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.

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.

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.

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.

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.

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

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.

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.

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.

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

<…>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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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.

People who demand too much from you, have nothing to offer you.

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.

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!

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

nothing worth having is ever going to come easy or be handed to them on a silver platter.

Give people a voice, encourage, motivate and reward them

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 .

The solution to encourage creativity is to maximize use of employees’ brainpower.

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

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.

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

Father, help me to get my priorities in the right order. Help me to be a better manager of my time.

The Agile Project Management principles and framework encourage learning and adapting as an integral part of delivering value to customers.

At this time in our history, we must encourage our fellow firefighters to find the care that they need.

We must work together to remove the stigma that has fulled our indifference to mental health and we must encourage our fellow first responder to seek professional care.

Smiling melts away the hardest rock of sadness.

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.

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.

My leadership style: I lead multi-directionally. Leading from the front is obvious. However, I lead from the side. Not to micro-manage but to micro-encourage. Also, leading from the back, knowing they have me to fall back on

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.

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.

and one of the activities they encouraged at the mental hospital was building miniature dioramas. Because everything’s so small, you see. It’s manageable. You hold the figures in your hand. You can see the whole scene. You have perspective. It’s a kind of therapy.

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.

If progress had once been the friend of average men and women, these days every advance in technology seemed to give an advantage to those who understood that the masses must be managed, controlled, and encouraged to live in a crafted virtual reality where they would be content

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.

People who fail in life. Who fail to manage their lives. Who fail to put their lives together. They are always involving themselves in other people lives. They are always paying attention to others not themselves. They always mind other people business and are always talking bad about others.

Give me a person who sincerely wants to commit themselves to being a salesperson, and put them on my team and I will give you a hero. That has always been my mindset as a sales manager, whenever I have been in that position. I believe in people, and I seek to encourage them to perform at their best.

Inverted totalitarianism follows a different route. Instead of pursuing unanimity, it encourages divisiveness; instead of rule by a single master race, it promotes predomination—that is, rule by diverse powers which have found it in their interests to combine while retaining their separate identities.

Is state education designed to encourage more Darwins and Newtons, or to create middle-management civil servants and workers? What tensions are brought into being when a child’s natural proclivity to question everything in their own unique way comes into contact with a one-size-fits-all mode of education?

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.

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.

Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command.

the second force that encourages behavioral addiction: the drive for social approval. As Adam Alter writes: “We’re social beings who can’t ever completely ignore what other people think of us.”18 This behavior, of course, is adaptive. In Paleolithic times, it was important that you carefully managed your social standing with other members of your tribe because your survival depended on it.

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.

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.

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.

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)

Marissa Mayer, at the time a Google vice president of product management and now CEO of Yahoo, told Steven Levy in his book In the Plex: “You can’t understand Google… unless you know that both Larry and Sergey were Montessori kids.”22 This teaching environment is tailored to a child’s learning needs and personality, and children are encouraged to question everything, act of their own volition, and create.

So far they had not done well. They had attempted to eat some of them, bury others and throw the rest of them away. Arthur had finally encouraged one of them to lay a couple of stones on the board he had scratched out, which was not even as far as he’d managed to get the day before. Along with the rapid deterioration in the morale of these creatures, there seemed to be a corresponding deterioration in their actual intelligence

Our age is on the verge of a changed conception of the nature of truth. Nearly every website contains some kind of customization function based on Internet tracing codes designed to ascertain a user’s background and preferences. These methods are intended to encourage users “to consume more content” and, in so doing, be exposed to more advertising, which ultimately drives the Internet economy. These subtle directions are in accordance with a broader trend to manage the traditional understanding of human choice. Goods are sorted and prioritized to present those “which you would like,” and online news is presented as “news which will best suit you.” Two different people appealing to a search engine with the same question do not necessarily receive the same answers. The concept of truth is being relativized and individualized—losing its universal character.

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.

Your actions comes from your Intention and your intentions comes out of what gives you pleasure. Some people get pleasure by people conflicts. Some people get pleasure by controversy. Some people get pleasure , When others fail. Some people get pleasure ,When others struggle in life. Some people get pleasure, when others are hurt in life. Work on what gives you pleasure, so that you may have good intentions and will be able to take the right actions.

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.

There needs to be a revolution in education. We must encourage schools to train our students in the art of living in peace and harmony. It isn’t easy to learn to read, write, or solve math problems, but children manage to do it. Learning how to breathe, smile, and transform anger can also be difficult, but I have seen many young people succeed. If we teach children properly, by the time they are around twelve, they will know how to live harmoniously with others.

Temperance is to me the most important virtue because it is the one most tested by modern culture. Capitalism is fueled by our lack of self-control, our obsession with status and consumption. And not just in the obvious sense of super-sized fries and luxury handbags. Western society encourages indulgence not only in spending but also in emotional outbursts, in victimizing, and victimhood. Temperance is the resistance—or at least the management—of all our indulgences.

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." ― E.B. White [Letters of Note; Troy (MI, USA) Public Library, 1971]

Chris Argyris criticized “good communication that blocks learning,” arguing that formal communication mechanisms like focus groups and organizational surveys in effect give employees mechanisms for letting management know what they think without taking any responsibility for problems and their role in doing something about them. These mechanisms fail because “they do not get people to reflect on their own work and behavior. They do not encourage individual accountability.

...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.

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.

Hobbes reasoned that if individuals were protected in their interests and positively encouraged by the state to pursue them wholeheartedly, subject only to laws designed to safeguard them from the unlawful acts of others, then they would soon recognize that political participation was superfluous, expendable, not a rational choice. Hobbes’s crucial assumption was that absolute power absolutely depended not just on fear, but on passivity. Civic indifference was thus elevated to a form of rational virtue,

Gregori's eyebrows lifted as if he were reading her mind and he glanced firefly at his lifemate. I do not think my considerable charm has worked on her. Savannah looked at him lovingly, her fingers sliding through his hair. "I know you can do this, Gregori." She spoke aloud to encourage Destiny. Gregori didn't need her encouragement. You forgot to smile, she told him. I have mentioned on more than one occasion that smiling is considered important in public relations. I fear I'll never manage to get that through your head.

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

The experiments showed that an effective problem-solving culture was one that balanced standard practice—whatever it happened to be—with forces that pushed in the opposite direction. If managers were used to process conformity, encouraging individualism helped them to employ “ambidextrous thought,” and learn what worked in each situation. If they were used to improvising, encouraging a sense of loyalty and cohesion did the job. The trick was expanding the organization’s range by identifying the dominant culture and then diversifying it by pushing in the opposite direction.

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

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.

At Bridgewater, criticism is encouraged, including subordinates criticizing superiors. Do any of your employees ever criticize you? All the time. Can you give me an example? I was in a client meeting with a big European pension fund that was visiting managers in Connecticut. After the meeting, the salesperson criticized me for being inarticulate, running on too long, and adversely affecting the meeting. I asked others who had been at the meeting for their opinions. I was given a grade of “F” by one of our new analysts who was just one year out of school. I loved it because I knew they were helping me improve and that they understood that was what they were supposed to be doing.

Couples counseling has long been banned from the list of acceptable treatments for domestic violence . . . "an inappropriate intervention that further endangers the woman." Schechter explained: 'It encourages the abuser to blame the victim by examining her "role" in his problem. By seeing the couple together, the therapist erroneously suggests that the partner, too, is responsible for the abuser's behavior. Many women have been beaten brutally following couples counseling sessions in which they disclosed violence or coercion. The abuser alone must take responsibility for the assaults and understand that family reunification is not his treatment goal; the goal is to stop the violence.

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.

The emphasis on technology over an understanding of the realities of war and conflict reflect[s] the ahistoricism not only of too much of the U.S. military officer corps, but of the American educational system as well. Our mistakes in Iraq and Afghanistan were the result of a pervasive failure to understand the historical framework within which insurgencies take place, to appreciate the cultural and political factors of other nations and people, and to encourage the learning of foreign languages. In other words, in Afghanistan and Iraq we managed to repeat many of the mistakes we made in Vietnam, because America's political and military leaders managed to forget nearly every lesson of that conflict.

Guilt plays a pro-social function in strengthening relationships; it encourages taking responsibility, motivates amendatory behaviors such as apology or confession, leads to higher quality solutions to crises and is associated with more constructive anger management … Guilt is also associated with positive empathy and the ability to acknowledge and understand others’ points of view. In contrast shame is associated with responses that are injurious to social relationships… Shame, too, seems to be a driving force in traumatized behavior. Negotiation feels like a defeat, a reminder of the earlier violation. Giving in, adjusting, and changing feel life-threatening. Difference, as to the Supremacist, becomes a threat.

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.

Power distance: the degree to which members of a society expect power to be unequally shared. Uncertainty avoidance: a society’s reliance on social norms and procedures to alleviate the unpredictability of future events. Assertiveness: the extent to which a society encourages people to be tough, confrontational, assertive, and competitive rather than modest and tender. Humane orientation: the degree to which a society encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others. Future orientation: the extent to which a society encourages and rewards future-oriented behaviors such as planning, investing in the future, and delaying gratification. national culture The values and attitudes shared

To lovers out there …. Some people think being single means purity. It means you are a good , innocent person. It means that you are doing better in life, and everything is good. It means you are a strong person. You can manage everything that you don’t need anyone in your life. Having someone it doesn’t mean you are incapable, weak, vulnerable and you are dependent. Being in a relationship with the right person. It is life changing. It is the best thing that everyone should hope for. Two is always better than one. It is twice of everything good, with less effort, strength and time. Being single and alone should not be by choice, but should be circumstantial . Love it is a powerful and beautiful thing . You can benefit a lot from it and it can do lot of things for you.

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

Leaders nourish and uphold the culture of an organization. They make choices that inevitably limit the size and scope of activities that the organization undertakes. A good leader will only work in a firm where there is clear and effective governance to protect the culture, philosophy and investment discipline of the firm. The most effective leaders create a non-hierarchical environment in which idea sharing is encouraged, and diligent execution is rewarded. They also establish a solid foundation, a durable framework, and processes for successfully managing an organization that can maintain these qualities. And last, a great investment leader has a zero tolerance policy for breaches of integrity. By integrity, we mean not only honesty and fulfillment of fiduciary obligation, but process integrity.

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

Law in seventeenth-century Maryland forbade the use of the words “papist” (Catholic) or “round-head” (Puritan), fighting words in the Old World whose effects were muted here by methods still familiar to us. We learned early to live with diversity, at least by the standards of the time. It is useful to remember that the terrible Thirty Years War (1618–1648) was fought among European Christians during the early period of European settlement in America, and that New En gland was largely populated by British Protestant refugees of religious oppression and warfare in Protestant Britain. What might look like homogeneity in nostalgic retrospect was felt and acted upon as intolerable difference justifying enormity in these cultures of origin. Our national ancestors generally managed, by the standards then prevailing, to avoid encouraging the same conflicts here.

If the essential task of middle managers is reinvention, when is that task to be carried out? The answer is, during time that is not used up directing day-to-day business. The fact that managers have time on their hands (i.e., their operations tasks take up less than eight hours per day) gives them time for reinvention. The extra time is not waste, but slack. Without it they could function in only their operational roles. Reinvention would be impossible because the people who could make it happen are just too busy to take the time. Even companies that didn't fire their change centers have hurt themselves by encouraging their middle managers to stay extremely busy. In order to enable change, companies have to learn that keeping managers busy is a blunder. If you have busy managers working under you, they are an indictment of your vision and your capacity to transform that vision into reality. Cut them some slack.

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.

The Education Department controls the education given, and it is planned on foreign models, and its object is to serve foreign rather than native ends, to make docile Government servants rather than patriotic citizens; high spirits, courage, self-respect, are not encouraged, and docility is regarded as the most precious quality in the student; pride in country, patriotism, ambition, are looked on as dangerous, and English, instead of Indian, Ideals are exalted; the blessings of a foreign rule and the incapacity of Indians to manage their own affairs are constantly inculcated. What wonder that boys thus trained often turn out, as men, time-servers and sycophants, and, finding their legitimate ambitions frustrated, become selfish and care little for the public weal? Their own inferiority has been so driven into them during their most impressionable years, that they do not even feel what Mr. Asquith called the "intolerable degradation of a foreign yoke." India's

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.

I could talk for hours about her beauty. Describe every freckle, every faint line, every inch of her body. Anastasia is like the sun, warm and blindingly beautiful. But to be honest, it's not what makes her my person. I'm in love with her determination and her commitment, her soft side, the way she manages to tell me exactly how she's feeling and why, no matter how uncomfortable it might make her at first. She's taught me communicating doesn't mean everything is perfect, it doesn't mean we don't disagree. It means we work through the imperfect bit together, and if we don't agree, we at least know why the other feels that way, even if it's not going to change our minds. Were still individuals, but we're individuals together, and I never knew relationships could be like this. Above all else, she cares about me and my happiness. She makes me study, she encourages me to talk about my mom; I could lie here and list all the things she does that push me to be the version of myself I want to be. She's my best friend.

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.

Not coincidentally, another who noted their extermination was Hitler, who had a first-hand witness of it among his closest associates in Munich. The former German consul in Erzerum, Max von Scheubner-Richter, reported to his superiors in detail on the ways they were wiped out. A virulent racist, who became manager of the early Nazi Kampfbund and the party’s key liaison with big business, aristocracy and the church, he fell to a shot while holding hands with Hitler in the Beerhall putsch of 1923. ‘Had the bullet which killed Scheubner-Richter been a foot to the right, history would have taken a different course,’ Ian Kershaw remarks. Hitler mourned him as ‘irreplaceable’. Invading Poland 16 years later, he would famously ask his commanders, referring to the Poles, but with obvious implications for the Jews: ‘Who now remembers the Armenians?’ The Third Reich did not need the Turkish precedent for its own genocides. But that Hitler was well aware of it, and cited its success to encourage German operations, is beyond question. Whoever has doubted the comparability of the two, it was not the Nazis themselves.

I had a long talk with Jung back in 1958 and I was enormously impressed with a man who was obviously very great but, at the same time, with whom everybody could be completely at ease. There are so many great people, great in knowledge or great in what is called holiness with whom the ordinary individual feels rather embarrassed. He feels inclined to sit on the edge of his chair and to feel immediately judged by this person’s wisdom or sanctity. Jung managed to have wisdom and I think also sanctity in such a way that when other people came into its presence they didn’t feel judged, they felt enhanced, encouraged and invited to share in a common life. And there was a sort of twinkle in Jung’s eye that gave me the impression that he knew himself to be just as much a villain as everybody else. There’s a nice German word - ‘hintergedanke’, which means a thought in the very far far back of your mind. Jung had a hintergedanke in the back of his mind which showed, it showed in the twinkle in his eyes, it showed that he knew and recognized what i have sometimes called ‘the element of irreducible rascality’ in himself.

We may need to take our labels and our experts far more lightly. Some years ago...[I heard of] a farmer who had done exceptionally well despite a dire prognosis. He had taken the same attitude toward his physician's prognosis that he took toward the words of the government soil experts who analyzed his fields. As they were educated men, he respected them and listened carefully as they showed him the findings of their tests and told him that the corn would not grow in this field. He valued their opinions. But, as he said, 'A lot of the time, the corn grows anyway.' What would it be like if more people allowed for the presence of the unknown, and accepted the words of experts in this same way? Like a diagnosis, a label is an attempt to assert control and manage uncertainty. It may allow us the security and comfort of a mental closure and encourage us not to think about things again. But life never comes to a closure, life is process, even mystery. Life is known only by those who have found a way to be comfortable with change and the unknown. Given the nature of life, there may be no security, but only adventure.

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 greatest managers in the world do not have much in common. They are of different sexes, races, and ages. They employ vastly different styles and focus on different goals. But despite their differences, these great managers do share one thing: Before they do anything else, they first break all the rules of conventional wisdom. They do not believe that a person can achieve anything he sets his mind to. They do not try to help a person overcome his weaknesses. They consistently disregard the Golden Rule. And, yes, they even play favorites. Great managers are revolutionaries, although few would use that word to describe themselves. This book will take you inside the minds of these managers to explain why they have toppled conventional wisdom and reveal the new truths they have forged in its place. We are not encouraging you to replace your natural managerial style with a standardized version of theirs — as you will see, great managers do not share a “standardized style.” Rather, our purpose is to help you capitalize on your own style, by showing you how to incorporate the revolutionary insights shared by great managers everywhere.

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.

I walk into the water and it’s ten degrees cooler than the air, absolutely freezing freezing cold, it makes my breath come all fast and I can only take in little gulps of air. I feel the sting of the cut on my leg as the salt gets in it. And I push further into it, so that the water comes up to my chest, then my shoulders and now I really can’t breathe properly, like I’m wearing a corset. I feel tiny fireworks explode in my head and on the surface of my skin and all the bad thoughts loosen, so I can look at them more easily. I put my head under, shaking it to encourage the bad thoughts to float away. A wave comes, and the water fills my mouth. It’s so salty it makes me gag and when I gag I swallow more water and don’t manage to breathe and more water goes in, and it’s in my nose too and each time I open my mouth for air more water comes in instead, great big salty gulps of it. I can feel the movement of the water under my feet and it feels like it’s tugging me somewhere, trying to take me with it. It’s like my body knows something I don’t because it’s fighting for me, my arms and legs thrashing out. I wonder if this is a bit what drowning is like. Then I wonder if I am drowning.

A display cake read JUNETEENTH! in red frosting, surrounded by red, white, and blue stars and fireworks. A flyer taped to the counter above it encouraged patrons to consider ordering a Juneteenth cake early: We all know about the Fourth of July! the flyer said. But why not start celebrating freedom a few weeks early and observe the anniversary of the Emancipation Proclamation! Say it with cake! One of the two young women behind the bakery counter was Black, but I could guess the bakery's owner wasn't. The neighborhood, the prices, the twee acoustic music drifting out of sleek speakers: I knew all of the song's words, but everything about the space said who it was for. My memories of celebrating Juneteenth in DC were my parents taking me to someone's backyard BBQ, eating banana pudding and peach cobbler and strawberry cake made with Jell-O mix; at not one of them had I seen a seventy-five-dollar bakery cake that could be carved into the shape of a designer handbag for an additional fee. The flyer's sales pitch--so much hanging on that We all know--was targeted not to the people who'd celebrated Juneteenth all along but to office managers who'd feel hectored into not missing a Black holiday or who just wanted an excuse for miscellaneous dessert.

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?

If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved. As a corollary, beware of management maxims that stop information from flowing freely in your company. For example, consider the old management standard: “Don’t bring me a problem without bringing me a solution.” What if the employee cannot solve an important problem? For example, what if an engineer identifies a serious flaw in the way the product is being marketed? Do you really want him to bury that information? Management truisms like these may be good for employees to aspire to in the abstract, but they can also be the enemy of free-flowing information—which may be critical for the health of the company.

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.

Pete has a few methods he uses to help manage people through the fears brought on by pre-production chaos. “Sometimes in meetings, I sense people seizing up, not wanting to even talk about changes,” he says. “So I try to trick them. I’ll say, ‘This would be a big change if we were really going to do it, but just as a thought exercise, what if …’ Or, ‘I’m not actually suggesting this, but go with me for a minute …’ If people anticipate the production pressures, they’ll close the door to new ideas—so you have to pretend you’re not actually going to do anything, we’re just talking, just playing around. Then if you hit upon some new idea that clearly works, people are excited about it and are happier to act on the change.” Another trick is to encourage people to play. “Some of the best ideas come out of joking around, which only comes when you (or the boss) give yourself permission to do it,” Pete says. “It can feel like a waste of time to watch YouTube videos or to tell stories of what happened last weekend, but it can actually be very productive in the long run. I’ve heard some people describe creativity as ‘unexpected connections between unrelated concepts or ideas.’ If that’s at all true, you have to be in a certain mindset to make those connections. So when I sense we’re getting nowhere, I just shut things down. We all go off to something else. Later, once the mood has shifted, I’ll attack the problem again.

…we encourage you to trust your coping plan over the long haul. It is useful to acknowledge your small and daily successes, such as facing things you would typically avoid. There will likely be daily examples of slipups, too, but, similar to looking at a garden, we encourage you to focus on the flowers as much, if not more so, than you do the weeds. As an aside, both of us have taken up bike riding in the past few years. In our appreciation of the multiday, grand stage races in Europe, such as the Tour de France, we have seen a metaphor that helps to illustrate the goal of coping with ADHD. These multiple stage bike races last from 3 or 4 days on up to 3 weeks. Different days are spent climbing steep mountain roads, traversing long flat stages of over a hundred miles that end in all out sprints to the finish line, and individual time trials where each rider goes out alone and covers the distance as quickly as possible, known as “the race of truth.” The grand champion of a multiday race, however, is the rider whose cumulative time for all the stages is the fastest. That is, if you ride well enough, day-in and day-out, you will be a champion even though you may not be the first rider to cross the finish line on any single day’s race. Similarly, managing ADHD is an endurance sport. You need not cope perfectly all day, every day. The goal is to make progress, cope well enough, handle setbacks without giving up, and over time you will recognize your victory. Just keep pedaling.

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.

Neutrons and protons occupy the atom's nucleus. The nucleus of an atom is tiny- only one millionth of a billionth of the full volume of an atom- but fantastically dense, since it contains virtually all the atom's mass. As Cropper has put it, if an atom were expanded to the size of a cathedral, the nucleus would only be about the size of a fly- but a fly many thousands of times heavier than the cathedral... The picture that nearly everybody has in mind of an atom is of an electron or two flying around a nucleus, like planets orbiting a sun. This image... is completely wrong... In fact, as physicists were soon to realize, electrons are not like orbiting planets at all, but more like the blades of a spinning fan, managing to fill every bit of space in their orbits simultaneously (but with the crucial difference that the blades of a fan only seem to be everywhere at once; electrons are)... So the atom turned out to be quite unlike the image that most people had created. The electron doesn't fly around its sun, but instead takes on the more amorphous aspect of a cloud. The "shell" of an atom isn't some hard shiny casing, as illustrations sometimes encourage us to suppose, but simply the outermost of these fuzzy electron clouds. The cloud itself is essentially just a zone of statistical probability marking the area beyond which the electron only very seldom strays. Thus an atom, if you could see it, would look more like a very fuzzy tennis ball than a hard-edged metallic sphere (but not much like either, or, indeed, like anything you've ever seen; we are, after all, dealing here with a world very different from the one we see around us. p145

In March, at HHS’s request, several large pharmaceutical companies—Novartis, Bayer, Sanofi, and others—donated their inventory, a total of 63 million doses of hydroxychloroquine and 2 million of chloroquine, to the Strategic National Stockpile, managed by BARDA, an agency under the DHHS Assistant Secretary for Preparedness and Response.56 BARDA’s Director, Dr. Rick Bright, later claimed the chloroquine drugs were deadly, and he needed to protect the American public from them.57 Bright colluded with FDA to restrict use of the donated pills to hospitalized patients. FDA publicized the authorization using language that led most physicians to believe that prescribing the drug for any purpose was off-limits. But at the beginning of June, based on clinical trials that intentionally gave unreasonably high doses to hospitalized patients and failed to start the drug until too late, FDA took the unprecedented step of revoking HCQ’s emergency authorization,58 rendering that enormous stockpile of valuable pills off limits to Americans while conveniently indemnifying the pharmaceutical companies for their inventory losses by allowing them a tax break for the donations. After widespread use of the drug for 65 years, without warning, FDA somehow felt the need to send out an alert on June 15, 2020 that HCQ is dangerous, and that it required a level of monitoring only available at hospitals.59 In a bit of twisted logic, Federal officials continued to encourage doctors to use the suddenly-dangerous drug without restriction for lupus, rheumatoid arthritis, Lyme and malaria. Just not for COVID. With the encouragement of Dr. Fauci and other HHS officials, many states simultaneously imposed restrictions on HCQ’s use.

3. When two humans have lived together for many years it usually happens that each has tones of voice and expressions of face which are almost unendurably 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 improbability 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. 4. In civilised life domestic hatred usually expresses itself by saying things which would appear quite harmless on paper (the words are not offensive) but in such a voice, or at such a moment, that they are not far short of a blow in the face. To keep this game up you and Glubose must see to it that each of these two fools has a sort of double standard. Your patient must demand that all his own utterances are to be taken at their face value and judged simply on the actual words, while at the same time judging all his mother’s utterances with the fullest and most over-sensitive interpretation of the tone and the context and the suspected intention. She must be encouraged to do the same to him. Hence from every quarrel they can both go away convinced, or very nearly convinced, that they are quite innocent. You know the kind of thing: ‘I simply ask her what time dinner will be and she flies into a temper.’ Once this habit is well established you have the delightful situation of a human saying things with the express purpose of offending and yet having a grievance when offence is taken.

His arms wrapped around her, and he rolled easily to his back, taking her with him. Surprised and flummoxed, Merritt floundered a little as he gently pushed her up and arranged her legs to straddle him. "What are you doing?" "Putting you to work," he said, "since you're so set on wringing me dry." She looked at the brawny male beneath her and shook her head slightly. A brief laugh escaped him as he saw her confusion. "You're a horsewoman, aye?" he asked, and nudged upward with his hips. "Ride." Genuinely shocked at finding herself in the dominant position, Merritt braced her hands on his chest for balance. Her first tentative movement was rewarded by an encouraging lift of his hips. It sent him even deeper than before, the angle seeming to open something inside her, and she quivered in sensitive reaction. Hot and excited and mortified, she understood what he wanted. As she began to move, she gradually lost her self-consciousness and found a rhythm, her sex rubbing and pumping against his. Every downstroke sent pleasure through her, every sensation connected to the thick length of him. Panting heavily, Keir reached up to cup her breasts, his thumbs stroking the stiff peaks. "Merry, love... I'm going to come soon." "Yes," she gasped, a tide of heat approaching fast. "You'll... you'll have to pull away, if you dinna want me to release inside you." "I want it," she managed to say. "Stay in me. I want to feel you come... Keir..." He began to pump fast and hard, his hands grasping her hips to keep her in place. His eyes half closed, the passion-drowsed intensity of his gaze pushing her over the edge. The release went on and on, new swells and crests washing over her, having her moaning and shivering in their wake. She felt his hands grip her thighs as he bucked beneath her once, twice, and held fast. When he subsided, trembling like a racehorse held in check, she lay on top of him with their bodies still fused. Feeling euphoric, she nuzzled the dark golden fleece of his chest.

What to Do Tonight Tell your child, “You’re the expert on you. Nobody really knows you better than you know yourself, because nobody really knows what it feels like to be you.” Give your child a choice about something you may have previously decided for her. Or ask her opinion about something. (If they’re young, you can frame it as, “Do you think we should do it this way or that way?”) Have a family meeting where you problem solve together about what chores need to be done and who should do them. Give them options. Could they walk the dog instead of doing the dinner dishes? Take out the trash instead of cleaning the toilet? Do they want to do it each Sunday or each Wednesday? Morning or night? Keep a consistent schedule, but let them choose that schedule. Make a list of things your child would like to be in charge of, and make a plan to shift responsibility for some of these things from you to him or her. Ask your child whether something in his life isn’t working for him (his homework routine, bedtime, management of electronics) and if he has any ideas about how to make it work better. Do a cost-benefit analysis of any decision you make for your child that she sees differently. Tell your child about decisions you’ve made that, in retrospect, were not the best decisions—and how you were able to learn and grow from them. Have a talk in which you point out that your kid has got a good mind. Recall some times when he’s made a good decision or felt strongly about something and turned out to be right. If he’ll let you, make a list together of the things he’s decided for himself that have worked well. Tell your teen you want him to have lots of practice running his own life before he goes off to college—and that you want to see that he can run his life without running it into the ground before he goes away. Emphasize logical and natural consequences, and encourage the use of family meetings to discuss family rules or family policies more generally (e.g., no gaming during the week).

Perhaps we could practice together at Marsbury House sometime,” he said. “I would enjoy that.” She ignored the niggle that said encouraging the duke’s suit was wrong when she wasn’t sure she wanted to marry him. “Yes, Lady Celia always enjoys showing a man how to use his gun,” Mr. Pinter put in. “You couldn’t ask for a better tutor, Your Grace.” When the duke stiffened understandably, she glared at Mr. Pinter. “His Grace needs no tutoring. He shoots quite well. And manages to remain civil at the same time, which is more than I can say for you, sir.” Why was Mr. Pinter being so difficult? Bad enough that he’d goaded her into this competition-must he also make her suitors resent her? So far they’d taken her participation in this competition in stride, but if he kept provoking them… Mr. Pinter scowled as they all halted to reload. “Civility is for you aristocrats.” His voice was sullen. “We mere mortals have no sense of it.” “Then it’s a miracle anyone ever hires you to do anything,” she retorted. “Civility is the bedrock of a polite society, no matter what a man’s station.” “I thought money was the bedrock,” eh countered. “Why else does your grandmother’s ultimatum have all of you dashing about trying to find spouses?” It was a nasty thing to say and he knew it, for he cast her a belligerent look as soon as the words left her mouth. “I don’t know why you should complain about that,” she said archly. “Our predicament has afforded you quite a good chance to plump your own pockets.” “Celia,” Oliver said in a low voice, “sheathe your claws.” “Why? He’s being rude.” The beater’s flushed the grouse. Mr. Pinter brought down another bird, a muscle ticking in his jaw as they all fired. “I beg your pardon, my lady. Sometimes my tongue runs away with my good sense.” “I’ve noticed.” She caught the gentlemen watching them with interest and forced a smile. “But since you were good enough to apologize, let us forget the matter, shall we?” With a taut nod, he acknowledged her request for a truce. After that, they both concentrated on shooting. She was determined to beat him, and he seemed equally determined to beat the other gentlemen. She tried not to dwell on why, but the possibility of another kiss from him made her nervous and excited.

It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss. At the same time, workers are encouraged to channel more of their lives through work - not just their time and energy during working hours, but their social life and their volunteering and fundraising. Work is taking on the roles once played by other institutions in our lives, and the potential for abuse is clear. A company designs ever more exacting performance targets, with the tantalising carrot of accolades and pay increases to manipulate ever more feverish commitment. The core workforce finds itself hooked into a self-reinforcing cycle of emotional dependency: the increasing demands of their jobs deprive them of the possibility of developing the relationships and interests which would enable them to break their dependency. The greater the dependency, the greater the fear of going cold turkey - through losing the job or even changing the lifestyle. 'Of all the institutions in society, why let one of the more precarious ones supply our social, spiritual and psychological needs? It doesn't make sense to put such a large portion of our lives into the unsteady hands of employers,' concludes Ciulla. Life is work, work is life for the willing slaves who hand over such large chunks of themselves to their employer in return for the paycheque. The price is heavy in the loss of privacy, the loss of autonomy over the innermost workings of one's emotions, and the compromising of authenticity. The logical conclusion, unless challenged, is capitalism at its most inhuman - the commodification of human beings.

When you said our engagement is subject to your family’s approval,” he ventured, “I hope you don’t expect it to be unanimous.” “I would like it to be. But it’s not a requirement.” “Good,” he said. “Because even if I manage to talk Trenear into it, debating with West will be like tilting at windmills.” She looked up at him alertly. “Was Don Quixote one of the books you read?” “To my regret, yes.” “You didn’t like it?” Tom gave her a sardonic glance. “A story about a middle-aged lunatic who vandalizes private property? Hardly. Although I agree with Cervantes’ point that chivalry is no different from insanity.” “That’s not at all what he was saying.” Cassandra regarded him ruefully. “I’m beginning to suspect you’ve missed the point of every novel you’ve read so far.” “Most of them are pointless. Like the one about the French bread thief who violated his parole—” “Les Misérables?” “Yes. It took Victor Hugo fourteen hundred pages to say, ‘Never let your daughter marry a radical French law student.’ Which everyone already knows.” Her brows lifted. “Is that the lesson you took from the novel?” “No, of course not,” he said promptly, reading her expression. “The lesson of Les Misérables is …” Tom paused cagily before taking his best guess. “… ‘It’s usually a mistake to forgive your enemies.’” “Not even close.” Amusement lurked at the corners of her mouth. “I have my work cut out for me, it seems.” “Yes,” Tom said, encouraged by the remark. “Take me on. Influence me for the better. It will be a public service.” “Hush,” Cassandra begged, touching his lips with her fingers, “before I change my mind.” “You can’t,” Tom said, knowing he was taking the words more seriously than she’d intended. But the very idea was like an ice pick to the heart. “That is, don’t. Please. Because I …” He couldn’t break their shared gaze. Her blue eyes, as dark as a cloudless midnight, seemed to stare right inside him, gently and inexorably prying out the truth. “… need you,” he finally muttered. Shame caused his face to sting as if from spark burns. He couldn’t believe what he’d just said, how weak and unmanly it had sounded. But the strange thing was … Cassandra didn’t seem to think less of him for it. In fact, she was looking at him with more certainty now, nodding slightly, as if his mortifying admission had just cemented the bargain. Not for the first time, Tom reflected there was no understanding women. 

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

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.

It is not only in childhood that people of high potential can be encouraged or held back and their promise subverted or sustained. The year before I went to Amherst, a group of women had declined to stand for tenure. One of them simply said that after six years she was used up, too weary and too eroded by constant belittlement to accept tenure if it were offered to her. Women were worn down or burnt out. During the three years I spent as dean of the faculty, as I watched some young faculty members flourish and others falter, I gradually realized that the principal instrument of sexism was not the refusal to appoint women or even the refusal to promote (though both occurred, for minorities as well as women), but the habit of hiring women and then dealing with them in such a way that when the time came for promotion it would be reasonable to deny it. It was not hard to show that a particular individual who was a star in graduate school had somehow belied her promise, had proved unable to achieve up to her potential. This subversion was accomplished by taking advantage of two kinds of vulnerability that women raised in our society tend to have. The first is the quality of self-sacrifice, a learned willingness to set their own interests aside and be used and even used up by the community. Many women at Amherst ended up investing vast amounts of time in needed public-service activities, committee work, and teaching nondepartmental courses. Since these activities were not weighed significantly in promotion decisions, they were self-destructive. The second kind of vulnerability trained into women is a readiness to believe messages of disdain and derogation. Even women who arrived at Amherst full of confidence gradually became vulnerable to distorted visions of themselves, no longer secure that their sense of who they were matched the perceptions of others. When a new president, appointed in 1983, told me before coming and without previous discussion with me that he had heard I was “consistently confrontational,” that I had made Amherst “a tense, unhappy place,” and that he would want to select a new dean, I should have reacted to his picture of me as bizarre, and indeed confronted its inaccuracy, but instead I was shattered. It took me a year to understand that he was simply accepting the semantics of senior men who expected a female dean to be easily disparaged and bullied, like so many of the young women they had managed to dislodge. It took me a year to recover a sense of myself as worth defending and to learn to be angry both for myself and for the college as I watched a tranquil campus turned into one that was truly tense and unhappy.

I’m sure we can manage to tolerate each other’s company for one meal.” “I won’t say anything about farming. We can discuss other subjects. I have a vast and complex array of interests.” “Such as?” Mr. Ravenel considered that. “Never mind, I don’t have a vast array of interests. But I feel like the kind of man who does.” Amused despite herself, Phoebe smiled reluctantly. “Aside from my children, I have no interests.” “Thank God. I hate stimulating conversation. My mind isn’t deep enough to float a straw.” Phoebe did enjoy a man with a sense of humor. Perhaps this dinner wouldn’t be as dreadful as she’d thought. “You’ll be glad to hear, then, that I haven’t read a book in months.” “I haven’t gone to a classical music concert in years,” he said. “Too many moments of ‘clap here, not there.’ It makes me nervous.” “I’m afraid we can’t discuss art, either. I find symbolism exhausting.” “Then I assume you don’t like poetry.” “No . . . unless it rhymes.” “I happen to write poetry,” Ravenel said gravely. Heaven help me, Phoebe thought, the momentary fun vanishing. Years ago, when she’d first entered society, it had seemed as if every young man she met at a ball or dinner was an amateur poet. They had insisted on quoting their own poems, filled with bombast about starlight and dewdrops and lost love, in the hopes of impressing her with how sensitive they were. Apparently, the fad had not ended yet. “Do you?” she asked without enthusiasm, praying silently that he wouldn’t offer to recite any of it. “Yes. Shall I recite a line or two?” Repressing a sigh, Phoebe shaped her mouth into a polite curve. “By all means.” “It’s from an unfinished work.” Looking solemn, Mr. Ravenel began, “There once was a young man named Bruce . . . whose trousers were always too loose.” Phoebe willed herself not to encourage him by laughing. She heard a quiet cough of amusement behind her and deduced that one of the footmen had overheard. “Mr. Ravenel,” she asked, “have you forgotten this is a formal dinner?” His eyes glinted with mischief. “Help me with the next line.” “Absolutely not.” “I dare you.” Phoebe ignored him, meticulously spreading her napkin over her lap. “I double dare you,” he persisted. “Really, you are the most . . . oh, very well.” Phoebe took a sip of water while mulling over words. After setting down the glass, she said, “One day he bent over, while picking a clover.” Ravenel absently fingered the stem of an empty crystal goblet. After a moment, he said triumphantly, “. . . and a bee stung him on the caboose.” Phoebe almost choked on a laugh. “Could we at least pretend to be dignified?” she begged. “But it’s going to be such a long dinner.

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.

She didn't realize she was weeping until the brother's pained whisper broke the choking silence. "Are they for me?" Her nose was running now. She sniffed, sniffed again, flashed a smile that was too quick, too false. "Are what for you?" "Why, your tears, of course." Oh, Lord. She shook her head, not trusting herself to speak for fear she'd give in to the great, wracking pain that threatened to burst from her. This man, suffering so quietly, so bravely, did not deserve to see tears; he needed hope, comfort, encouragement from her, not an appalling display of weakness. She suddenly felt selfish and ashamed — and guilty, too. After all, the tears were not even for him, poor man. They were for Charles. "I'm not crying," she managed, dabbing at her eyes with the back of her sleeve and staring out the window to hide the evidence. "No?"  He gave a weak smile. "Perhaps I should see for myself." And then she felt them; his fingers, brushing her damp cheek with infinite softness and concern, tracing the slippery track of her sorrow. It was a caress — achingly kind, gentle, sweet. She stiffened and caught his hand, holding it away from her face and shutting her eyes on a deep, bracing breath lest that dam of her self-control break for good. She managed to get herself under control, and when she finally dared meet his gaze, she saw that he was looking quietly up at her, at her distressed face and the tears she was trying so valiantly to hold back. "Is there anything I can do to help?" he asked, gently. She shook her head. "Are you quite certain?" "Lord Gareth, you're the one who's hurt, not me." "No. That is not true."  His eyes searching her face, he touched her other cheek, the one the highwayman had cuffed, his whole manner one of such gentle, selfless concern that she wanted to lash out at someone, something, for this injustice that had been done to him. "I saw that … that scoundrel strike you. If I could kill him all over again for that, I would. Why, your poor cheek still bears the mark of his hand...." "I am fine." "But —" "Dear heavens, Lord Gareth, must you keep at it so?" The words had come out angrier than she intended. She saw the sudden shadow of confusion that moved across his eyes, and a sharp pang of remorse lanced her heart for having put it there. Her anger was not for him, but at the fates that had taken first one of these dashing brothers and would now, most likely, take another. It wasn't fair. It just wasn't fair. And here he was worried about her cheek, her silly, stupid cheek, when his life's blood was oozing all over her skirts and onto the seat, and his flesh was feeling colder and clammier by the moment. She wanted to cry. Wanted to put her head in her hands and bawl until all the grief and pain and rage and loneliness still locked inside her was purged. But she did not. Instead, she took a deep breath and met his questioning gaze. Same romantic eyes. Same kindness in their depths, same concern for other people. Oh, God ... help me. "I'm sorry," she murmured, shaking her head. "That was unfair. I didn't mean to snap at you. I'm so sorry...." "Please, don't be."  He smiled, weakly. "Besides, if those tears are for me, I can assure you there is no need to waste them so. I shall not die.

gave up on the idea of creating “socialist men and women” who would work without monetary incentives. In a famous speech he criticized “equality mongering,” and thereafter not only did different jobs get paid different wages but also a bonus system was introduced. It is instructive to understand how this worked. Typically a firm under central planning had to meet an output target set under the plan, though such plans were often renegotiated and changed. From the 1930s, workers were paid bonuses if the output levels were attained. These could be quite high—for instance, as much as 37 percent of the wage for management or senior engineers. But paying such bonuses created all sorts of disincentives to technological change. For one thing, innovation, which took resources away from current production, risked the output targets not being met and the bonuses not being paid. For another, output targets were usually based on previous production levels. This created a huge incentive never to expand output, since this only meant having to produce more in the future, since future targets would be “ratcheted up.” Underachievement was always the best way to meet targets and get the bonus. The fact that bonuses were paid monthly also kept everyone focused on the present, while innovation is about making sacrifices today in order to have more tomorrow. Even when bonuses and incentives were effective in changing behavior, they often created other problems. Central planning was just not good at replacing what the great eighteenth-century economist Adam Smith called the “invisible hand” of the market. When the plan was formulated in tons of steel sheet, the sheet was made too heavy. When it was formulated in terms of area of steel sheet, the sheet was made too thin. When the plan for chandeliers was made in tons, they were so heavy, they could hardly hang from ceilings. By the 1940s, the leaders of the Soviet Union, even if not their admirers in the West, were well aware of these perverse incentives. The Soviet leaders acted as if they were due to technical problems, which could be fixed. For example, they moved away from paying bonuses based on output targets to allowing firms to set aside portions of profits to pay bonuses. But a “profit motive” was no more encouraging to innovation than one based on output targets. The system of prices used to calculate profits was almost completely unconnected to the value of new innovations or technology. Unlike in a market economy, prices in the Soviet Union were set by the government, and thus bore little relation to value. To more specifically create incentives for innovation, the Soviet Union introduced explicit innovation bonuses in 1946. As early as 1918, the principle had been recognized that an innovator should receive monetary rewards for his innovation, but the rewards set were small and unrelated to the value of the new technology. This changed only in 1956, when it was stipulated that the bonus should be proportional to the productivity of the innovation. However, since productivity was calculated in terms of economic benefits measured using the existing system of prices, this was again not much of an incentive to innovate. One could fill many pages with examples of the perverse incentives these schemes generated. For example, because the size of the innovation bonus fund was limited by the wage bill of a firm, this immediately reduced the incentive to produce or adopt any innovation that might have economized on labor.

The economic theory propounded by John Maynard Keynes in the 1930s dwelled heavily on the role of governments vis-à-vis cycles. Keynesian economics focuses on the role of aggregate demand in determining the level of GDP, in contrast with earlier approaches that emphasized the role of the supply of goods. Keynes said governments should manage the economic cycle by influencing demand. This, in turn, could be accomplished through the use of fiscal tools, including deficits. Keynes urged governments to aid a weak economy by stimulating demand by running deficits. When a government’s outgo—its spending—exceeds its income—primarily from taxes—on balance it puts funds into the economy. This encourages buying and investing. Deficits are stimulative, and thus Keynes considered them helpful in dealing with a weak economy. On the other hand, when economies are strong, Keynes said governments should run surpluses, spending less than they take in. This removes funds from the economy, discouraging spending and investment. Surpluses are contractionary and thus an appropriate response to booms. However, the use of surpluses to cool a thriving economy is little seen these days. No one wants to be a wet blanket when the party is going strong. And spending less than you bring in attracts fewer votes than do generous spending programs. Thus surpluses have become as rare as buggy whips.

Choose an accountability partner carefully—ideally it will be someone who encourages you and isn’t critical or punitive if you don’t complete something. It can also help to have someone who wants to do the activities with you, like going for lunchtime walks with a coworker. Through accountability, you’ll encourage one another’s consistency.

Another appropriate policy response limits investment alternatives to a well-structured set of choices. Government-provided tax advantages encourage individual participation in defined contribution programs. Suppose the government were to award tax benefits only to accounts that invest in low-cost, market-mimicking funds. By restricting tax-advantaged investments to passive vehicles, investors face far fewer opportunities to make investment mistakes. Government regulation might address market-timing issues by limiting the number and frequency of moves between funds. Educational efforts might deal with the challenges of asset allocation, encouraging individuals to adopt investment programs that fit their specific risk profiles and time horizons. Acting in loco parentis, the government could create powerful incentives to adopt passively managed, appropriately allocated investment programs

encourages managers to “recognize the possible power and influence in (a) having a genuine interest and belief in the potential of their employees . . . and (b) engaging in actions that support others and communicate that belief . . . increasing others’ motivation and effort and helping them achieve that potential.

Good things, good time, good memories and good life. It does not happen on it’s own, but someone has to make it happen. What you do now , It is what will decide if you are going to have something good in the future. Spend your time wisely.

Faced with the need to confront a player who had performed below our expectation, I might have said: That was rubbish, that.' But then I would follow it up with, 'For a player of your ability. That was for picking them back up from the initial blow. Criticise but balance it out with encouragement. 'Why are you doing that? You're better than that.

An excellent illustration of this notion comes from another intriguing experiment conducted on psychology students. In this case students were given, in advance of class, either a complete set of notes on the lecture for the day or a partial set of notes—one that consisted of “headings and titles of definitions and concepts, which required students to add information to complete the notes” (Cornelius & Owen-DeSchryver 2008, p. 8). So the students who received the full notes had the knowledge network for the day handed to them prior to class (through the course learning management system); the students who received the partial notes received only the frame of that knowledge network, and had to fill in the rest on their own. The students in both conditions performed comparably on the first two examinations for the course. On the third and final examinations, however, as the amount of course material increased and required deeper understanding, the students in the partial-notes condition outperformed their full-note peers. Especially relevant for the argument that connections improve comprehension, the students in the partial-notes condition outperformed their peers on conceptual questions on the final exam. As the authors explained, “On a [final] test that required knowledge of a large number of concepts, rote memorization was not feasible, so students who encoded the information by actively taking notes throughout the semester may have performed better because they had experienced better conceptual understanding” (p. 10). This experiment has obvious implications for classroom teaching, or even the creation of reading guides or lecture notes for an online courses. However, the important point for now is that the partial notes gave students an organized framework that enabled and encouraged them to see and make new connections on their own.

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

They first said they were crazy, but today they wish they were them. If you have a vision, then it is your own mission to fulfill it, not everybody’s mission. People won’t see what you see or the way you see things. Let them not stop you, when they mock you, underestimate you , insult you or making fun of you. Once you reach your destination . They will understand and will wish they were you or they should have supported you from the beginning.

If you hate people, because you had a disagreement or different opinion with them . Then you are not ready to be a leader, to be matured or to start a business.

Doing a good thing it is hard and it will hurt you a little or for short period of time, but doing bad or wrong things it is easy, but it hurt you forever.

MANAGEMENT BY OBJECTIVES is a fad from the 1950s, now largely discredited. But it hasn’t gone away. Badly run companies everywhere are still plagued by this simplistic, easy-as-pie management technique that most often achieves ends that are the exact opposite of those intended and desired. Like most hard-to-shake diseases, this one seems to thrive on the same mix of factors that damages its host. And it is self-perpetuating: MBO companies respond to each failed quarter by instituting still more MBO. Bottom-line failures are excused as due to uncontrollable market factors, while successive improvements in selected quantitatively expressed objectives are loudly touted as proof that management really is succeeding in spite of the dismal results. MBO Primer Here’s how it works: Performance of each department or division of the company is characterized by one or a few quantitative measures, called objectives. Managers are now encouraged to manage to the objectives, to cause each indicator to move in the desired direction toward its selected target. A manager is declared to have succeeded completely if the objective meets or exceeds the target.

I felt compelled to write it because of what I heard from inside Fox—from anchors and producers and reporters who were appalled by Trump’s gradual takeover of the network. They said management encouraged pro-Trump propaganda and discouraged real reporting, and they said many staffers went right along with it. “They are lying about things we’re seeing with our own eyes,” one well-known Fox commentator said, embarrassed about their colleagues’ conduct. “We surrendered to Trump,” one anchor said to me with remorse in his voice. “We just surrendered.” “What does Trump have on Fox?” another anchor asked, convinced there was a conspiracy in play. Dirty pictures of Rupert Murdoch?

there are several huge downsides to confidential feedback. One, it doesn’t force peers to have direct conversations with each other. Therefore, it is a missed opportunity to drive a culture of direct, open feedback. In the worst cases it encourages backstabbing behavior. Two, managers have to read and synthesize all the peer feedback for all employees, since it isn’t transparent to them.

The problem is you want what other people have. You don’t want your own things. Success is different in each and every person. Don’t let your success be define by others. Success it is tailormade.

Driver Behavior & Safety Proper driving behavior is vital for the safety of drivers, passengers, pedestrians and is a means to achieve fewer road accidents, injuries and damage to vehicles. It plays a role in the cost of managing a fleet as it impacts fuel consumption, insurance rates, car maintenance and fines. It is also important for protecting a firm’s brand and reputation as most company- owned vehicles carry the company’s logo. Ituran’s solution for driver behavior and safety improves organizational driving culture and standards by encouraging safer and more responsible driving. The system which tracks and monitors driver behavior using an innovative multidimensional accelerometer sensor, produces (for each driver) an individual score based on their performance – sudden braking and acceleration, sharp turns, high-speed driving over speed bumps, erratic overtaking, speeding and more. The score allows fleet managers to compare driver performance, set safety benchmarks and hold each driver accountable for their action. Real-time monitoring identifies abnormal behavior mode—aggressive or dangerous—and alerts the driver using buzzer or human voice indication, and detects accidents in real time. When incidents or accidents occurs, a notification sent to a predefined recipient alerts management, and data collected both before and after accidents is automatically saved for future analysis. • Monitoring is provided through a dedicated application which is available to both fleet manager and driver (with different permission levels), allowing both to learn and improve • Improves organizational driving culture and standards and increases safety of drivers and passengers • Web-based reporting gives a birds-eye view of real-time driver data, especially in case of an accident • Detailed reports per individual driver include map references to where incidents have occurred • Comparative evaluation ranks driving according to several factors; the system automatically generates scores and a periodic assessment certificate for each driver and/or department Highlights 1. Measures and scores driver performance and allows to give personal motivational incentives 2. Improves driving culture by encouraging safer and more responsible driving throughout the organization 3. Minimizes the occurrence of accidents and protects the fleet from unnecessary wear & tear 4. Reduces expenses related to unsafe and unlawful driving: insurance, traffic tickets and fines See how it works:

She has a point,” Caleb’s voice came from the shadows behind the massive Dragon who was taking all of my attention and I turned my head to find him, Seth and Max all watching this exchange with interest. That would explain the stars not smiting us or whatever other bullshit they might want to do. Though I was guessing I should really stop touching him…not that I did. “You did this to…help him?” Darius asked like he couldn’t understand why the fuck I’d do that and I narrowed my eyes at him. “I’m only an asshole like, ninety percent of the time,” I said, rolling my eyes at him. “The other ten percent I’m a fucking saint. So yes, I did it to help him. Turns out I only hold two members of your family in low regard.” “You pushed my brother out of a fucking window,” he growled. “I would have caught him with my air magic if I had to. Besides, this way Daddy Acrux can’t try and claim he was in on it. It’s a genius plan and you know it. Plus, your mom told me to post it so I don’t have to explain myself to you.” “Mother?” Darius scoffed. “She hardly notices anything beyond appearances. The last thing she’d encourage is a scandal like this. She-” “That’s not true, she loves you, she just…” I trailed off as the deal I’d made with Catalina stayed my tongue. I’d sworn not to tell a soul about the way I’d freed herfrom Lionel’s Dark Coercion and I wasn’t going to take even more punishment from the stars by breaking my word. “Just what?” Darius demanded. Phoenix fire burned hot beneath my skin and my palms twitched against his chest as a thought occurred to me. One I really should have considered before now if I hadn’t been so caught up with studying, the shadows, cheer practice and just plain old pining away for this monster before me to think of it. “Do you trust me?” I asked, my fingers shifting on his skin just enough to draw his attention. “Why?” “I want to try something. Something I did for your mother. But you’ll have to stay still while I do it.” Darius looked at me for a long moment and a faint tremor in the ground beneath my feet let me know that the stars had realised just how close we were to one another. Even with company they didn’t like us to touch each other, though it seemed to take them a lot longer to notice if we were. Darius exhaled angrily but his eyes shifted back as he managed to rein in some of his temper, their deep brown colour ringed with black once again. “I trust you,” he growled and the other Heirs muttered something behind him, but I didn’t care to hear it because there had been a sincerity in his words which reached out and touched my soul. He meant it. For whatever reason, despite everything we’d been through, he was still able to put his trust in me. I offered him the hint of a smile as my Phoenix fire reared up to the surface of my skin before I guided it into his flesh where I touched him. His muscles tightened beneath my hands, his eyes widening as he looked at me but he didn’t pull back, waiting as the liquid fire tore beneath his skin and sought out any signs of Lionel placing restrictions on his soul. ... “You…” Darius lifted me into his arms, staring at me with wide eyes like he didn’t even have words to explain what I’d just done for him. ,,, “She…I think she…but I don’t understand how-” “Phoenix fire burns through bullshit,” I supplied. “I just released him from every Dark Coercion spell Lionel has ever placed on him.” The Heirs all turned to stare at me like I’d just told them an alien named Clive lived up my butt and I sighed as I leaned my head back against Caleb’s shoulder. I felt like I’d just gone ten rounds in the ring against a Dragon with toothache. My eyes were hooded already and I was pretty sure that if we stood here much longer I’d fall asleep. “Thank you, Roxy,” Darius breathed and the look he was giving me made my heart do a weird squeezing kind of thing as I bit down on my bottom lip. (Tory POV)

2. Don’t trade penny stocks. A penny stock is any stock that trades under $5. Unless you are an advanced trader, you should avoid all penny stocks. I would extend this by encouraging you to also avoid all stocks priced under $10. Even if you have a small trading account ($5,000) or less, you are better off buying fewer shares of a higher-priced stock than a lot of shares of a penny stock. That is because low-priced stocks are most often associated with lower quality companies. As a result, they are not usually allowed to trade on the NYSE or the Nasdaq. Instead, they trade on the OTCBB ("over the counter bulletin board") or Pink Sheets, both of which have much less stringent financial reporting requirements than the major exchanges do. Many of these companies have never made a profit. They may be frauds or shell companies that are designed solely to enrich management and other insiders. They may also include former “blue chips” that have fallen on hard times like Eastman Kodak or Lehman Brothers. In addition, penny stocks are inherently more volatile than higher-priced stocks. Think of it this way: if a $100 stock moves $1, that is a 1% move. If a $5 stock moves $1, that is a 20% move. Many new traders underestimate the kind of emotional and financial damage that this kind of volatility can cause. In my experience, penny stocks do not trend nearly as well as higher-priced stocks. They tend to be more mean-reverting (Mean reversion occurs when a stock moves up sharply from its average trading price, only to fall right back down again to its average trading price). Many of them are eventually headed to zero, but they are still not good short candidates. Most brokers will not let you short them. And even if you do find a broker who will let you short a penny stock, how would you like to wake up to see your penny stock trading at $10 when you just shorted it at $2 a few days before? I learned that lesson the hard way. It turned out that I was risking $8 to make $2, which is not a good way to make money over the long term. To add injury to insult, a penny stock might appear to be liquid one day, and the next day, the liquidity dries up and you are confronted by a $2 bid/ask spread. Or the bid might completely disappear. Imagine owning

She started coughing and water burst from her mouth like she’d been drowning. I pulled her forward, slapping her back to help her get it all up and the tremors rocking her body reverberated through mine as she pressed against my chest. More cold water flooded from her, drenching her as she cried out in panic and I pulled her against me more firmly. “You need to wake up,” I commanded. “I don’t want to die like this,” she breathed and my heart lurched as the ice thickened around us again. This wasn’t a dream she was having. It was a nightmare. And I got the sinking feeling that I knew exactly what it was about. The ice kept thickening and I was shivering now too. If she didn’t snap out of this soon she could really hurt herself and it would be my fucking fault. “Shit,” I breathed, taking her hand in mine and squeezing her cold fingers as I pushed my magic into hers. For once the well of her power didn’t burn with overwhelming magic and I thanked the stars that she’d obviously gotten through a good amount of her reserves today. The display she was currently putting on was clearly burning through her power and I’d only topped mine up after class so I was confident that I could wrangle hers under control. I pressed my magic into her body, expecting the fight she’d put up when we trained together but to my surprise, her power welcomed mine like greeting an old friend. The surge of excited energy I felt when power sharing with her zipped through me but this was even more intense than usual because she wanted it. On some base level, at this moment in time, she fully trusted me. I tried not to focus on how good that felt and shifted my attention to helping her reshape her magic instead. I had to fight to pull her away from her water magic which clearly wasn’t helping anything right now but she started to writhe in my arms, looking for an outlet for this panic that gripped her. My natural inclination was to encourage her towards fire but if she managed to overwhelm my control with that Element then it could be disastrous. I’d had a little practice with the other Heirs in power sharing and had managed to help them wield the Elements I didn’t possess more than once even though it wasn’t as easy. Essentially as I wasn’t the one shaping the power, it was doable, so all I had to do was encourage her towards it. I decided that Earth magic was probably the safest bet while she was so out of control and fought to push her towards that. My grip on her tightened and I ground my teeth as I twisted my power in the unnatural direction but all of a sudden, Roxy grabbed onto my suggestion and I felt the magic flooding from her. I opened my eyes, glancing around to find the entire Orb springing to life with flowers of every colour imaginable. (Darius)

Management consultant Ivy Lee visited Bethlehem Steel Company decades ago, long before it became the world’s largest independent steel producer. “With our services, you’ll know how to manage better,” said Lee to CEO Charles Schwab. Schwab grew indignant. “What we need around here is not more knowing, but more doing! If you’ll pep us up to do the things we already know we ought to do, I’ll gladly pay you anything you ask.” Lee took him up on the proposition. “In 20 minutes,” he told Schwab, “I’ll show you how to get your organization doing at least 50 percent more.” He started by having Schwab write down and prioritize his six most important tasks to complete in the next business day. Then he told Schwab, “Put the list in your pocket and take it out tomorrow and start working on number one. Look at that item every 15 minutes until it’s done. Then move on to the next, and the next. Don’t be concerned if you’ve only finished two or three, or even one, by quitting time. You’ll be working on the most important ones, and the others can wait.” The consultant encouraged Schwab to share this approach with his executives, judge its value, and “send me a check for whatever you think it’s worth.” Two weeks later, Lee received a check for $25,000—a king’s ransom in those days. In an accompanying note, Schwab said it was the most profitable lesson he’d ever learned. The lesson, of course, was the power of focus.

it’s not wrong to prioritize your functioning and find other ways you can contribute to environmentalism. Climate change is real. Environmentalism is important. But we are not going to fix the earth by shaming people with mental health and neurodiverse needs out of adaptive routines they need to function. Take that energy to Congress. Those who feel anger at someone with clinical depression or ADHD for not engaging in eco-optimal behaviors are seriously deluded. One of the major tenets of health professions is harm reduction. No one is made functional overnight, and some people may always have barriers. The goal then is to take steps that reduce harm, first to self, then to those individuals around us, then to our community. You cannot jump right to community harm reduction before first addressing individual harm reduction. Therefore, if a newly widowed woman struggles to eat, she is released from the obligation of having an eco-perfect diet not because eating ethically is unimportant, but because when the real-world choices for someone are eating dairy or eating nothing, it is always the ethical choice to eat. It is always the ethical choice to encourage that person to eat whatever they can manage. Harm reduction is always ethical.

For most of us, when we encounter a problem, we simply want to solve it. This desire comes from a place of good intent. We like to help people. However, this instinct often gets us into trouble. We don’t always remember to question the framing of the problem. We tend to fall in love with our first solution. We forget to ask, “How else might we solve this problem?” These problems get compounded when working in teams. When we hear a problem, we each individually jump to a fast solution. When we disagree, we engage in fruitless opinion battles. These opinion battles encourage us to fall back on our organizational roles and claim decision authority (e.g., the product manager has the final say), instead of collaborating as a cross-functional team. When a team takes the time to visualize their options, they build a shared understanding of how they might reach their desired outcome. If they maintain this visual as they learn week over week, they maintain that shared understanding, allowing them to collaborate over time. We know this collaboration is critical to product success.

Surprisingly, this divergence continues despite the deep influence of Agile and Lean thinking on general—that is, non-IT—management. The disciplines continue to evolve separately even though corporate strategy is increasingly about both agility and IT strategy. The two worlds do not converge, even though IT leadership books advise CIOs to pull themselves closer to strategy formulation and claim a “seat at the table.” But while the other C-level executives around the table are discussing the need for agility, senior IT leaders, eager to gain or retain a seat at the strategy table, are pursuing the path of demonstrating the value of IT ... by locking in old-school practices that encourage rigidity.

Joey Tomlinson, in his much-needed and timely book, The Day of Trouble: Depression, Scripture, and the God Who Is Near, masterfully tackles the issues of mental health and well-being from a Christian and biblical perspective. Speaking with a pastor’s heart, Tomlinson helps his readers wrestle with the spiritually, mentally, and physically debilitating scourge of depression. In seeking to help hurting people, Tomlinson draws from years of pastoral ministry as a counsellor, as well as drawing from the Bible, current medical and pharmaceutical studies, and tried-tested-and-true insights from other godly writers, preachers, and pastors both past and present. The result is a book that gives readers a well-grounded, balanced, applicable, and effective dose of biblical wisdom, godly encouragement, and convicting exhortation. This book is extremely helpful for all Christians–whether you’re managing personal challenges with mental health or helping others in treating theirs. Tomlinson doesn’t mince words in his direct and honest dealings with the subject, but his Christ-like love for his readers is evident on every page. The Day of Trouble is a well-written, sincere, and highly practical gift to the church, a book that sheds gospel-transforming light on an often overlooked and ignored area of the Christian life. I hope and pray that it is widely read among God’s people, for I know it will be a healing balm used by the Triune God to restore Christian joy to the minds and hearts of suffering souls.

Chatterley laid an encouraging hand on the stage manager’s shoulder and urged the him not to fret so much.

Should be a fun week. This is what separates good bankers from the posers.” The e-mail exchange grew heated. A manager in charge of WaMu’s deposits responded defensively: “No one is panicking, so long emails that sound preachy don’t help. We are not dumb, let us prepare.” Freilinger replied, “If you fire people up over weekends, you’re fanning flames, not ‘getting ready.’ ‘Getting ready’ takes place months, not hours before a firestorm, by increasing branch awareness through clear pricing signals and encouragement of building deposit excess balances while no obvious sparks around. I never called anyone dumb—but I’ll continue to dial back unnecessarily panicked executives wherever and whenever I find them.

The double diverge-converge process is quite effective at freeing designers from unnecessary restrictions to the problem and solution spaces. But you can sympathize with a product manager who, having given the designers a problem to solve, finds them questioning the assignment and insisting on traveling all over the world to seek deeper understanding. Even when the designers start focusing upon the problem, they do not seem to make progress, but instead develop a wide variety of ideas and thoughts, many only half-formed, many clearly impractical. All this can be rather unsettling to the product manager who, concerned about meeting the schedule, wants to see immediate convergence. To add to the frustration of the product manager, as the designers start to converge upon a solution, they may realize that they have inappropriately formulated the problem, so the entire process must be repeated (although it can go more quickly this time). This repeated divergence and convergence is important in properly determining the right problem to be solved and then the best way to solve it. It looks chaotic and ill-structured, but it actually follows well-established principles and procedures. How does the product manager keep the entire team on schedule despite the apparent random and divergent methods of designers? Encourage their free exploration, but hold them to the schedule (and budget) constraints. There is nothing like a firm deadline to get creative minds to reach convergence.

For a story on Facebook’s failings in developing countries, Newley Purnell and Justin Scheck found a woman who had been trafficked from Kenya to Saudi Arabia, and they were looking into the role Facebook had played in recruiting hit men for Mexican drug lords. That story would reveal that Facebook had failed to effectively shut down the presence of the Jalisco New Generation Cartel on Facebook and Instagram, allowing it to repeatedly post photos of extreme gore, including severed hands and beheadings. Looking into how the platform encouraged anger, Keach Hagey relied on documents showing that political parties in Poland had complained to Facebook that the changes it had made around engagement made them embrace more negative positions. The documents didn’t name the parties; she was trying to figure out which ones. Deepa Seetharaman was working to understand how Facebook’s vaunted AI managed to take down such a tiny percentage—a low single-digit percent, according to the documents Haugen had given me—of hate speech on the platform, including constant failures to identify first-person shooting videos and racist rants.

When leaders solicit criticism, respond constructively to it, and reward it, they begin the process of normalizing feedback as a positive force. When the CEO solicits criticism and rewards people for giving it to them it sends a signal to middle managers that they should do the same. As people at all levels of the organization realize giving honest feedback is safe and even encouraged, a virtuous cycle ensues, producing teams that function at a remarkably high level. People are more innovative when they are less afraid to take risks, and when they learn from mistakes rather than hiding and repeating them.

Professor James V. McConnell, a psychologist at the University of Michigan, expressed his feelings about a smile. “People who smile,” he said, “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.

Another way to foster a sense of belonging for employees is to form teams that are encouraged to engage in collective problem-solving. This affords regular opportunities for all members of the teams to express their views and contribute their talents. But leaders of these teams should establish the norm that colleagues treat each other with respect, making room for everyone in discussions and listening thoughtfully to one another. As we saw with high-status students leading the way in establishing an antibullying norm in schools, managers, as the highest-status member of a team, can set powerful norms. A key goal is foster what leadership scholar Amy Edmonson calls psychological safety, which she describes as "the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed--with relevant ideas, questions, or concerns--without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid." No matter how ingenious or talented individual team members are, if the climate does not foster the psychological safety people need to express themselves, they are likely to hold back on valuable input.

Fear is managed better in some soldiers and is trickier to master in others; shame and consequences loom large. The general goes on to elucidate further: The one who shows fear is lost; he has lost his honor and his reputation, and he will be taken to task. His promotion may be blocked. It’s the same concept at home. You try many ways to fix your child—many times he does things that you cover for him. Because you fear that you [the regiment] will be shamed if people find out. . . . The senior officer might try and encourage him, so he may say “Get up, child, it’s okay; shabash shabash [verbal encouragement implying in this context ‘come, come’].” If he still doesn’t move, then the commander will become harsh. He will push him, kick him, and drag him, and he will ask two other people to take the weapon from him. He will be verbally abused, and they will shame him by calling him a coward, a woman.

tolerance for failure—both personally and organizationally—is the primary key to unlocking innovation. Smart, well-meaning managers often make small errors in leadership that discourage this kind of risk-taking. Building an organization that encourages and rewards incremental achievement of big goals increases your chances of successful innovation, and reduces the costs of inevitable missteps. That’s the essence of experimentation.

We are all given the same number of hours . It depends on what you spend your time on. It is either you spend your time complaining, crying, blaming on what is wrong in your life or you spend your time fixing, solving, improving and working on what is wrong in your life.

Here’s the thing: many organizations are deactivating the part of employees’ brains called the seeking system. 3 Our seeking systems create the natural impulse to explore our worlds, learn about our environments, and extract meaning from our circumstances. 4 When we follow the urges of our seeking system, it releases dopamine—a neurotransmitter linked to motivation and pleasure—that makes us want to explore more. 5 The seeking system is the part of the brain that encouraged our ancestors to explore beyond Africa. And that pushes us to pursue hobbies until the crack of dawn and seek out new skills and ideas just because they interest us. The seeking system is why animals in captivity prefer to search for their food rather than have it delivered to them. 6 When our seeking system is activated, we feel more motivated, purposeful, and zestful. We feel more alive. 7 Exploring, experimenting, learning: this is the way we’re designed to live. And work, too. The problem is that our organizations weren’t designed to take advantage of people’s seeking systems. Thanks to the Industrial Revolution—when modern management was conceived—organizations were purposely designed to suppress our natural impulses to learn and explore.