Loyalty Programs Quotes

That’s why you never hear politicians talking about ‘citizens,’ it’s all ‘taxpayers,’ as though the salient fact of your relationship to the state is how much you pay. Like the state was a business and citizenship was a loyalty program that rewarded you for your custom with roads and health care. Zottas cooked the process so they get all the money and own the political process, pay as much or as little tax as they want. Sure, they pay most of the tax, because they’ve built a set of rules that gives them most of the money. Talking about ‘taxpayers’ means that the state’s debt is to rich dudes, and anything it gives to kids or old people or sick people or disabled people is charity we should be grateful for, since none of those people are paying tax that justifies their rewards from Government Inc.

As a rule, white abolitionists either defended the industrial capitalists or expressed no conscious class loyalty at all. This unquestioning acceptance of the capitalist economic system was evident in the program of the women’s rights movement as well. If most abolitionists viewed slavery as a nasty blemish which needed to be eliminated, most women’s righters viewed male supremacy in a similar manner—as an immoral flaw in their otherwise acceptable society. The leaders of the women’s rights movement did not suspect that the enslavement of Black people in the South, the economic exploitation of Northern workers and the social oppression of women might be systematically related. Within

That’s why you never hear politicians talking about ‘citizens,’ it’s all ‘taxpayers,’ as though the salient fact of your relationship to the state is how much you pay. Like the state was a business and citizenship was a loyalty program that rewarded you for your custom with roads and health care.

In contrast to those Hillary Clinton corresponded with, the author did not have the appropriate clearance or a legitimate need to know the information, which included notes of discussions with President Obama about very sensitive programs.

we know intuitively and from experience that we work better in a complex interdependent task with someone we know and trust, but we are not prepared to spend the effort, time, and money to ensure that such relationships are built. We value such relationships when they are built as part of the work itself, as in military operations where soldiers form intense personal relationships with their buddies. We admire the loyalty to each other and the heroism that is displayed on behalf of someone with whom one has a relationship, but when we see such deep relationships in a business organization, we consider it unusual. And programs for team building are often the first things cut in the budget when cost issues arise. The

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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.

Liberals stand up for victims of oppression and exclusion. They fight to break down arbitrary barriers (such as those based on race, and more recently on sexual orientation). But their zeal to help victims, combined with their low scores on the Loyalty, Authority, and Sanctity foundations, often lead them to push for changes that weaken groups, traditions, institutions, and moral capital. For example, the urge to help the inner-city poor led to welfare programs in the 1960s that reduced the value of marriage, increased out-of-wedlock births, and weakened African American families.72 The urge to empower students by giving them the right to sue their teachers and schools in the 1970s has eroded authority and moral capital in schools, creating disorderly environments that harm the poor above all.73 The urge to help Hispanic immigrants in the 1980s led to multicultural education programs that emphasized the differences among Americans rather than their shared values and identity. Emphasizing differences makes many people more racist, not less.

Liberals stand up for victims of oppression and exclusion. They fight to break down arbitrary barriers (such as those based on race, and more recently on sexual orientation). But their zeal to help victims, combined with their low scores on the Loyalty, Authority, and Sanctity foundations, often lead them to push for changes that weaken groups, traditions, institutions, and moral capital. For example, the urge to help the inner-city poor led to welfare programs in the 1960s that reduced the value of marriage, increased out-of-wedlock births, and weakened African American families.72 The urge to empower students by giving them the right to sue their teachers and schools in the 1970s has eroded authority and moral capital in schools, creating disorderly environments that harm the poor above all.73 The urge to help Hispanic immigrants in the 1980s led to multicultural education programs that emphasized the differences among Americans rather than their shared values and identity. Emphasizing differences makes many people more racist, not less.74 On issue after issue, it’s as though liberals are trying to help a subset of bees (which really does need help) even if doing so damages the hive. Such “reforms” may lower the overall welfare of a society, and sometimes they even hurt the very victims liberals were trying to help.

humanitarian grounds, failed to understand that the rapidly developing capitalism of the North was also an oppressive system. They viewed slavery as a detestable and inhuman institution, an archaic transgression of justice. But they did not recognize that the white worker in the North, his or her status as “free” laborer notwithstanding, was no different from the enslaved “worker” in the South: both were victims of economic exploitation. As militant as William Lloyd Garrison is supposed to have been, he was vehemently against wage laborers’ right to organize. The inaugural issue of the Liberator included an article denouncing the efforts of Boston workers to form a political party: An attempt has been made—it is still in the making—we regret to say—to inflame the minds of our working classes against the more opulent, and to persuade men that they are condemned and oppressed by a wealthy aristocracy … It is in the highest degree criminal, therefore, to exasperate our mechanics to deeds of violence or to array them under a party banner.58 As a rule, white abolitionists either defended the industrial capitalists or expressed no conscious class loyalty at all. This unquestioning acceptance of the capitalist economic system was evident in the program of the women’s rights movement as well. If most abolitionists viewed slavery as a nasty blemish which needed to be eliminated, most women’s righters viewed male supremacy in a similar manner—as an immoral flaw in their otherwise acceptable society. The leaders of the women’s rights movement did not suspect that the enslavement of Black people in the South, the economic exploitation of Northern workers and the social oppression of women might be systematically related. Within the early women’s movement, little was said about white working people—not even about white women workers. Though many of the women were supporters of the abolitionist campaign, they failed to integrate their anti-slavery consciousness into their analysis of women’s oppression.

Since emotions have to be programmed into robots from the outside, manufacturers may offer a menu of emotions carefully chosen on the basis of whether they are necessary, useful, or will increase bonding with the owner. In all likelihood, robots will be programmed to have only a few human emotions, depending on the situation. Perhaps the emotion most valued by the robot’s owner will be loyalty. One wants a robot that faithfully carries out its commands without complaints, that understands the needs of the master and anticipates them. The last thing an owner will want is a robot with an attitude, one that talks back, criticizes people, and whines. Helpful criticisms are important, but they must be made in a constructive, tactful way. Also, if humans give it conflicting commands, the robot should know to ignore all of them except those coming from its owner. Empathy will be another emotion that will be valued by the owner. Robots that have empathy will understand the problems of others and will come to their aid. By interpreting facial movements and listening to tone of voice, robots will be able to identify when a person is in distress and will provide assistance when possible. Strangely, fear is another emotion that is desirable. Evolution gave us the feeling of fear for a reason, to avoid certain things that are dangerous to us. Even though robots will be made of steel, they should fear certain things that can damage them, like falling off tall buildings or entering a raging fire. A totally fearless robot is a useless one if it destroys itself. But certain emotions may have to be deleted, forbidden, or highly regulated, such as anger. Given that robots could be built to have great physical strength, an angry robot could create tremendous problems in the home and workplace. Anger could get in the way of its duties and cause great damage to property. (The original evolutionary purpose of anger was to show our dissatisfaction. This can be done in a rational, dispassionate way, without getting angry.) Another emotion that should be deleted is the desire to be in command. A bossy robot will only make trouble and might challenge the judgment and wishes of the owner. (This point will also be important later, when we discuss whether robots will one day take over from humans.) Hence the robot will have to defer to the wishes of the owner, even if this may not be the best path. But perhaps the most difficult emotion to convey is humor, which is a glue that can bond total strangers together. A simple joke can defuse a tense situation or inflame it. The basic mechanics of humor are simple: they involve a punch line that is unanticipated. But the subtleties of humor can be enormous. In fact, we often size up other people on the basis of how they react to certain jokes. If humans use humor as a gauge to measure other humans, then one can appreciate the difficulty of creating a robot that can tell if a joke is funny or not.

And there was a deeper, less visible effect of the Truman loyalty program. Seeing its consequences for certain individuals and fearing its intrusion on their own lives, many in the government sought protection by strongly asserting their anti-Communism. In the public action that ensued, policy was based not on reality but, instinctively or deliberately, on personal caution...Those who urged a militant and sometimes military anti-Communism were considered sound, trustworthy and personally safe; those who questioned such a course were politically unsafe, possible even slightly disloyal.

That’s not helping me,” I said. “That makes me feel bad, but it doesn’t change the legal analysis. I accept what you say about how important it is. Our job is to say what the law can support, and it can’t support the program as it is.

And then John Ashcroft did something that amazed me. He pushed himself up on the bed with his elbows. His tired eyes fixed upon the president’s men, and he gave Card and Gonzales a rapid-fire blast. He had been misled about the scope of the surveillance program, he said. He vented that he had long been denied the legal support he needed by their narrow “read-in” requirements. Then he said he had serious concerns about the legal basis for parts of the program now that he understood it. Spent, he fell back on his pillow, his breathing labored. “But that doesn’t matter now,” he said, “because I’m not the attorney general.” With a finger extended from his shaking left hand, he pointed at me. “There is the attorney general.

30% more of the workforce is satisfied when there’s even an informal recognition program in place. 75% of employees receiving at least monthly recognition (even if informal) are satisfied with their job. 79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving.

In contrast to those Hillary Clinton corresponded with, the author did not have the appropriate clearance or a legitimate need to know the information, which included notes of discussions with President Obama about very sensitive programs. Petraeus was the CIA director, for heaven’s sake—in charge of the nation’s secrets. He knew as well as anyone in government that what he did was wrong. He even allowed the woman to photograph key pages from classified documents. And then, as if to underscore that he knew he shouldn’t do what he did, he lied to FBI agents about what he had done.

Hotels' loyalty programs evolved, changed and made countless U-turns over the years, but a constant has surprisingly survived unscarred over the course of three decades: points.

Giving loyalty programs' members realistic goals and a transparent way to monitor their progress will make them buy more and more often.

Moving away from traditional hotel loyalty programs' model and offering a good mix of instant gratifications and long-term rewards based on the guest type is crucial to creating sustainable and scalable programs. And if it is unlikely that the industry will ever entirely move away from the points-for-stay model, most hotel brands are already integrating guest experience, recognition and service personalization as part of their loyalty programs, realizing that the in-house financial value of their guests is as important as their stay frequency.

We even evaluated rebates and points-based programs similar to the airlines’, but there’s an important difference between airlines and retailers. Once a plane takes off, its empty seats have no value. Therefore, airlines, in exchange for loyalty, can give away marginal inventory that would otherwise go unsold. Whereas in retail, giving away either product or shipping fees always has a cost. None of the ideas made it very far because they could not meet the three essential criteria.

we may be programmed to build a loyalty to ideas in which we have invested time.

Your Last Will and Testament • Estate Plan • Name and Contact Information of Executor • Contact Information for Attorney and Accountant • Deeds and Titles for all Assets • Life Insurance Account Numbers and Contact Information • Bank Account Numbers and Contact Information • Retirement Accounts and Contact Information • Credit Card Accounts and Contact Information • List of Regular Bills, especially those on autopay • List of Mileage Accounts and Other Loyalty/Reward Programs • Comprehensive List of Passwords

a deeper connection means more engagement and more interactions. The spiral continues on and on—upward ever higher. However, many companies are missing out on the huge potential of this positive upward spiral because they are not focused enough on building positive loops of engagement to encourage it. Building a positive loop could mean, for example, creating a so-called network effect by bringing together large groups of participants with elements like a marketplace, social connections, and sticky services like loyalty programs. And there are many other ways to achieve such a network effect.

I’m in the witness protection program, WitSec.” She spoke in a low, sure tone, and all traces of alcohol were gone. “Stephanie isn’t my friend, not exactly. She’s my handler. She’s been helping me from a distance ever since I moved to New York.

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SCANDALS AND MISMANAGEMENT If Secretary Clinton’s political career had ended with her defeat for the Democratic presidential nomination in 2008, her skills as a manager would have been judged by her disorganized and drama-filled campaign for the presidency and her disastrous Health Care Task Force as First Lady. President Obama, who defeated her calamitously run campaign, should have been wary of nominating Clinton to a post that was responsible for tens of thousands of federal employees throughout the world. While her tenure in Foggy Bottom didn’t have the highly publicized backstabbing element that tarnished her presidential campaign, Secretary Clinton’s deficiencies as a manager were no less evident. There was one department within State that Secretary Clinton oversaw with great care: the Global Partnerships Initiative (GPI), which was run by long-time Clinton family aide Kris Balderston. Balderston was known in political circles for creating a “hit list” that ranked members of Congress based on loyalty to the Clintons during the 2008 presidential primaries.[434] Balderston was brought to Foggy Bottom to “keep the Clinton political network humming at State.”[435] He focused his efforts on connecting CEOs and business interests—all potential Clinton 2016 donors—to State Department public/private partnerships. Balderston worked alongside Clinton’s long-time aide Huma Abedin, who was given a “special government employee” waiver, allowing her to work both as Secretary Clinton’s deputy chief of staff, and for other private sector clients. With the arrangement, Abedin would serve as a consultant to the top Clinton allied firm, Teneo, in a role in which, as the New York Times reported, “the lines were blurred between Ms. Abedin’s work in the high echelons of one of the government’s most sensitive executive departments and her role as a Clinton family insider.”[436] Secretary Clinton and her allies have placed great emphasis on the secretary of state’s historic role in promoting American business interests overseas, dubbing the effort “economic statecraft.”[437] The efforts of the GPI, Abedin, and Balderston ensured that Secretary Clinton’s “economic statecraft” agenda would be rife with the potential for conflicts of interest reminiscent of the favor-trading scandals that emanated from her husband’s White House. While the political office and donor maintenance program was managed with extreme meticulousness, Secretary Clinton ignored her role as manager of the rest of the sprawling government agency.[438] When it came to these more mundane tasks, Secretary Clinton was not on top of what was really going on in the department she ran. While Secretary Clinton was preoccupied with being filmed and photographed all around the world, the State Department was plagued by chronic management problems and scandals, from visa programs to security contractors. And when Secretary Clinton did weigh in on management issues, it was almost always after a raft of bad press forced her to, and not from any proactive steps she took. In fact, she and her department’s first reaction in certain instances was to silence critics or intimidate whistleblowers, rather than get to the bottom of what was actually going on. The events that unfolded in Benghazi were the worst example of Secretary Clinton neglecting her managerial responsibilities. This pattern of behavior, which led to the tragedy, was characteristic of her management style throughout her four years at Foggy Bottom. “Economic Statecraft” A big part of Secretary Clinton’s record-breaking travel—112 countries visited—was her work as a salesperson for select U.S. business interests.[439] Today, her supporters would have us believe her “economic statecraft” agenda was a major accomplishment.[440] Yet, as always seems to be the case with the Clintons, there was one family that benefited more than any other from all this economic statecraft—the Clinton family.

So what is the Membership Economy? Some say it’s all about subscriptions. Others say it’s about community and communication. Still others say it’s about belonging. Some say it’s been around forever, in associations, loyalty programs, and gyms. I think the Membership Economy is all these things.

the Liberal Party shouting for elaborate new shelters, educational and medical facilities, training and rehabilitation centers, without actually detailing a plan for how such programs would be funded. The Conservative Party gleefully cut the budgets of what programs were already in place, then made staunch speeches on the quality of life and family. Still,

When companies pay customers to try out their products and services, it’s a customer acquisition program. When companies invest in activities that increase customers’ willingness to pay a premium price, then they have a loyalty program.

Kennedy’s influence was cut short by the assassination, but he weighed in with a memo to LBJ. The problem, Kennedy explained on January 16, was that “most federal programs are directed at only a single aspect of the problem. They are sometimes competitive and frequently aimed at only a temporary solution or provide for only a minimum level of subsistence. These programs are always planned for the poor—not with the poor.” Kennedy’s solution was a new cabinet-level committee to coordinate comprehensive, local programs that “[involve] the cooperation of the poor” Kennedy listed six cities where local “coordinating mechanisms” were strong enough that pilot programs might be operational by fall. “In my judgment,” he added prophetically, “the anti-poverty program could actually retard the solution of these problems, unless we use the basic approach outlined above.” If there was such a thing as a “classical” vision of community action, Kennedy’s memo was its epitaph. On February 1, while Kennedy was in East Asia, Johnson appointed Sargent Shriver to head the war on poverty. It was an important signal that the president would be running the program his way, not Bobby’s. It was also a canny personal slap at RFK—who, according to Ted Sorensen, had “seriously consider[ed] heading” the antipoverty effort. Viewed in this light, Johnson’s choice of Shriver was particularly shrewd. Not only was Shriver hardworking and dynamic—a great salesman—but he was a Kennedy in-law, married to Bobby’s sister Eunice. In Kennedy family photos Shriver stood barrel-chested and beaming, a member of the inner circle, every bit as vigorous, handsome, Catholic, and aristocratic as the rest. By placing Shriver at the helm of the war on poverty, Johnson demonstrated his fealty to the dead president. But LBJ and Bobby both understood that Shriver was very much his own man. After the assassination Shriver signaled his independence from the Kennedys by slipping the new president a note card delineating “What Bobby Thinks.” In 1964, Shriver’s status as a quasi-Kennedy made him Bobby’s rival for the vice presidency, but even before then their relationship was hardly fraternal. Within the Kennedy family Shriver was gently mocked. His liberalism on civil rights earned him the monikers “Boy Scout,” “house Communist,” and “too-liberal in-law.” Bobby’s unease was returned in kind. “Believe me,” RFK’s Senate aide Adam Walinsky observed, “Sarge was no close pal brother-in-law and he wasn’t giving Robert Kennedy any extra breaks.” If Shriver’s loyalty was divided, it was split between Johnson and himself, not Johnson and Kennedy.

I remember a fierce debate that my father and Gilleduff had one afternoon sittin’ over the roast at the long booley table. They were talkin’ of King Henry the Eighth’s “Surrender and Regrant” program, a topic of unrivaled possibility for disagreement—a rare bounty for two men who’d give their right arms for a good argument. “Most of the other chieftains in Connaught have succumbed already,” said Gilleduff, and Henry calls himself ‘King of Ireland.’” “King Henry is a buffoon,” Owen snapped. “He could’ve been a great man, comin’ as he did from good Welsh stock, but he’s so addled with women he has no time for important things.” “The way I see it,” Gilleduff said, “is that England—no matter how bloody or ignorant its king—will conquer Ireland in the end, for one reason and one reason alone.” “And what is that?” demanded my father. “Centralized government. Loyalty from all—or most—of the great lords of the land to one ruler. What have we got here? A hundred chieftains who think of themselves as the ‘High King’ of a valley, four hills, and a lake. And every one of ’em, ’cept you and me, are murderin’ and thievin’ and pillagin’ one another year after bloody year. We’ve weakened ourselves so miserably, it’s no wonder that when the chiefs are offered the English titles, they take ’em.

Apple Pay also lacks a loyalty-rewards program, which has been key to the success of one of the world's most popular payment apps: Starbucks, which racks up 6 million transactions per week, or 15% of the coffee chain's total. And of course, even

The amateur asserts that principles, rather than interest, ought to be both the end and the motive of political action,” Wilson writes. Far from taking a detached attitude, the amateur “sees each battle as a ‘crisis,’ and each victory as a triumph and each loss as a defeat for a cause.”10 The choice of candidates and leaders, for the amateur, should be based on their commitment to principles and policies rather than on personal loyalty or party label or parochial advantage. Parties, rather than being “neutral agents” to mobilize majorities and gain power, should be “the sources of program and the agents of social change.

The book Proofs of a Conspiracy Against all the Religions and Governments of Europe by Professor John Robison (1798) sums up Weishaupt’s Illuminist program, as follows: “In the lodges, death was declared eternal sleep; patriotism and loyalty were called narrow-minded prejudices incompatible with benevolence. They meant to abolish laws which protected property accumulated by long-continued and successful industry; and to prevent future accumulations... they intended to root out all religion and ordinary morality... to break the bonds of domestic life by destroying veneration for marriage vows, and by taking the education of children out of the hands of parents.” Thanks to the organizational skills of Baron Adolph Freiherr of Knigge and the help of several Freemasons that did not find the action they were hoping for within their lodge, Weishaupt’s Illuminati became the secret rulers of Bavaria and its surrounding states in less than five years. Later the head office was brought over to Frankfurt. Soon the German political stage was infiltrated by figureheads of the Illuminati who immediately started to reform the state government.

In practice Truman's loyalty program was careless of civil liberties. The very word "loyalty" was problematic, encouraging zealots to bring charges on vague and imprecise grounds. While employees had the right to hear of charges against them, accusers could withhold anything they designated as secret. Government workers did not have the right to know the identity of their accusers—often agents of the FBI—or to confront them in the hearings.

Truman knew that government employees deserved fair procedures and asserted that his loyalty program would provide them. But he nonetheless expanded an already flawed set of procedures and did nothing to stop other agencies of government from establishing even more arbitrary loyalty programs: the armed services were allowed to investigate civilian employees of defense contractors and to order firings without giving any account of the charges against the suspects.75 By mid-1952 Truman administration loyalty boards had investigated many thousands of employees, of whom around 1,200 were dismissed and another 6,000 resigned rather than undergo the indignities

The flow of the user experience is to give the end user something of value, build trust in the relationship and then engage in commerce once we’re comfortable with each other. The industrial ethic had the opposite approach. Its approach was to say, ‘Here’s this item and this is the price. So let’s transact. You buy something and if you buy it often enough I might reward you for your loyalty later on’. Airline frequency flyer programs operate in this way.

The paradox was that Roosevelt asked loyalty of a disenfranchised group of people—people like Ernie, who’d been stripped of their rights as Americans.

Cuomo decided to stick to his abortion guns and let the whole bill go down in flames. Tellingly, his decision occurred in the same legislative session in which he pushed a budget that cut funding for a successful program supporting low-income and teenage mothers.9 Cuomo let everyone know that his true loyalty was to abortion rights and not women’s equality. Many

This came into play recently in a partnership between an Australian supermarket and an auto insurance company. Combining data from the supermarket’s loyalty card program with auto claims information revealed interesting correlations. The data showed that people who buy red meat and milk are good car insurance risks while people who buy pasta and spirits and who fuel their cars at night are poor risks. Though this statistical relationship could be an indicator of risky behaviors (driving

Why do you try to get others to notice you, Adimar, when I’m the one who matters?” She stood up. “I’m the one who can fund your way to the top. I’ll help you overthrow the Lakotas and the Ghiblas. No more working for the Muslims. Christians won’t save you from other Christians. Your accounts are paid and closed.” “What are you?” “Your fucking guardian angel. Whatever. Now sit down. We need to talk.” As if something had clicked in his mind, “Get the fuck out of my apartment.” This was just a magic trick. A show. A test of loyalty. She cocked her head. “Really? I just handed you what you want on a silver platter and you’re kicking me out?” He raised his gun once more, coming to his senses. “Dude, that’s not going to work on me. Let me be upfront. I’m immortal.” “You’re no angel. Angels don’t help men like me.

The power of this kind of self-programming is indicated by a story about Sinan, the third successor to Hassan i Sabbah as ruler of the Order of Assassins. A visiting ambassador said that his king inspired fervent loyalty in his citizens. “You speak of fervor?” said Sinan. “Watch this!” And he spoke to the nearest guard on the wall of the fortress where this conversation was occurring. Without a word of protest, or a moment of hesitation, the guard threw himself from the wall, over the cliff, into the abyss below. “That is fervor,” said Sinan calmly. And that was the result of the backdoor to Eden that Hassan i Sabbah opened with the keys of sex and hashish.

It is therefore pertinent to consider not only the bad side of government – which Americans can easily recognise – but also the good. For American conservatives are in danger of appearing as though they had no positive idea of government at all, and were in the business simply of opposing all new federal programs, however necessary they may be to the future and security of the nation. Most of all, they seem to be losing sight of the truth that government is not only natural to the human condition, but an expression of those extended loyalties over time, which bind generation to generation in a relation of mutual commitment.

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Much like GM and GE, Kodak had a fair employment policy in place by the 1960s and had laid out is own Plan for Progress, which included a commitment to “hold discussions with the employment interviewers in the various division to remind them: that “such things as race, creed, color, or national origin” are neither to “help nor hinder in getting a job at Kodak.” Yet for blacks trying to work and move up at the company, these assurances didn’t mesh with their own experiences. Some of this was a consequence of blacks being poorly educated, especially those who had relocated to Rochester from the rural South. In the company’s eyes, the simply weren’t qualified. “We don’t grow many peanuts in Eastman Kodak,” Monroe Dill, Kodak’s industrial relations director said in 1963, adding that the company would start to recruit more from all-black colleges so as to not keep “discriminating by omission.” But there was also plenty of discrimination by commission, as individual Kodak managers used their discretion to hire whomever they liked and cast off whomever they didn’t. “They would say it blatant, like, 'We don't have any colored jobs,"" recalled Clarence Ingram, who served as general manager of the Rochester Business Opportunities Corporation, an entity formed after the '64 riots to support minority businesses. "They would tell you that." Apparently, they told a lot of blacks that. In 1964, only about 600 African Americans worked for Kodak in Rochester. less than 2 percent of the 33,000 employees based there. Determined to remedy this was FIGHT, which was led by Franklin Delano Roosevelt Florence, the thirty-one-year-old pastor of the Reynolds Street Church of Christ, a stocky, hard-charging, charismatic man, who called Malcolm X a friend. On September 2, 1966, a delegation of sixteen from FIGHT walked into Kodak's executive suite. Florence, sporting a Black Power button in his lapel, said he wanted to see "the top man." Before he knew it, the minister and his retinue were sitting in front of three top men: Kodak chairman Albert Chapman, president William Vaughn, and executive vice president Louis Eilers. Florence told them about the harshness of life in Rochester's black ghetto and said he wanted Kodak to start a training program for people who normally wouldn't be recruited into the company. Florence braced himself, expecting Kodak to resist. But Vaughn listened carefully and then asked Florence to submit a more specific proposal. Two weeks later, he did. Calling FIGHT " the only mass based organization of poor people and near poor people in the Rochester area," Florence requested that Kodak train 500 to 600 men and women over eighteen months. FIGHT also wanted direct involvement in the process; the group would "recruit and counsel trainees and offer advice, consultation, and assistance.

Amazon Prime led to the combination of a loyalty program and a convenience for customers as well as a huge source of customer data.

Its official platform, the so-called Erfurt Program, adopted in 1891, contended that the interests of the “bourgeois” state and the working class were irreconcilable and that, accordingly, workers had no stake in their nation: they owed loyalty only to their class. It reaffirmed the international unity of labor and the imminence of a revolution that would crush capitalism and the bourgeoisie around the globe.

Despite their differences, all of these programs share a common foundation: confrontation of the painful realities of life and symbolic transformation through communal action. Love and hate, aggression and surrender, loyalty and betrayal are the stuff of theater and the stuff of trauma. As a culture we are trained to cut ourselves off from the truth of what we’re feeling.

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The quality of organizational leadership, culture, and strategy determine competitive advantage and customer loyalty. This is the source of shareholder value.

Kesetiaan itu mahal harganya, kadang uang aja nggak cukup. To gain their loyalty you need to get their heart first.

After three months in the class trainees circulated wearily around the trading floor for two months more. Then they went to work. All the while there was a hidden agenda: to Salomonize the trainee. The trainee was made to understand, first, that inside Salomon Brothers he was, as a trader once described us, lower than whale shit on the bottom of the ocean floor and, second, that lying under whale shit at Salomon Brothers was like rolling in clover compared with not being at Salomon at all. In the short term the brainwashing nearly worked. (In the long term it didn’t. For people to accept the yoke, they must believe they have no choice. As we shall see, we newcomers had both an exalted sense of our market value and no permanent loyalties.) A few investment banks had training programs, but with the possible exception of Goldman Sachs’s, none was so replete with firm propaganda.

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