Manager Recognition Quotes

We have no future because our present is too volatile. We have only risk management. The spinning of the given moment's scenarios. Pattern recognition.

If one really has a feeling of contribution, one will no longer have any need for recognition from others. Because one will already have the real awareness that “I am of use to someone,” without needing to go out of one’s way to be acknowledged by others. In other words, a person who is obsessed with the desire for recognition does not have any community feeling yet, and has not managed to engage in self-acceptance, confidence in others, or contribution to others.

We have no idea, now, of who or what the inhabitants of our future might be. In that sense, we have no future. Not in the sense that our grandparents had a future, or thought they did. Fully imagined cultural futures were the luxury of another day, one in which 'now' was of some greater duration. For us, of course, things can change so abruptly, so violently, so profoundly, that futures like our grandparents' have insufficient 'now' to stand on. We have no future because our present is too volatile. ... We have only risk management. The spinning of the given moment's scenarios. Pattern recognition

To achieve accurate knowledge of others, if such a thing were possible, we could only ever arrive at it through the slow and unsure recognition of our own initial optical inaccuracies. However, such knowledge is not possible: for, while our vision of others is being adjusted, they, who are not made of mere brute matter, are also changing; we think we have managed to see them more clearly, but they shift; and when we believe we have them fully in focus, it is merely our older images of them that we have clarified, but which are themselves already out of date.

When people support you when you have done something wrong. It doesnt mean you are right, but it means those people are promoting their hate , bad behavior or living their bad lives through you.

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.

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.

In post-modern culture there is a deep hunger to belong. An increasing majority of people feel isolated and marginalised. Experience is haunted by fragmentation. Many of the traditional shelters are in ruins. Society is losing the art of fostering community. Consumerism is now propelling life towards the lonely isolation of individualism. Technology pretends to unite us, yet more often than not all it delivers are simulated images. The “global village” has no roads or neighbours; it is a faceless limbo from which all individuality has been abstracted. Politics seems devoid of the imagination that calls forth vision and ideals; it is becoming ever more synonymous with the functionalism of economic pragmatism. Many of the keepers of the great religious traditions now seem to be frightened functionaries; in a more uniform culture, their management skills would be efficient and successful. In a pluralistic and deeply fragmented culture, they seem unable to converse with the complexities and hungers of our longing. From this perspective, it seems that we are in the midst of a huge crisis of belonging. When the outer cultural shelters are in ruins, we need to explore and reawaken the depths of belonging in the human mind and soul; perhaps, the recognition of the depth of our hunger to belong may gradually assist us in awakening new and unexpected possibilities of community and friendship.

We are taught to believe that having deep passions is foolish at best and dangerous at worst. We live in a cultural moment that is suspicious of ardent desires and strong commitments, propagating the idea that few things in life matter, that we have outlived ideals and ethical principles, and that comprehensive cultural change is impossible. Many of us have adopted the view that because we cannot remedy the enormous inequalities of the social world, we should not even bother to try. We have resigned ourselves to the idea that in the long haul nothing we do has any real impact and that caring too much is consequently a waste of our energies. By the same token, our (postmodern and sophisticated) recognition that meaning is inherently relative at times causes us to stop looking for meaning altogether. Though we are surrounded by a multitude of objects, artifacts, cultural icons, and shimmering images, few of these items manage to affect us on a deep level. In some ways, we are increasingly reconciled to the idea that the best we can do is to avoid the more crushing disillusionments of life–that the less we invest ourselves, the more inoculated we are against the misfortunes of the world.

least.” “I don’t remember you complaining.” “Yes, well, I’d only been fantasizing about it for ages.” “See, there’s a thing,” Alex points out. “You just told me that. You can tell me other stuff.” “It’s hardly the same.” He rolls over onto his stomach, considers, and very deliberately says, “Baby.” It’s become a thing: baby. He knows it’s become a thing. He’s slipped up and accidentally said it a few times, and each time, Henry positively melts and Alex pretends not to notice, but he’s not above playing dirty here. There’s a slow hiss of an exhale across the line, like air escaping through a crack in a window. “It’s, ah. It’s not the best time,” he says. “How did you put it? Nutso family stuff.” Alex purses his lips, bites down on his cheek. There it is. He’s wondered when Henry would finally start talking about the royal family. He makes oblique references to Philip being wound so tight as to double as an atomic clock, or to his grandmother’s disapproval, and he mentions Bea as often as Alex mentions June, but Alex knows there’s more to it than that. He couldn’t tell you when he started noticing, though, just like he doesn’t know when he started ticking off the days of Henry’s moods. “Ah,” he says. “I see.” “I don’t suppose you keep up with any British tabloids, do you?” “Not if I can help it.” Henry offers the bitterest of laughs. “Well, the Daily Mail has always had a bit of an affinity for airing our dirty laundry. They, er, they gave my sister this nickname years ago. ‘The Powder Princess.’” A ding of recognition. “Because of the…” “Yes, the cocaine, Alex.” “Okay, that does sound familiar.” Henry sighs. “Well, someone’s managed to bypass security to spray paint ‘Powder Princess’ on the side of her car.” “Shit,” Alex says. “And she’s not taking it well?” “Bea?” Henry laughs, a little more genuinely this time. “No, she doesn’t usually care about those things. She’s fine. More shaken up that someone got past security than anything.