Managers Encouraging Quotes

A library is a good place to go when you feel unhappy, for there, in a book, you may find encouragement and comfort. A library is a good place to go when you feel bewildered or undecided, for there, in a book, you may have your question answered. Books are good company, in sad times and happy times, for books are people - people who have managed to stay alive by hiding between the covers of a book." [Letters of Note; Troy (MI, USA) Public Library, 1971]

Thirty years ago my older brother, who was ten years old at the time, was trying to get a report written on birds that he'd had three months to write, which was due the next day. We were out at our family cabin in Bolinas, and he was at the kitchen table close to tears, surrounded by binder paper and pencils and unopened books about birds, immobilized by the hugeness of the task ahead. Then my father sat down beside him put his arm around my brother's shoulder, and said, "Bird by bird, buddy. Just take it bird by bird.

Our culture encourages us to plan every moment and fill our schedules with one activity and obligation after the next, with no time to just be. But the human body and mind require downtime to rejuvenate. I have found my greatest moments of joy and peace just sitting in silence, and then I take that joy and peace with me out into the world.

I would not encourage you to go through the sweat, blood, and tears of the recovery process only to reach some kind of mediocre state where you were just ‘managing’ the illness. It is possible to live without Ed.

Christian does a great job helping an aspiring writer get inspired to write and finish their book. It’s easy to read and understand, and provides encouragement and specific guidance, without being too harsh or detailed on fiction writing only. If you are struggling with how to put your thoughts onto paper, give this a read and establish a rhythm for your writing. Christian’s success at completing over 21 published manuscripts while leading a busy life are testament in if there is a will, there is a way. And it provides some good humor throughout.” Rachel Braynin, Sr Program Manager at Lulu Publishing

The Gospel isn’t a life management program. It shouldn’t merely be the crutch we fall on when life gets ugly. It should be the legs we walk on, the air we breathe.

It’s loneliness. Even though I’m surrounded by loved ones who care about me and want only the best, it’s possible they try to help only because they feel the same thing—loneliness—and why, in a gesture of solidarity, you’ll find the phrase “I am useful, even if alone” carved in stone. Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within. Even knowing that everyone, at some point, has felt completely and utterly alone, it is humiliating to say, “I’m lonely, I need company. I need to kill this monster that everyone thinks is as imaginary as a fairy-tale dragon, but isn’t.” But it isn’t. I wait for a pure and virtuous knight, in all his glory, to come defeat it and push it into the abyss for good, but that knight never comes. Yet we cannot lose hope. We start doing things we don’t usually do, daring to go beyond what is fair and necessary. The thorns inside us will grow larger and more overwhelming, yet we cannot give up halfway. Everyone is looking to see the final outcome, as though life were a huge game of chess. We pretend it doesn’t matter whether we win or lose, the important thing is to compete. We root for our true feelings to stay opaque and hidden, but then … … instead of looking for companionship, we isolate ourselves even more in order to lick our wounds in silence. Or we go out for dinner or lunch with people who have nothing to do with our lives and spend the whole time talking about things that are of no importance. We even manage to distract ourselves for a while with drink and celebration, but the dragon lives on until the people who are close to us see that something is wrong and begin to blame themselves for not making us happy. They ask what the problem is. We say that everything is fine, but it’s not … Everything is awful. Please, leave me alone, because I have no more tears to cry or heart left to suffer. All I have is insomnia, emptiness, and apathy, and, if you just ask yourselves, you’re feeling the same thing. But they insist that this is just a rough patch or depression because they are afraid to use the real and damning word: loneliness. Meanwhile, we continue to relentlessly pursue the only thing that would make us happy: the knight in shining armor who will slay the dragon, pick the rose, and clip the thorns. Many claim that life is unfair. Others are happy because they believe that this is exactly what we deserve: loneliness, unhappiness. Because we have everything and they don’t. But one day those who are blind begin to see. Those who are sad are comforted. Those who suffer are saved. The knight arrives to rescue us, and life is vindicated once again. Still, you have to lie and cheat, because this time the circumstances are different. Who hasn’t felt the urge to drop everything and go in search of their dream? A dream is always risky, for there is a price to pay. That price is death by stoning in some countries, and in others it could be social ostracism or indifference. But there is always a price to pay. You keep lying and people pretend they still believe, but secretly they are jealous, make comments behind your back, say you’re the very worst, most threatening thing there is. You are not an adulterous man, tolerated and often even admired, but an adulterous woman, one who is ...

Kaz settled his hands over his cane, his back to the city. “We all want different things from this day. Freedom, redemption—” “Cold hard cash?” suggested Jesper. “Plenty of that. There are lots of people looking to stand in our way. Van Eck. The Merchant Council. Pekka Rollins and his goons, a few different countries, and most of this Saintsforsaken town.” “Is this supposed to be encouraging?” asked Nina. “They don’t know who we are. Not really. They don’t know what we’ve done, what we’ve managed together.” Kaz rapped his cane on the ground. “So let’s go show them they picked the wrong damn fight.

The way I see it, my job as a manager is to create a fertile environment, keep it healthy, and watch for the things that undermine it. I believe, to my core, that everybody has the potential to be creative—whatever form that creativity takes—and that to encourage such development is a noble thing.

Governments are deemed to succeed or fail by how well they make money go round, regardless of whether it serves any useful purpose. They regard it as a sacred duty to encourage the country’s most revolting spectacle: the annual feeding frenzy in which shoppers queue all night, then stampede into the shops, elbow, trample and sometimes fight to be the first to carry off some designer junk which will go into landfill before the sales next year. The madder the orgy, the greater the triumph of economic management.

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.

I am encouraged as I look at some of those who have listened to their "different drum": Einstein was hopeless at school math and commented wryly on his inadequacy in human relations. Winston Churchill was an abysmal failure in his early school years. Byron, that revolutionary student, had to compensate for a club foot; Demosthenes for a stutter; and Homer was blind. Socrates couldn't manage his wife, and infuriated his countrymen. And what about Jesus, if we need an ultimate example of failure with one's peers? Or an ultimate example of love?

That guy back there had a gun,” Christopher went on. “Brandon Stark didn't even have a gun, and he managed to kidnap you just by threatening to do mean things to your friends. How do you think you're going to cope with his dad, who's a real gangster?” “Well,” I said. Suddenly, I didn't feel quite so encouraged. There were actual tears in my eyes. “That's why this time I'm asking you for help. I know I can't do it alone anymore. I need you, Christopher.” “You're damn right you do,” he said. “It's about time you realized it.

Boards should encourage management to develop scenario planning exercises that model various potential global events and their impact on the company.

When employees see each other as teammates and encourage each other to do a better job, everyone in the company shares in the rewards.

A library is many things. It’s a place to go, to get in out of the rain. It’s a place to go if you want to sit and think. But particularly it is a place where books live, and where you can get in touch with other people, and other thoughts, through books. If you want to find out about something, the information is in the reference books — the dictionaries, the encyclopedias, the atlases. If you like to be told a story, the library is the place to go. Books hold most of the secrets of the world, most of the thoughts that men and women have had. And when you are reading a book, you and the author are alone together — just the two of you. A library is a good place to go when you feel unhappy, for there, in a book, you may find encouragement and comfort. A library is a good place to go when you feel bewildered or undecided, for there, in a book, you may have your question answered. Books are good company, in sad times and happy times, for books are people — people who have managed to stay alive by hiding between the covers of a book.

Many articles and books on creativity encourage us to 'think out of the box' and get rid of all the restrictions on our thinking. The trouble with this advice is that it is almost entirely wrong. It is very difficult to be creative when 'anything goes' and you have no limitations, because it is the limitations that actually encourage creativity.

We neither encourage nor discourage. We accept it. Accept it as we accept that spider web up there on the cornice. Given the nature of spiders, webs are inevitable. And given the nature of human beings, so are religions. Spiders can't help making symbols. That's what the human brain is there for - to turn the choad of given experience into a set of manageable symbols.

She is opinionated, as most of us are, but you won’t find yourself impaled on her arguments; she doesn’t charge at you as some people do. What [she] does is walk slowly and steadily into a conversational battle, somehow managing to deflect all incoming targets until she is standing in your corner with her flag dug firmly into the ground. I think it comes from the deep-seated confidence she possesses in her core. I think it is the powerful combination of encouraged individualism and a strong family unit.

Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.

Happiness is a state of mental,physical and spiritual well-being. Think pleasantly,engaged sport and read daily to enhance your well-being.

<…>Days before, seconds after she told him she wanted to have breakfast with her husband and he liked hearing her say that, he liked it too fucking much, he fucked up. Then he kept fucking up. Then he kept fucking doing it. He knew it and he couldn't stop. Then, the instant she pressed her mouth to his, her soft body in his lap, overwhelmed with emotion and sharing that with him he lost control and he knew he couldn't do that. And the only way he could manage to keep control was to stay the fuck away from her, her sweet smiles, her soft voice, her brightness, that fantastic fucking body. He couldn't hold up. So he stayed the fuck away from her and spent a lot of time thinking about how to encourage her to stay the fuck away from him.<…>

A good manager is always looking to cultivate talent in people, and a good manager is always looking to find employees doing something right so they can give compliments and encourage the team to keep doing the good things they're doing.

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.

to encourage people to take responsibility for who they really are. And it is the only way to show respect for each person. Focusing on strengths is the storyline that explains all their efforts as managers.

Antidemocracy, executive predominance, and elite rule are basic elements of inverted totalitarianism. Antidemocracy does not take the form of overt attacks upon the idea of government by the people. Instead, politically it means encouraging what I have earlier dubbed “civic demobilization,” conditioning an electorate to being aroused for a brief spell, controlling its attention span, and then encouraging distraction or apathy. The intense pace of work and the extended working day, combined with job insecurity, is a formula for political demobilization, for privatizing the citizenry. It works indirectly. Citizens are encouraged to distrust their government and politicians; to concentrate upon their own interests; to begrudge their taxes; and to exchange active involvement for symbolic gratifications of patriotism, collective self-righteousness, and military prowess. Above all, depoliticization is promoted through society’s being enveloped in an atmosphere of collective fear and of individual powerlessness: fear of terrorists, loss of jobs, the uncertainties of pension plans, soaring health costs, and rising educational expenses.

The ability to facilitate productive discussions and guide the board towards consensus is essential. The board chair must be able to manage different personalities, encourage participation, and ensure that all viewpoints are considered.

Managers are encouraged to focus on complex initiatives like reengineering or learning organizations, without spending time on the basics.

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

Micro-managing creativity kills it. To encourage creative brilliance, foster an atmosphere where it can thrive and then step out of the way and let it happen.

When you redefine something, you stretch your perception and open your mind to new ideas. You discover new meanings and get to see your previous style, behaviors, or beliefs from an expanded vantage point. Consider new options which would make your life more meaningful, bring more fulfilment, and encourage you to shine.

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.

Research indicates that the highest performing managers and leaders are the most open and caring. The best leaders demonstrate more affection toward others and want others to be more open with them. They are more positive and passionate, more loving and compassionate, and more grateful and encouraging than their lower performing counterparts.

People work harder, longer, and more creatively if they are motivated by the intrinsic pleasure of their work. Managers must do everything they can to make the value of jobs obvious and the joy in them accessible.

If you are disabled, it is probably not your fault, but it is no good blaming the world or expecting it to take pity on you. One has to have a positive attitude and must make the best of the situation that one finds oneself in; if one is physically disabled, one cannot afford to be psychologically disabled as well. In my opinion, one should concentrate on activities in which one's physical disability will not present a serious handicap. I am afraid that Olympic Games for the disabled do not appeal to me, but it is easy for me to say that because I never liked athletics anyway. On the other hand, science is a very good area for disabled people because it goes on mainly in the mind. Of course, most kinds of experimental work are probably ruled out for most such people, but theoretical work is almost ideal. My disabilities have not been a significant handicap in my field, which is theoretical physics. Indeed, they have helped me in a way by shielding me from lecturing and administrative work that I would otherwise have been involved in. I have managed, however, only because of the large amount of help I have received from my wife, children, colleagues and students. I find that people in general are very ready to help, but you should encourage them to feel that their efforts to aid you are worthwhile by doing as well as you possibly can.

The proper management of one's feelings clearly lies along a complex (and therefore not simple or easy) balanced middle path, requiring constant judgment and continuing adjustment. Here the owner treats his feelings (slaves) with respect, nurturing them with good food, shelter and medical care, listening and responding to their voices, encouraging them, inquiring as to their health, yet also organizing them, limiting them, deciding clearly between them, redirecting them and teaching them, all the while leaving no doubt as to who is the boss. This is the path of healthy self-discipline.

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

My wife was out and I was home alone with Emma when my mother called. She said, "Oh, so you're babysitting?" As politely as I could manage, I answered, "I call it fathering." She realized immediately what she had said and apologized. I realized that when she was a child, and again as a mother of young children, father's active involvement with their infants was so minimal that it could fairly be called baby-sitting.

When they had understood the hoopoe's words, A clamour of complaint rose from the birds: 'Although we recognize you as our guide, You must accept - it cannot be denied - We are a wretched, flimsy crew at best, And lack the bare essentials for this quest. Our feathers and our wings, our bodies' strength Are quite unequal to the journey's length; For one of us to reach the Simorgh's throne Would be miraculous, a thing unknown. [...] He seems like Solomon, and we like ants; How can mere ants climb from their darkened pit Up to the Simorgh's realm? And is it fit That beggars try the glory of a king? How ever could they manage such a thing?' The hoopoe answered them: 'How can love thrive in hearts impoverished and half alive? "Beggars," you say - such niggling poverty Will not encourage truth or charity. A man whose eyes love opens risks his soul - His dancing breaks beyond the mind's control. [...] Your heart is not a mirror bright and clear If there the Simorgh's form does not appear; No one can bear His beauty face to face, And for this reason, of His perfect grace, He makes a mirror in our hearts - look there To see Him, search your hearts with anxious care.

How many things would be different in everyone’s surroundings if we hadn’t lived? How a good word many have encouraged some fellow and did something to him that he did it differently and better than he would otherwise. And through him somebody else was saved. How much we contribute to each other, how powerful we each are-and don’t know it.

MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS Some things that you want to encourage will be quantifiable, and some will not. If you report on the quantitative goals and ignore the qualitative ones, you won’t get the qualitative goals, which may be the most important ones. Management purely by numbers is sort of like painting by numbers—it’s strictly for amateurs. At HP, the company wanted high earnings now and in the future. By focusing entirely on the numbers, HP got them now by sacrificing the future.

Sometimes you have to go on when you don't feel like it, and sometimes you're doing good work when it feels like all you're managing is to shovel sh*t from a sitting position.

foundational principles—don’t criticize, condemn, or complain; talk about others’ interests; if you’re wrong, admit it; let others save face. Such principles don’t make you a clever conversationalist or a resourceful raconteur. They remind you to consider others’ needs before you speak. They encourage you to address difficult subjects honestly and graciously. They prod you to become a kinder, humbler manager, spouse, colleague, salesperson, and parent. Ultimately, they challenge you to gain influence in others’ lives not through showmanship or manipulation but through a genuine habit of expressing greater respect, empathy, and grace.

Consider your time valuable and manage it effectively and efficiently. Don’t waste it. Produce high-quality products that will inspire others. Make it a point of duty to add value to your work during the progress. Don’t settle to less; make it your best, strive to win the test!

Keep his mind on the inner life. He thinks his conversion is something inside him, and his attention is therefore chiefly turned at present to the state of his own mind--or rather to that very expurgated version of them which is all you should allow him to see. Encourage this. Keep his mind off the most elementary duties of directing it to the most advanced and spiritual ones. Aggravate the most useful human characteristics, the horror and neglect of the obvious. You must bring him to a condition in which he can practise self-examination for an hour without discovering any of those facts about himself which are perfectly clear to anyone who has ever lived in the same house with him or worked in the same office. 2. It is, no doubt, impossible to prevent his praying for his mother, but we have means of rendering the prayers innocuous. Make sure that they are always very 'spiritual', that is is always concerned with the state of her soul and never with her rhuematism. Two advantages will follow. In the first place, his attention will be kept on what he regards are her sins, by which, with a little guidance from you, he can be induced to mean any of her actions which are inconvenient or irritating to himself. Thus you can keep rubbing the wounds of the day a little sorer even while he is on his knees; the operation is not at all difficult and you will find it very entertaining. In the second place, since his ideas about her soul will be very crude and often erroneous, he will, in some degree, be praying for an imaginary person, and it will be your task to make that imaginary person daily less and less like the real mother--the sharp-tongued old lady at the breakfast table. In time you may get the cleavage so wide that no thought or feeling from his prayers for the imagined mother will ever flow over into his treatment of the real one. I have had patients of my own so well in hand that they could be turned at a moment's notice from impassioned prayer for a wife's or son's soul to beating or insulting the real wife or son without any qualm. 3. When two humans have lived together for many years it usually happens that each has tones of voice and expressions of face whice are almost unedurably irritating to the other. Work on that. Bring fully into the consciousness of your patient that particular lift of his mother's eyebrows which he learned to dislike in the nursery, and let him think how much he dislikes it. Let him assume that she knows how annoying it is and does it to annoy--if you know your job he will not notice the immense improbablity of the assumption. And, of course, never let him suspect that he has tones and looks which similarly annoy her. As he cannot see or hear himself, this is easily managed.

10 ways to raise a wild child. Not everyone wants to raise wild, free thinking children. But for those of you who do, here's my tips: 1. Create safe space for them to be outside for a least an hour a day. Preferable barefoot & muddy. 2. Provide them with toys made of natural materials. Silks, wood, wool, etc...Toys that encourage them to use their imagination. If you're looking for ideas, Google: 'Waldorf Toys'. Avoid noisy plastic toys. Yea, maybe they'll learn their alphabet from the talking toys, but at the expense of their own unique thoughts. Plastic toys that talk and iPads in cribs should be illegal. Seriously! 3. Limit screen time. If you think you can manage video game time and your kids will be the rare ones that don't get addicted, then go for it. I'm not that good so we just avoid them completely. There's no cable in our house and no video games. The result is that my kids like being outside cause it's boring inside...hah! Best plan ever! No kid is going to remember that great day of video games or TV. Send them outside! 4. Feed them foods that support life. Fluoride free water, GMO free organic foods, snacks free of harsh preservatives and refined sugars. Good oils that support healthy brain development. Eat to live! 5. Don't helicopter parent. Stay connected and tuned into their needs and safety, but don't hover. Kids like adults need space to roam and explore without the constant voice of an adult telling them what to do. Give them freedom! 6. Read to them. Kids don't do what they are told, they do what they see. If you're on your phone all the time, they will likely be doing the same thing some day. If you're reading, writing and creating your art (painting, cooking...whatever your art is) they will likely want to join you. It's like Emilie Buchwald said, "Children become readers in the laps of their parents (or guardians)." - it's so true! 7. Let them speak their truth. Don't assume that because they are young that you know more than them. They were born into a different time than you. Give them room to respectfully speak their mind and not feel like you're going to attack them. You'll be surprised what you might learn. 8. Freedom to learn. I realize that not everyone can homeschool, but damn, if you can, do it! Our current schools system is far from the best ever. Our kids deserve better. We simply can't expect our children to all learn the same things in the same way. Not every kid is the same. The current system does not support the unique gifts of our children. How can they with so many kids in one classroom. It's no fault of the teachers, they are doing the best they can. Too many kids and not enough parent involvement. If you send your kids to school and expect they are getting all they need, you are sadly mistaken. Don't let the public school system raise your kids, it's not their job, it's yours! 9. Skip the fear based parenting tactics. It may work short term. But the long term results will be devastating to the child's ability to be open and truthful with you. Children need guidance, but scaring them into listening is just lazy. Find new ways to get through to your kids. Be creative! 10. There's no perfect way to be a parent, but there's a million ways to be a good one. Just because every other parent is doing it, doesn't mean it's right for you and your child. Don't let other people's opinions and judgments influence how you're going to treat your kid. Be brave enough to question everything until you find what works for you. Don't be lazy! Fight your urge to be passive about the things that matter. Don't give up on your kid. This is the most important work you'll ever do. Give it everything you have.

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.

People who smile tend to manage, teach and sell more effectively, and to raise happier children. There's far more information in a smile than a frown. That's why encouragement is a much more effective teaching device than punishment.

Mrs Loudon was even more successful than her husband thanks to a single work, Practical Instructions in Gardening for Ladies, published in 1841, which proved to be magnificently timely. It was the first book of any type ever to encourage women of elevated classes to get their hands dirty and even to take on a faint glow of perspiration. This was novel almost to the point of eroticism. Gardening for Ladies bravely insisted that women could manage gardening independent of male supervision if they simply observed a few sensible precautions – working steadily but not too vigorously, using only light tools, never standing on damp ground because of the unhealthful emanations that would rise up through their skirts.

I've been thinking about this mouth all day" he said before covering my lips with his. I licked at his bottom lip and he opened for me, letting me leisurely taste him. The gentle pressure of his mouth was perfect and made me a little dizzy. His fingers slip up my thigh until both hands were gripping my butt. One of his fingers traced the edge of my panties. "I really like this skirt," he murmured against my lips. I really liked it too at the moment. My breath was coming in short gasps as he slid one hand inside the edge of my panties. He gripped my bare butt with one hand while he slid his other slowly back down my thigh and shifted closer to my inner thigh. I liked what his next move would be. What I didn't know was if I was going to let it go that far. Then he moaned into my mouth as his fingers touched the inside of my thigh and my leg fell open of its own accord. The slow, easy kiss became frenzied as we both fought to calm our breathing. His hand inched higher and higher up my exposed thigh. The second his finger grazed the outside of my panties, I jerked in his hold, and something very close to pleading squeaked in my throat. Sawyer pulled back, and his accelerated breathing made me tingle with pleasure. I loved knowing I did that to him. He kissed down my neck until he met the curve of my shoulder. He went very still. His warm breath bathed my chest and neck. His hand slowly moved again. One lone finger slipped inside the edge of my panties and made direct contact. He murmured something against my neck, but I couldn't focus enough to understand. My brain was in a foggy haze, and my heart was about to pound out of my chest. The urge to move against the hand, which now cupped the crotch of my panties, was strong. But I waited while he eased his finger farther inside and gently ran it along the folds. "oh, oh, oh my god," I managed to get out in a breathless chant. "God, you're so warm," he whispered in a strained voice as he began kissing the spot where he had buried his head in my neck. When he slipped his other hand over my leg and pulled it farther open then reached down and pulled my panties to the side as he gently stroked me, I started to come apart in his arms. "That's it, baby," he encouraged me as I clung to him, calling his name and wanting it to never end.

Therapy labels as sickness what might otherwise be judged as weak or willful actions; it thus equips the patient to fight (or resign himself to) the disease, instead of irrationally finding fault with himself. Inappropriately extended beyond the consulting room, however, therapeutic morality encourages a permanent suspension of the moral sense. There is a close connection, in turn, between the erosion of moral responsibility and the waning of the capacity for self-help—in the categories used by John R. Seeley, between the elimination of culpability and the elimination of competence. "What says 'you are not guilty' says also 'you cannot help yourself.' " Therapy legitimates deviance as sickness, but it simultaneously pronounces the patient unfit to manage his own life and delivers him into the hands of a specialist.

Unlike prose writing, the strange process of writing with pictures encourages associations and recollections to accumulate literally in front of your eyes; people, places, and events appear out of nowhere. Doors open into rooms remembered from childhood, faces form into dead relatives, and distant loves appear, almost magically, on the page- all deceptively manageable, visceral, the combinations sometimes even revelatory.

almost every scholar who has grappled with the question of what reading does to one’s habits of mind has concluded that the process encourages rationality; that the sequential, propositional character of the written word fosters what Walter Ong calls the “analytic management of knowledge.

Strategies that relax and replenish can restore one’s reservoir of willpower and are thus helpful in ADHD. These strategies include: times of relaxation such as meditation, positive emotions, self-talk that is encouraging, time of play, physical exercise, adequate breaks, or even having a snack that increases blood glucose. Motivational strategies such imagery, or physical reminders of or talking about future rewards can also help.

The renowned spiritual teacher Pema Chodron (2009) encourages us to ‘let go of our storyline, but stay with the energy’. If you can separate your thoughts and judgement from the pure, visceral aspect of your experience, you will see that these strong feelings are nothing but energy that needs to go through you.

Again and again workers told me that they are under tremendous pressure not to report injuries. The annual bonuses of plant foremen and supervisors are often based in part on the injury rate of their workers. Instead of crating a safer workplace, these bonus schemes encourage slaughterhouse managers to make sure that accidents and injuries go unreported. Missing fingers, broken bones, deep lacerations and amputated limbs are difficult to conceal from authorities. But the dramatic and catastrophic injuries in a slaughterhouse are greatly outnumbered by less visible, though no less debilitating, ailments: torn muscles, slipped disks, pinched nerves.

Saving money won't get us rich. You have to spend it to get it.

I feel bad for you . If you only feel better about yourself when you body shame others . When you are oppressing others or you others are failing.

What should scare you is not knowing what you don’t know. Always be eager to learn for knowledge is power.

The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.

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

You have a freckle,” he murmured. “Right” – he leaned down and dropped a light kiss near the inside of her elbow – “here.” “You’ve seen it before,” she said softly. It wasn’t in an immodest spot; she had plenty of frocks with short sleeves. He chuckled. “But I’ve never given it it’s proper due.” “Really.” “Mmm-hmm.” He lifted her arm, twisting it just a bit so that he could pretend to be studying her freckle. “It is clearly the most delightful beauty mark in all of England.” A marvelous sense of warmth and contentment melted through her. Even as her body burned for his, she could not stop herself from encouraging his teasing conversation. “Only England?” “Well, I haven’t traveled very extensively abroad…” “Oh, really?” “And you know…” His voice dropped to a husky growl. “There may be other freckles right here in this room. You could have one here.” He dipped a finger under the bodice of her nightgown, then moved his other hand to her hip. “Or here.” “I might,” she agreed. “The back of your knee,” he said, the words hot against her ear . “You could have one there.” She nodded. She wasn’t sure she was still capable of speech. “One of your toes,” he suggested. “Or your back.” “You should probably check,” she managed to get out. He took a deep, shuddering breath.

The truth. There isn't any. All we've managed to find out about the boundaries of the universe is that it hasn't got any, and all we know about God is that we don't know anything. So the only thing a mum who was a priest demanded of her family was simple: that we do our best. We plant an apple tree today, even if we know the world is going to be destroyed tomorrow. We save those we can

Great game mechanics can even create achievement out of nothing. Airlines turned loyalty into a status symbol. Foursquare made it a mark of distinction to be a fixture at the corner bar. And by encouraging players to post their achievements on Facebook, online game makers have managed to convince people to proclaim loudly—even boast—that they spend hours playing computer games every day.

Once out of the mailroom, I began to learn more about fear. As soon as fear begins to ascend, anatomically, from the pit of the stomach to the throat and brain, from fear of violence to the more nameless kind, you come to believe you are part of a horrible experiment. I learned to distrust those superiors who encouraged independent thinking. When you gave it to them, they returned it in the form of terror, for they knew that ideas, only that, could hasten their obsolescence. Management asked for new ideas all the time; memos circulated down the echelons, requesting bold and challenging concepts. But I learned that new ideas could finish you unless you wrapped them in a plastic bag. I learned that most of the secretaries were more intelligent than most of the executives and that the executive secretaries were to be feared more than anyone. I learned what closed doors meant and that friendship was not negotiable currency and how important it was to lie even when there was no need to lie. Words and meanings were at odds. Words did not say what was being said nor even its reverse. I learned to speak a new language and soon mastered the special elements of that tongue.

immigration blamers encourage you to point to your neighbour and convince yourself that they are the problem, rather than question where wealth is concentrated in this country, and exactly why resources are so scarce. And the people who push this rhetoric couldn’t care less either way, just as long as you’re not pointing the finger at them. It isn’t right to suggest that every win for race equality results in a loss for white working-class people. When socially mobile black people manage to penetrate white-dominated spheres, they often try to put provisions in place (like diversity schemes) to bring others up with them.

Our essential difficulty is that we are seeking in a mechanism, which is necessary, qualities it simply does not possess. The market does not lead, balance or encourage democracy. However, properly regulated it is the most effective way to conduct business. It cannot give leadership even on straight economic issues. The world-wide depletion of fish stocks is a recent example. The number of fish caught between 1950 and 1989 multiplied by five. The fishing fleet went from 585,000 boats in 1970 to 1.2 million in 1990 and on to 3.5 million today (1995). No one thought about the long- or even medium-term maintenance of stocks; not the fishermen, not the boat builders, not the fish wholesalers who found new uses for their product, including fertilizer and chicken feed; not the financiers. It wasn't their job. Their job was to worry about their own interests. (IV - From Managers and Speculators to Growth)

Many people lack discipline when it comes to saving money. What good is having a bunch of stuff if you’re struggling, in debt, or broke most of the time? So many people put up a front like they’ve got it going on, but they know the truth. They spend all of their money trying to look important, and/or keep up an image. Knowledge is everything! Educate yourself about money, investing, and saving. I encourage you to start investing in yourself instead of things! Set yourself up for a better future and start making better choices. Building wealth takes time! Have discipline. Save. Stay consistent. Be brave enough to change your spending habits. Be wise! Don’t allow money to control you. Strive to have a healthy relationship with money!

Teach and reinforce the merits of mistake-based learning. To encourage people to bring their mistakes into the open and analyze them objectively, managers need to foster a culture that makes this normal and that penalizes suppressing or covering up mistakes.

A paradox of life; be it good or bad, joy or sorrow, comfort or discomfort, appointment or disappointment, encouragement or discouragement, deception or loyalty, faithfulness or unfaithfulness, a good day or a bad day, things in life never remains static. Things keep moving and things keep changing. Seconds keep galloping, minutes keep changing into hours and hours keep turning into days. Free your mind from such things which are capable of crippling it from thinking distinctively. Notwithstanding the situation, keep moving to the purposeful land.

Good employees are skilled; great employees are talented. Good employees are friendly; great employees are devoted. Good employees are cautious; great employees are brave. Good employees are calm; great employees are confident. Good employees are educated; great employees are experienced. Good managers are encouraging; great supervisors are forgiving. Good managers are calm; great supervisors are caring. Good managers are truthful; great supervisors are sincere. Good managers are compassionate; great supervisors are generous. Good managers are likable; great supervisors are loving. Good leaders are intelligent; great leaders are wise. Good leaders are bold; great leaders are fearless. Good leaders are artful; great leaders are kind. Good leaders are warriors; great leaders are servants. Good leaders are managers; great leaders are innovators.

How both of you think about ADHD is actually very important. Having a “disorder” can suggest an illness that is perceived as “bad” and permanent. Thinking of ADHD as a series of traits that can be both positive and negative, and that can be managed with the right strategies, is far more likely to encourage optimism, effort, and patience. It is the trap of the non-ADHD spouse to feel that he or she is “normal” and the ADHD spouse is “not normal.” This usually unspoken sense of superiority, or assumption that the non-ADHD partner’s way of doing things is more “reasonable” than the ADHD partner’s approach, dooms many relationships. Consider the words of this fiancée:

There’s good reason for such worries. About a year after Pole created his pregnancy prediction model, a man walked into a Minnesota Target and demanded to see the manager. He was clutching an advertisement. He was very angry. “My daughter got this in the mail!” he said. “She’s still in high school, and you’re sending her coupons for baby clothes and cribs? Are you trying to encourage her to get pregnant?” The manager didn’t have any idea what the man was talking about. He looked at the mailer. Sure enough, it was addressed to the man’s daughter and contained advertisements for maternity clothing, nursery furniture, and pictures of smiling infants gazing into their mothers’ eyes. The manager apologized profusely, and then called, a few days later, to apologize again. The father was somewhat abashed. “I had a talk with my daughter,” he said. “It turns out there’s been some activities in my house I haven’t been completely aware of.” He took a deep breath. “She’s due in August. I owe you an apology.

They encouraged the public festivals which humanize the manners of the people. They managed the arts of divination, as a convenient instrument of policy; and they respected as the firmest bond of society, the useful persuasion, that, either in this or in a future life, the crime of perjury is most assuredly punished by the avenging gods.9 But whilst they acknowledged the general advantages of religion, they were convinced, that the various modes of worship contributed alike to the same salutary purposes; and that, in every country, the form of superstition, which had received the sanction of time and experience, was the best adapted to the climate, and to its inhabitants.

What distinguishes love-driven leaders from tyrants? "Great affection" coupled with the passion to see others "run at full speed towards perfection." Love-driven leadership is not urging others forward without concern for their aspirations, well-being, or personal needs. Nor is it being the nice-guy manager who overlooks underperformance that could damage a subordinate's long-term prospects. Instead, love-driven leaders hunger to see latent potential blossom and to help it happen. In more prosaic terms, when do children, students, athletes, or employees achieve their full potential? When they're parented, taught, coached, or managed by those who engender trust, provide support and encouragement, uncover potential, and set high standards.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

So what are people actually referring to when they talk about "deregulation"? In ordinary usage, the word seems to mean "changing the regulatory structure in a way that I like." In practice this can refer to almost anything. In the case of airlines or telecommunications in the seventies and eighties, it meant changing the system of regulation from one that encouraged a few large firms to one that fostered carefully supervised competition between midsize firms. In the case of banking, "deregulation" has usually meant exactly the opposite: moving away from a situation of managed competition between mid-sized firms to one where a handful of financial conglomerates are allowed to completely dominate the market. This is what makes the term so handy. Simply by labeling a new regulatory measure "deregulation," you can frame it in the public mind as a way to reduce bureaucracy and set individual initiative free, even if the result is a fivefold increase in the actual number of forms to be filled in, reports to be filed, rules and regulations for lawyers to interpret, and officious people in offices whose entire job seems to be to provide convoluted explanations for why you're not allowed to do things. (p. 17)

Part of this utopian vision—at least the part that has to do with world peace—derives from a field in social psychology called terror management theory. According to this theory, the fear of death encourages tribalism, by making us want to affiliate with a group identity that would seem to outlive us. Various studies have shown that when we feel mortally threatened, we become jingoistic, hostile to outsiders, biased against out-groups.

Any so-called 'radical' strategy that seeks to empower the disempowered in the realm of social reproduction by opening up that realm to monetisation and market forces is headed in exactly the wrong direction. Providing financial literacy classes for the populace at large will simply expose that population predatory practices as they seek to manage their own investment portfolios like minnows swimming in a sea of sharks. Providing microcredit and microfinance facilities encourages people to participate in the market economy but does so in such a way as to maximise the energy they have to expend while minimising their returns. Providing legal title for land property ownership in the hope that this will bring economic and social stability to the lives of the marginalised will almost certainly lead in the long run to their dispossession and eviction from that space and place they already hold through customary use rights.

...Women have preserved this `baby look' for as long as possible so as to make the world continue to believe in the darling, sweet little girl she once was, and she relies on the protective instinct in man to make him take care of her. As with everything a woman undertakes on her own initiative, this whole maneuvre is as incredible as it is stupid. It is amazing, in fact, that it succeeds. It would appear very shortsighted to encourage such an ideal of beauty. For how can any woman hope to maintain it beyond the age of twenty-five? Despite every trick of the cosmetics industry, despite magazine advice against thinking or laughing (both tend to create wrinkles), her actual age will inevitably show'- through in the end. And what on earth is a man to do with a grown-up face when he has been manipulated into considering only helpless, appealing little girls to be creatures of beauty? What is a men to do with a woman when the smooth curves have become flabby tires of flesh, the skin slack and pallid, when the childish tones have grown shrill and the laughter sounds like neighing? What is to become of this shrew when her face no longer atones for her ceaseless inanities and when the cries of `Ooh' and Ah' begin to drive him out of his mind? This mummified `child' will never fire a man's erotic fantasy again. One might think her power broken at last. But no, she still manages to get her own way - and for two reasons. The first is obvious: she now has children, who enable her to continue feigning helplessness. As for the second - there are simply not enough young women to go around. It is a safe bet that, given the choice, man would trade in his grown-up child-wife for a younger model, but, as the ratio between the sexes is roughly equal, not every man can have a younger woman. And as he has to have a wife of some sort. he prefers to keep the one he already possesses. This is easy to prove. Given the choice, a man will always choose a younger woman.

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.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

I’m a bottom-up manager who subscribes to the concept of “servant leadership,” as articulated by the late Robert Greenleaf. He believed that organizations are at their most effective when leaders encourage collaboration, trust, foresight, listening, and empowerment. In any hierarchy, it’s clear that the ultimate boss (in my case, me) holds the most power. But a wonderful thing happens when you flip the traditional organizational chart upside down so that it looks like a V with the boss on the bottom. My job is to serve and support the next layer “above” me so that the people on that layer can then serve and support the next layer “above” them, and so on.

When at last he finally hooked one, despite Elizabeth’s best efforts to prevent it, she scrambled to her feet and backed up a step. “You-you’re hurting it!” she cried as he pulled the hook from its mouth. “Hurting what? The fish?” he asked in disbelief. “Yes!” “Nonsense,” said he, looking at her as if she was daft, then he tossed the fish on the bank. “It can’t breathe, I tell you!” she wailed, her eyes fixed on the flapping fish. “It doesn’t need to breathe,” he retorted. “We’re going to eat it for lunch.” “I certainly won’t!” she cried, managing to look at him as if he were a cold-blooded murderer. “Lady Cameron,” he said sternly, “am I to believe you’ve never eaten a fish?” “Well, of course I have.” “And where do you think the fish you’ve eaten came from?” he continued with irate logic. “It came from a nice tidy package wrapped in paper,” Elizabeth announced with a vacuous look. “They come in nice, tidy paper wrapping.” “Well, they weren’t born in that tidy paper,” he replied, and Elizabeth had a dreadful time hiding her admiration for his patience as well as for the firm tone he was finally taking with her. He was not, as she had originally thought, a fool or a namby-pamby. “Before that,” he persisted, “where was the fish? How did that fish get to the market in the first place?” Elizabeth gave her head a haughty toss, glanced sympathetically at the flapping fish, then gazed at him with haughty condemnation in her eyes. “I assume they used nets or something, but I’m perfectly certain they didn’t do it this way.” “What way?” he demanded. “The way you have-sneaking up on it in its own little watery home, tricking it by covering up your hook with that poor fuzzy thing, and then jerking the poor fish away from its family and tossing it on the bank to die. It’s quite inhumane!” she said, and she gave her skirts an irate twitch. Lord Marchman stared at her in frowning disbelief, then he shook his head as if trying to clear it. A few minutes later he escorted her home. Elizabeth made him carry the basket containing the fish on the opposite side from where she walked. And when that didn’t seem to discomfit the poor man she insisted he hold his arm straight out-to keep the basket even further from her person. She was not at all surprised when Lord Marchman excused himself until supper, nor when he remained moody and thoughtful throughout their uncomfortable meal. She covered the silence, however, by chattering earnestly about the difference between French and English fashions and the importance of using only the best kid for gloves, and then she regaled him with detailed descriptions of every gown she could remember seeing. By the end of the meal Lord Marchman looked dazed and angry; Elizabeth was a little hoarse and very encouraged.

Given the central place that technology holds in our lives, it is astonishing that technology companies have not put more resources into fixing this global problem. Advanced computer systems and artificial intelligence (AI) could play a much bigger role in shaping diagnosis and prescription. While the up-front costs of using such technology may be sizeable, the long-term benefits to the health-care system need to be factored into value assessments. We believe that AI platforms could improve on the empirical prescription approach. Physicians work long hours under stressful conditions and have to keep up to date on the latest medical research. To make this work more manageable, the health-care system encourages doctors to specialize. However, the vast majority of antibiotics are prescribed either by generalists (e.g., general practitioners or emergency physicians) or by specialists in fields other than infectious disease, largely because of the need to treat infections quickly. An AI system can process far more information than a single human, and, even more important, it can remember everything with perfect accuracy. Such a system could theoretically enable a generalist doctor to be as effective as, or even superior to, a specialist at prescribing. The system would guide doctors and patients to different treatment options, assigning each a probability of success based on real-world data. The physician could then consider which treatment was most appropriate.

That Modi, Erdoğan, Abe and Chinese president Xi Jinping all bet their careers on economic growth testifies to the almost religious status growth has managed to acquire throughout the world. Indeed, it may not be wrong to call the belief in economic growth a religion, because it now purports to solve many, if not most, of our ethical dilemmas. Since economic growth is allegedly the source of all good things, it encourages people to bury their ethical disagreements and adopt whichever course of action maximises long-term growth. Thus Modi’s India is home to thousands of sects, parties, movements and gurus, yet though their ultimate aims may differ, they all have to pass through the same bottleneck of economic growth, so why not pull together in the meantime? The credo of ‘more stuff’ accordingly

The older a woman got, the more diligent she had to become about not burdening men with the gory details of her past, lest she scare them off. That was the name of the game: Don’t Scare the Men. Those who encouraged you to indulge in your impulse to share, largely did so to expedite a bus. Like I felt the wind of the bus. I could even see a couple of the passengers, all shaken by a potential suicide. And out of nowhere, the guy rushes over, yanks me toward him, and escorts me out of the street.” “The birthday boy?” “No, different guy. You all start to look the same after a while, you know that? Anyway, we were both so high on adrenaline, we couldn’t stop laughing the whole night. Then he asked me out. Now one of our jokes is about that time I flung myself into traffic to avoid him.” “You were in shock.” “No, I wasn’t.” “Why isn’t the joke that he saved your life?” “I don’t know, Amos,” I said, folding my fingers together. “Maybe we’re both waiting for the day I turn around and say, ‘That’s right, asshole, I did fling myself into traffic to avoid you.’ I’m joking.” “Are you?” “Am I?” I mimicked him. “Should the day come when you manage to face-plant yourself into a relationship, you’ll find there are certain fragile truths every couple has. Sometimes I’m uncomfortable with the power, knowing I could break us up if I wanted. Other times, I want to blow it up just because it’s there. But then the feeling passes.” “That’s bleak.” “To you, it is. But I’m not like you. I don’t need to escape every room I’m in.” “But you are like me. You think you want monogamy, but you probably don’t if you dated me.” “You’re faulting me for liking you now?” “All I’m saying is you can’t just will yourself into being satisfied with this guy.” “Watch me,” I said, trying to burn a hole in his face. “If it were me, the party would have been our first date and it never would have ended.” “Oh, yes it would have,” I said, laughing. “The date would have lasted one week, but the whole relationship would have lasted one month.” “Yeah,” he said, “you’re right.” “I know I’m right.” “It wouldn’t have lasted.” “This is what I’m saying.” “Because if I were this dude, I would have left you by now.” Before I could say anything, Amos excused himself to pee. On the bathroom door was a black and gold sticker in the shape of a man. I felt a rage rise up all the way to my eyeballs, thinking of how naturally Amos associated himself with that sticker, thinking of him aligning himself with every powerful, brilliant, thoughtful man who has gone through that door as well as every stupid, entitled, and cruel one, effortlessly merging with a class of people for whom the world was built. I took my phone out, opening the virtual cuckoo clocks, trying to be somewhere else. I was confronted with a slideshow of a female friend’s dead houseplants, meant to symbolize inadequacy within reason. Amos didn’t have a clue what it was like to be a woman in New York, unsure if she’s with the right person. Even if I did want to up and leave Boots, dating was not a taste I’d acquired. The older a woman got, the more diligent she had to become about not burdening men with the gory details of her past, lest she scare them off. That was the name of the game: Don’t Scare the Men. Those who encouraged you to indulge in your impulse to share, largely did so to expedite a decision. They knew they were on trial too, but our courtrooms had more lenient judges.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

no matter how you look at the issue, prevention is a fundamentally preferable and more cost-effective way to promote health and longevity. Most people agree that we invest insufficiently in prevention, but they would also surmise that it is difficult to get young, healthy people to avoid behaviors that increase their risk of future illness. Consider smoking, which causes more preventable deaths than any major risk factor (the other big ones being physical inactivity, poor diet, and alcohol abuse). After prolonged legal battles, public health efforts to discourage smoking have managed to halve the percentage of Americans who smoke since the 1950s.19 Yet 20 percent of Americans still smoke, causing 443,000 premature deaths in 2011 at a direct cost of $96 billion per year. Likewise, most Americans know they should be physically active and eat a healthy diet, yet only 20 percent of Americans meet the government’s recommendations for physical activity, and fewer than 20 percent meet government dietary guidelines.20 There are many, diverse reasons we are bad at persuading, nudging, or otherwise encouraging people to use their bodies more as they evolved to be used (more on this later), but one contributing factor could be that we are still following in the footsteps of the marquis de Condorcet, waiting for the next promised breakthrough. Scared of death and hopeful about science, we spend billions of dollars trying to figure out how to regrow diseased organs, hunting for new drugs, and designing artifical body parts to replace the ones we wear out. I am in no way suggesting that we cease investing in these and other areas. Quite the contrary: let’s spend more! But let’s not do so in a way that promotes the pernicious feedback loop of just treating mismatch diseases rather than preventing them. In practical

We will need comprehensive policies and programs that make low-carbon choices easy and convenient for everyone. Most of all, these policies need to be fair, so that the people already struggling to cover the basics are not being asked to make additional sacrifice to offset the excess consumption of the rich. That means cheap public transit and clean light rail accessible to all; affordable, energy-efficient housing along those transit lines; cities planned for high-density living; bike lanes in which riders aren’t asked to risk their lives to get to work; land management that discourages sprawl and encourages local, low-energy forms of agriculture; urban design that clusters essential services like schools and health care along transit routes and in pedestrian-friendly areas; programs that require manufacturers to be responsible for the electronic waste they produce, and to radically reduce built-in redundancies and obsolescences.

As children, Other-blamers were likely exposed to developmental or attachment trauma, such as abusive, shaming, rejecting, or neglectful parenting. Parents who are substance abusers or psychologically troubled often underfocus on a child’s needs. Parents may have exhibited narcissistic or Other-blaming behaviors that the child models. Another possible cause is parents who were permissive or conflict avoiding and did not hold the child accountable. Parents who overfocus on achievement or behavioral compliance can also encourage a fear of failure that may bring on Other-blaming tendencies. These experiences can cause children to feel unloved, unprotected, and inadequate. They may struggle to experience empathy for others and may develop an unhealthy hypersensitivity and overreaction to shaming experiences. While Other-blaming as a shame-management strategy may be adaptive in childhood, it causes difficulties for adult relationships at all levels, from presidential to personal.

The anger and aggression that women feel, however, can always be abated by an infinite list of beauty products, some of which have the added benefit of eliminating the appearance of anger entirely. Even if a woman is angry, no one should know it by looking at her face – optimally lineless, expressionless, and, in some cases, actually paralyzed. In 2015, news outlets announced a plastic surgery that promised to fix women with 'resting angry face,' popularly known as Resting Bitch Face. Plastic surgery, facial exercises, and even 'facial yoga' hinge on the idea that showing strong, particularly angry, emotions is bad and makes women undesirable. Antidepressant advertising targeting menopausal women encourages them to be tranquil, sedate, and, essentially, nice to look at. Lotions, creams, and injections are 'soothing' and 'calming'. Good skin care, the way to overcome 'angry' rashes or textures, has become a matter of carefully managing not just the feel of the body but also the disciplining of emotions.

At last they came to the lower slopes of the great mountains. Here she met a wild and bedraggled boy. He stumbled across her when she had stopped to rest and suckle the baby. The boy stared at the unlikely pair for a moment, then seated himself on the ground at a respectful distance, obviously preparing to converse. He was the strangest looking boy she had ever seen. Evidently a changeling like herself, for he was tall and straight with long slender limbs, but his hair was golden like the sun and his eyes a deep blue like the sky. He looked to be about fifteen years old, not quite a man, yet man enough to survive. She guessed he must have originated from the fabled district of Shor, in the far south, where it was rumoured that all the people were changelings, and all golden-haired. Astelle tensed, fully expecting Torking to deliver one of his pain bolts to the curious boy, but the child seemed unperturbed, and simply carried on suckling. This boy's attention was obviously not deemed as a threat. She relaxed and smiled at the youth. He returned the smile, white teeth startling against his tanned and dirty face. ‘Why are you travelling all alone?’ he asked. Encouraged by Torking's mindwhispers, Astelle managed to concoct a story very close to the truth. ‘As you can see, my child is rather unusual,’ she explained. ‘I could not bear to raise him among mortals who would constantly deride and insult him – and his father has left me, so I had no choice but to run from my tribe.’ Sympathy appeared in the deep blue eyes. ‘I understand that very well,’ he said. ‘I am an escaped slave. I was captured in infancy, and have no memory of my own people, but all my life I have been mocked and abused because I am different. My name is Bren. I would like to travel with you, if you don't mind. I could take care of you both.’ ‘Keep him,’ Torking mindwhispered. ‘He will be useful to fish and hunt for us. But do not tell him that I speak to you.’ Astelle smiled. ‘Thank you Bren,’ she said. ‘I will be glad of your company. I am called Astelle.’ ‘A Faen name...’ he said wonderingly. They began to climb the mountains of Clor.

Employees at all levels want and need to understand not only the particular work they are assigned and their team’s mission, but also the larger story of the way the business works, the challenges the company faces, and the competitive landscape. ▶ Truly understanding how the business works is the most valuable learning, more productive and appealing than “employee development” trainings. It’s the rocket fuel of high performance and lifelong learning. ▶ Communication between management and employees should genuinely flow both ways. The more leaders encourage questions and suggestions and make themselves accessible for give-and-take, the more employees at all levels will offer ideas and insights that will amaze you. ▶ If someone working for you seems clueless, chances are they have not been told information they need to know. Make sure you haven’t failed to give it to them. ▶ If you don’t tell your people about how the business is doing and the problems being confronted—good, bad, and ugly—then they will get that information somewhere else, and it will often be misinformation. ▶ The job of communicating is never done. It’s not an annual or quarterly or even monthly or weekly function. A steady stream of communication is the lifeblood of competitive advantage.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

And were you immediately taken with Charlotte, when you found her?" "Who wouldn't be?" Gentry parried with a bland smile. He drew a slow circle on Lottie's palm, stroking the insides of her fingers, brushed his thumb over the delicate veins of her wrist. The subtle exploration made her feel hot and breathless, her entire being focused on the fingertip that feathered along the tender flesh of her upper palm. Most disconcerting of all was the realization that Gentry didn't even know what he was doing. He fiddled lazily with her hand and talked with Sophia, while the chocolate service was brought to the parlor and set out on the table. "Isn't it charming?" Sophia asked, indicating the flowered porcelain service with a flourish. She picked up the tall, narrow pot and poured a dark, fragrant liquid into one of the small cups, filling the bottom third. "Most people use cocoa powder, but the best results are obtained by mixing the cream with chocolate liquor." Expertly she stirred a generous spoonful of sugar into the steaming liquid. "Not liquor as in wine or spirits, mind you. Chocolate liquor is pressed from the meat of the beans, after they have been roasted and hulled." "It smells quite lovely," Lottie commented, her breath catching as Gentry's fingertip investigated the plump softness at the base of her thumb. Sophia turned her attention to preparing the other cups. "Yes, and the flavor is divine. I much prefer chocolate to coffee in the morning." "Is it a st-stimulant, then?" Lottie asked, finally managing to jerk her hand away from Gentry. Deprived of his plaything, he gave her a questioning glance. "Yes, of a sort," Sophia replied, pouring a generous amount of cream into the sweetened chocolate liquor. She stirred the cups with a tiny silver spoon. "Although it is not quite as animating as coffee, chocolate is uplifting in its own way." She winked at Lottie. "Some even claim that chocolate rouses the amorous instincts." "How interesting," Lottie said, doing her best to ignore Gentry as she accepted her cup. Inhaling the rich fumes appreciatively, she took a tiny sip of the shiny, dark liquid. The robust sweetness slid along her tongue and tickled the back of her throat. Sophia laughed in delight at Lottie's expression. "You like it, I see. Good- now I have found an inducement to make you visit often." Lottie nodded as she continued to drink. By the time she reached the bottom of the cup, her head was swimming, and her nerves were tingling from the mixture of heat and sugar. Gentry set his cup aside after a swallow or two. "Too rich for my taste, Sophia, although I compliment your skill in preparing it. Besides, my amorous instincts need no encouragement." He smiled as the statement caused Lottie to choke on the last few drops of chocolate.

The Blue Mind Rx Statement Our wild waters provide vast cognitive, emotional, physical, psychological, social, and spiritual values for people from birth, through adolescence, adulthood, older age, and in death; wild waters provide a useful, widely available, and affordable range of treatments healthcare practitioners can incorporate into treatment plans. The world ocean and all waterways, including lakes, rivers, and wetlands (collectively, blue space), cover over 71% of our planet. Keeping them healthy, clean, accessible, and biodiverse is critical to human health and well-being. In addition to fostering more widely documented ecological, economic, and cultural diversities, our mental well-being, emotional diversity, and resiliency also rely on the global ecological integrity of our waters. Blue space gives us half of our oxygen, provides billions of people with jobs and food, holds the majority of Earth's biodiversity including species and ecosystems, drives climate and weather, regulates temperature, and is the sole source of hydration and hygiene for humanity throughout history. Neuroscientists and psychologists add that the ocean and wild waterways are a wellspring of happiness and relaxation, sociality and romance, peace and freedom, play and creativity, learning and memory, innovation and insight, elation and nostalgia, confidence and solitude, wonder and awe, empathy and compassion, reverence and beauty — and help manage trauma, anxiety, sleep, autism, addiction, fitness, attention/focus, stress, grief, PTSD, build personal resilience, and much more. Chronic stress and anxiety cause or intensify a range of physical and mental afflictions, including depression, ulcers, colitis, heart disease, and more. Being on, in, and near water can be among the most cost-effective ways of reducing stress and anxiety. We encourage healthcare professionals and advocates for the ocean, seas, lakes, and rivers to go deeper and incorporate the latest findings, research, and insights into their treatment plans, communications, reports, mission statements, strategies, grant proposals, media, exhibits, keynotes, and educational programs and to consider the following simple talking points: •Water is the essence of life: The ocean, healthy rivers, lakes, and wetlands are good for our minds and bodies. •Research shows that nature is therapeutic, promotes general health and well-being, and blue space in both urban and rural settings further enhances and broadens cognitive, emotional, psychological, social, physical, and spiritual benefits. •All people should have safe access to salubrious, wild, biodiverse waters for well-being, healing, and therapy. •Aquatic biodiversity has been directly correlated with the therapeutic potency of blue space. Immersive human interactions with healthy aquatic ecosystems can benefit both. •Wild waters can serve as medicine for caregivers, patient families, and all who are part of patients’ circles of support. •Realization of the full range and potential magnitude of ecological, economic, physical, intrinsic, and emotional values of wild places requires us to understand, appreciate, maintain, and improve the integrity and purity of one of our most vital of medicines — water.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

On trial were two men, one in a plaid shirt, and the other with a long, ZZ Top-style beard. They looked intimated by the crowd that had turned out, even though Plaid Shirt stood six foot four. He was the main perpetrator, charged with animal cruelty. He had brought his young son along during the bear killing for which he was on trial. The main reason the state managed to bring charges is that the hunters had made a videotape of their gruesome acts. The state trooper who confiscated the video couldn’t even testify at the time of the trial, he was so emotionally overcome. Then they showed the video in court, and I understood why. ZZ Top and Plaid Shirt cornered the bear cub. In order to preserve the integrity of the pelt, they attempted to kill the cub by stabbing it in the eyes. It was absolutely gut-wrenching to watch. The bear struggled for its life, but Plaid Shirt kept thrusting his knife, moving back as the animal twisted frantically away, then moving forward to stab again. The bear cub screamed, and it sounded eerily as though the bear was actually crying “Mama,” over and over. Plaid Shirt and ZZ Top sat unfazed in court. The bear screamed, “Mama, mama, mama.” From my place in the gallery, I watched as a towering man in a police uniform burst into tears and walked out of the courtroom. At the end of the video, Plaid Shirt brought his nine-year-old son over to stand triumphantly next to the dead bear cub. “Clearly, you deserve jail,” the judge told Plaid Shirt as he stood for sentencing. “Unfortunately, the jails are filled with people even more heinous than you: rapists, murderers, and armed robbers. So I am going to sentence you to three thousand hours of community service.” I approached the judge after the trial, furious that this man might end up collecting a bit of rubbish along the highway as his penance. “I want him,” I said, referring to Plaid Shirt. I said that I ran a wildlife rehabilitation facility and could use a volunteer. The first day Plaid Shirt showed up, he actually looked scared of me. He cleaned cages, fed animals, and worked hard. He liked the bobcat I was taking care of, “Bobby.” He said it was the biggest one he had ever seen. It would make a prize trophy. I asked him every question I could think of: where he hunted, how he hunted, why he hunted. Whether he had any kind of shirt other than plaid. I felt as though I was in the presence of true evil. For months he helped. He had some skills, like carpentry, and he could lift heavy things. He fulfilled his community service. In the end, I couldn’t tell if I had made any difference or not. I was only slightly encouraged by his parting words. “You know,” Plaid Shirt said, “I never knew cougars purred.