New Workstation Quotes

Massive changes may have occurred in libraries in recent years, with new digital resources and services supplementing the old traditional resources and services, the dog-eared card catalogues ripped up and destroyed, workstations suddenly everywhere, but one essential aspect of “libraryness” has not changed: libraries remain places dedicated to storage. Books continue to be published in greater and greater numbers – so great in fact that there are no accurate figures as to exactly how many are published: some say one every thirty seconds, others four thousand per day, others a million per year – and somehow, whether through the off-site storage of the physical books themselves, or microfilm copying, or digital scanning, we remain obliged to keep up with or afloat in this vast deluge of paper. Even the new, high-tech rebranded libraries opened to great fanfare in the London Borough of Tower Hamlets in the 1990s could not get away from this essential fact of paper hoarding: they were called “Idea Stores.” - p.56

The launch cycle at Internet companies is markedly different. Launches and rapid iterations are far easier because new features can be rolled out on the server side, rather than requiring software rollout on individual customer workstations.

The act of facilitating another person's learning was incredible. As I went from workstation to workstation, I felt as much as saw people's beautiful and individual souls as their respective light bulbs snapped on heralding the comprehension of a new bit of knowledge. Those light bulbs were all the same color. The shine of learning and accomplishment was a pure and universal element, one that happened to emanate from every possible skin tone, sexual preference and religious persuasion or lack thereof. From my weekend hedonism to my studies and everywhere in between, I was deliciously stunned to reveal one after another of the tell-tale and absolutely indisputable signs that within all human beings exists a core of common needs and hopes.

In the early 1980s, I took a fourteen-month sabbatical from Kleiner to lead the desktop division at Sun Microsystems. Suddenly I found myself in charge of hundreds of people. I was terrified. But Andy Grove’s system was my bastion in a storm, a source of clarity in every meeting I led. It empowered my executive team and rallied the whole operation. Yes, we made our share of mistakes. But we also achieved amazing things, including a new RISC microprocessor architecture, which secured Sun’s lead in the workstation market. That was my personal proof point for what I was bringing, all these years later, to Google.

graphics-rich personal workstations and the notion of human-computer symbiosis; time-sharing and the notion of computer-aided collaborative work; networks and the notion of an on-line community; on-line libraries and the notion of instant, universal access to knowledge; and computer languages and the notion of a new, digital medium of expression.

WHAT IS IT, exactly, that people are really afraid of when they say they don’t like change? There is the discomfort of being confused or the extra work or stress the change may require. For many people, changing course is also a sign of weakness, tantamount to admitting that you don’t know what you are doing. This strikes me as particularly bizarre—personally, I think the person who can’t change his or her mind is dangerous. Steve Jobs was known for changing his mind instantly in the light of new facts, and I don’t know anyone who thought he was weak. Managers often see change as a threat to their existing business model—and, of course, it is. In the course of my life, the computer industry has moved from mainframes to minicomputers to workstations to desktop computers and now to iPads. Each machine had a sales, marketing, and engineering organization built around it, and thus the shift from one to the next required radical changes to the organization. In Silicon Valley, I have seen the sales forces of many computer manufacturers fight to maintain the status quo, even as their resistance to change caused their market share to be gobbled up by rivals—a short-term view that sank many companies. One good example is Silicon Graphics, whose sales force was so accustomed to selling large, expensive machines that they fiercely resisted the transition to more economical models. Silicon Graphics still exists, but I rarely hear about them anymore.

The customer quickly turned the lock on the front door before following Mike to the workstation and watching as the butcher slid a fat smoked ham back and forth, back and forth across the razor-sharp blade of the meat-slicing machine. Mike caught each thin slice and piled it on the round, sesame-seeded bread that lay split open on the counter. He repeated the process with salami, depositing it on the ham. Next a layer of capicola, followed by pepperoni, Swiss cheese, and provolone. "Looking good," said the customer, observing from the other side of the counter. "Thanks again for this." "No problem," said Mike. "We Royal Street folks have to help each other out when we can." "How many muffs do you think you've made in your life?" asked the customer, setting a shopping bag on the floor. The sandwich maker laughed. "I couldn't even begin to tell you." He reached for the glass container of olive spread he had mixed himself. Finely chopped green olives, celery, cauliflower, and carrot seasoned with extra-virgin olive oil, all left to marinate overnight.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.