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them fully in focus, it is merely our older images of them that we have clarified, but which are themselves already out of date.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.

Never justify someones wrong action, without them apologizing first & admitting their wrongs. If you do. You are not making them better, but you are making them worse on the bad things they do.

You need to learn how to start saying no to things you do want to do, with the recognition that you have only one life.

I dont celebrate any friendship that was build on hate, because we share the common enemy.

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.

The value system at Intel is completely the reverse. The Ph.D. in computer science who knows an answer in the abstract, yet does not apply it to create some tangible output, gets little recognition, but a junior engineer who produces results is highly valued and esteemed. And that is how it should be.

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.

How can you be sure?" MacRae asked, one brow lifting in a mocking arch. "Will you be managing the operation yourself?" The way he asked, sarcasm wrapped in silk, elicited an odd little pang of recognition, as if she'd heard him say something in just that tone before. Which made no sense, since they'd never met until this moment.

That’s all it might take. It wasn’t death he feared—none of them feared that—but rather failure. But were not the Holy Warriors of Allah those who did the hardest things, and would not his blessings be in proportion to his merit? To be remembered. To be respected by his compatriots. To strike a blow for the cause—even if he managed to do that without recognition, he would go to Allah with peace in his heart.

There has now emerged a global call for restoration of deforested lands, given the growing recognition that forests provide a disproportionate amount of the services—drinking and irrigation water, climate change mitigation, stormwater management, and recreation—that allow humanity to survive in the long term.

Emotion recognition is the core component of modern Artificial Intelligence. The objective is to capture both the self-emotional traits and the others-emotional traits.

If you have influence on other people. Dont be influenced by their hate, money, jealousy, anger and popularity .

If you want it to happen, measure it. If you want it to be repeated, recognize it.

Recognition motivates.

It’s a self-help cliché that most of us need to get better at learning to say no. But as the writer Elizabeth Gilbert points out, it’s all too easy to assume that this merely entails finding the courage to decline various tedious things you never wanted to do in the first place. In fact, she explains, ‘it’s much harder than that. You need to learn how to start saying no to things you do want to do, with the recognition that you have only one life.

My guess is that the indignities imposed on so many low-wage workers—the drug tests, the constant surveillance, being “reamed out” by managers—are part of what keeps wages low. If you’re made to feel unworthy enough, you may come to think that what you’re paid is what you are actually worth. It is hard to imagine any other function for workplace authoritarianism. Managers may truly believe that, without their unremitting efforts, all work would quickly grind to a halt. That is not my impression. While I encountered some cynics and plenty of people who had learned to budget their energy, I never met an actual slacker or, for that matter, a drug addict or thief. On the contrary, I was amazed and sometimes saddened by the pride people took in jobs that rewarded them so meagerly, either in wages or in recognition. Often, in fact, these people experienced management as an obstacle to getting the job done as it should be done.

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.

In remote work especially, managers don’t always witness the positive contributions that people make. Peers do. Recognitions that capture teammates’ positive contributions create a culture of gratitude and positive reinforcement of the values that members espouse.

One team even managed to present a pattern of light to fetuses through the wall of the uterus.21 Surprisingly, the researchers showed that three dots arranged in the shape of a face () attracted the fetus more than three dots arranged in the shape of a pyramid (). Face recognition seems to start in utero!

Melancholy is part of social movement, as is restraint. They are companions. The work of organizing for freedom requires a management of rage that can break your heart. There is no good reason one should have to endure spittle and bombs, insult, dogs, and jail in order to achieve simple legal recognition.

Bruce has wrestled with his moods, and a psyche genetically prone to extremes, for most of his adult life. Decades of psychotherapy helped reveal and cast light on some of his most primal traumas and conflicts, but his raw moods, and occasional descents into full-blown depression, never quite went away. "You go through periods of being good, then something stimulates it," he says. "The clock, some memory. You never know. The mind wants to link all your feelings to a cause. I'm feeling that because I'm doing this, or because that happened." Eventually Bruce realized that his worst moods had nothing to do with what was actually taking place in his life. Awful, stressful things could happen - conflicts, stress, disappointments, death - and he'd be unflappable. Then things would be peaceful and easy and he'd find himself on his knees. "You're going along fine, and then boom, it hits you. Things that just come from way down in the well. Completely noncasual, but it's part of your DNA, part of the way your body cycles." Bruce knows his particular brain chemistry will never leave him completely in the clear. "You manage it, you learn and evolve, but another recognition you gotta have is that these are the cards you were dealt," he says. "These things are never going to be out of your life. You gotta be constantly vigilant and realistic about these things.

What’s the best way to manage rock stars, the people whom you can count on to deliver great results year after year? You need to recognize them to keep them happy. For too many bosses, “recognition” means “promotion.” But in most cases, this is a big mistake. Promotion often puts these people in roles they are not as well-suited for or don’t want. The key is to recognize their contribution in other ways. It may be a bonus or a raise. Or, if they like public speaking, get them to present at your all-hands meetings or other big events. If they like teaching, get them to help new people learn their roles faster. Or if they are shy, make sure that you and others on the team thank them privately for the work they do.

In retaining employees and keeping them engaged, we’ll cover the five activities of great (vs. good) managers: • Help people play to their strengths. • Don’t demotivate; dehassle. • Set clear expectations and give employees a clear line of sight. • Give recognition and show appreciation. • Hire fewer people, but pay them more (frontline employees, not top leaders!).

Thus called upon, he took courage: the sursum corda of an extravagant belch straightened him upright, and he answered, — Whfffck? Whether this was an approach to discussion he had devised himself, or a subtle adaptation of the Socratic method of questioning perfected in the local athenaeums which he attended until closing time, was not to be known; for the answer was, — Stand aside. — Here, don't goway. Here, how do youfffk. . He licked a lip and commenced again, putting out a hand. — My name Boyma. . he managed, summoning himself for the challenge of recognition. — And you must be Gro… go… raggly! He seemed to have struggled up on that word from behind; and he finished with the triumph of having knocked it over the head. He did in fact look down, as though it might be lying there at his feet. It was such a successful combat that he decided to renew it. — Go. . gro. . gorag… His hand found a wrist, and closed thereon. Bells sounded, from a church somewhere near. — Go. . ro. . grag. . But the sharp heel of a hand delivered to the side of his head stopped him, and he dropped against the wall with no exclamation of surprise whatever.

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.

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.

If the mother managed to pass the child’s unconscious test by enduring the aggressive attacks without withdrawing her love in revenge, the child has to accept that she belongs to an external world. If the mother’s love is lasting, the child can develop a sense of confidence in the provision of his or her needs and a capacity to be alone. The child can go on pursue his or her own personal life without the fear of being abandoned because the child possesses the confidence that his or her needs will be met because he or she is of unique value to the mother. The same pattern then applies to adult life where an individual is able to trust himself or herself because he or she believes they are of unique value to other individuals. In becoming sure of the mother’s love, young children come to trust themselves, which makes it possible for them to be alone without anxiety.

again. “Fame is a dream some men chase. Sometimes they catch it and manage to hold on to it as if hanging on to the tail of a kite in a tempest. Sometimes they are blinded by desire for recognition or influence, as if they have drunk a flask of fairy wine. We are talking about the basic elements of yin and yang, are we not? The constant push and pull between good and evil, love and hate, honor and disgrace, all of which follow each other in an unending

Lily Chadwick knew there was something different about the fiercely scowling gentleman the first moment she saw him. She could feel it. The instant their gazes met, caught, held, something skittered across her skin like a rain of white sparks. It entered her bloodstream, heating her from the inside until her breath became stilted and her knees went alarmingly weak. He stared at her from beneath a brow drawn low in a forbidding expression. His eyes were so dark, even the light of the glittering ballroom could not be reflected there. The angles of his face were hard, his jaw sharply defined, and he held his mouth in a harsh line that attempted to harden the full curve of his lower lip but didn't quite manage it. Lily tried to glance away demurely, but she couldn't seem to manage. She felt a flutter that became a tightening in her belly. Her heart stopped, skipped a few beats, then started up again in a frantic rhythm as he just kept watching her. Despite his severe, aloof appearance, something about him reached out to her, touching her with an intrinsic sort of recognition. It left her feeling as though she stood in the heart of a firestorm. She sensed with a certainty beyond rational explanation that his unyielding manner was a facade, as if he were a hero in some gothic novel. There was passion in him. She felt it in every quickened, prey-like breath she took while frozen under his intent stare. The silent interaction between them was becoming more inappropriate by the minute, yet she could not compel herself to break away. As though caught in an invisible trap, she stared back at him while her hands began to sweat and her stomach trembled.

When was it ever known that liberation from bondage was accompanied by a recognition of political equality?” William Lloyd Garrison asked in 1864. “According to the laws of development and progress, it is not practicable….Nor, if the freed blacks were admitted to the polls by Presidential fiat, do I see any permanent advantage likely to be secured by it; for…as soon as the state was organized and left to manage its own affairs, the white population…would unquestionably alter the franchise in accordance with their prejudices, and exclude those summarily brought to the polls.

Capable, clever and with a natural gift for land and estate management, Anne had been the natural choice to take on the huge task of running Shibden. Not only had she impressed Uncle James with her abilities to deal with the renewal of leases and misbehaving tenants, he also knew that she would never marry and therefore the estate would not be broken up. In their conversations together, Anne had left him under no illusion that her emotional and sexual feelings for other women precluded the possibility of her ever entering into a marriage with a man, in which she stood to lose all that was hers. It was another four decades, on the passing of the Married Women’s Property Act in 1870 (thirty years after Anne’s death), before women would be able to keep hold of and inherit property following marriage. So, remarkable as it may seem to us now, it was Anne Lister’s lesbian sexuality (then with no name or legal recognition), which played a crucial role in helping her to keep control of her wealth at a time when it was thought that it was impossible for a woman to do so. That Uncle James, in 1826, seemed to understand and recognise this is even more extraordinary.

The oversupply of huge amounts of information free of charge and on demand is changing the world beyond recognition. This is especially true in areas of education where education systems are evolving to reflect the reality that education is about constructing knowledge rather than just remembering facts. The knowledge revolution is correlated with the rise of knowledge economy where information is constructed and organised into knowledge that can be utilised to create economic value. Knowledge management is also allowing us to gradually use machines to perform tasks that need complex decision making.

Growing up where she did, Beatrix had developed a romantic and adventurous nature, and she had no outlet for it any more. The happiest times I can remember spending with them were when we drove out - twice, I think - to the Long Mynd for a picnic. Roger had long since traded in his motorbike and scraped together enough money to buy a second-hand Morris Minor. Somehow we all squeezed into this (I seem to recall sitting in the front passenger seat, Beatrix sitting behind me with the baby on her lap) and drove out for the afternoon to those wonderful Shropshire hills. I wonder if you have ever walked on them yourself, Imogen. They are part of your story, you know. So many things have changed, changed beyond recognition, in the almost sixty years since the time I'm now recalling, but the Long Mynd is not one of them. In the last few months I have been too ill to walk there, but I did manage to visit in the last spring, to offer what I already sensed would be my final farewells. Places like this are important to me - to all of us - because they exist outside the normal timespan. You can stand on the backbone of the Long Mynd and not know if you are in the 1940s, the 2000s, the tenth or eleventh century... It is all immaterial, all irrelevant. The gorse and the purple heather are unchanging, and so are the sheeptracks which cut through them and criss-cross them, the twisted rocky outcrops which surprise you at every turn, the warm browns of the bracken, the distant greys of the conifer plantations, tucked far away down in secretive valleys. You cannot put a price on the sense of freedom and timelessness that is granted to you there, as you stand on the high ridge beneath a flawless sky of April blue and look across at the tame beauties of the English countryside, to the east, and to the west a hint of something stranger - the beginnings of the Welsh mountains

Ellison, Gates, and the other members of this government/industry collaboration used the lockdown to accelerate construction of their 5G network54 of satellites, antennae, biometric facial recognition, and “track and trace” infrastructure that they, and their government and intelligence agency partners, can use to mine and monetize our data, further suppress dissent, to compel obedience to arbitrary dictates, and to manage the rage that comes as Americans finally wake up to the fact that this outlaw gang has stolen our democracy, our civil rights, our country, and our way of life—while we huddled in orchestrated fear from a flu-like virus.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Why Some Men Do Not Get a Raise in Pay If you are working in a large organization and you are silently thinking of and resenting the fact you are underpaid, that you are not appreciated, and that you deserve more money and greater recognition, you are subconsciously severing your ties with that organization. You are setting a law in motion, and the superintendent or manager will say to you, “We have to let you go.” Actually, you dismissed yourself. The manager was simply the instrument through which your own negative mental state was confirmed. It was an example of the law of action and reaction. The action was your thought, and the reaction was the response of your subconscious mind.   Obstacles

In 2019, however, there is nothing left from that: the revolution- ary advent of social media has now reached its full swing, and 100 percent of all deeds, thoughts, deals, and acts in our lives are public. Social media’s almightiness has brought about many things, but the main one is transparency. Total transparency everywhere and for everyone. As a result, social media have shaken up the PR industry beyond recognition. In fact, social media have caused the first and only real PR revolution in the industry’s more than 100 years of history. Regardless of how the PR business may have developed over the years, we always used to be a transmission, a sort of bridge, between our clients and their clients.

Of course,” he says, “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.” He smiles, a version of Tom Cruise with too many teeth, and longer, but still very white. “We have only risk management. The spinning of the given moment’s scenarios. Pattern recognition.

My Death If I’m lucky, I’ll be wired every whichway in a hospital bed. Tubes running into my nose. But try not to be scared of me, friends! I’m telling you right now that this is okay. It’s little enough to ask for at the end. Someone, I hope, will have phoned everyone to say, “Come quick, he’s failing!” And they will come. And there will be time for me to bid goodbye to each of my loved ones. If I’m lucky, they’ll step forward and I’ll be able to see them one last time and take that memory with me. Sure, they might lay eyes on me and want to run away and howl. But instead, since they love me, they’ll lift my hand and say “Courage” or “It’s going to be all right.” And they’re right. It is all right. It’s just fine. If you only knew how happy you’ve made me! I just hope my luck holds, and I can make some sign of recognition. Open and close my eyes as if to say, “Yes, I hear you. I understand you.” I may even manage something like this: “I love you too. Be happy.” I hope so! But I don’t want to ask for too much. If I’m unlucky, as I deserve, well, I’ll just drop over, like that, without any chance for farewell, or to press anyone’s hand. Or say how much I cared for you and enjoyed your company all these years. In any case, try not to mourn for me too much. I want you to know I was happy when I was here. And remember I told you this a while ago—April 1984. But be glad for me if I can die in the presence of friends and family. If this happens, believe me, I came out ahead. I didn’t lose this one.

There was presented to him at once and clearly an opportunity for joy--casual, accidental joy, but joy. If he could not manage joy, at least he might have managed the intention of joy, or (if that also were too much) an effort towards the intention of joy. The infinity of-grace could have been contented and invoked by a mere mental refusal of anything but such an effort. He knew his duty--he was no fool--he knew that the fantastic recognition would please and amuse the innocent soul of Sir Aston, not so much for himself as in some unselfish way for the honour of history. Such honours meant nothing, but they were part of the absurd dance of the world, and to be enjoyed as such. Wentworth knew he could share that pleasure. He could enjoy; at least he could refuse not to enjoy. He could refuse and reject damnation. With a perfectly clear, if instantaneous, knowledge of what he did, he rejected joy instead. He instantaneously preferred anger, and at once it came; he invoked envy, and it obliged him. He crushed the paper in a rage, then he tore it open, and looked again and again-there it still was. He knew that his rival had not only succeeded, but succeeded at his own expense; what chance was there of another historical knighthood for years? Till that moment he had never thought of such a thing. The possibility had been created and withdrawn simultaneously, leaving the present fact to mock him. The other possibility--of joy in that present fact--receded as fast. He had determined, then and for ever, for ever, for ever, that he would hate the fact, and therefore facts.

Lady Eliza.” As the voice washed over her, recognition set in and fury descended. “Who is that man?” Ben asked as he peered around her leg. “Why is he smiling at you?” “He’s an arrogant gentleman who is mistaken to think I welcome his smiles,” Eliza managed to get out. Ben suddenly tugged free from her hand and ran toward the man as fast as his short legs could carry him. Before Eliza had the presence of mind to react, Ben opened his mouth and clamped his teeth firmly onto the leg of Lawrence Moore, the Earl of Wrathshire. A howl of outrage escaped Lawrence’s lips. “Umm, Eliza, don’t you think it might be prudent to fetch Benjamin from that gentleman’s leg?” Agatha asked in alarm. “Give him another moment,” Eliza said even as she strode forward, her temper burning hot when she realized Lawrence was trying to shake Ben off his leg. “Don’t hurt him,” she snarled as she reached them and carefully pried Ben away from Lawrence. “He’s only a baby.” “With teeth like a shark,” Lawrence grouched, leaning down to rub his leg.

People are always asking me—and every other writer I know—where story ideas come from. Where do you get your ideas, they ask; how do you ever manage to think them up? It’s certainly the hardest question in the world to answer, since stories originate in everyday happenings and emotions, and any writer who tried to answer such a question would find himself telling over, in some detail, the story of his life. Fiction uses so many small items, so many little gestures and remembered incidents and unforgettable faces, that trying to isolate any one inspiration for any one story is incredibly difficult, but basically, of course, the genesis of any fictional work has to be human experience. This translation of experience into fiction is not a mystic one. It is, I think, part recognition and part analysis. A bald description of an incident is hardly fiction, but the same incident, carefully taken apart, examined as to emotional and balanced structure, and then as carefully reassembled in the most effective form, slanted and polished and weighed, may very well be a short story.

I’m Nancy Wilson. I’m with a band called Heart. We, uh, we’re from Seattle.” There was no recognition on these guys' faces. I might as well have told them we were the Von Trapps. But they had some pot. “Hey, little lady, want some?” one old guy asked. “Okay, if you insist, just a tiny bit,” I said. I hadn’t had pot for ages, and this was some mellow stuff, like sixties pot. It was exactly the right kind. Suddenly, I was loose and free. I went into the house, and there were a slew of guitars in the center of the room. Our road manager Bill Cracknell told me later that Tony Brown always wanted his parties to turn into jam sessions, but they rarely did. I’ve never seen a guitar I didn’t want to play. I picked one up, and started into Elton John’s “Country Comfort.” My pot-smoking friends joined in, and so did my sister. I started walking with the guitar, and gesturing to everyone to “come on.” Sheryl Crow grabbed a guitar; George Strait, too. Soon enough it was a superstar jam session with Vince Gill, Clint Black, Michelle Branch, Reba McIntire, and many more. I love hootenannies, but this was one of the best.

In the same way I had managed to overlook the truth of my state’s history in the rosy optimism of my worldview, I never really had cause to notice my whiteness. I didn’t have any impetus to until November 8, 2016, happened. I thought that I understood privilege; I’d studied it in college and pushed against injustice where I saw it. I volunteered for organizations like Planned Parenthood, argued in the face of conservatives who rolled their eyes at Black Lives Matter, and marveled in my gorgeous awakening. But my whiteness, up until that day in November, had allowed me to believe we were ultimately moving forward. Yes, people of color were being shot in the street, conservative lawmakers were trying to push anti-LGBTQ legislation in other states and on the national level, but we were waking up. We had a black president and the recognition of same-sex marriage, and my little activist heart, in all of its whiteness, just believed that things always get better. Because in whiteland, that’s the way it goes. The bad guy will always lose. But then we elected the bad guy, and everything I’ve ever believed to be fundamentally true was incinerated and pissed on. —Sarah Saterlee

The process of simplifying man's environment and rendering it increasingly elemental and crude has a cultural as well as a physical dimension. The need to manipulate immense urban populations—to transport, feed, employ, educate and somehow entertain millions of densely concentrated people—leads to a crucial decline in civic and social standards. A mass concept of human relations—totalitarian, centralistic and regimented in orientation—tends to dominate the more individuated concepts of the past. Bureaucratic techniques of social management tend to replace humanistic approaches. All that is spontaneous, creative and individuated is circumscribed by the standardized, the regulated and the massified. The space of the individual is steadily narrowed by restrictions imposed upon him by a faceless, impersonal social apparatus. Any recognition of unique personal qualities is increasingly surrendered to the manipulation of the lowest common denominator of the mass. A quantitative, statistical approach, a beehive manner of dealing with man, tends to triumph over the precious individualized and qualitative approach which places the strongest emphasis on personal uniqueness, free expression and cultural complexity.

There are hundreds of examples of highly functioning commons around the world today. Some have been around for centuries, others have risen in response to economic and environmental crises, and still others have been inspired by the distributive bias of digital networks. From the seed-sharing commons of India to the Potato Park of Peru, indigenous populations have been maintaining their lands and managing biodiversity through a highly articulated set of rules about sharing and preservation. From informal rationing of parking spaces in Boston to Richard Stallman’s General Public License (GPL) for software, new commons are serving to reinstate the value of land and labor, as well as the ability of people to manage them better than markets can. In the 1990s, Elinor Ostrom, the American political scientist most responsible for reviving serious thought about commoning, studied what specifically makes a commons successful. She concluded that a commons must have an evolving set of rules about access and usage and that it must have a way of punishing transgressions. It must also respect the particular character of the resource being managed and the people who have worked with that resource the longest. Managing a fixed supply of minerals is different from managing a replenishing supply of timber. Finally, size and place matter. It’s easier for a town to manage its water supply than for the planet to establish water-sharing rules.78 In short, a commons must be bound by people, place, and rules. Contrary to prevailing wisdom, it’s not an anything-goes race to the bottom. It is simply a recognition of boundaries and limits. It’s pooled, multifaceted investment in pursuit of sustainable production. It is also an affront to the limitless expansion sought by pure capital. If anything, the notion of a commons’ becoming “enclosed” by privatization is a misnomer: privatizing a commons breaks the boundaries that protected its land and labor from pure market forces. For instance, the open-source seed-sharing networks of India promote biodiversity and fertilizer-free practices among farmers who can’t afford Western pesticides.79 They have sustained themselves over many generations by developing and adhering to a complex set of rules about how seed species are preserved, as well as how to mix crops on soil to recycle its nutrients over centuries of growing. Today, they are in battle with corporations claiming patents on these heirloom seeds and indigenous plants. So it’s not the seed commons that have been enclosed by the market at all; rather, the many-generations-old boundaries have been penetrated and dissolved by disingenuously argued free-market principles.

Why do we despise, ostracize and punish the drug addict when as a social collective we share the same blindness and engage in the same rationalizations? To pose that question is to answer it. We despise, ostracize and punish the addict because we don’t wish to see how much we resemble him. In his dark mirror our own features are unmistakable. We shudder at the recognition. This mirror is not for us, we say to the addict. You are different, and you don’t belong with us. Like the hardcore addict’s pursuit of drugs, much of our economic and cultural life caters to people’s craving to escape mental and emotional distress. In an apt phrase, Lewis Lapham, long-time publisher of Harper’s Magazine, derides “consumer markets selling promises of instant relief from the pain of thought, loneliness, doubt, experience, envy, and old age.” According to a Statistics Canada study, 31 per cent of working adults aged nineteen to sixty-four consider themselves workaholics, who attach excessive importance to their work and are “overdedicated and perhaps overwhelmed by their jobs.” “They have trouble sleeping, are more likely to be stressed out and unhealthy, and feel they don’t spend enough time with their families,” reports the Globe and Mail. Work doesn’t necessarily give them greater satisfaction, suggested Vishwanath Baba, a professor of Human Resources and Management at McMaster University. “These people turn to work to occupy their time and energy” — as compensation for what is lacking in their lives, much as the drug addict employs substances. At the core of every addiction is an emptiness based in abject fear. The addict dreads and abhors the present moment; she bends feverishly only towards the next time, the moment when her brain, infused with her drug of choice, will briefly experience itself as liberated from the burden of the past and the fear of the future — the two elements that make the present intolerable. Many of us resemble the drug addict in our ineffectual efforts to fill in the spiritual black hole, the void at the centre, where we have lost touch with our souls, our spirit, with those sources of meaning and value that are not contingent or fleeting. Our consumerist, acquisition-, action- and image-mad culture only serves to deepen the hole, leaving us emptier than before. The constant, intrusive and meaningless mind-whirl that characterizes the way so many of us experience our silent moments is, itself, a form of addiction— and it serves the same purpose. “One of the main tasks of the mind is to fight or remove the emotional pain, which is one of the reasons for its incessant activity, but all it can ever achieve is to cover it up temporarily. In fact, the harder the mind struggles to get rid of the pain, the greater the pain.” So writes Eckhart Tolle. Even our 24/7 self-exposure to noise, emails, cell phones, TV, Internet chats, media outlets, music downloads, videogames and non-stop internal and external chatter cannot succeed in drowning out the fearful voices within.

The black-and-white Pheasant table. The quiet horror of the glances examining neighbors’ plates. Half of the Pheasants were on individual meal plans, each one different, so everyone’s plate contents were always a concern. There were calories to be counted. Rats at the next table. The explosion of color and the tide of insanity. Then Birds, in their nightmarish bibs over black. The Sixth was all about camaraderie. Looking at them, it would seem that the group consisted exclusively of jovial practical jokers. I wouldn’t want to find myself on the receiving end of their jokes, and their bursts of loud merriment looked suspect, but so what. They were trying their best. The Third, Fourth, and Sixth had it tough. Rats and Pheasants were the Naughty and the Nice. Both of them overdid it to such an extent that everyone else had to squeeze in between somewhere. Birds were a bit better at it, Hounds a bit worse, and the Fourth, in addition to having no designation, was just too sparsely populated to . . . to fully participate in the game. Once I managed to say the word, I suddenly was free to realize that this “game” would have to include much more than just appearance. It was the right word, and, having caught it, I understood that I had been looking for it for a long time. For the word that would contain the key to everything happening in the House. All it took was the recognition of the fact that the Game encompassed everything around me. It was too improbable that every single one of the pathetic, whining conformists would assemble in one group, while all the unhinged anarchists would go to the other. Which meant that someone somewhere must have designed this at some point. Why? Now that was a different question. My own perspicacity was making me sweat. I wasn’t even hungry anymore.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

Utilitarianism does not teach that people should strive only after sensuous pleasure (though it recognizes that most or at least many people behave in this way). Neither does it indulge in judgments of value. By its recognition that social cooperation is for the immense majority a means for attaining ali their ends, it dispels the notion that society, the state, the nation, or any other social entity is an ultimate end and that individual men are the slaves of that entity. It rejects the philosophies of universalism, collectivism, and totalitarianism. In this sense it is meaningful to call utilitarianism a philosophy of individualism. The collectivist doctrine fails to recognize that social cooperation is for man a means for the attainment of ali his ends. It assumes that irreconcilable conflict prevails between the interests of the collective and those of individuais, and in this conflict it sides unconditionally with the collective entity. The collective alone has real existence; the individuais' existence is conditioned by that of the collective. The collective is perfect and can do no wrong. Individuais are wretched and refractory; their obstinacy must be curbed by the authority to which God or nature has entrusted the conduct of society's affairs. The powers that be, says the Apostle Paul, are ordained of God. They are ordained by nature or by the superhuman factor that directs the course of ali cosmic events, says the atheist collectivist. Two questions immediately arise. First: If it were true that the interests of the collective and those of individuais are implacably opposed to one another, how could society function? One may assume that the individuais would be prevented by force of arms from resorting to open rebellion. But it cannot be assumed that their active cooperation could be secured by mere compulsion. A system of production in which the only incentive to work is the fear of punishment cannot last. It was this fact that made slavery disappear as a system of managing production. Second: If the collective is not a means by which individuais may achieve their ends, if the collective's flowering requires sacrifices by the individuais which are not outweighed by advantages derived from social cooperation, what prompts the advocate of collectivism to assign to the concerns of the collective precedence over the personal wishes of the individuais? Can any argument be advanced for such exaltation of the collective but personal judgments of value? Of course, everybodys judgments of value are personal. If a man assigns a higher value to the concerns of a collective than to his other concerns, and acts accordingly, that is his affair. So long as the collectivist philosophers proceed in this way, no objection can be raised. But they argue differently. They elevate their personal judgments of value to the dignity of an absolute standard of value. They urge other people to stop valuing according to their own will and to adopt unconditionally the precepts to which collectivism has assigned absolute eternal validity.

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

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A simple test can be used to determine where someone is in the motivational hierarchy. If the absolute sum of a raise in salary an individual receives is important to him, he is working mostly within the physiological or safety modes. If, however, what matters to him is how his raise stacks up against what other people got, he is motivated by esteem/recognition or self-actualization, because in this case money is clearly a measure.

One way is to start from the recognition that nation states seem unlikely to give an international agency the power it needs to overrule nation states. So if countries have all the power, they have to find some way to use it in the common interest. If the WHO cannot tell a big country what to do, other countries will have to. Which might work, especially as they are all trading partners. A global government, as governments are usually understood, is not likely to work. Complexity scientist Yaneer Bar-Yam says that when social systems get too complex, old-fashioned hierarchies, with one guy (it’s usually a guy) in charge, don’t work anymore because one person can’t get their head around everything. Hierarchies are already devolving into global networks as the real power structures in many areas of global concern, writes author and governance expert Anne-Marie Slaughter, especially things that can be managed by networks of experts. So we need a network. We now have an annual meeting at which WHO member states tell the WHO what they want it to do. What if we also had a more constantly convened, high-level council of countries to deal with global threats, that could demand that individual governments act on big deals like suspicions of incipient pandemics and other problems that could have impacts far beyond one country? And what if it was advised by a network of scientists-on-call, like the one the WHO now convenes for emergencies?

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

His ambition was for the company to be the employer of choice wherever it had facilities. He had personally trained Kaye Jorgensen, a personnel clerk who went on to become senior vice president of human resources, with that goal in mind. As a result, the company was on the cutting edge of workplace management practices from flexible schedules and job sharing to occupational health services to the employee recognition programs it was known for to regular employee attitude surveys intended to “ensure the work day is the best part of their day,” as Jorgensen put it.

Avoid working with a boss, manager, or individual who lacks trust in you, understanding of your capabilities, or recognition of your talent and abilities. Their inability to see your potential, motivation, passion, and ambition will render your efforts futile, as they are essentially blind, deaf, and dumb to your true value. Seek out opportunities to work with leaders who value your contributions, believe in your potential, and actively support your growth. Avoid working with those who fail to recognize your talents and abilities, as their lack of insight will hinder your progress and limit your opportunities for success! Your present is the architect of your future. What you become in the future is the direct result of the effort you put in today. If you don't get the opportunities, trust, and growth you need today, you will never reach your full potential. The future you envision for yourself is within your grasp, but it requires dedication and hard work in the present.

There is relief in the recognition that we are not so solitary as we suppose ourselves to be. That someone else managed to acquire a vantage that is somehow sufficient. That the longing which seems (and is) so personal is also a shared experience, in significant ways. Shared at the very least with the photographer who made something of it.

Just as an aside, the most common source of accounting fraud has been and probably always will be in that top line: sales. Many companies play with revenue recognition in questionable ways. The issue is particularly acute in the software industry. Software companies often sell their products to resellers, who then sell the products to end users. Manufacturers, under pressure from Wall Street to make their numbers, are frequently tempted to ship unordered software to these distributors at the end of a quarter. (The practice is known as channel stuffing.)

Learning, self-imbibing and disseminating the fact that every person & department is inter- dependent towards achieving the goals set by the organisation would go a long way to avoid conflicts in any organisation. People management is more of an art than a science. Inculcating a sense of belonging to the organisation and setting goals would be the best motivational tool apart from other motivational factors that generally revolve around such as training sessions, work recognition, bonuses etc. That apart whether one's work is recognised or not, a star invariably shine's through the darkness. Thereby good leaders need to self introspect and pave a way for unity within the team towards achieving the goals of the organisation.

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.” He smiles, a version of Tom Cruise with too many teeth, and longer, but still very white. “We have only risk management. The spinning of the given moment’s scenarios. Pattern recognition.

Recognition is celebrating what we do; appreciation is celebrating who we are. Both are worth celebrating.

Recognition of hard work matters, especially when it comes to retaining talent. A decades-long study of two hundred thousand managers and employees conducted by OC Tanner found that 79 percent of people who leave their jobs cite “lack of appreciation” as a primary reason.

Manage Your Career Take responsibility for your own career, and manage it. People will tell you to “follow your passion.” This, again, is bullshit. I would like to be quarterback for the New York Jets. I’m tall, have a good arm, decent leadership skills, and would enjoy owning car dealerships after my knees go. However, I have marginal athletic ability—learned this fast at UCLA. People who tell you to follow your passion are already rich. Don’t follow your passion, follow your talent. Determine what you are good at (early), and commit to becoming great at it. You don’t have to love it, just don’t hate it. If practice takes you from good to great, the recognition and compensation you will command will make you start to love it. And, ultimately, you will be able to shape your career and your specialty to focus on the aspects you enjoy the most. And if not—make good money and then go follow your passion. No kid dreams of being a tax accountant. However, the best tax accountants on the planet fly first class and marry people better looking than themselves—both things they are likely to be passionate about.

Interestingly, such a change is not illegal. An explanation might appear in a footnote to the financial statements, but then again it might not. Maybe you noticed in chapter 6 that the Hewlett-Packard footnote regarding revenue recognition policy mentioned 2009 and 2010. That’s because later in that same section the company describes what it did differently in 2008: For fiscal 2008 . . . HP allocated revenue to each element based on its relative fair value, or for software, based on VSOE of fair value. In the absence of fair value for a delivered element, HP first allocated revenue to the fair value of the undelivered elements and the residual revenue to the delivered elements . . . .

The look on Cherryl’s face was an odd, wistful longing, as if, seeing Dagny from a great distance, she were straining and failing to come closer. “I wish I could wish to fight,” she said softly, “but I don’t. I don’t even want to win any longer. There’s one change that I don’t seem to have the strength to make. You see, I had never expected anything like my marriage to Jim. Then when it happened, I thought that life was much more wonderful than I had expected. And now to get used to the idea that life and people are much more horrible than anything I had imagined and that my marriage was not a glorious miracle, but some unspeakable kind of evil which I’m still afraid to learn fully—that is what I can’t force myself to take. I can’t get past it.” She glanced up suddenly. “Dagny, how did you do it? How did you manage to remain unmangled?” “By holding to just one rule.” “Which?” “To place nothing—nothing—above the verdict of my own mind.” “You’ve taken some terrible beatings . . . maybe worse than I did . . . worse than any of us. . . . What held you through it?” “The knowledge that my life is the highest of values, too high to give up without a fight.” She saw a look of astonishment, of incredulous recognition on Cherryl’s face, as if the girl were struggling to recapture some sensation across a span of years. “Dagny”—her voice was a whisper—“that’s . . . that’s what I felt when I was a child . . . that’s what I seem to remember most about myself . . . that kind of feeling . . . and I never lost it, it’s there, it’s always been there, but as I grew up, I thought it was something that I must hide. . . . I never had any name for it, but just now, when you said it, it struck me that that’s what it was. . . . Dagny, to feel that way about your own life—is that good?” “Cherryl, listen to me carefully: that feeling—with everything which it requires and implies—is the highest, noblest and only good on earth.

Recognition for hard work, valuable skills, helpful advice, or good values can be hugely motivating if it feels genuine and specific.

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.

Controls are the mechanisms that you use to align with other leaders you work with, and they can range from defining metrics to sprint planning (although I wouldn’t recommend the latter). There is no universal set of controls—depending on the size of team and your relationships with its leaders, you’ll want to mix and match—but the controls structure itself is universally applicable. Some of the most common controls that I’ve seen and used: Metrics26 align on outcomes while leaving flexibility around how the outcomes are achieved. Visions27 ensure that you agree on long-term direction while preserving short-term flexibility. Strategies28 confirm you have a shared understanding of the current constraints and how to address them. Organization design allows you to coordinate the evolution of a wider organization within the context of sub-organizations. Head count and transfers are the ultimate form of prioritization, and a good forum for validating how organizational priorities align across individual teams. Roadmaps align on problem selection and solution validation. Performance reviews coordinate culture and recognition. Etc. There are an infinite number of other possibilities, many of which are specific to your company’s particular meetings and forums. Start with this list, but don’t stick to it!

it’s precisely the fact that getting married forecloses the possibility of meeting someone else—someone who might genuinely have been a better marriage partner; who could ever say?—that makes marriage meaningful. The exhilaration that sometimes arises when you grasp this truth about finitude has been called the “joy of missing out,” by way of a deliberate contrast with the idea of the “fear of missing out.” It is the thrilling recognition that you wouldn’t even really want to be able to do everything, since if you didn’t have to decide what to miss out on, your choices couldn’t truly mean anything.

it’s much harder than that. You need to learn how to start saying no to things you do want to do, with the recognition that you have only one life.

You manage it (mental health), you learn and evolve, but another recognition you gotta have is that these are the cards you were dealt...These things are never going to be out of your life. You gotta be constantly vigilant and realistic about these things.

Feedback followed by recognition and appreciation helps team members feel valued & understand that they are vital parts of the company.

Contacting the Hiring Manager I have also contacted hiring managers directly. Sometimes it’s as simple as calling the company and saying I want to speak to Joseph Hiring Manager. The voice recognition or ‘type the name’ systems that are so common today are best, because they won’t ask why you’re calling. Once, when I called a hiring manager directly, I got three interviews. Because I took the effort to call, I became a known quantity. I differentiated myself from the other candidates who didn’t call.

Teasdale doesn't have money for an attorney," he said. "Especially one from Boston. Who are you, really?" Sidney lifted her chin. "An attorney from Boston." "You don't sound like it." She lifted an eyebrow. "Like an attorney?" He scoffed. "No, you have that droning drivel down. You don't sound Boston." She shrugged. "I didn't start out there." "You sound like Sawyer," he said with a nod toward wherever Sawyer had headed. She refused to turn around to find out. "Well, I'm sure there are more than just two of us from---" "You know him," Crane said, narrowing his eyes. Sidney's tongue faltered, and she cleared her throat. "You're from the same place, aren't you?" he asked. "The same little hick town." "Because we both have an accent?" she asked, laughing, hoping it would cover up her lie. "Because of how I just saw him look at you," Crane said, studying Sidney with a grin. "Like a lovesick schoolboy. Holy shit, you're her>." Sidney's breath felt trapped in her chest, unable to move in or out, just held captive there. Sawyer had a her? And she was it? "I---I'm who?" "The girl he came to town all messed up over," Crane said, crossing his own arms. "A hundred years ago. Well, well, well." All messed up over. After punching out his own father. Defending her. Damn it if all her carefully constructed and ancient defenses weren't crumbling around her regarding him. The boy who shattered her already shaky confidence. The reason she bitterly swore off love and dove into work, into making herself a hard and formidable beast. A beast without people skills but still. And now... "We were friends in high school, yes," Sidney managed to push out, her voice sounding decidedly wobbly. "That has no bearing on Mr. Teasdale's case." "Which came to you how, again?" Crane asked. Sidney smiled. "I'll ask the questions." Crane winked, and she so much wanted to slug him. "Nice deflection. What firm are you with?" "Finley and Blossom." "Blossom?" he asked. And it wasn't about the name. It was recognition. Shit. "Yes, sir." "His damn niece," Crane said, slapping a big hand against the ladder. "I forgot she was a lawyer. Damn it. She sent you." Oh, seven kinds of hell, now this wall was disintegrating, too. She needed a suit of armor. "Everything okay?" said a voice from directly behind her. A voice that sent shock waves to all her nether regions, especially coupled with thee hand that rested on the back of her neck. Crap, she needed more than armor. Sidney needed a force field. "I work for her," Sidney said, ignoring Sawyer's question and fighting the urge to settle back against him. "And you need to bring back the win," Crane said, chuckling. God help her if she was ever up against this asshole in court.

Evil is not the attempt to eliminate the play of another according to published and accepted rules, but to eliminate the play of another regardless of the rules. Evil is not the acquisition of power, but the expression of power. It is the forced recognition of a title—and therein lies the contradiction of evil, for recognition cannot be forced. The Nazis did not compete with the Jews for a title, but demanded recognition of a title without competition. This could be achieved, however, only by silencing the Jews, only by hearing nothing from them. They were to die in silence, along with their culture, without anyone noticing, not even those who managed the institutions and instruments of death.

It’s also worth noting that getting more resources will be perceived as recognition or a reward. Leadership should publicly celebrate managers who are actively improving their operational efficiency, for example by coming in under budget at the end of the fiscal year or “giving back” headcount allocation.

Being a Staff-engineer is not just a role. It’s the intersection of the role, your behaviors, your impact, and the organization’s recognition of all those things.

I’ve been swooned by, endlessly charmed, turned on, and left satisfied beyond recognition, and he still manages to leave me breathless.

What no one prepares you for as a woman is for everything to go right. When you are a woman alone, this is never even suggested as a possibility. I will know fellow women who travel solo by their rapt attention when I recount what follows with a level of detail that would exhaust a person accustomed to, for better or worse, traveling with a companion. It’s the solo lady version of parents telling one another they’ve successfully sleep-trained their child or managed to introduce a vegetable into their diet. Similarly, I will watch these women’s faces light up in a combination of recognition, voyeurism, and relief at seeing an ideal version of their life out in the world.

We measured transformational leadership using survey questions adapted from Rafferty and Griffin (2004):1 My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

The Role of Technology in Preventing and Solving Burglaries The world of crime and law enforcement has seen significant technological advancements in recent years. One area where technology has played a vital role is in preventing and solving burglaries. In this blog, we will explore the evolving role of technology in addressing burglary and the various ways it is employed by both law enforcement agencies and homeowners to combat this crime. 1. Home Security Systems One of the most visible and effective uses of technology in burglary prevention is home security systems. These systems often include surveillance cameras, motion sensors, and alarm systems. The ability to monitor and control these systems remotely through smartphone apps has given homeowners a valuable tool in protecting their property. 2. Smart Locks and Access Control Modern technology has given rise to smart locks and access control systems. Homeowners can now control and monitor access to their properties through smartphone apps. This technology allows for greater security and easier management of who enters your home, making it harder for burglars to gain unauthorized access. 3. Artificial Intelligence and Predictive Policing Law enforcement agencies are using artificial intelligence and data analysis to predict and prevent burglaries. By analyzing historical crime data, AI can identify patterns and hotspots, enabling police to allocate resources more effectively. Predictive policing can lead to faster response times and a more proactive approach to preventing burglaries. 4. Video Surveillance and Facial Recognition High-definition video surveillance and facial recognition technology have become powerful tools for both homeowners and law enforcement. Surveillance cameras with facial recognition capabilities can help identify and track potential suspects. This technology can aid in capturing clear images of burglars, making it easier to apprehend them. 5. Social Media and Digital Footprints Social media has become a valuable source of information for law enforcement. Burglars often inadvertently leave digital footprints, such as posts, photos, or location data, that can link them to crime scenes. Detectives can use these digital clues to build cases and identify suspects. 6. DNA Analysis and Forensics Advancements in DNA analysis and forensics have revolutionized the way burglary cases are investigated. DNA evidence can link suspects to crime scenes and help secure convictions. This technology has not only led to the solving of cold cases but also to the prevention of future crimes through the fear of leaving DNA evidence behind. 7. Community Apps and Reporting Many communities now use smartphone apps to report suspicious activities and communicate with neighbors. These apps have become effective in preventing burglaries through community engagement. They facilitate quick reporting of unusual incidents and can be a deterrent to potential burglars. Conclusion Technology has significantly improved the prevention and solving of burglaries. Homeowners now have access to advanced security systems, while law enforcement agencies use data analysis, surveillance, and forensics to track and apprehend suspects. The synergy between technology and law enforcement has made it increasingly challenging for burglars to operate undetected. As technology continues to advance, the fight against burglaries will only become more effective, ultimately making our communities safer.

managers don’t seem to be aware of this. In a related study, Amabile asked 669 managers to rank five different factors affecting employee morale: support for making progress, recognition for good work, monetary incentives, interpersonal support, and clear goals. Only 5 percent ranked support for making progress first, and most ranked it dead last.

Ontario Increases Minimum Wage: Is It Enough to Live On as a Newcomer? At Esse India, we understand the challenges newcomers face when settling in Canada. As of October 1, 2024, several Canadian provinces, including Ontario, Prince Edward Island, Manitoba, and Saskatchewan, have raised their minimum wage. In Ontario, the wage has increased from $16.55 to $17.20 per hour. For immigrants pursuing Canadian permanent residency (PR) or leveraging opportunities like the Global Talent Stream, these wage changes play a significant role in financial planning during the immigration process. A full-time worker in Ontario, clocking an average of 39.3 hours per week, can now expect to earn approximately $675.96 weekly or $35,149.92 annually before taxes. However, after accounting for deductions, the net annual income is $29,026, according to Wealthsimple’s tax calculator. With Toronto being a primary destination for newcomers, the cost of living poses a serious challenge. For those navigating the Canada PR process or consulting with Canada immigration consultants, managing living expenses becomes critical. Rent for a one-bedroom apartment in Toronto averages $2,452 per month, and groceries for one person are estimated at $526.50 monthly. Essentials like utilities, internet, and phone services bring the total to approximately $3,407.84 each month, or $40,894.08 annually—well beyond the net income of a minimum-wage worker. Many immigrants face this reality as they wait for their foreign credentials to be recognized in Canada. While pursuing recognition, they may be forced to accept minimum-wage positions. With 20% of all occupations in Canada being regulated and requiring licenses, the wait for recognition can stretch beyond initial expectations. This highlights the importance of choosing the right Canada PR consultancy or Canadian immigration consultants who can provide proper guidance throughout the process. Newcomers often find themselves in lower-paying roles or entering programs like the Provincial Nominee Program (PNP), which offer alternative routes to permanent residency. For those working with Canada immigration consultants in India, weighing the costs of living against potential income is crucial. The same holds true for immigrants interested in Australia PR or Germany PR through Australia immigration consultants or Germany immigration consultants. The Financial Reality for Newcomers in Canada While many immigrants aim for higher-paying jobs once their credentials are recognized, the journey can be arduous. Programs such as the Global Talent Stream Canada or BC PNP provide skilled workers a pathway to Canada, but maintaining financial stability during this period is essential. Those applying for visas through Canada spouse visa consultants or seeking Canada tourist visa ETA must also prepare for similar financial pressures. Despite these hurdles, Canada continues to attract immigrants due to its robust support systems and opportunities for growth. However, at Esse India, we advise prospective immigrants to approach the Canada PR procedure or Canada PR consultancy with realistic expectations, especially those transitioning from regions where the cost of living may differ significantly. Exploring options like Work and Study in Canada for free, or even considering PR pathways in Australia and Germany, could offer a broader range of opportunities for balancing income with living costs. Whether it’s Canada, Australia, or Germany, it’s important to assess the financial implications thoroughly before making a move. This content, crafted by Esse India, emphasizes the importance of planning and financial awareness for newcomers pursuing permanent residency in Canada, while also touching on immigration alternatives in Australia and Germany.

1. Winning too much: The need to win at all costs and in all situations—when it matters, when it doesn’t, and when it’s totally beside the point. 2. Adding too much value: The overwhelming desire to add our two cents to every discussion. 3. Passing judgment: The need to rate others and impose our standards on them. 4. Making destructive comments: The needless sarcasms and cutting remarks that we think make us sound sharp and witty. 5. Starting with “No,” “But,” or “However”: The overuse of these negative qualifiers which secretly say to everyone, “I’m right. You’re wrong.” 6. Telling the world how smart we are: The need to show people we’re smarter than they think we are. 7. Speaking when angry: Using emotional volatility as a management tool. 8. Negativity, or “Let me explain why that won’t work”: The need to share our negative thoughts even when we weren’t asked. 9. Withholding information: The refusal to share information in order to maintain an advantage over others. 10. Failing to give proper recognition: The inability to praise and reward. 11. Claiming credit that we don’t deserve: The most annoying way to overestimate our contribution to any success. 12. Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it. 13. Clinging to the past: The need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else. 14. Playing favorites: Failing to see that we are treating someone unfairly. 15. Refusing to express regret: The inability to take responsibility for our actions, admit we’re wrong, or recognize how our actions affect others. 16. Not listening: The most passive-aggressive form of disrespect for colleagues. 17. Failing to express gratitude: The most basic form of bad manners. 18. Punishing the messenger: The misguided need to attack the innocent who are usually only trying to help us. 19. Passing the buck: The need to blame everyone but ourselves. 20. An excessive need to be “me”: Exalting our faults as virtues simply because they’re who we are.

GE Beliefs.” A sample belief is the explicit recognition for the need to “Deliver results in an uncertain world,” further described by three key behavioral anchors: We act with urgency, and play to win. We have the courage to make bets others won’t. We use expertise and judgment to manage risk while always acting with integrity.8 Note

The difference between Franklin’s unconventional work and Abagnale’s was that the former managed to create value for others while the latter cheated others. Franklin’s approach was a lateral solution to the unfairness of present convention. Abagnale’s, however entertaining, was a con, and he paid for it. And that’s the difference between rapid, but short-term gains, which I call shortcuts, and sustainable success achieved quickly through smart work, or smartcuts. Whereas by dictionary definition shortcuts can be amoral, you can think of smartcuts as shortcuts with integrity. Working smarter and achieving more—without creating negative externalities. Abagnale took shortcuts and regretted it. Franklin used smartcuts and got his face on a $ 100 bill. After being released from prison, Abagnale spent three decades repaying his debt to society, working for the FBI, without pay. Eventually, he started a security business, met his future wife while on undercover assignment, and had three kids. “True success is not defined by how much money do I make, how well do I speak, how well do I deal with the subjects I deal with,” he says. “But how great of a father I am.” As we explore the unconventional behavior of history’s overachievers in Smartcuts, I hope we’ll keep Abagnale’s lesson in mind. To some people, success means wealth. To others it means recognition, popularity, or promotions; it means free time, inventing products, growing businesses, making breakthroughs at work. Those can all be good things, and in this book, we’ll look at people and companies that achieved big things in the above categories. But I’m convinced that true success has more to do with our becoming better people and building a better world while we do these things than it does with the size of our bank accounts.

Would you like to dance again?” “I’m afraid not. It would be scandalous. I’m not a guest, after all.” “You’re part of the family,” Leo said. “You are very kind, my lord, but you know that’s not true. I am a paid companion, which means—” She broke off as she became aware that someone, a man, was staring at her. Glancing in his direction, she saw a face that had haunted her in nightmares. The sight of him, a figure from the past she had managed to evade for so long, extorted every bit of calm she possessed and sent her into full-scale panic. Only her grip on Leo’s arm kept her from doubling over as if she’d been kicked in the stomach. She tried to take a breath, and could only wheeze. “Marks?” Leo stopped and turned her to face him, looking down at her bleached face in concern. “What is it?” “A touch of the vapors,” she managed to say. “It must have been the exertion of the dance.” “Let me help you to a chair—” “No.” The man was still staring at her, recognition dawning on his features. She had to get away before he approached her. She swallowed hard against the biting pressure of tears welling in her eyes and throat. What might have been the happiest night of Catherine’s life had abruptly become the worst. It’s over, she thought with bitter grief. Her life with the Hathaways had come to an end. She wanted to die.

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?

The Amazon Echo is a new, revolutionary voice-activated, feature rich interface, Bluetooth speaker, streaming device and smart home controller. With powerful voice-recognition capability, cloud connectivity and wireless access to Wi-Fi––the Amazon Echo offers users erstwhile unimagined interactivity between technology and daily life. The Amazon Echo represents a new paradigm of interactive artificial intelligence; connecting users to their homes with a variety of options from interior lighting operations to full control of TV and sound systems––all of which are commanded by voice-activation. The Amazon Echo is a single device capable of retrieving information instantly; it offers users wide access to a wealth of custom features and merges media devices into one stunning interface. Amazon Echo is undeniable a step into the future. Originally released in November 2015, Echo has already developed in leaps and bounds. With Amazon and individual developers continuously evolving the cloud-based voice recognition software, Alexa. There is no doubt about it, there’s lot to envy about Echo. The digital assistant that is Alexa will help you organize your life in a variety of aspects. Alexa can manage your alarms, calendars and to-do lists. There’s plenty more to learn about Alexa, including how Echo can integrate with your smart home devices. In this simple guide we will teach you all about the basics and supply you with exactly what you need to say to get to grips with Alexa. Step into the world of Alexa and ‘hands-free’ your life in more ways than you can imagine.

So you’ve run off from him, have you?” Beatrix asked, smoothing the wiry ruff on his head. “Naughty boy. I suppose you’ve had a fine old time chasing rabbits and squirrels. And there’s a damaging rumor about a missing chicken. You had better stay out of poultry yards, or it won’t go well for you in Stony Cross. Shall I take you home, boy? He’s probably looking for you. He--” She stopped at the sound of something…someone…moving through the thicket. Albert turned his head and let out a happy bark, bounding toward the approaching figure. Beatrix was slow to lift her head. She struggled to moderate her breathing, and tried to calm the frantic stutters of her heart. She was aware of the dog bounding joyfully back to her, tongue dangling. He glanced back at his master as if to convey Look what I found! Letting out a slow breath, Beatrix looked up at the man who had stopped approximately three yards away. Christopher. It seemed the entire world stopped. Beatrix tried to compare the man standing before her with the cavalier rake he had once been. But it seemed impossible that he could be the same person. No longer a god descending from Olympus…now a warrior hardened by bitter experience. His complexion was a deep mixture of gold and copper, as if he had been slowly steeped in sun. The dark wheaten locks of his hair had been cut in efficiently short layers. His face was impassive, but something volatile was contained in the stillness. How bleak he looked. How alone. She wanted to run to him. She wanted to touch him. The effort of standing motionless caused her muscles to tremble in protest. She heard herself speak in a voice that wasn’t quite steady. “Welcome home, Captain Phelan.” He was silent, staring at her without apparent recognition. Dear Lord, those eyes…frost and fire, his gaze burning through her awareness. “I’m Beatrix Hathaway,” she managed to say. “My family--” “I remember you.” The rough velvet of his voice was a pleasure-stroke against her ears. Fascinated, bewildered, Beatrix stared at his guarded face. To Christopher Phelan, she was a stranger. But the memories of his letters were between them, even if he wasn’t aware of it. Her hand moved gently over Albert’s rough fur. “You were absent in London,” she said. “There was a great deal of hullabaloo on your behalf.” “I wasn’t ready for it.” So much was expressed in that spare handful of words. Of course he wasn’t ready. The contrast would be too jarring, the blood-soaked brutality of war followed by a fanfare of parades and trumpets and flower petals. “I can’t imagine any sane man would be,” she said. “It’s quite an uproar. Your picture is in all the shop windows. And they’re naming things after you.” “Things,” he repeated cautiously. “There’s a Phelan hat.” His brows lowered. “No there isn’t.” “Oh, yes there is. Rounded at the top. Narrow-brimmed. Sold in shades of gray or black. They have one featured at the milliner’s in Stony Cross.” Scowling, Christopher muttered something beneath his breath.

Gestational diabetes refers to any degree of glucose intolerance with variable severity with the onset or first recognition during pregnancy. This

that is subject to accelerated revenue recognition as a result of aggressive management estimates is one that has “multiple deliverables.” In this type of arrangement, the seller provides several distinct, but intermingled deliverables over an extended period of time. For example, wireless telecom companies often package mobile phone service and a cell phone handset together in the same contract. Sometimes the handset is sold to the customer at a greatly discounted price (or even given away for free), as long as the customer also agrees to a two-year service contract. Accounting rules require the seller to allocate a portion of the total contract value to the handset (to be recognized as revenue up front) and a portion to the service contract (to be recognized over the life of the contract). The seller uses assumptions in estimating how to split the revenue between the two deliverables. By changing these assumptions or

In a 2016 study, Gallup looked at employee recognition and found that the most memorable recognition comes most often from an employee’s manager (28 percent), followed by a high-level leader or CEO (24 percent), the manager’s manager (12 percent), a customer (10 percent) and peers (9 percent).