Managers Motivational Quotes

Never respond to an angry person with a fiery comeback, even if he deserves it...Don't allow his anger to become your anger.

Rejection is an opportunity for your selection.

Success comes from the inside out. In order to change what is on the outside, you must first change what is on the inside.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Leaders must be close enough to relate to others, but far enough ahead to motivate them.

I want to live the rest of my life, however long or short, with as much sweetness as I can decently manage, loving all the people I love, and doing as much as I can of the work I still have to do. I am going to write fire until it comes out of my ears, my eyes, my noseholes--everywhere. Until it's every breath I breathe. I'm going to go out like a fucking meteor!

To live entirely without a goal! I have glimpsed this state, and have often attained it, without managing to remain there: I am too weak for such happiness.

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

If you don't write when you don't have time for it, you won't write when you do have time for it.

Convince yourself everyday that you are worthy of a good life. Let go of stress, breathe. Stay positive, all is well.

Changes are inevitable and not always controllable. What can be controlled is how you manage, react to and work through the change process.

Always strive to aim for the highest peak of the goals in life you have set, this way if you manage to reach even half way toward a goal, landing in the middle is not such a bad place to end up.

When you are just EXISTING, life happens to you… and you manage; when you are truly LIVING, you happen to life… and you lead.

The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive—and autonomy can be the antidote.”   TOM KELLEY General Manager, IDEO

If you always do what you've always done, you'll always get what you always got.

It is not so much where my motivation comes from but rather how it manages to survive.

Anger gets you into trouble, ego keeps you in trouble.

There is too much negativity in the world. Do your best to make sure you aren't contributing to it.

Employee loyalty is cheaper than hiring new employees, training them, and motivating them.

In business 'professionalism' is not a tactic but a moral value.

Introspection is a form of self-management. You reflect. You decide. You change. You allow yourself to grow.

You gotta make it a priority to make your priorities a priority.

It’s not about having enough time, it’s about making enough time.

MANAGE YOUR MOOD: Name 1 thing that surprised you today...Name 1 thing that moved you...Name 1 thing that inspired you...

Divorce = Rebirth: forget the past, replan your life, improve your appearance & REJUVENATE!

Management isn’t about walking around and seeing if people are in their offices,” he told me. It’s about creating conditions for people to do their best work.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

If you're early, you're on time. If you're on time, you're late.

Do the things you like to be happier, stronger & more successful. Only so is hard work replaced by dedication.

You must embrace change before change erases you.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

Never strike out of anger if at all possible, this will give your enemy the advantage and strengthen his resolve and psyche

If we could eliminate the concept of town and return to live in small villages, all world problems were solved.

Recognize, manage and master your beliefs. They aren’t genetic. They are choices. Choose ones that serve you.

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation

They copied my product, they copied my strategies yet they failed miserably in the business, because they couldn't copy my professionalism.

I used to think that if you cared for other people, you need to study sociology or something like it. But….I [have] concluded, if you want to help other people, be a manager. If done well, management is among the most noble of professions. You are in a position where you have eight or ten hours every day from every person who works for you. You have the opportunity to frame each person’s work so that, at the end of every day, your employees will go home feeling like Diana felt on her good day: living a life filled with motivators.

Use your anger for good. Anger to people is like gas to the automobile - it fuels you to move forward and get to a better place. Without it, we would not be motivated to rise to a challenge. It is an energy that compels us to define what is just and unjust.

No obstacle is so big that one person with determination can't make a difference.

Growing a culture requires a good storyteller. Changing a culture requires a persuasive editor.

Incorporate the word "no" into your vocabulary more often, and notice how your reserves begin to fill.

there are only two ways for a manager to improve the output of an employee: motivation and training.

Don't let little things ruin your day.

When you decide to do something, remind yourself that it is commitment not motivation that matters.

Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders

Be creative while inventing ideas, but be disciplined while implementing them.

Just because you have baggage doesn't mean you have to lug it around.

Divorce is the start point for a brand new life. Don't lose the chance to redesign it upon your dreams!

I don't waste food, water, money, time and talent.

Time is the ultimate democracy. Rich and poor, young and old, male and female: all have 24 hours in a day and 7 days in a week.

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.

Don’t blame others. it won’t make you a better person.

The world of romance and business works on this principle - You may be rejected several times, but not everyone will reject you.

Reality always wins.

We must desire to see people rising in life, rather than looking for ways to contribute to their fall.

Raise your vibration, Not your tone of voice.. You gain inspiration, For Peace is a choice.

If you are feeling unhappy in life for any reason and often getting negative results, try this -> start replacing negative thoughts with the positive one, make a plan and act on them. The more positive thoughts you have the more positive and happy your will become and results are bound to be positive sooner or later.-Subodh Gupta author "Stress Management a Holistic approach - 5 steps plan

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

Max's scarred brow crinkled. He reached for the coffee mug on his desk. “Motive is tricky. See, what might be a good reason for me to kill someone might not be a good enough reason for you to kill someone." Swift stared at his hands loosely clasped around his ankle. “I wouldn't. Deliberately hurt anyone." "And my impulse is to hurt anyone who hurts you.” When Swift's gaze lifted to his, Max said, “See how that works?" He did, and while it wasn't intended as a compliment, it did warm his heart in a funny way. He managed to joke, “Why, I think that's the most romantic thing anyone's ever said to me.

...[I]ron discipline does not preclude but presupposes criticism and contest of opinion within the Party. Least of all does it mean that discipline must be 'blind'. On the contrary, iron discipline does not preclude but presupposes conscious and voluntary submission, for only conscious discipline can be truly iron discipline.

Children are no longer being parented, but are raised. Thats why they don't have morals, ethics,humanity and manners, because their parents neglected them. We now live in a society that doesnt care about right or wrong.

Children imitate their parents, employees their managers.

Nothing consoles and comforts like certainty does.

The real challenge is for each of us to determine where we feel we can make the most impact.

Authority is not a power, it is a responsibility.

Before you worry about the beauty of your body, worry about the health of your body.

Show some mercy to your 'time', don't always waste it.

If you treat people to a vision of themselves, if you apparently overrate them, you make them become what they are capable of becoming.

In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.

The roller coaster is my life; Life is a fast, dizzying game. Life is a parachute jump; it's taking chances; falling over and getting up again. It's mountaineering; it's wanting to get to the very top of yourself and to feel angry and dissatisfied when you don't manage it. But if we are talking in terms of making progress in life, we must understand that "good enough" is very different from the "Best.

Your current body is the only body that can take you to your new body—so be kind to it.

Disruptors don't have to discover something new; they just have to discover a practical use for new discoveries.

A compassionate leader always feel motivated to bring happiness and relieve the suffering of customers, investors, suppliers, employees, government and the communities.

Don’t set your own goals by what other people make important.

I’ve always felt that a manager has achieved a great deal when he’s able to motivate one other person. When it comes to making the place run, motivation is everything. You might be able to do the work of two people, but you can’t be two people. Instead, you have to inspire the next guy down the line and get him to inspire his people.

Life is full of issues no matter what social status you enjoy in society, only the nature of issue would be different. You solve one issue, other would come and they would be keep on coming till you are alive. This is a reality and nobody can escape from this truth. -Subodh Gupta author, "Stress Management a Holistic Approach -5 steps Plan".

To succeed consistently, good managers need to be skilled not just in choosing, training, and motivating the right people for the right job, but in choosing, building, and preparing the right organization for the job as well.

The Four Keys of Great Managers: 1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination." 2. "When setting expectations, they define the right outcomes ... not the right steps." 3. "When motivating someone, they focus on strengths ... not on weaknesses." 4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

The sign of a good leader is easy to recognize, though it is hardly ever seen. For the greatest leaders are those who share as equals in the trials and struggles, the demands and expectations, the hills and trenches, the laws and punishments placed upon the backs of those governed. A great leader is motivated not by power but by compassion. Therefore he can do nothing but make himself a servant to those whom he rules. Such a leader is unequivocally respected, and loved for loving.

We are all beautiful instruments of God. He created many notes in music so that we would not be stuck playing the same song. Be music always. Keep changing the keys, tones, pitch, and volume of each of the songs you create along your journey and play on. Nobody will ever reach ultimate perfection in this lifetime, but trying to achieve it is a full-time job. Start now and don't stop. Make your book of life a musical. Never abandon obligations, but have fun leaving behind a colorful legacy. Never allow anybody to be the composer of your own destiny. Take control of your life, and never allow limitations implanted by society, tell you how your music is supposed to sound — or how your book is supposed to be written.

What if not just women, but both men and women, worked smart, more flexible schedules? What if the workplace itself was more fluid than the rigid and narrow ladder to success of the ideal worker? And what if both men and women became responsible for raising children and managing the home, sharing work, love, and play? Could everyone then live whole lives?

When a person is not doing his job, there can only be two reasons for it. The person either can’t do it or won’t do it; he is either not capable or not motivated. To determine which, we can employ a simple mental test: if the person’s life depended on doing the work, could he do it? If the answer is yes, that person is not motivated; if the answer is no, he is not capable.

If you focus your mind on problem, the problem would become bigger and bigger and you get into the circle of worrying and then your mind gives you the false impression that the problem is very big and mind than start multiplying your worries without any actual basis and you see no way of coming out of it. To come out of the problems you need to focus on solutions. -Subodh Gupta author, "Stress Management a Holistic Approach -5 steps Plan".

. I was often surprised by the dispassionate way patients’ symptoms were discussed and by how much time was spent on trying to manage their suicidal thoughts and self-destructive behaviors, rather than on understanding the possible causes of their despair and helplessness. I was also struck by how little attention was paid to their accomplishments and aspirations; whom they cared for, loved, or hated; what motivated and engaged them, what kept them stuck, and what made them feel at peace—the ecology of their lives.

In the context of couples, research in this area suggests how we as partners can manage one another’s highs and lows. We don’t have to remain at the mercy of each other’s runaway moods and feelings. Rather, as competent managers of our partners, we can become expert at moving, shifting, motivating, influencing, soothing, and inspiring one another.

The assault on education began more than a century ago by industrialists and capitalists such as Andrew Carnegie. In 1891, Carnegie congratulated the graduates of the Pierce College of Business for being “fully occupied in obtaining a knowledge of shorthand and typewriting” rather than wasting time “upon dead languages.” The industrialist Richard Teller Crane was even more pointed in his 1911 dismissal of what humanists call the “life of the mind.” No one who has “a taste for literature has a right to be happy” because “the only men entitled to happiness… is those who are useful.” The arrival of industrialists on university boards of trustees began as early as the 1870s and the University of Pennsylvania’s Wharton School of Business offered the first academic credential in business administration in 1881. The capitalists, from the start, complained that universities were unprofitable. These early twentieth century capitalists, like heads of investment houses and hedge-fund managers, were, as Donoghue writes “motivated by an ethically based anti-intellectualism that transcended interest in the financial bottom line. Their distrust of the ideal of intellectual inquiry for its own sake, led them to insist that if universities were to be preserved at all, they must operate on a different set of principles from those governing the liberal arts.

The early anatomists were dealing with a chronic shortage of bodies for dissection, and consequently were motivated to come up with ways to preserve the ones they managed to obtain. Blanchard’s textbook was the first to cover arterial embalming. He describes opening up an artery, flushing the blood out with water, and pumping in alcohol. I’ve been to frat parties like that.

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—a prize for the best Halloween costume, grades in school, gold stars—and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

What baseball managers did do, on occasion, beginning in the early 1980s, was hire some guy who knew how to switch on the computer. But they did this less with honest curiosity than in the spirit of a beleaguered visitor to Morocco hiring a tour guide: pay off one so that the seventy-five others will stop trying to trade you their camels for your wife. Which one you pay off is largely irrelevant.

Though I cannot tell why it was exactly that those stage managers, the Fates, put me down for this shabby part of a whaling voyage, when others were set down for magnificent parts in high tragedies, and short and easy parts in genteel comedies, and jolly parts in faces—though I cannot tell why this was exactly; yet, now that I recall all the circumstances, I think I can see a little into the springs and motives which being cunningly presented to me under various disguises, induced me to set about performing the part I did, besides cajoling me into the delusion that it was a choice resulting from my own unbiased freewill and discriminating judgment.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As

Everyone seems to know this. We are universally tormented by our consciences for what we know we should have done yet did not do. We are tormented equally by what we did but know we should not have done. Is this not a universal experience? Can anyone escape the pangs of conscience at four o’clock in the morning after acting immorally or destructively, or failing to act when action was necessary? And what is the source for that inescapable conscience? If we were the source of our own values and masters of our own houses, then we could act or fail to act as we choose and not suffer the pangs of regret, sorrow, and shame. But I have never met anyone who could manage that. Even the most psychopathic of people seemed motivated at least to mask their malfeasance with a layer of lies (with the depth of that layer precisely proportionate to the severity of the impropriety in question). Even the most malevolent, it appears, must find justification for his or her evil.

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

an empathic and patient listener, coaxing each of us through the maze of our feelings, separating out our weapons from our wounds. He cautioned us when we got too lawyerly and posited careful questions intended to get us to think hard about why we felt the way we felt. Slowly, over hours of talking, the knot began to loosen. Each time Barack and I left his office, we felt a bit more connected. I began to see that there were ways I could be happier and that they didn’t necessarily need to come from Barack’s quitting politics in order to take some nine-to-six foundation job. (If anything, our counseling sessions had shown me that this was an unrealistic expectation.) I began to see how I’d been stoking the most negative parts of myself, caught up in the notion that everything was unfair and then assiduously, like a Harvard-trained lawyer, collecting evidence to feed that hypothesis. I now tried out a new hypothesis: It was possible that I was more in charge of my happiness than I was allowing myself to be. I was too busy resenting Barack for managing to fit workouts into his schedule, for example, to even begin figuring out how to exercise regularly myself. I spent so much energy stewing over whether or not he’d make it home for dinner that dinners, with or without him, were no longer fun. This was my pivot point, my moment of self-arrest. Like a climber about to slip off an icy peak, I drove my ax into the ground. That isn’t to say that Barack didn’t make his own adjustments—counseling helped him to see the gaps in how we communicated, and he worked to be better at it—but I made mine, and they helped me, which then helped us. For starters, I recommitted myself to being healthy. Barack and I belonged to the same gym, run by a jovial and motivating athletic trainer named Cornell McClellan. I’d worked out with Cornell for a couple of years, but having children had changed my regular routine. My fix for this came in the form of my ever-giving mother, who still worked full-time but volunteered to start coming over to our house at 4:45 in the morning several days a week so that I could run out to Cornell’s and join a girlfriend for a 5:00 a.m. workout and then be home by 6:30 to get the girls up and ready for their days. This new regimen changed everything: Calmness and strength, two things I feared I was losing, were now back. When it came to the home-for-dinner dilemma, I installed new boundaries, ones that worked better for me and the girls. We made our schedule and stuck to it. Dinner each night was at 6:30. Baths were at 7:00, followed by books, cuddling, and lights-out at 8:00 sharp. The routine was ironclad, which put the weight of responsibility on Barack to either make it on time or not. For me, this made so much more sense than holding off dinner or having the girls wait up sleepily for a hug. It went back to my wishes for them to grow up strong and centered and also unaccommodating to any form of old-school patriarchy: I didn’t want them ever to believe that life began when the man of the house arrived home. We didn’t wait for Dad. It was his job now to catch up with

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

This young woman,” said Diana, “was responsible for the destruction of the Triumvirate’s fleet.” “Well, I had a lot of help,” Lavinia said. “I don’t understand,” I said, turning to Lavinia. “You made all those mortars malfunction?” Lavinia looked offended. “Well, yeah. Somebody had to stop the fleet. I did pay attention during siege-weapon class and ship-boarding class. It wasn’t that hard. All it took was a little fancy footwork.” Hazel finally managed to pick her jaw off the pavement. “Wasn’t that hard?” “We were motivated! The fauns and dryads did great.” She paused, her expression momentarily clouding, as if she remembered something unpleasant. “Um…besides, the Nereids helped a lot. There was only a skeleton crew aboard each yacht. Not, like, actual skeletons, but—you know what I mean. Also, look!” She pointed proudly at her feet, which were now adorned with the shoes of Terpsichore from Caligula’s private collection. “You mounted an amphibious assault on an enemy fleet,” I said, “for a pair of shoes.” Lavinia huffed. “Not just for the shoes, obviously.” She tap-danced a routine that would’ve made Savion Glover proud. “Also to save the camp, and the nature spirits, and Michael Kahale’s commandos.” Hazel held up her hands to stop the overflow of information. “Wait. Not to be a killjoy—I mean, you did an amazing thing!—but you still deserted your post, Lavinia. I certainly didn’t give you permission —” “I was acting on praetor’s orders,” Lavinia said haughtily. “In fact, Reyna helped. She was knocked out for a while, healing, but she woke up in time to instill us with the power of Bellona, right before we boarded those ships. Made us all strong and stealthy and stuff.” Hazel asked, “Is it true about Lavinia acting on your orders?” Reyna glanced at our pink-haired friend. The praetor’s pained expression said something like, I respect you a lot, but I also hate you for being right. “Yes,” Reyna managed to say. “Plan L was my idea. Lavinia and her friends acted on my orders. They performed heroically.” Lavinia beamed. “See? I told you.” The assembled crowd murmured in amazement, as if, after a day full of wonders, they had finally witnessed something that could not be explained.

The news filled me with such euphoria that for an instant I was numb. My ingrained self-censorship immediately started working: I registered the fact that there was an orgy of weeping going on around me, and that I had to come up with some suitable performance. There seemed nowhere to hide my lack of correct emotion except the shoulder of the woman in front of me, one of the student officials, who was apparently heartbroken. I swiftly buried my head in her shoulder and heaved appropriately. As so often in China, a bit of ritual did the trick. Sniveling heartily she made a movement as though she was going to turn around and embrace me I pressed my whole weight on her from behind to keep her in her place, hoping to give the impression that I was in a state of abandoned grief. In the days after Mao's death, I did a lot of thinking. I knew he was considered a philosopher, and I tried to think what his 'philosophy' really was. It seemed to me that its central principle was the need or the desire? for perpetual conflict. The core of his thinking seemed to be that human struggles were the motivating force of history and that in order to make history 'class enemies' had to be continuously created en masse. I wondered whether there were any other philosophers whose theories had led to the suffering and death of so many. I thought of the terror and misery to which the Chinese population had been subjected. For what? But Mao's theory might just be the extension of his personality. He was, it seemed to me, really a restless fight promoter by nature, and good at it. He understood ugly human instincts such as envy and resentment, and knew how to mobilize them for his ends. He ruled by getting people to hate each other. In doing so, he got ordinary Chinese to carry out many of the tasks undertaken in other dictatorships by professional elites. Mao had managed to turn the people into the ultimate weapon of dictatorship. That was why under him there was no real equivalent of the KGB in China. There was no need. In bringing out and nourishing the worst in people, Mao had created a moral wasteland and a land of hatred. But how much individual responsibility ordinary people should share, I could not decide. The other hallmark of Maoism, it seemed to me, was the reign of ignorance. Because of his calculation that the cultured class were an easy target for a population that was largely illiterate, because of his own deep resentment of formal education and the educated, because of his megalomania, which led to his scorn for the great figures of Chinese culture, and because of his contempt for the areas of Chinese civilization that he did not understand, such as architecture, art, and music, Mao destroyed much of the country's cultural heritage. He left behind not only a brutalized nation, but also an ugly land with little of its past glory remaining or appreciated. The Chinese seemed to be mourning Mao in a heartfelt fashion. But I wondered how many of their tears were genuine. People had practiced acting to such a degree that they confused it with their true feelings. Weeping for Mao was perhaps just another programmed act in their programmed lives. Yet the mood of the nation was unmistakably against continuing Mao's policies. Less than a month after his death, on 6 October, Mme Mao was arrested, along with the other members of the Gang of Four. They had no support from anyone not the army, not the police, not even their own guards. They had had only Mao. The Gang of Four had held power only because it was really a Gang of Five. When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.