small-scale communities were stronger than loyalty to the system, such communities would pursue their own advantage at the expense of the system... Suppose that a public official or a corporation executive appoints his cousin, his friend or his co-religionist to a position rather than appointing the person best qualified for the job. He has permitted personal loyalty to supersede his loyalty to the system, and that is "nepotism" or "discrimination," both of which are terrible sins in modern society. Would-be industrial societies that have done a poor job of subordinating personal or local loyalties to loyalty to the system are usually very inefficient.

What about patriotism? Is it permissible for a Christian to be patriotic? Yes and no. It depends on what is meant by patriotism. If by patriotism we mean a benign pride of place that encourages civic duty and responsible citizenship, then patriotism poses no conflict with Christian baptismal identity. But if by patriotism we mean religious devotion to nationalism at the expense of the wellbeing of other nations; if we mean a willingness to kill others (even other Christians) in the name of national allegiance; if we mean an uncritical support of political policies without regard to their justice, then patriotism is a repudiation of Christian baptismal identity. It is extraordinarily naive for a Christian to rule out categorically the possibility of any conflict between their national identity and their baptismal identity. But it’s precisely this kind of naiveté that is on display every time a church flies an American flag above the so-called Christian flag. Or perhaps it’s a bit of unintended truth-telling. Flags are powerful symbols that have the capacity to evoke strong emotions—think of the passion connected with protests involving flag burning. In the world of symbol, flags are among the most revered signs. So when a church flies the American flag above the Christian flag, what is the message being communicated? How can it be anything other than that all allegiances—including allegiance to Christ—must be subordinate to a supreme national allegiance? This is what Caiaphas admitted when he confessed to Pilate, “We have no king but Caesar.”[8] When the American flag is placed in supremacy over all other flags—including a flag intended to represent Christian faith—aren’t we saying our faith is subordinate to our patriotism? Is there any other interpretation? And if you’re inclined to argue that I’m making too much out of the mere arrangement of flags on a church lawn, try reversing them and see what happens! For the “America First” Christian it would create too much cognitive dissonance to actually admit that their loyalty to Christ is penultimate, trumped by their primary allegiance to America, but there are plenty of moments when the truth seeps out.

ONCE YOU’VE HOOKED readers, your next task is to put your early chapters to work introducing your characters, settings, and stakes. The first 20-25% of the book comprises your setup. At first glance, this can seem like a tremendous chunk of story to devote to introductions. But if you expect readers to stick with you throughout the story, you first have to give them a reason to care. This important stretch is where you accomplish just that. Mere curiosity can only carry readers so far. Once you’ve hooked that sense of curiosity, you then have to deepen the pull by creating an emotional connection between them and your characters. These “introductions” include far more than just the actual moment of introducing the characters and settings or explaining the stakes. In themselves, the presentations of the characters probably won’t take more than a few scenes. After the introduction is when your task of deepening the characters and establishing the stakes really begins. The first quarter of the book is the place to compile all the necessary components of your story. Anton Chekhov’s famous advice that “if in the first act you have hung a pistol on the wall, then in the following one it should be fired” is just as important in reverse: if you’re going to have a character fire a gun later in the book, that gun should be introduced in the First Act. The story you create in the following acts can only be assembled from the parts you’ve shown readers in this First Act. That’s your first duty in this section. Your second duty is to allow readers the opportunity to learn about your characters. Who are these people? What is the essence of their personalities? What are their core beliefs (even more particularly, what are the beliefs that will be challenged or strengthened throughout the book)? If you can introduce a character in a “characteristic moment,” as we talked about earlier, you’ll be able to immediately show readers who this person is. From there, the plot builds as you deepen the stakes and set up the conflict that will eventually explode in the Inciting and Key Events. Authors sometimes feel pressured to dive right into the action of their stories, at the expense of important character development. Because none of us wants to write a boring story, we can overreact by piling on the explosions, fight sequences, and high-speed car chases to the point we’re unable to spend important time developing our characters. Character development is especially important in this first part of the story, since readers need to understand and sympathize with the characters before they’re hit with the major plot revelations at the quarter mark, halfway mark, and three-quarters mark. Summer blockbusters are often guilty of neglecting character development, but one enduring exception worth considering is Stephen Spielberg’s Jurassic Park. No one would claim the film is a leisurely character study, but it rises far above the monster movie genre through its expert use of pacing and its loving attention to character, especially in its First Act. It may surprise some viewers to realize the action in this movie doesn’t heat up until a quarter of the way into the film—and even then we have no scream-worthy moments, no adrenaline, and no extended action scenes until halfway through the Second Act. Spielberg used the First Act to build suspense and encourage viewer loyalty to the characters. By the time the main characters arrive at the park, we care about them, and our fear for their safety is beginning to manifest thanks to a magnificent use of foreshadowing. We understand that what is at stake for these characters is their very lives. Spielberg knew if he could hook viewers with his characters, he could take his time building his story to an artful Climax.

A focus on measurable performance indicators can lead managers to neglect tasks for which no clear measures of performance are available, as the organizational scholars Nelson Repenning and Rebecca Henderson have recently noted.25 Unable to count intangible assets such as reputation, employee satisfaction, motivation, loyalty, trust, and cooperation, those enamored of performance metrics squeeze assets in the short term at the expense of long-term consequences. For all these reasons, reliance upon measurable metrics is conducive to short-termism, a besetting malady of contemporary American corporations.

We need patriotism, yes we do, but not the one practiced by our ancestors. We need a civilized patriotism, one that is devoid of all sectarianism and cultural supremacy. We gotta be patriotic towards humanity, not nationality - we gotta be patriotic for justice and equality, not supremacy - we gotta be patriotic for inclusion, not the exclusive sustenance of our own dignity at the expense of the dignity of others. We need a patriotism where there is no us and them - we need a patriotism where there is no lord and laymen - we need a patriotism where there is no savior and subject - we need a patriotism where our savior is our sense of virtue - we need a patriotism where our queen is our accountability - we need a patriotism where our constitution and gospel are our own conscience. I am loyal to no state, no palace, no vatican - my loyalty is to the elevation of the fallen, my loyalty is to invigoration of the discriminated - thus speaks the civilized patriot - thus speaks the real life human being.

Handcrafted Humanity Sonnet 58 Faith is no declaration of character, It is just a matter of mental necessity. It has nothing to do with truth and holiness, In many cases, it makes a person quite unholy. I often find myself speaking to my dead teacher, It gives me strength and helps me take the leap. The scientist in me knows it's all in my head, But sometimes all logic must take a backseat. The problem however is not our imaginary friend, It is our loyalty to it at the expense of our humanity. Keep your faith if it helps you through hard times, But never let it be an impediment to universality. Imagination is healthy when it sustains us as human, When it ruins our humanity, it's time for its demolition.

I have no gifts, no jewels, or expensive clothes or… or anything to offer. Just me and my heart.” I smash my fist into my chest. “The one my father tried to carve out of me. It’s broken, damaged, and dark like the rest of us, but it’s yours. Along with my gun and my loyalty. Forever. Stay, darling, please stay.

Most recently, I worked for this advertising agency that specializes in perceptual marketing. They ensure that whatever ads you see in your everyday life are geared to your specific taste, style, demographic, purchasing history, and countless other interwoven criteria. If you walk by a billboard, it shows you something you actually want or an upgrade to something you already have. They use real-time rolling data feeds, so you might see a different ad depending on your mood before versus after lunch, if you were running late or had time to linger, whether you had sex that night or argued with your spouse that morning. Following a negative experience with some company’s wares, they’d give a competitor a shot at shifting your brand loyalty. My big idea was that clients could pay a monthly fee to see no ads at all. Instead of individualized niche marketing, you could experience a world blissfully emptied of promotional clutter. It was a total failure. Because it turns out people like ads. Especially when they’re targeted to warp the visual environment around you to emphasize your needs above all others, as if you’re the indispensable center of the global economy. Nobody wanted to pay for the privilege of being irrelevant to commercial interests. Except me. I essentially got my employer to launch an expensive new product solely for my use. An industry of one.

We want to sell satisfaction, not just merchandise. We propose to sell the satisfaction which the uninitiated customer thinks she should receive, even though we, as professionals in our field, know she’s expecting too much. This may prove expensive to us, and a few may take advantage of this policy unfairly, but we are convinced that adherence to this idea will cement our customers’ loyalty to Neiman-Marcus.

Donald’s problems are accumulating because the maneuvering required to solve them, or to pretend they don’t exist, has become more complicated, requiring many more people to execute the cover-ups. Donald is completely unprepared to solve his own problems or adequately cover his tracks. After all, the systems were set up in the first place to protect him from his own weaknesses, not help him negotiate the wider world. The walls of his very expensive and well-guarded padded cell are starting to disintegrate. The people with access to him are weaker than Donald is, more craven, but just as desperate. Their futures are directly dependent on his success and favor. They either fail to see or refuse to believe that their fate will be the same as that of anyone who pledged loyalty to him in the past.

As strongly as we feel about our own employees and as wonderful as that is for them, it simply cannot come at the expense of the loyalty and commitment we have to the group of people sitting here today.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

Let’s say you’re a politician. You’re still you, but you are an elected official. In other words, in this scenario, you get to keep your intelligence, integrity, loyalty, and honesty, whereas any other politician in real life would be totally void of those qualities. Now, what is the first thing you’d do when you step foot in your office?

The problem is not our imaginary friend, it is our loyalty to it at the expense of our humanity. Keep your faith if it helps you through hard times, but never let it be an impediment to universality.

As if to prove his singular obsession with customer experience, Bezos placed an expensive bet, hitching Amazon’s Quidditch broom to the rising fantasy series Harry Potter. In July, author J. K. Rowling published the fourth book in the series, Harry Potter and the Goblet of Fire. Amazon offered a 40 percent discount on the book and express delivery so customers would get it on Saturday, July 8—the day the book was released—for the cost of regular delivery. Amazon lost a few dollars on each of about 255,000 orders, just the kind of money-losing gambit that frustrated Wall Street. But Bezos refused to see it as anything other than a move to build customer loyalty. “That either-or mentality, that if you are doing something good for customers it must be bad for shareholders, is very amateurish,” he said in our interview that summer. The Harry Potter promotion unsettled even the executives working on it. “I was thinking, Holy shit, this is a lot of money,” says Lyn Blake, the Amazon executive in charge of books at the time. She was later inclined to admit that Bezos was right. “We were able to assess all the good press and heard all these stories from people who were meeting their deliverymen at their front doors. And we got these testimonials back from drivers. It was the best day of their lives.” Amazon was mentioned in some seven hundred stories about the new Harry Potter novel in June and July that year.

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By favoring loyalty over ability, the tradition of inherited leadership discourages merit-based advancements and limits opportunities for capable individuals who lack influential connections. This dynamic often shifts the focus of leaders toward safeguarding their positions rather than achieving meaningful outcomes. When leadership is treated as a privilege to be passed down rather than a responsibility to be earned, accountability to the community often takes a back seat. In such environments, maintaining existing power structures becomes the priority—frequently at the expense of progress, innovation, and long-term organizational growth.

Dayna emphasized that the main challenge for companies deciding whether to adopt biomimetic solutions hinges on value generation. Profit is usually the only metric that is used, and while she recognizes the tremendous potential for profit offered by biomimicry, she stressed that there are also highly valuable, albeit less easily measured, benefits for companies that adopt biomimicry into their practices. Employees see real purpose and personal mission in their work. It creates passion, loyalty, creativity, and team building. Biomimetic product development starts from a nontoxic, nonharmful stance. Rather than designing for end effect and then compensating for toxicity and waste management, it also saves adopters considerable money on increasingly arduous and expensive environmental regulations-and future remediation liability.

As Arnold had demonstrated, the real enemy was not Great Britain, but those Americans who sought to undercut their fellow citizens’ commitment to one another. Whether it was Joseph Reed’s willingness to promote his state’s interests at the expense of what was best for the country as a whole or Arnold’s decision to sell his loyalty to the highest bidder, the greatest danger to America’s future came from self-serving opportunism masquerading as patriotism.

This was a real revolution: the people did seize power, but they exercised that power at the expense of others—loyalists, pacifists, merchants, Indians, slaves—who, although certainly people, were not perceived to be a part of the whole. This was, after all, a war. It would not be the last time Americans sacrificed notions of liberty and equality in the name of the general good. Frontier vigilantism, night-riding in the South, the internment of Americans of Japanese descent during World War II, red-baiting in the 1950s—these extreme manifestations of majoritarian rule did not violate our beginnings but reflected them. However crude, they echoed the tarring and feathering, the forced administration of loyalty oaths, and the general subjugation of unpopular minorities which characterized the American Revolution.

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