Manager Praise Quotes

Life was not easy, nor was it happy, but she did not expect life to be easy, and, if it was not happy, that was woman's lot. It was a man's world, and she accepted it as such. The man owned the property, and the woman managed it. The man took credit for the management, and the woman praised his cleverness. The man roared like a bull when a splinter was in his finger, and the woman muffled the moans of childbirth, lest she disturb him. Men were rough of speech and often drunk. Women ignored the lapses of speech and put the drunkards to bed without bitter words. Men were rude and outspoken, women were always kind, gracious and forgiving.

Secret #2 : One Minute Praising Help People to Reach Their Full Potential. Catch Them Doing Something Right

Isn't it a riddle . . . and awe-inspiring, that everything is so beautiful? Despite the horror. Lately I've noticed something grand and mysterious peering through my sheer joy in all that is beautiful, a sense of its creator . . . Only man can be truly ugly, because he has the free will to estrange himself from this song of praise. It often seems that he'll manage to drown out this hymn with his cannon thunder, curses and blasphemy. But during this past spring it has dawned upon me that he won't be able to do this. And so I want to try and throw myself on the side of the victor.

Will someone fucking tell me how that fucking lucky bastard managed to catch the best cook in Kentucky who actually wants to wait on him hand and foot, is rich as shit, has the best tits I’ve ever seen, and from the sounds coming from downstairs, is fucking his brains out?” Lucky gave praise to the one responsible. “I give thanks every day for her.” Shade gave him an unnerving grin. “You’re welcome.

From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?

Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.

Ellen's life was not easy, nor was it happy, but she did not expect life to be easy, and, if it was not happy, that was woman's lot. It was a man's world, and she accepted it as such. The man owned the property, and the woman managed it. The man took credit for the management, and the woman praised his cleverness. The man roared like a bull when a splinter was in his finger, and the woman muffled the moans of childbirth, lest she disturb him. Men were rough of speech and often drunk. Women ignored the lapses of speech and put the drunkards to bed without bitter words. Men were rude and outspoken, women were always kind, gracious and forgiving.

Praise by name, criticize by category

71. Rare Things-- A son-in-law who's praised by his wife's father. Likewise, a wife who's loved by her mother-in-law. A pair of silver tweezers that can actually pull out hairs properly. A retainer who doesn't speak ill of his master. A person who is without a single quirk. Someone who's superior in both appearance and character, and who's remained utterly blameless throughout his long dealings with the world. You never find an instance of two people living together who continue to be overawed by each other's excellence and always treat each other with scrupulous care and respect, so such a relationship is obviously a great rarity. Copying out a tale or a volume of poems without smearing any ink on the book you're copying from. If you're copying it from some beautiful bound book, you try to take immense care, but somehow you always manage to get ink on it. Two women, let alone a man and a woman, who vow themselves to each other forever, and actually manage to remain on good terms to the end.

The One Minute Manager by Ken Blanchard and Spencer Johnson. I still give The One Minute Manager to every person I promote. It’s an amazing resource, in particular on how to give feedback. My biggest takeaways were: Criticize the behavior, not the person. Praise in public; criticize in private. Praise with emotion, criticize without emotion.

Christianity grasped perfectly that there is an element in the apparent contingency of love that can’t be reduced to that contingency. But it immediately raised it to the level of transcendence, and that is the root of the problem. This universal element I too recognize in love as immanent. But Christianity has somehow managed to elevate it and refocus it onto a transcendent power. It’s an ideal that was already partly present in Plato, through the idea of the Good. It is a brilliant first manipulation of the power of love and one we must now bring back to earth. I mean we must demonstrate that love really does have universal power, but that it is simply the opportunity we are given to enjoy a positive, creative, affirmative experience of difference. The Other, no doubt, but without the “Almighty-Other”, without the “Great Other” of transcendence.

It's very easy to resist men, isn't it? But managing to pick the right one -- that is truly worthy of praise.

Gallup found that the key drivers of productivity for employees include whether they feel cared for by a supervisor or someone at work; whether they have received recognition or praise during the past seven days; and whether someone at work regularly encourages their development. Put another way, the ability to communicate consistently positive energy lies at the heart of effective management.

Praise is underused and underappreciated as a management tool.

I believe that getting stuck is often an essential part of the creative process. And when we are stuck—if we have managed to escape the heave and rush of the world, if we have managed to secure solitude and quiet and space without time—then our minds can roam and explore and invent in unfettered freedom. But too often we dread being stuck. Especially our students and young people. We believe that if we are stuck we are failed. On the contrary, we should welcome getting stuck. We should embrace getting stuck. That's when discovery begins.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

It was a man’s world, and she accepted it as such. The man owned the property, and the woman managed it. The man took the credit for the management, and the woman praised his cleverness. The man roared like a bull when a splinter was in his finger, and the woman muffled the moans of childbirth, lest she disturb him. Men were rough of speech and often drunk. Women ignored the lapses of speech and put the drunkards to bed without bitter words. Men were rude and outspoken, women were always kind, gracious and forgiving.

Praise for More Happy Than Not “A beautiful debut novel [that] manages a delicate knitting of class politics through an ambitious narrative about sexual identity and connection that considers the heavy weight and constructive value of traumatic memory . . . Aaron’s

Isn't it a tremendous enigma and, if we know the reason, almost frightening, that everything is so beautiful? In spite of all the terrible things that are going on. A great unknown has burst into my simple enjoyment of things beautiful, a faint vision of their creator, whom the innocent, created beings glorify with their beauty. Only man can be ugly. Being endowed with free will, he can seclude himself from the glorification. These days one might often think that man would manage to drown out this song of praise with his roaring cannons, with swearing and blaspheming. And yet - this dawned on me last spring - he cannot. And I will try to take the victors' side.

Some men, by dint of excessive egotism, manage to persuade their contemporaries that they are very great men indeed: they publish their acquirements so loudly in people’s ears, and keep up their own praises so incessantly, that the world’s applause is actually taken by storm.

When you manage people, figure out what your employees need from you in order for them to be their most successful selves. Some folks need praise, some folks need criticism, some folks need structure. Some folks just need small talk, knowing you care, and that’s it. It’ll be different for each person.

by the meditation teacher Joseph Goldstein: whenever a generous impulse arises in your mind—to give money, check in on a friend, send an email praising someone’s work—act on the impulse right away, rather than putting it off until later. When we fail to act on such urges, it’s rarely out of mean-spiritedness, or because we have second thoughts about whether the prospective recipient deserves it. More often, it’s because of some attitude stemming from our efforts to feel in control of our time. We tell ourselves we’ll turn to it when our urgent work is out of the way, or when we have enough spare time to do it really well; or that we ought first to spend a bit longer researching the best recipients for our charitable donations before making any, et cetera.

It was a man’s world, and she accepted it as such. The man owned the property, and the woman managed it. The man took the credit for the management, and the woman praised his cleverness. The man roared like a bull when a splinter was in his finger, and the woman muffled the moans of childbirth, lest she disturb him.

Only a writer "with Bennett's craft and brass could manage to praise and insult his readers at the same time.

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

A man is always a little shamefaced on his wedding day, like a fox caught in a baited trap, ensnared because his greed overcame his better judgment. The menfolk laughed at Charlie that spring day, and said he was caught for sure now. As the bride, I was praised and fussed over, as if I had won a prize or done something marvelous that no one ever did before, and I could not help feeling pleased and clever that I had managed to turn myself from an ordinary girl into a shining bride. Now I think it is a dirty lie. The man is the one who is winning the game that day, though they always pretend they are not, and the poor girl bride is led into a trap of hard work and harsh words, the ripping of childbirth and the drubbing of her man's fists. It is the end of being young, but no one tells her so. Instead they make over her, and tell her how lucky she is. I wonder do slaves get dressed up in finery on the day they are sold.

In an early study on power and management, supervisors who felt powerless used more coercive power — threats of punishment or even being fired — when dealing with a “problem worker,” whereas supervisors who felt powerful used more personal persuasion approaches, such as praise or admonishment.26 In another study, managers who felt powerless were more ego-defensive, causing them to solicit less input. In fact, managers who felt powerless judged employees who voiced opinions more negatively.27

The conception of duty, speaking historically, has been a means used by the holders of power to induce others to live for the interests of their masters rather than for their own. Of course the holders of power conceal this fact from themselves by managing to believe that their interests are identical with the larger interests of humanity. Sometimes this is true; Athenian slave owners, for instance, employed part of their leisure in making a permanent contribution to civilization which would have been impossible under a just economic system. Leisure is essential to civilization, and in former times leisure for the few was only rendered possible by the labors of the many. But their labors were valuable, not because work is good, but because leisure is good. And

And what about all the other Anagnostides in the world? They´ve managed pretty well up to now; they have children, and even grandchildren. God makes them deaf and blind and they say: ´God be praised!´They feel at home in their misery. So let them be and say nothing.

O the sad frugality of the middle-income mind. O the humorless neatness of an intellectuality which buys mass-produced candlesticks and carefully puts one at each end of every philosophical mantlepiece! How far it lies from the playfulness of Him who composed such odd and needless variations on the themes of leaf and backbone, eye and nose! A thousand praises that it has only lately managed to lay its cold hand on the wines, the sauces, and the cheeses of the world! A hymn of thanksgiving that it could not reach into the depths of the sea to clamp its grim simplicities over the creatures that swim luminously in the dark! A shout of rejoicing for the fish who wears his eyeballs at the ends of long stalks, and for the jubilant laughter of the God who holds him in life with a daily bravo at the bravura of his being!

Charlotte had not been the eldest of a large family without acquiring some skill in the management of male delinquencies and her method with her husband was ingenious. She consistently congratulated him on qualities that he did not possess in the hope that, flattered by her praise and approval, he would acquire them.

In his book Peace, Walter Brueggemann writes about this contrast between a theology of the “have-nots” versus a theology of the “haves.” The “have-nots” develop a theology of suffering and survival. The “haves” develop a theology of celebration. Those who live under suffering live “their lives aware of the acute precariousness of their situation.” Worship that arises out of suffering cries out for deliverance. “Their notion of themselves is that of a dependent people crying out for a vision of survival and salvation.” Lament is the language of suffering.6 Those who live in celebration “are concerned with questions of proper management and joyous celebration.” Instead of deliverance, they seek constancy and sustainability. “The well-off do not expect their faith to begin in a cry, but rather, in a song. They do not expect or need intrusion, but they rejoice in stability [and the] durability of a world and social order that have been beneficial to them.” Praise is the language of celebration.7

Wealth earned may disappear, beauty will fade, honor may recede and fame diminish; all that shall remain, is a soul that is humane within that would leave a trail in the thoughts of your loved ones;And even if that fails,your God in heaven above will never fail you or fail to rejoice in a life you've managed to live worthy of His praise.

Muslim scholars have clarified that two basic conditions must be fulfilled for the acceptance of righteous deeds. Firstly, the intention must be to perform those deeds for Allah’s sake alone, without any showing off or desire to gain praise or fame. Secondly, such deeds must be performed in accordance with the Sunnah of Allah’s Messenger (sa)

You have to be able to set consistent expectations for all your people, yet at the same time, treat each person differently. You have to be able to make each person feel as though he is in a role that uses his talents while simultaneously challenging him to grow. You have to care about each person, praise each person, and, if necessary, terminate a person you have cared about and praised.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

Did I hate the structure we were concocting? On some level, yes: it was a betrayal of everything we’d been taught in our former lives, and of all that we’d achieved. Was I proud of what we managed to accomplish, despite the limitations? Also, on some level, yes. Things are never simple. For a time I almost believed what I understood I was supposed to believe. I numbered myself among the faithful for the same reason that many in Gilead did: because it was less dangerous. What good is it to throw yourself in front of a steamroller out of moral principles and then be crushed flat like a sock emptied of its foot? Better to fade into the crowd, the piously praising, unctuous, hate-mongering crowd. Better to hurl rocks than to have them hurled at you. Or better for your chances of staying alive. They knew that so well, the architects of Gilead. Their kind has always known that.

The man owned the property, and the woman managed it. The man took the credit for the management, and the woman praised his cleverness. The man roared like a bull when a splinter was in his finger, and the woman muffled the moans of childbirth, lest she disturb him. Men were rough of speech and often drunk. Women ignored the lapses of speech and put the drunkards to bed without bitter words. Men were rude and outspoken, women were always kind, gracious and forgiving.

Let us, in good psychiatric fashion, look at the facts. In the last one hundred years we, in the Western world, have created a greater material wealth than any other society in the history of the human race. Yet we have managed to kill off millions of our population in an arrangement which we call “war.” Aside from smaller wars, we had larger ones in 1870, 1914 and 1939. During these wars, every participant firmly believed that he was fighting in his self-defense, for his honor, or that he was backed up by God. The groups with whom one is at war are, often from one day to the next, looked upon as cruel, irrational fiends, whom one must defeat to save the world from evil. But a few years after the mutual slaughter is over, the enemies of yesterday are our friends, the friends of yesterday our enemies, and again in full seriousness we begin to paint them with appropriate colors of black and white. At this moment, in the year 1955, we are prepared for a mass slaughter which would, if it came to pass, surpass any slaughter the human race has arranged so far. One of the greatest discoveries in the field of natural science is prepared for this purpose. Everybody is looking with a mixture of confidence and apprehension to the “statesmen” of the various peoples, ready to heap all praise on them if they “succeed in avoiding a war,” and ignoring the fact that it is only these very statesmen who ever cause a war, usually not even through their bad intentions, but by their unreasonable mismanagement of the affairs entrusted to them. In these outbursts of destructiveness and paranoid suspicion, however, we are not behaving differently from what the civilized part of mankind has done in the last three thousand years of history.

Pakistani media coverage of the military should also be read within the context of the army’s management of knowledge about the institution and its role in managing security and domestic affairs of the state. While in recent years many commentators have praised Pakistan’s press for its relative freedom, self-censorship is still very common, as is deference to the army’s preferred narratives. The intelligence agencies’ willingness to use lethal methods against intransigent journalists and other domestic critics has repeatedly earned Pakistan the dubious distinction of being one of the most dangerous places in the world for journalists (Committee to Protect Journalists 2011).

Endless praise sounds false. They see through it. A central component of the manager-player relationship is that you have to make them take responsibility for their own actions, their own mistakes, their performance level, and finally the result. We were all in the results industry. Sometimes a scabby win would mean more to us than a 6-0 victory with a goal featuring 25 passes. The bottom line was always that Manchester United had to be victorious. That winning culture could be maintained only if I told a player what I thought about his performance in a climate of honesty. And yes, sometimes I would be forceful and aggressive. I would tell a player what the club demanded of them.

Homer is universally allowed to have had the greatest Invention of any writer whatever. The praise of judgment Virgil has justly contested with him, and others may have their pretensions as to particular excellencies; but his invention remains yet unrivalled. Nor is it a wonder if he has ever been acknowledged the greatest of poets, who most excelled in that which is the very foundation of poetry. It is the invention that in different degrees distinguishes all great geniuses: the utmost stretch of human study, learning, and industry, which masters everything besides, can never attain to this. It furnishes Art with all her materials, and without it, judgment itself can at best but steal wisely: for Art is only like a prudent steward, that lives on managing the riches of Nature. Whatever praises may be given to works of judgment, there is not even a single beauty in them but is owing to the invention: as in the most regular gardens, however Art may carry the greatest appearance, there is not a plant or flower but is the gift of Nature. The first can only reduce the beauties of the latter into a more obvious figure, which the common eye may better take in, and is therefore more entertained with them. And perhaps the reason why most critics are inclined to prefer a judicious and methodical genius to a great and fruitful one, is, because they find it easier for themselves to pursue their observations through an uniform and bounded walk of Art, than to comprehend the vast and various extent of Nature.

Thinking about publishing something before you’d written it was like the classic Aesop fable of the milkmaid who imagines spending all the money she’ll earn from selling her milk, even as she carries that milk to market, the distraction of which causes her to trip and spill it, thereby ending all of her visions of acclaim, praise, and self-worth. Such people, Anna thought, did not deserve to cry over their spilt milk, but they cried anyway. They cried a lot. Through Jake she had met so many unpublished writers, and they were bitter people, but the irony was that they remained bitter even if they did manage to publish. Now they were just bitter about other things: reviews and marketing attention from their publishers, invitations to festivals, places at colonies like the one she’d visited a year and a half earlier, all of the magic fairy dust that a few books and authors received, and most books and authors did not.

Suppose someone—say Mr. Henry Ford—finds out a way of making motor-cars so cheaply that no one else can compete, with the result that all the other firms engaged in making cars go bankrupt. In order to arrive at the cost to the community of one of the new cheap cars, one must add, to what Mr. Ford would have to pay, the proper proportion of all the now useless plant belonging to other firms, and of the cost of rearing and educating those workers and managers previously employed by other firms but now out of work. (Some will obtain employment with Mr. Ford, but probably not all, since the new process is cheaper, and therefore requires less labour.) There may well also be other expenses to the community —labour disputes, strikes, riots, extra police, trials and imprisonments. When all these items are taken into account, it may well be found that the cost of the new cars to the community is, at first, considerably greater than that of the old ones. Now it is the cost to the community which determines what is socially advantageous, while it is the cost to the individual manufacturer which determines, in our system, what takes place.

Wiser and more capable men than I shall ever be have put their findings before you, findings so rich and so full of anger, serenity, murder, healing, truth, and love that it seems incredible the world were not destroyed and fulfilled in the instant, but you are too much for them: the weak in courage are strong in cunning; and one by one, you have absorbed and have captured and dishonored, and have distilled of your deliverers the most ruinous of all your poisons; people hear Beethoven in concert halls, or over a bridge game, or to relax; Cézannes are hung on walls, reproduced, in natural wood frames; van Gogh is the man who cut off his ear and whose yellows became recently popular in window decoration; Swift loved individuals but hated the human race; Kafka is a fad; Blake is in the Modern Library; Freud is a Modern Library Giant; Dovschenko’s Frontier is disliked by those who demand that it fit the Eisenstein esthetic; nobody reads Joyce any more; Céline is a madman who has incurred the hearty dislike of Alfred Kazin, reviewer for the New York Herald Tribune book section, and is, moreover, a fascist; I hope I need not mention Jesus Christ of whom you have managed to make a dirty gentile. However

Ten days later I was amazed to receive a letter from Diana written just days after she’d arrived home--in fact, before I’d written her a thank-you letter. I was mortified by my delay in writing to her. I had managed to fire off proper thank-you notes to Ambassador Wight and Ms. Gillett, but I had so much more to say to Diana. Her letter was the most heartwarming one I have ever received--even more so, now that I know what personal strain she was under then. After thanking us “a million times” for coming to see them in Washington, she wrote, “From the beginning to the end I had a lump in my throat looking at what a special little man Patrick had grown up to be--Goodness, you must be extremely proud of him and if either of my boys turn out like Patrick I will have no worries and I really mean every word.” I had a lump in my throat as I read this. I was very proud of Patrick and deeply touched by Diana’s praise. Diana added that, for her, the high point of the visit to Washington was seeing Patrick and me. She explained, “Being able to get in touch with a v. happy and memorable part of my past meant a tremendous amount to me and kept me going for days!” Seeing the world-famous Diana in such a warm and personal way after five years and realizing how much she still cherished our friendship kept me going for months, even years!

If the widget company consistently earned a superior return on capital throughout the period, or if capital employed only doubled during the CEO’s reign, the praise for him may be well deserved. But if return on capital was lackluster and capital employed increased in pace with earnings, applause should be withheld. A savings account in which interest was reinvested would achieve the same year-by-year increase in earnings—and, at only 8% interest, would quadruple its annual earnings in 18 years. The power of this simple math is often ignored by companies to the detriment of their shareholders. Many corporate compensation plans reward managers handsomely for earnings increases produced solely, or in large part, by retained earnings—i.e., earnings withheld from owners. For example, ten-year, fixed-price stock options are granted routinely, often by companies whose dividends are only a small percentage of earnings. An example will illustrate the inequities possible under such circumstances. Let’s suppose that you had a $100,000 savings account earning 8% interest and “managed” by a trustee who could decide each year what portion of the interest you were to be paid in cash. Interest not paid out would be “retained earnings” added to the savings account to compound. And let’s suppose that your trustee, in his superior wisdom, set the “pay-out ratio” at one-quarter of the annual earnings.

Albert?" The barking became more passionate, with cries and whimpers breaking in. Slowly Beatrix lowered to the ground and sat with her back against the shed. "Calm yourself, Albert," she said. "I'll let you out as soon as you're quiet." The terrier growled and pawed at the door. Having consulted several books on the subject of dogs, one on rough terriers in particular, Beatrix was fairly certain that training Albert with techniques involving dominance or punishment would not be at all effective. In fact, they would probably make his behavior worse. Terriers, the book had said, frequently tried to outsmart humans. The only method left was to reward his good behavior with praise and food and kindness. "Of course you're unhappy, poor boy. He's gone away, and your place is by his side. But I've come to collect you, and while he's gone, we'll work on your manners. Perhaps we can't turn you into a perfect lapdog... but I'll help you learn how to get on with others." She paused before adding with a reflective grin. "Of course, I can't manage to behave properly in polite society. I've always thought there's a fair amount of dishonesty involved in politeness. There, you're quiet now." She stood and pulled at the latch. "Here is your first rule, Albert: it's very rude to maul people." Albert burst out and jumped on her. Had she not been holding on to the support of the shed's frame, she would have been knocked over. Whining and wagging his tail, Albert stood on his hind legs and dove his face against her.

And the life of the natives consists of work; of starvation, cold, and cunning. This work, for those unable to push others out of the way and set themselves up in a soft spot, is that selfsame general work which raises socialism up out of the earth, and drives us down into the earth ... During the war years, on war rations, the camp inmates called the three weeks at logging 'dry execution.' You come to hate this forest, this beauty of the earth, whose praises have been sung in verse and prose ... As for our cursed Archipelago, it was eternally covered with snow and the blizzards eternally raged over it ... [To] distinguish between the nuances of the various paths to death ... sometimes called scurvy, sometimes pellagra, sometimes alimentary dystrophy ... How the last-leggers, jealously watching their competitors ... stand duty at the kitchen porch waiting for them to bring out the slops in the dishwater. How they throw themselves on it, and fight with one another, seeking a fish head, a bone, vegetable parings. And how one last-legger dies, killed in that scrimmage. In our glorious fatherland ...the most important and boldest books are never read by contemporaries ... And thus it is that I am writing this book solely from a sense of obligation - because too many stories and recollections have accumulated in my hands and I cannot allow them to perish. I do not expect to see it in print anywhere with my own eyes; and I have little hope that those who managed to drag their bones out of the Archipelago will ever read it; and I do not at all believe that it will explain the truth of our history in time for anything to be corrected ...

Neamh. Evie. Neamh. Evie. Lend, Lend, Lend. Neamh. Evie. “What are you doing, my love?” I scowled at Reth for breaking my concentration. “Thinking. Shut up.” The Light Queen was speechifying up on a podium made of liquid light, her radiance bathing all the faeries in a glow that was nearly overpowering. Within a few seconds of being around this much faerie glamour I was having a hard time seeing straight and found myself slack-jawed and dazed. Thus, the name equivalent of pinching myself. I realized at some point she had stopped talking, and now every single set of faerie eyes—a few hundred of them—were trained intently on me. “Oh, uh, hey.” I waved. “What did I miss?” I whispered to Reth. “You’re supposed to tell us how to convince the Dark Court to join us.” “I—What? Seriously? I’m only here to make sure everything happens. I thought the queen would have a plan! I’m a glorified doorman. I open the gate, I close the gate. Nowhere in my job description of Empty One does it say I also manage to convince a mob of anti-Evie faeries to saunter through the gate.” Reth smiled. “And just when she’d finished praising human ingenuity and assuring us that everything will work out according to plan.” “Yes! Plan! Her plan! Gosh, you guys are sucking it up all over the place. Aren’t you supposed to have these things in place for centuries, or were you too busy writing pretty little poems to describe the plans that you never bothered actually making them?” His golden eyes, now with fine lines around them, twinkled with amusement. “We had a plan, my love. I was to fill you up and you were to open a fate for us immediately. But I seem to recall you doing everything in your power to resist and change that plan. So now we’ve had to account for all the other creatures from our world and conform to your requirements. I think you’ll find that we fey, while obviously superior in nearly every way, are not quite as adaptable as temporary creatures. If you want improvisations, you’ll have to provide it yourself.

John Bradshaw, in his best-seller Homecoming: Reclaiming and Championing Your Inner Child, details several of his imaginative techniques: asking forgiveness of your inner child, divorcing your parent and finding a new one, like Jesus, stroking your inner child, writing your childhood history. These techniques go by the name catharsis, that is, emotional engagement in past trauma-laden events. Catharsis is magnificent to experience and impressive to behold. Weeping, raging at parents long dead, hugging the wounded little boy who was once you, are all stirring. You have to be made of stone not to be moved to tears. For hours afterward, you may feel cleansed and at peace—perhaps for the first time in years. Awakening, beginning again, and new departures all beckon. Catharsis, as a therapeutic technique, has been around for more than a hundred years. It used to be a mainstay of psychoanalytic treatment, but no longer. Its main appeal is its afterglow. Its main drawback is that there is no evidence that it works. When you measure how much people like doing it, you hear high praise. When you measure whether anything changes, catharsis fares badly. Done well, it brings about short-term relief—like the afterglow of vigorous exercise. But once the glow dissipates, as it does in a few days, the real problems are still there: an alcoholic spouse, a hateful job, early-morning blues, panic attacks, a cocaine habit. There is no documentation that the catharsis techniques of the recovery movement help in any lasting way with chronic emotional problems. There is no evidence that they alter adult personality. And, strangely, catharsis about fictitious memories does about as well as catharsis about real memories. The inner-child advocates, having treated tens of thousands of suffering adults for years, have not seen fit to do any follow-ups. Because catharsis techniques are so superficially appealing, because they are so dependent on the charisma of the therapist, and because they have no known lasting value, my advice is “Let the buyer beware.

No,” she croaked, trying to shrink away from him. “You’re not supposed to be here. Don’t come near me; you’ll catch it. Please go—” “Quiet,” Kev said, sitting on the edge of the mattress. He caught Win as she tried to roll away, and settled his hand on her forehead. He felt the burning pulse beneath her fragile skin, the veins lit with raging fever. As Win struggled to push him away, Kev was alarmed by how feeble she had grown. Already. “Don’t,” she sobbed, writhing. Weak tears slid from her eyes. “Please don’t touch me. I don’t want you here. I don’t want you to get sick. Oh, please go. … ” Kev pulled her up against him, her body living flame beneath the thin layer of her nightgown, the pale silk of her hair streaming over both of them. And he cradled her head in one of his hands, the powerful battered hand of a bare-knuckle fighter. “You’re mad,” he said in a low voice, “if you think I would leave you now. I’ll see you safe and well no matter what it takes.” “I won’t live through this,” she whispered. Kev was shocked by the words, and even more by his own reaction to them. “I’m going to die,” she said, “and I won’t take you with me.” Kev gripped her more closely, letting her fitful breaths blow against his face. No matter how she writhed, he wouldn’t let go. He breathed the air from her, taking it deep into his own lungs. “Stop,” she cried, trying desperately to twist away from him. The exertion caused her flush to darken. “This is madness. … Oh, you stubborn wretch, let me go!” “Never.” Kev smoothed her wild, fine hair, the strands darkening where her tears had tracked. “Easy,” he murmured. “Don’t exhaust yourself. Rest.” Win’s struggles slowed as she recognized the futility of resisting him. “You’re so strong,” she said faintly, the words born not of praise, but damnation. “You’re so strong. … ” “Yes,” Kev said, gently using a corner of the bed linens to dry her face. “I’m a brute, and you’ve always known it, haven’t you?” “Yes,” she whispered. “And you’re going to do as I say.” He cradled her against his chest and gave her some water. She took a few painful sips. “Can’t,” she managed, turning her face away. “More,” he insisted, bringing the cup back to her lips. “Let me sleep, please—” “After you drink more.

Outside the room they found his family standing in the Great Hall, discussing something in heated whispers as Freddy nervously paced the other end. Oliver cleared his throat, and they all jumped. “My fiancée has made it clear that she doesn’t appreciate my attempt at a joke.” “Oliver enjoys shocking people,” Maria said calmly. When he looked at her, surprised that she had noticed, she arched one eyebrow at him. “I’m sure you know that about him by now. I find it a great flaw in his character.” She seemed to consider many things as flaws in his character. Not that he could blame her. Gran glanced from Maria to him. “So the two of you didn’t meet in a brothel?” “We did,” he said, “but only because poor Freddy got lost and wandered into one by mistake. I was trying to determine what he was looking for when Maria rushed in, mad with worry over where he might have gone off to. With two such Americans lost in the wicked city, hopelessly innocent of its dangers, I felt compelled to help them. I’ve been squiring them about town the last week. Isn’t that right, sweetheart?” She cast him a sugary and thoroughly false smile. “Oh, yes, dearest. And you were a very informative guide, too.” Jarret arched one eyebrow. “Astonishing that after finding you in a brothel, Oliver, Miss Butterfield wasn’t put off of marrying you.” “I ought to have been,” Maria said. “But he swore those days were behind him when he pledged his undying love to me on bended knee.” When Gabriel and Jarret barely managed to stifle their laughter, Oliver gritted his teeth. Bended knee, indeed. She was determined to prick his pride at every opportunity. She probably felt he deserved it. He could only pray that Gran backed down from the right before he had to bring the chit around any of his friends, or Maria would have them taunting him unmercifully for the next decade. “I’m afraid, my dear,” he said tersely, “that my brothers have trouble envisioning me bending a knee to anyone.” She affected a look of wide-eyed shock. “Have they no idea what a romantic you are? I’ll have to show them the sonnets you wrote praising my beauty. I believe I left them in my redingote pocket.” The teasing wench actually looked back toward the entrance. “I could go fetch them if you like.” “Not now,” he said, torn between a powerful urge to laugh and an equally powerful urge to strangle her. “It’s time for dinner, and I’m starved.” “So am I,” Freddy put in. At a frown from Maria, he mumbled, “Not that it matters, mind you.” “Of course it matters,” Gran said graciously. “We don’t like our guests to be uncomfortable. Come along then, Mr. Dunse. You may take me in to dinner, since my grandson is otherwise occupied.” As they trooped toward the dining room, Oliver bent his head to whisper, “I see you’re enjoying making me out to be a besotted idiot.” A minxish smile tipped up her fetching lips. “Oh, yes. It’s great fun.” “Then my explanation of how you ended up in a brothel met with your approval?” “It’ll do for now.” She cast him a glance from beneath her long lashes. “You’re by no means out of the woods yet, sir.” But I will be by the time the night is over. No matter what it took, he would get her to stay and do this, so help him God.

When I refer to crowdsourcing recognition, I mean that organizations should plan to include and embrace a multi-tiered approach to recognize employees. By planning and opening up the recognition pipeline, organizations take the pressure off managers to do all of the heavy lifting. While an employee’s manager is still the most important recognition source from whom employees should receive recognition, hearing praise from others outside of that employee-manager relationship can be the difference between an employee feeling valued or not feeling valued at all.

Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my company makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

For strengths: 1. What was the best day at work you’ve had in the last three months? What were you doing? Why did you enjoy it so much? For weaknesses: 2. What was your worst day at work in the last three months? What were you doing? Why did it grate on you so much? For triggers: 3. What was the best relationship with a manager you’ve ever had? What made it work so well? 4. What was the best praise or recognition you’ve ever received? What made it so good? And for unique style of learning: 5. When in your career do you think you were learning the most? Why did you learn so much? What’s the best way for you to learn?

Having consulted several books on the subject of dogs, one on rough terriers in particular, Beatrix was fairly certain that training Albert with techniques involving dominance or punishment would not be at all effective. In fact, they would probably make his behavior worse. Terriers, the book had said, frequently tried to outsmart humans. The only method left was to reward his good behavior with praise and food and kindness. "Of course you're unhappy, poor boy. He's gone away, and your place is by his side. But I've come to collect you, and while he's gone, we'll work on your manners. Perhaps we can't turn you into a perfect lapdog... but I'll help you learn how to get on with others." She paused before adding with a reflective grin. "Of course, I can't manage to behave properly in polite society. I've always thought there's a fair amount of dishonesty involved in politeness. There, you're quiet now." She stood and pulled at the latch. "Here is your first rule, Albert: it's very rude to maul people." Albert burst out and jumped on her. Had she not been holding on to the support of the shed's frame, she would have been knocked over. Whining and wagging his tail, Albert stood on his hind legs and dove his face against her.

Following its publication in 1981, Saints, Slaves, and Blacks received further scrutiny from scholars in a series of reviews published in newspapers and professional journals. Stanford J. Layton, Managing Editor of the Utah Historical Quarterly, praised the book in the Salt Lake Tribune. The volume, Layton opined, projected “the heft and feel of scholarship . . . apparent on every page,” which deserved the attention of all those seeking to understand “how a racially discriminatory priesthood policy emerged during Mormonism’s formative years and solidified over time.”21 Likewise, Eli M. Oboler, head librarian at Idaho State University in Pocatello, Idaho, wrote in the Idaho State Journal and characterized the volume as

Goals make clear what is most important to focus on, Praisings build confidence that helps you succeed, and Re-Directs address mistakes. And all three of these help people feel better about themselves and produce good results.

The transition to managing a larger team reminded me that when everything is going fine, management is easy. Thousands of managers around the world inherit healthy teams in healthy companies, do little of merit, and get great rewards for just being in the right place at the right time. The real story behind some people you meet with fantastic reputations isn't notable talents or skills, but merely an exceptional ability to choose the right time to join and leave particular projects. The work of managers everywhere is rarely evaluated with enough consideration for the situation they inherited and the situations they faced that were not in their control. We all make judgments of ability at the most superficial levels. If the results are good, we give praise. If the results are poor, we criticize. We rarely give credence to the feeling in the back of our minds that the winner or loser doesn't quite fit the part. We know in our careers people who were shafted, taking the fall for incompetence that wasn't theirs, and also people who slide through organizations as if coated with Teflon, causing misery and frustration at every turn, yet they move into promotions unscathed.

Sater was confident he could arrange everything. On November 3, 2015, he wrote to Cohen: I will get Putin on this program and we will get Donald elected. We both know that no one else knows how to pull this off without stupidity or greed getting in the way. I know how to play it and we will get this done. Buddy our boy can become President of the USA and we can engineer it. I will get all of Putins team to buy in on this, I will manage this process. We don’t have Cohen’s reply. But the emails lay out Sater’s plan for glory—a ribbon-cutting ceremony in Moscow and praise from Putin of Trump’s peerless business skills. To achieve this, Sater said he could show video clips to his Russian contacts of Trump speaking glowingly of Russia: “If he [Putin] says it, we own this election. America’s most difficult adversary agreeing that Donald was a good guy to negotiate.

4. Give recognition and show appreciation. “The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology. It is impossible to be motivated and do great work if you don’t feel that somebody cares and appreciates what you do. Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team. The way people want to receive recognition varies greatly: public vs. private, material vs. immaterial, from peers vs. from superiors, etc. Great managers test different approaches and observe reactions until they find the triggers that work best with each of their people. At MOM’s Organic Market, managers will sometimes publicly recognize employees who have performed well, but CEO Scott Nash has often found that one-on-one comments are most effective.

Considering the design of this new system of control, it is astonishing that so many people labeled criminals still manage to care for and feed their children, hold together marriages, obtain employment, and start businesses. Perhaps most heroic are those who, upon release, launch social justice organizations that challenge the discrimination ex-offenders face and provide desperately needed support for those newly released from prison. These heroes go largely unnoticed by politicians who prefer to blame those who fail, rather than praise with admiration and awe all those who somehow manage, despite seemingly insurmountable hurdles, to survive.

Christopher Morley extolled philosophical laziness … the kind of laziness that is based upon a carefully reasoned analysis of experience. Acquired laziness. We have no respect for those who were born lazy. It is like being born a millionaire – they cannot appreciate their bliss. It is the man who has hammered his laziness out of the stubborn material of life for whom we chant praise.7

During a cricket match one afternoon, Steve was called up to bat on the second drop, but he was out for a duck. He became bored during the subsequent stretch of inactivity and investigated a nearby creek. Beneath an abandoned sheet of corrugated iron, Steve encountered a red-belied black snake. Red-bellies are venomous. Steve knew this, but he thought that his father would prize a red-bellied black snake to add to the family’s menagerie. So a very young Steve tailed the red-belly. Steve instinctively dodged each of the snake’s strikes, but he was now stuck for something to put the snake in, and it was becoming more aggressive by the second. “Finally one of me mates brought over our bus driver’s esky,” he said. “I dumped out all his sandwiches and managed to get him in. He was one cranky snake!” To the cheers and wonderment of his cricket teammates, Steve caught another half-dozen red-bellies that afternoon. The bus driver didn’t realize that there were snakes on the bus, but when he found out, he made a point of telling Steve’s dad. Bob was less than pleased. Steve, expecting to be praised, got a harsh reprimand instead. “Dad sunk a boot up my bum,” was how Steve explained the aftermath of the snakes-in-the-esky incident. Bob railed against Steve’s thoughtfulness for endangering his mates and the bus driver by bringing live venomous snakes into their midst.

Uh-oh, I forgot about the whole saying grace aspect of Thanksgiving. I watch Dad closely as hands begin to link around the table. Will he go along? Kyle snatches Dad’s left hand. I exhale in relief as he doesn’t pull away, and I pick up his right. When the circle is fully linked, Betty begins. “Dear Lord, we just want to thank you for the glory and power of your amazing works in bringing us such a magnificent dinner this year….. “Uh-huh.” Vonda and Wesley murmur an affirmation. I should have known this wouldn’t be the quick and tidy Episcopal grace of my grandmother’s table. I cast a furtive glance from under my bangs. How’s Dad holding up? Everyone else is looking down, but Dad is studying Betty intently. “…and Lord, we want to offer up praise for gathering in so many of your lambs that we thought might be lost, but they ain’t lost no more…” “Praise Jesus!” Vonda shouts. Ty and Marcus manage to look both embarrassed and grateful. Dad’s gaze hasn’t left Betty’s face. I’m hoping Betty might be winding down, but she seems to be gathering more steam. “…and Lord we want to shout our praise for sending us the gift of a woman who opened up her home to us today and who gave our Ty a second chance and that would be your sweet child, Audrey…” “Shout it out!’ Vonda calls. “Uh-huh,” the rest of the guests murmur. Dad is silent. I feel his fingers twitch in my hand. Poor little Kyle is ready to face-plant into the mashed potatoes as Betty takes yet another breath. “Lord, ain’t none of us know what tomorrow will bring. Might be joy, might be pain. We try to walk on a righteous path, Lord, but let’s face it, we all sinners and we probably gonna stray. But we know you gonna forgive us. That’s what keeps us goin’. Brothers and sisters, believe the good news—we are forgiven!” Silence shimmers and twists before us. I can’t look up. “Amen.

We covered them with stones and made the proper sacrifices, then decided to honor our masters’ spirits by finishing their journey for them.” Hedgehog-hair rubbed his chin, where a small black beard straggled around his jawline. “That’s noble of you, boy. Pious and practical at the same time. I wish you luck.” With that, he and the other three turned their backs on me and walked away. I scampered after them. “Wait! Can’t any of you use a pair of able-bodied weapons bearers? The gods will reward you, for our masters’ sakes.” The men stopped and gave me pitying looks. The shortest of the four spoke: “Lad, how do you know what the gods will do?” He managed a wobbly smile. “Apollo himself might still be angry. Your masters are beyond his reach, but what’s to stop him from taking it out on you?” He shook his head. “This voyage we’re about to take is off over unknown waters, to lands full of fierce barbarians, monsters, dangers so great that the praise-singers will go crazy trying to find the right words to describe our glorious deeds. We can’t afford to bring along two boys who might be carrying a god’s displeasure. Sorry, but we can’t risk it.” The four walked on. I stayed behind, seething. “Pork-brains,” I snarled under my breath. “Unknown waters, yet you know there are monsters and barbarians on the other side?

He's not the absolute best at wearing a fake smile or pretending to be excited about taking people's orders, but one thing does give him staying power: he's really good at not caring. His managers have never exactly declared him their favorite employee, but they do praise his attitude, which is funny because no one else ever has.

Worst of all, Patrick kept praising her; he said he didn't know how she managed it all. He was trying to encourage her, though it made her feel alone, too, that her experience was untranslatable, obscure to him. He did not perceive that she was half-mad with fatigue, and yet she rose each day and knew she must play her part, she must be a mother to her son, she must be measured with him, never raise her voice to him, even when her blood was curdling with frustration. Yet often she felt so happy, so overwhelmed with love - everything was incoherent and ragged and she could not explain it to Patrick; she mostly blamed him when things were hard. She wanted him to experience it, too - the relentlessness, how it did not end, and you could never rest, how it was beautiful and it smashed you to pieces at the same time - but he usually came home after Calumn was in bed, found her collapsed and monosyllabic on the sofa. She told herself each day she must remember he was a wonderful father, a wonderful husband, this would soon be over - then everything got clouded, this chemical exhaustion took hold of her, and she slipped again.

Nevertheless, these relationships are core to your job. They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively.

Instead, amoebas with wonderful performance receive the intangible honor of genuine appreciation and praise from their colleagues.

The protests of the past were the protests of youth. By rebelling against conventions and restrictions imposed on them by their elders, they at last made a new world. They dethroned the old and made youth the prince of industry. Let us praise them all.

This was not media hype. Pope Pius XII himself weighed in, announcing his blessing from the Holy See. A few year later, when Khrushchev toured Washington, D.C., in 1959, the supermarket brought a temporary détente to the Cold War. As the Soviet premier scanned the store, he erupted with spontaneous praise: “I want to greet the manager of this supermarket. I am truly filled with admiration over what I see.

In the realm of school and activity-based accomplishments and achievements, it’s more loving and resilience-building to offer praise that is specific to the task accomplished. For example: (1) For a little kid—I like how you used all kinds of colors in that picture; (2) For an elementary schooler—I noticed how you pointed your toes throughout your whole ballet performance, just like your teacher asked; (3) For a middle schooler—You did a good job maneuvering the glue gun to make your school project. That can be so tricky; (4) For a high schooler—Your essay on Cyrano de Bergerac made such detailed references to Cyrano’s emotional turmoil. You really managed to get inside his head. Specific praise like this builds confidence because it shows we’ve paused for a moment to pay attention to what the kid has actually done.

we want to see less of it—we tend to see more of that behavior. The same dynamic works in romantic relations and with co-workers too: praise what you love and you tend to get more of it. In fact, many proponents of the study of positive psychology talk about how our subconscious mind cannot understand the word don’t. So when interacting with others, it’s much more impactful to say what you want from someone rather than you don’t want. For example, while on a crowded street with a child, you could say, “Walk by my side so I can keep you safe,” rather than, “Don’t run ahead of me.” Putting our attention on what we want rather than what we don’t want is not only incredibly powerful from a manifesting and law of attraction standpoint, it’s also incredibly powerful when making requests of others in our lives.

graciously, it also doesn’t feel great to the compliment giver. Have you ever tried to give someone a gift who refused it? It’s really frustrating and feels like your love has no place to go. When you don’t have receptor sites for praise, you’ll also have trouble growing receptor sites for help or getting your needs met because receiving both of these things requires feeling like you deserve them.

Top 10 ideas from No More Meltdowns: 1. Each day for several months, have your child imagine the sensations of anger and rehearse the calming strategy, such as: holding a squeeze ball, counting to 10, taking deep breaths, taking a walk and swinging on the swing set. He will be able to do the calming strategy without too much conscious effort (42) 2. Create a schedule of routines that involves visual reminders of their schedule to provide comfort in understanding what to expect next (40) 3. Praise their effort when they are working on a project or attempting a new activity. Those concentrating on their ability get frustrated more easily. In contrast, those attending their level of effort respond to frustration with more motivation and positive feelings. Praise their continued efforts rather than simply praise their current ability (28) 4. Avoid meltdowns by anticipating and preparing for triggering events. Use the Prevention Plan Form (20, 147) 5. Self-calming strategies: Getting a hug, swinging on the swing set, taking a walk, taking deep breaths, counting to 10, holding a favorite toy (a pup) and a squeeze ball. (42) When using humor, ask “Is it okay if I try to make you laugh to get your mind off of this?”(39) 6. Creating rules and consequences is an important starting point. Without rules and consequences, our lives would be chaotic (5) 7. Gradually expose your child to new foods by asking him first to just look at the foods. Next, ask him to smell them, taste them and eventually eat a small piece. Begin with sweet items (even candy) to allow your child to be open to trying new things. Exercise just prior to trying a new food can increase appetite (77, 78, 80) 8. A child’s passion can be the most effective distraction. Suggestions: Getting hugs, stuffed animals, favorite toys, books and looking out the window (38) 9. Give your child a sticker for each night he sleeps in his own bed. Most importantly, praise him so that he can take pride in his independence (143) 10. Set a time to do homework soon after school, before he gets too tired, and right after as snack, so he’s not hungry. Break down the homework into small steps and ask him to do one tiny part of it. Once started, he will likely be willing to do other parts as well (70) When children feel accepted and appreciated by us, they are more likely to listen to us (9)

The delight and pleasure resulting from the observation of providence are exceedingly great, and it will doubtless be a part of our entertainment in heaven to view, with transporting delight, how the designs and methods were laid to bring us thither. And what will be a part of our blessedness in heaven may be well allowed to be a prime ingredient in our heaven upon earth. To search for pleasure among the due observations of providence is to search for water in the ocean, for providence does not only ultimately design to bring you to heaven but as intermediate thereunto to bring, by this means, much of heaven into your souls in the way thither. How great a pleasure is it to discern how the most wise God is providentially steering all to the port of His own praise and His people’s happiness while the whole world is busily employed in managing the sails and tugging at the oars, with quite an opposite design and purpose!

In order for a capitalist system to thrive, our false beliefs in productivity and labor must remain. We have internalized its teachings and become zombie-like in Spirit and exhausted in body. So we push ourselves and each other under the guise of being hyperproductive and efficient. From a very young age we begin the slow process of disconnecting from our bodies’ need to rest and are praised when we work ourselves to exhaustion. We tell our children to “stop being lazy” when they aren’t participating in work culture with the same intensity as us. We lose empathy for ourselves first and push excessively. We become managers, teachers, and leaders who fall prey to the allure of a capitalist system and treat those we have the honor of working with as human machines. We become rigid and impatient when our checklist isn’t completed to perfection. We become less human and less secure. We believe we are only meant to survive and not thrive. We see care as unnecessary and unimportant. We believe we don’t really have to rest. We falsely believe hard work guarantees success in a capitalist system.

At work, and in life, too, you don’t have to catch a winner doing things right very often, because good performers catch themselves doing things right. But people who are learning benefit from praise and encouragement from others.

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THE FIRST HALF-MINUTE 1. Praise people as soon as possible. 2. Let people know what they did right—be specific. 3. Tell people how good you feel about what they did right, and how it helps. PAUSE 4. Pause for a moment to allow people time to feel good about what they’ve done. THE SECOND HALF-MINUTE 5. Encourage them to do more of the same. 6. Make it clear you have confidence in them and support their success.

Play helps children develop many essential life skills. Resilience, coping and negotiation skills, and self-control are just a few of the valuable lessons learned in unstructured play—as well as stress management, which lowers children’s chances of struggling with anxiety as adults. Play helps develop an internal locus of control, giving kids confidence in their own capabilities, which powerfully lays the groundwork for happiness. Authenticity helps children develop a strong internal compass because they learn to trust their emotions. Teaching honesty to ourselves and to our children fosters a strong character value. And remember that all emotions are OK. Furthermore, different types of praise affect children differently in terms of how they come to see themselves in the world. Giving empty praise or focusing too much on being smart can set kids up for feeling insecure and risk-averse. By engaging in process praise, we foster a growth mind-set rather than a

Management does not just involve praise--anyone can do that, although many do not. Management also involves looking someone in the eyes and delivering the hard message that the employee has reached too high.

They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

Dieters need to know they’re losing weight, even if gradually. We can help learners to weigh their English,  that is to realise their sense of achievement, or competence, in various ways. For example, we can set challenging but manageable tasks, give them tests, record them speak and have them listen a month later and notice the improvement and of course encourage and praise. The same principles apply when learners practise away from class. One reason we need to spend some time in class discussing what the learners do outside class is to create the opportunity for feedback (from the teacher and from fellow students), to say ‘Well done’, ‘Keep it up’ or ‘Go on, give it a go’. In addition, we can provide expert knowledge about which activities are right for them in terms of level and appropriacy.

made a discovery: Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

Ultimately, pay levels are not about merit or social value; they’re about power dynamics. They’re about how much value is placed on various types of work, by people with lots of money to spend. So, for instance, if patients in nursing homes each managed to crap a flawless ten-carat diamond once they reached the age of ninety, rest assured, elder care workers would be paid like investment bankers, solely for their ability to keep old people alive until it was time for the diamond harvest. But as it is, they are paid horribly, since rich people see more value in office buildings and yachts and derivatives than they do in the people who care for their own grandparents.

Third, and perhaps most surprisingly, just as the shrewd manager was praised by his boss, so also the religious managers in Senger’s study received the highest competency rating from their superiors. As far as I know, no one has ever attempted to replicate Senger’s study. Moreover, his counterintuitive findings are rarely cited or acknowledged in the literature. Perhaps, just like the first-century interpretation of the parable of the shrewd manager, the findings are ignored because they seem too countercultural and thus difficult to believe.

So we push the boundaries: we stay up far longer than is natural. We try to do too many tasks at the same time. We drive faster than is safe. Most of the time we manage okay. We might even be rewarded and praised for our heroic efforts. But when things go wrong and we fail, then this same behavior is blamed and punished.

They want to understand a vision, a ‘why’ that inspires them, and they want to be a part of the solution that is greater than one’s self. To lead is to let go. You must never hover over them and watch the clock. You must get out of their way, arm them with all they need to be the best they can be, and encourage and support them. Help them up when they fall down; praise them in front of the entire world when they succeed. When they go off course, pull them aside without anyone around and discuss a course correction—but whatever you do, don’t try to manage them!

Sustain a positive outlook. Cultivate a can-do spirit, and you will be an inspiration to employees. And, when that's a tall order, fake it until you make it! • Be known as a fair person. Employees want to be treated fairly, and you must take the necessary steps to make sure they feel that is the case. • Keep an eye on morale. Morale at the workplace can be affected positively or negatively by an incident that, although it might seem insignificant to you, might be very important to your employees. A contented group of employees will do more and better work than an unhappy group. • Set an example. If you want your employees to work hard and succeed, then set an example by doing so yourself. Be a spectacular role model! • Take responsibility for your actions. If something goes wrong and it's your fault, step up to the plate and acknowledge whatever it is that went wrong and why. • Maintain your sense of humor. Don't take yourself too seriously, and don't be in such a hurry that you haven't got time to tell or listen to a positive (tasteful) story. Studies suggest laughter and good humor go a long way in helping employees function well in the workplace. • Acknowledge good work through praise. Everyone wants to hear “well done” now and then, so make sure you acknowledge good work. Say it privately and say it within earshot of others, too. • Give credit for ideas. If one of your employees comes up with a great idea, by all means give that person the credit he or she deserves. Don't allow anyone to take an employee's idea and pass it off as his own. (Managers are sometimes accused of stealing an employee's idea; be scrupulous about avoiding even a hint of such a thing.) Beyond the basic guidelines listed above, a good manager must possess other positive qualities: • Understanding: Conventional wisdom dictates that you walk in someone else's shoes before you judge her. Keep that in mind when dealing with people in the workplace. • Good communication skills: Keep your communication skills in good working order. You might want to join speaking organizations to learn how to be a better public speaker. But don't stop there. You communicate when you send a memo, write e-mail, and lead a meeting. There's no such thing as being a “perfect” communicator. An excellent manager will view the pursuit of this art as a work in progress. • Strong listening skills: When was the last time you really listened to someone when he was talking to you? Did you give him your full, undivided attention, or was your mind thinking about five other different things? And when you are listening, do you really know what it is people are trying to tell you? (You might have to ask probing questions in order to get the message.) • Leadership: Employees need good leaders to help guide them, so make sure your leadership skills are enviable and on-duty. • Common sense: You'll need more than your fair share if you expect to be a good manager of people. Some managers toss common sense out the window and then foolishly wonder what happened when things go wrong. • Honesty: Be honest and ethical in all of your business dealings — period! • A desire to encourage: Encouragement is different than praise. Encouragement helps someone who hasn't yet achieved the goal. Employees need your input and encouragement from time to time in order to be successful, so be prepared to fill that role.

The master had priorities other than maximizing the financial return on his possessions. One of those priorities, to gain honor, could be met by deemphasizing conventional patron-client relationships and instead practicing benefaction: While some modern people see it as unbelievable that a rich man would praise an employee for giving away his money, almost every scholar who employs the [ancient] honor-shame paradigm would dispute this. Many sociologically oriented critics have pointed to the frequency with which the rich engaged in benefactions and the spectacular amounts often involved as proof of their claim that honor is more important than money.12 Thus, from a first-century perspective it is entirely reasonable that the rich owner would commend the manager for his shrewd handling of the oikos resources.

Praise your child’s behavior. Don’t praise your child, but rather praise what she is doing. For example, instead of saying, “You’re a good girl for sitting quietly,” say, “It’s good you’re sitting quietly.” Focus your praise or disapproval on your child’s behavior, because that is what you’re interested in managing.

February 25 “Ye shall be named the priests of the LORD.” Isaiah 61:6 THIS literal promise to Israel belongs spiritually to the seed after the Spirit, namely, to all believers. If we live up to our privileges, we shall live unto God so clearly and distinctly that men shall see that we are set apart for holy service, and shall name us the priests of the Lord. We may work, or trade, as others do, and yet we may be solely and wholly the ministering servants of God. Our one occupation shall be to present the perpetual sacrifice of prayer, and praise, and testimony, and self-consecration, to the living God by Jesus Christ. This being our one aim, we may leave distracting concerns to those who have no higher calling. “Let the dead bury their dead.” It is written, “Strangers shall stand and feed your flocks, and the sons of the alien shall be your plowmen and your vine-dressers.” They may manage politics, puzzle out financial problems, discuss science, and settle the last new quibbles of criticism; but we will give ourselves unto such service as becomes those who, like the Lord Jesus, are ordained to a perpetual priesthood. Accepting this honourable promise as involving a sacred duty, let us put on the vestments of holiness, and minister before the Lord all day long.

Still seasick?” Milo asked. “What does it look like?” Milo laughed. “I’ll take that as a yes. I can’t believe you’ve never been to sea before.” “Believe it. Now go away and leave me to die.” “Don’t worry, it won’t be much longer now. I can see land from here.” Felix managed to raise his bloodshot eyes to see that, far in the distance, across miles upon miles of churning, open sea— His stomach flopped and gurgled. —was the edge of land. “Praise the goddess,” Felix groaned. “I think I might stay in Kraeshia forever.” “I

Before you even try to learn how to be an excellent manager, you need to make sure that you have solid foundation on these four basic skills: choosing good people, defining unambiguous expectations, giving praise and recognition and demonstration care to your people.

On the previous day, four Armenian witnesses told the Congressmen how the Bolsheviks had overthrown the Armenian First Republic in 1920. All of them were affiliated with the ARF, and two, Reuben Darbinian and General Dro Kanayan, had served in the government of the First Republic. The Armenian testimonies also appear to have been choreographed with the aim of throwing all possible blame on the Bolsheviks and suppressing the role of other culprits in the fate of the Armenians—in this case, the Turks. So Beglar Navassardian, executive secretary of the still-extant American Committee for the Independence of Armenia (and son of the ARF leader in Egypt), gave a brief excursion through the history of Armenia that surely would have caused apoplexy in his predecessors in that committee in the 1920s.     Navassardian barely mentioned the 1915 Genocide in his testimony. He managed only to say, “Finally during the First World War, the Armenian people made the final and supreme sacrifice. They firmly and squarely sided with the Allies, gave volunteer forces under the Allied Command in the Middle East, on the eastern front and elsewhere. For a people whose numbers had been decimated to less than 4 million, they gave a participation of 250,000, fighting against the Axis Powers.”34     General Dro spoke through an interpreter. The awkward issue of his wartime collaboration with Nazi Germany was not mentioned. The general reminisced about a luncheon in 1921 hosted for him by Stalin, whom he described as an old comrade from the revolution of 1905, at which promises were made and then broken. Dro, a veteran of the Russian-Ottoman war, also conspicuously failed to mention Turkey or 1915. He only spoke about atrocities committed by the Bolsheviks, who, he said, “took over Armenia with a brutality and persecution characteristic of the Middle Ages.”35     A certain kind of Armenia—one that had lost its independence, bravely fighting Soviet Russia—was required by the Cold War American political imagination. Concluding the hearings, the chairman, Representative Michael Feighan, praised General Dro, saying, “Our committee appreciates very much this first-hand testimony from you who have fought so vigorously for the freedom and independence of Armenia.”36

As a former consultant, I can tell you that many tout engagement as a panacea. They measure engagement through a short questionnaire, typically including statements like: “I have a best friend at work,” “In the last seven days, I have received recognition or praise for doing good work,” or “My supervisor, or someone at work, seems to care about me as a person.” My chief HR officer friends tell me that engagement surveys fail to tell them how to improve. If your scores are low, do you raise them by somehow convincing more employees to be best friends? Or, if profits are low, is the best fix to start praising people more? We do measure some similar topics at Google (along with dozens more), but don’t merge them into a single all-encompassing construct like engagement. We see better results by instead understanding very specific areas like career development or manager quality.