Outstanding Job Quotes

you must identify whether they have demonstrated themselves to be extraordinary in some way. The most obvious demonstration is outstanding performance within an outstanding peer group. If you’re less than excited to hire someone for a particular job, don’t do it. The two of you will probably make each other miserable.

Putting in the Time Part of paying the price is the willingness to do whatever it takes to get the job done. It comes from a declaration that you are going to get it done no matter what it takes, no matter how long it takes, no matter what comes up. It’s a done deal. You are responsible for the results you intend. No excuses—just a world-class performance or an outstanding result that can be counted on.

Continuous improvement is a mindset and a culture that is always—every employee, every day—looking for opportunities to do the job better, even when the organization is performing at the highest level it ever has.

forced to realise that Jobs was, for all his visionary genius, deeply flawed, odd and capricious …’ Davin O’Dwyer, Irish Times ‘This is an authorised but brutally honest account of the life of a legend of our age’ Herald Sun ‘Isaacson has done an outstanding

Their jaws dropped. Mom had been taking the lid off the tub of tonight’s dinner--fried chicken. Even she looked stunned. I felt a need to explain. “My eye turned black. I asked Tiffany to cover up the bruising.” “Well, she did an outstanding job,” Mom said. “Took me three hours,” Tiffany said. “I need to get ready to go to the hospital. Have fun at Dave and Bubba’s.” She left, and I wondered if I should go back upstairs, step into the shower, and wash everything off. Display my bruised face with pride. “Do I need to put on a suit for this place?” Jason asked. “’Cuz I thought anything named Bubba’s would be casual.

It’s no one’s fault really,” he continued. “A big city cannot afford to have its attention distracted from the important job of being a big city by such a tiny, unimportant item as your happiness or mine.” This came out of him easily, assuredly, and I was suddenly interested. On closer inspection there was something aesthetic and scholarly about him, something faintly professorial. He knew I was with him, listening, and his grey eyes were kind with offered friendliness. He continued: “Those tall buildings there are more than monuments to the industry, thought and effort which have made this a great city; they also occasionally serve as springboards to eternity for misfits who cannot cope with the city and their own loneliness in it.” He paused and said something about one of the ducks which was quite unintelligible to me. “A great city is a battlefield,” he continued. “You need to be a fighter to live in it, not exist, mark you, live. Anybody can exist, dragging his soul around behind him like a worn-out coat; but living is different. It can be hard, but it can also be fun; there’s so much going on all the time that’s new and exciting.” I could not, nor wished to, ignore his pleasant voice, but I was in no mood for his philosophising. “If you were a negro you’d find that even existing would provide more excitement than you’d care for.” He looked at me and suddenly laughed; a laugh abandoned and gay, a laugh rich and young and indescribably infectious. I laughed with him, although I failed to see anything funny in my remark. “I wondered how long it would be before you broke down and talked to me,” he said, when his amusement had quietened down. “Talking helps, you know; if you can talk with someone you’re not lonely any more, don’t you think?” As simple as that. Soon we were chatting away unreservedly, like old friends, and I had told him everything. “Teaching,” he said presently. “That’s the thing. Why not get a job as a teacher?” “That’s rather unlikely,” I replied. “I have had no training as a teacher.” “Oh, that’s not absolutely necessary. Your degrees would be considered in lieu of training, and I feel sure that with your experience and obvious ability you could do well.” “Look here, Sir, if these people would not let me near ordinary inanimate equipment about which I understand quite a bit, is it reasonable to expect them to entrust the education of their children to me?” “Why not? They need teachers desperately.” “It is said that they also need technicians desperately.” “Ah, but that’s different. I don’t suppose educational authorities can be bothered about the colour of people’s skins, and I do believe that in that respect the London County Council is rather outstanding. Anyway, there would be no need to mention it; let it wait until they see you at the interview.” “I’ve tried that method before. It didn’t work.” “Try it again, you’ve nothing to lose. I know for a fact that there are many vacancies for teachers in the East End of London.” “Why especially the East End of London?” “From all accounts it is rather a tough area, and most teachers prefer to seek jobs elsewhere.” “And you think it would be just right for a negro, I suppose.” The vicious bitterness was creeping back; the suspicion was not so easily forgotten. “Now, just a moment, young man.” He was wonderfully patient with me, much more so than I deserved. “Don’t ever underrate the people of the East End; from those very slums and alleyways are emerging many of the new breed of professional and scientific men and quite a few of our politicians. Be careful lest you be a worse snob than the rest of us. Was this the kind of spirit in which you sought the other jobs?

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

to be open and straightforward about their needs for attention in a social setting. It is equally rare for members of a group in American culture to honestly and openly express needs that might be in conflict with that individual’s needs. This value of not just honestly but also openly fully revealing the true feelings and needs present in the group is vital for it’s members to feel emotional safe. It is also vital to keeping the group energy up and for giving the feedback that allows it’s members to know themselves, where they stand in relation to others and for spiritual/psychological growth. Usually group members will simply not object to an individual’s request to take the floor—but then act out in a passive-aggressive manner, by making noise or jokes, or looking at their watches. Sometimes they will take the even more violent and insidious action of going brain-dead while pasting a jack-o’-lantern smile on their faces. Often when someone asks to read something or play a song in a social setting, the response is a polite, lifeless “That would be nice.” In this case, N.I.C.E. means “No Integrity or Congruence Expressed” or “Not Into Communicating Emotion.” So while the sharer is exposing his or her vulnerable creation, others are talking, whispering to each other, or sitting looking like they are waiting for the dental assistant to tell them to come on back. No wonder it’s so scary to ask for people’s attention. In “nice” cultures, you are probably not going to get a straight, open answer. People let themselves be oppressed by someone’s request—and then blame that someone for not being psychic enough to know that “Yes” meant “No.” When were we ever taught to negotiate our needs in relation to a group of people? In a classroom? Never! The teacher is expected to take all the responsibility for controlling who gets heard, about what, and for how long. There is no real opportunity to learn how to nonviolently negotiate for the floor. The only way I was able to pirate away a little of the group’s attention in the school I attended was through adolescent antics like making myself fart to get a few giggles, or asking the teacher questions like, “Why do they call them hemorrhoids and not asteroids?” or “If a number two pencil is so popular, why is it still number two,” or “What is another word for thesaurus?” Some educational psychologists say that western culture schools are designed to socialize children into what is really a caste system disguised as a democracy. And in once sense it is probably good preparation for the lack of true democratic dynamics in our culture’s daily living. I can remember several bosses in my past reminding me “This is not a democracy, this is a job.” I remember many experiences in social groups, church groups, and volunteer organizations in which the person with the loudest voice, most shaming language, or outstanding skills for guilting others, controlled the direction of the group. Other times the pain and chaos of the group discussion becomes so great that people start begging for a tyrant to take charge. Many times people become so frustrated, confused and anxious that they would prefer the order that oppression brings to the struggle that goes on in groups without “democracy skills.” I have much different experiences in groups I work with in Europe and in certain intentional communities such as the Lost Valley Educational Center in Eugene, Oregon, where the majority of people have learned “democracy skills.” I can not remember one job, school, church group, volunteer organization or town meeting in mainstream America where “democracy skills” were taught or practiced.

Fine art galleries are the excellent setups for exhibiting art, generally aesthetic art such as paints, sculptures, and digital photography. Basically, art galleries showcase a range of art designs featuring contemporary and traditional fine art, glass fine art, art prints, and animation fine art. Fine art galleries are dedicated to the advertising of arising artists. These galleries supply a system for them to present their jobs together with the works of across the country and internationally popular artists. The UNITED STATE has a wealth of famous art galleries. Lots of villages in the U.S. show off an art gallery. The High Museum of Fine art, Alleged Gallery, Henry Art Gallery, National Gallery of Art Gallery, Washington Gallery of Modern Art, Agora Gallery, Rosalux Gallery, National Portrait Gallery, The Alaska House Gallery, and Anchorage Gallery of History and Art are some of the renowned fine art galleries in the United States. Today, there are on the internet fine art galleries showing initial artwork. Several famous fine art galleries show regional pieces of art such as African fine art, American art, Indian fine art, and European art, in addition to individual fine art, modern-day and modern fine art, and digital photography. These galleries collect, show, and keep the masterpieces for the coming generations. Many famous art galleries try to entertain and educate their local, nationwide, and international audiences. Some renowned fine art galleries focus on specific areas such as pictures. A great variety of well-known fine art galleries are had and run by government. The majority of famous fine art galleries supply an opportunity for site visitors to buy outstanding art work. Additionally, they organize many art-related tasks such as songs shows and verse readings for kids and grownups. Art galleries organize seminars and workshops conducted by prominent artists. Committed to quality in both art and solution, most well-known fine art galleries provide you a rich, exceptional experience. If you wish to read additional information, please visit this site

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

. . . and so the whorl ends not with a bang or with a whimper, but with the sound of two politicians patting each other on the back, and congratulating themselves on the outstanding job that they're doing.

In any profession, you will be respected if you are good at your job – not because you are good at talking about your beliefs. It may be quite irrational, but the fact is that, if you are recognized as being outstanding on one thing, you will be listened to on all sorts of subjects in no way related to it... and so, if you are going to be really effective [for your cause] in your place of work, you must set out to be the best man at your job.

Our belief is that if a company does an outstanding job caring for its team members, creating value for them, and respecting them as key stakeholders, it can successfully avoid unionization.

Employee networks are extremely valuable to companies as a source of information. As Bill Gates wrote more than a decade ago, “The most meaningful way to differentiate your company from your competition, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose.”1

At first light we were in the ammo dump and right on schedule my platoon showed up.  They were Marines, and as such, eager to get the job done.  That was the good news, the bad news was not a single one of them had ever seen a Harrier engine, I think some of them had never seen the engine in their parents car, but they could recognize shiny metal when they saw it and that would be good enough.  The Platoon Sgt had managed to scrounge up magnets from some place and when I asked him about the magnets he said, “Well Sir, ‘THEY’ said we’d be looking for something metal and I thought the magnets would certainly help out here in the bush, we can drag them around.”      “Outstanding Sgt, just goddamned OUTSTANDING.

So I want to be clear: Andy Card and I have known each other since the 1980s, though age separated us, and most of my time was spent with his younger brother. What’s more, Andy’s a good political player. Come election time, what with my mother’s growing media empire in the wilds of Alaska—and her ties to the good and honorable Senator Stevens—it just made sense that Andy Card would make a special nod to our family in Alaska. Perceptions to the contrary would be grossly inaccurate. After I warned about the 1993 World Trade Center attack, and started working as an Asset, I had to distance myself from Andy, who had national political aspirations after all. Our need for distance ended overnight when President-elect George Bush, Jr. named Andy to serve as White House Chief of Staff. At that point, my background was fully revealed, all cards on the table, when I approached him in December, 2000 about our back channel talks to resume the weapons inspections in Iraq. I expected Andy to be surprised. But I was at the top of my game. I had accomplished many good things involving Libya and Iraq, with special regards to anti-terrorism, through a decade of perseverance and creative strategizing. I expected a man like Andy Card to be proud of my actions. A man who brags to his friends about his outstanding devotion to my field of work should be fiercely proud that one of his own family has been on the cutting edge of it for a decade. When you do the work I have done, you don’t apologize for communicating with the Chief of Staff to the President of the United States of America. At the end of the conversation, you expect him to say thank you. Think about it. I was a primary source of raw intelligence on Iraq and Middle Eastern anti-terrorism overall. I enjoyed high level access to officials in Baghdad and Libya. It was extremely valuable for the White House Chief of Staff to have first-hand access to major new developments inside Iraq. Given my status as an Asset—and his— it was entirely appropriate for him to receive these debriefings. That was part of his job. No doubt that’s why Andy Card never suggested I should break off communications with Iraq— or that I should stop providing him with my insider’s analysis of breaking developments in Baghdad. All of which makes our end so galling.

Leadership at its essence is about serving. But it’s not only people serving you. You’re serving them. We’re joined together to serve the customer. At Medtronic, we’re trying to serve the patient. We’re trying to restore people to full life and health. Everyone that I know wants to do that job well, and so we need to re-conceptualize how we in management serve the employees who are doing the work, who are closest to the customers, and make their jobs and their lives easy. We’re serving them; they’re not serving us.

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

man named G. Edward Griffin did an outstanding job of just this in his book, the literal “Bible” about the Federal Reserve, called The Creature from Jekyll Island. I highly suggest you read it.

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.

My workday begins at eight-thirty a.m. Turn on computer, get coffee, log on to JEMS. Read my emails, and respond to some. Turn on the radio, and begin to hum… …to the Captain on Ocean 89 Any type of music soothes this my mind. By 9am the Magistrates begin to come Wor. Wolffe, Warner, Tokunbo, Chin and Anderson… …ready to give fairness, decisions, reasons and some. I then go thru my spreadsheet of outstanding Appeals My job to prepare them is quite a big deal. Appeals are then sent to Chief Justice Kawaley. Each case is met with consideration and commentary. By 10am I attend to Plea Court New cases range from speeders, DUI’s and all sorts… Defendants are called by name, charges read out and defined “Not guilty” or “guilty”…”just give me my fine”… …then 10 minutes later Bernews reports cases online. Never 2 days the same, in the lower Courts. I don’t complain, I enjoy it, I’m there to support. 16 years in total in this line of work… I love my job as a Magistrates’ Court Clerk!! ❤️

​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

Speculators may do no harm as bubbles on a steady stream of enterprise. But the position is serious when enterprise becomes the bubble on a whirlpool of speculation. When the capital development of a country becomes a by-product of the activities of a casino, the job is likely to be ill-done. The measure of success attained by Wall Street, regarded as an institution of which the proper social purpose is to direct new investment into the most profitable channels in terms of future yield, cannot be claimed as one of the outstanding triumphs of laissez-faire capitalism—which is not surprising, if I am right in thinking that the best brains of Wall Street have been in fact directed towards a different object.

Know that by being too good in what you do, you're also doing a great job at making others look bad. And most people will hate you for it. This is the biggest downside of trying to be outstanding; of excelling. Can you blame why most of us want to remain mediocre?

RETIREMENT PITFALL #5: Taking a Loan from Your 401(k) This is an enormous no-no at any time in your career, but it’s a particularly disastrous mistake if you’re within five years of your retirement. Money removed from your 401(k) is money that cannot grow (with compound interest!), even if you are able to pay it back relatively quickly. The lost time equals lost growth, which you cannot afford to waste. In addition, 401(k) loans are considered withdrawals—with the attendant 10 percent early-withdrawal penalty plus income taxes—if you lose or leave your job before paying it back. Add the fact that most 401(k) plans will not allow you to contribute money to the plan while you have an outstanding loan, and it’s clear that this kind of loan is going to be extremely costly for you. If you need a loan, it’s far better to explore taking a home equity loan or borrowing from your insufferable brother than taking money from your own future. Yes, the interest on 401(k) loans tends to be low, and you are paying that interest to yourself. But the potential costs and risks are far too high, especially for those who are in their final years of work.

As he spoke the light bringer paced in front of the class, his chin frantic in motion as his mouth pulled up a line of drool that had tried to get away. Ash stood beside Ryse, Shyne, and Flare, the only children in the Stronghold who didn’t seem to believe that he might be a Song Weaver. They were the closest thing he had to friends, and they were all doing an outstanding job of avoiding eye contact with Hayze in case he asked them a question. Suddenly one of the children called out in alarm, pointing over the side of the battlements. “Light bringer! Wh-what’s that?” The snow below had been disturbed. Something was moving underneath it. “Aha! What did I tell you?” crowed Hayze. “They’re here! Gather round, children, and you will see something so awful it may turn your hair as gray as mine.” Ash was shoved hard as the class surged forward to get a closer look. “Outta the way, Song-freak!” sneered Thaw, a lanky, smug-looking older boy. Thaw was by far Ash’s least favorite person in the Stronghold, followed closely by his guffawing, bootlicking lackeys Raze and Frai, who stepped in line behind their leader. Ash said nothing but got as far away from the bullies as he could before peering over the battlements. The children held their breath. All was still. All was quiet. Then: “There!” cried Hayze in his most spit-spattering whisper. The snow had surged forward, leaving a trail behind it. There was something below, something that had sensed the sounds of the Stronghold, perhaps the vibrations of the western gate creaking

working

A teacher by profession, [a much-decorated Bomber Command pilot] thought nothing of the war for years afterwards. Then a younger generation of his colleagues began to ask with repetitive, inquisitive distaste: ‘How could you have done it? How could you have flown over Germany night after night to bomb women and children?’ He began to brood more and more deeply about his past. He changed his job and started to teach mentally-handicapped children, which he saw as a kind of restitution. Yet still, more than thirty years after, his memories of the war haunt him. It is wrong that it should be so. He was a brave man who achieved an outstanding record in the RAF. The aircrew of Bomber Command went out to do what they were told had to be done for the survival of Britain and for Allied victory.

Alex Berger, he didn’t arrive at his outstanding job by following a clear passion. Instead he carefully and persistently gathered career capital, confident that valuable skills would translate into valuable opportunities.

Much has been written about process design, so I won’t repeat that here. I have found the “The Basics of Production,” the first chapter of Andy Grove’s High Output Management, to be particularly helpful. For new companies, here are a few things to keep in mind:   Focus on the output first. What should the process produce? In the case of the interview process, an outstanding employee. If that’s the goal, what’s the process to get there?   Figure out how you’ll know if you are getting what you want at each step. Are you getting enough candidates? Are you getting the right candidates? Will your interview process find the right person for the job? Once you select the person, will they accept the job? Once they accept the job, will they become productive? Once they become productive, will they stay with your company? How will you measure each step?   Engineer accountability into the system. Which organization and which individual is responsible for each step? What can you do to increase the visibility of their performance?

Outstanding research leaders are rare and their jobs, while different, are just as demanding as those of researchers themselves. Successful research leaders must have all the characteristics of outstanding researchers, particularly technical depth and breadth, otherwise their technical vision and judgment will not be sound. But they also need to be grounded in a second, orthogonal way: the human dimension that delights in and nurtures people's overall well-being and success.

In a Car Crash Just Relax! If you are involved in a car crash you should use the services of MVAA. They will take care of all the necessary formalities for you and even provide you with a replacement car. Yes, that's true. The accident management solutions offered by them include Taking care of insurance claims Finding a replacement car for the time being Getting your damaged car fixed Located in Melbourne with over 12 years of experience, an expert team of legal staff and access to a skilled force of technicians they can have you back on the road in no time. They have more than 30000 settled claims with a success rate of over 98 percent to their name, you can have free estimates just call them or go online discuss your situation with them and get a quote from them , then just relax ! They are a one stop shop for multiple jobs, and you do not have to do any paperwork they will take care of everything for you. The claims, consultation and compensation process is done at a no win no fee cost. Their specialist legal experts will guide you at each step and ensure that your rights are respected and you do not have to suffer any post-accident hassle, at an astonishing pace. They will find a replacement vehicle for you that will try to match the life style you were enjoying with your own car that you crashed so that the change in your daily life is minimal even if temporary. Auto insurance claims are also settled here and we know the bureaucracy of paperwork associated with that but you do have to go through that, it will be taken care of by them. Last but not the least “Panel Beating”, you do not want to part with your old car, it always has a significant emotional value for you. MVAA has a pool of 5 star rated body shops lined up to have your vehicle fixed in no time they will have it up and running back in your hands. These body shops employ outstanding and professional workmanship. You will have your car back in your hands as good as new in no time. They are a multiple services one provider service, you should look no further, if you are in a car collision and it’s not your fault they should be the one you call with all the details and they will guide you with the due process to follow and you can go back to your regular life activities that you have to take care of, and they are conveniently located in one the largest Australian cities of Melbourne. Call them 1300 682 200 or visit their website for all your needs today!

A forgotten hero but remembered by us few who served with him and are alive today with wives and children because of one unselfish, remarkable man. We were crazy about this calm, relentless bush-fighter who loved his job and his country; when you look at the evil in the modern world I know we need more people like him. The war is over for us but I, Sergeant Mike West of the C Squadron Rhodesian SAS, want to thank you for your outstanding leadership and devotion to duty and to us, your soldiers; for leading us into battle with the ferocity of a grizzly bear and being a dear friend when we were back in Civvy Street. I know I speak for one and all when I say you are always in our thoughts.” A

You did an outstanding job. You’re one of the best we have.’ ‘Then heaven help us all,’ she replied, and without a further word, walked back inside.

This leads us to a central tenet of tactical excellence: if your people aren’t executing well, it’s not their fault. It’s yours. Leaders of great companies have faith in the ability of ordinary people to perform extraordinarily well. They know that there are very few lazy, uncaring people and that, given the right environment, most people will deliver outstanding performance. Poor performance is usually the result of poor hiring decisions, poor training, lack of clear expectations, poor leadership, inadequate appreciation, poor job design, or some other failure of the company, not the employee.

While a great leader is typically an exceptional manager, A TOP-NOTCH MANAGER MAY NOT NECESSARILY POSSESS THE QUALITIES OF AN OUTSTANDING LEADER.

5.   Lack of self-discipline. Discipline comes through self-control. This means that one must control all negative qualities. Before you can control conditions, you must first control yourself. Self-mastery is the hardest job you will ever tackle. If you do not conquer self, you will be conquered by self. You may see at one and the same time both your best friend and your greatest enemy, by stepping in front of a mirror. 6.   Ill health. No person may enjoy outstanding success without good health. Many of the causes of ill health are subject to mastery and control. These in the main are: a. Overeating of foods not conducive to health. b. Wrong habits of thought; giving expression to negatives. c. Wrong use of, and over indulgence in sex. d. Lack of proper physical exercise. e. An inadequate supply of fresh air, due to improper breathing. 7.   Unfavorable environmental influences during childhood. “As the twig is bent, so shall the tree grow.” Most people who have criminal tendencies acquire them as the result of bad environment, and improper associates during childhood. 8.   Procrastination. This is one of the most common causes of failure. “Old Man Procrastination” stands within the shadow of every human being, waiting his opportunity to spoil one’s chances of success. Most of us go through life as failures, because we are waiting for the “time to be right” to start doing something worthwhile. Do not wait. The time will never be “just right.” Start where you stand, and work with whatever tools you may have at your command, and better tools will be found as you go along. 9.   Lack of persistence. Most of us are good “starters” but poor “finishers” of everything we begin. Moreover, people are prone to give up at the first signs of defeat. There is no substitute for persistence. The person who makes persistence his watch-word, discovers that “Old Man Failure” finally becomes tired, and makes his departure. Failure cannot cope with persistence. 10. Negative personality. There is no hope of success for the person who repels people through a negative personality. Success comes through the application of power, and power is attained through the cooperative efforts of other people.

Years ago, I represented a client, a firefighter/paramedic, in an administrative trial after he had been terminated for allegedly providing patient care that was below the department’s established standards. One central issue was the ongoing, on-the-job training firefighters/paramedics receive. Throughout the trial, senior officers of the department, including the Chief himself, preached and bloviated on and on about how the department is committed to providing only the best patient care and how their paramedics are held to a higher standard; how they are committed to serving the community with the highest level of blah, blah, blah. On cross examination, however, I asked each of them about how many hours a day each provider spends drilling or practicing firefighting technique and equipment. Each of them answered proudly that every firefighter/EMT and firefighter/paramedic, regardless of assignment, spends at least three hours each day practicing firefighting skills and/or rehearsing the use of various firefighting equipment; hoses, ladders, saws, and other firefighter equipment. Ok, that’s great. Through testimony, we determined that, based on a 10-shift work month, each firefighter/paramedic, regardless of assignment, spends at least 30 hours per month drilling, practicing, and/or rehearsing firefighting skills & equipment. That’s at a minimum of 360 hours per year of ongoing, on-the-job firefighter training. Outstanding. When the smoke is showing and the flames are roiling, they will be ready. They all displayed the same proud grin at how well trained their people are. For each of them, however, that smug grin quickly turned when I then asked about the number of hours per day each firefighter/paramedic spends drilling on or practicing patient care related techniques, skills, and tools. Every one of them squirmed as they responded with the truth that the department only offers three hours of patient care related education per month. That’s roughly a maximum of 36 hours of paramedic training for the entire year. It got worse when further testimony showed that patient care related calls account for more than 80 percent of their call volume and fire related calls less than 20 percent, I could see each of them deflate on the witness stand when I asked how they could truthfully say they were committed to providing the best patient care when barely 10 percent of their training addresses patient care, which constitutes over 80 percent of your department’s calls. The answers were more disjointed and nonsensical than a White House press briefing. Of course, across America the 10:1 ratio of ongoing firefighting training to EMS training is pretty consistent, which begs the question: Don’t they get it? Excellence is the product of practice. How can any rational person look at a 10:1 training ratio and declare themselves committed to the highest level of care? How can an agency neglect training on the most significant aspect of the business and then be surprised when issues of negligence and liability arise? Once again, it seems that old-school culture leaves EMS stuck in the mud and the law is not going to wait for agencies to figure out that living in the past compromises the future.

I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In

In any profession, you will be respected if you are good at your job – not because you are good at talking about your beliefs. It may be quite irrational, but the fact is that, if you are recognized as being outstanding on one thing, you will be listened to on all sorts of subjects in no way related to it... and so, if you are going to be really effective [for your cause] in your place of work, you must set out to be the best man at your job.

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practical intelligence is rarely the main factor in a star's outstanding job performance.

Paper was extremely scarce, to the extent that we were writing on newspaper, between the printed lines. At the end of August, I told my boss "the nachalnik" in Russian, that I would go to the university, in September. He could not officially prevent me from leaving, but he insisted that I did an outstanding job and was hard to be replaced. If he had only told me that sooner, I would have been spared so much aggravation and fear.

Diane Louise Jordan Diane Louise Jordan is a British television presenter best known for her role in the long-running children’s program Blue Peter, which she hosted from 1990 until 1996. She is currently hosting BBC1’s religious show, Songs of Praise. Also noted for her charity work, Diane Louise Jordan is vice president of the National Children’s Home in England. When in late 1997 I was invited by the Right Honorable Gordon Brown, Chancellor of the Exchequer, to sit on the Diana, Princess of Wales Memorial Committee, I was clueless as to why I’d been chosen. I was in the middle of a filming assignment in the United States when the call came through. Sitting on the bed in my New York hotel room, still with the receiver in my hand after agreeing to the chancellor’s request, I kept asking myself, “Why me?” The rest of the committee seemed to me to be high fliers of great influence or closely related to her. I was neither. I didn’t fit. But, perhaps, that’s the point. A lot of us think we don’t fit, don’t believe we’re up to much. Yet the truth is we’re all part of something big, and we’re all capable of inspiring others to be the best that they can be. This is what Princess Diana believed. The Princess influenced and inspired many through her life, and now I had an opportunity to be part of something that ensured her influence would continue. It was out responsibility as the Memorial Committee to sift through more than ten thousand suggestions by the British public to find an appropriate memorial to the life and work of the Princess. It was unanimously felt that the memorial should have lasting impact and reflect the many facets of Diana, so we came up with four commemorative projects: the Diana Nurses, a commemorative 5 pound coin, projects in the Royal Parks, and the Diana, Princess of Wales Memorial Award, for young people between the ages of eleven and eighteen. The Diana Award, as it is now known, was set up to acknowledge and support the achievements of young people throughout Britain. Each year the award is given to individuals or groups who have made an outstanding contribution to their community by improving the lives of others, especially the more vulnerable, or by enhancing the communities in which they live. The Diana Award is also given to those who’ve shown exemplary progress in personal development, particularly if it involves overcoming adversity. I’ve been associated with the Diana Award since it was established in 1999. And now, as a trustee, I’m extremely honored to be further involved, as I believe that the award holders are a living part of the late Princess’s legacy. They represent the kind of brave, caring, idealistic values Diana admired and championed. Like the late Princess, this award simply shines a light on what is already there, already being achieved. It’s as if Diana herself is telling the recipients how fantastic they are. The Princess said her job was to love people, and through this award she is still doing that. Recently, I was at an award holders ceremony. I was overwhelmed to be in an environment surrounded by beautiful young people committed to wanting the best. Like Princess Diana, they all demonstrate, in their individual ways, that when we strive to do our best, whether by overcoming personal adversity or contributing to the well-being of others, it changes us for the better. We see a glimpse of how we could all be if, like Diana, we have the courage to expose our hearts.

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Adecade ago, Bill Gates wrote: “The most meaningful way to differentiate your company from your competition, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose.

3. Phone Interview The third step is a more traditional interview, but briefer and still phone based. It should take no longer than twenty minutes and, hopefully, end by scheduling an in-person interview. When it comes to hiring SDRs, phone interviews are as (if not more) important than in-person. Your reps will be making their living on the phones. They need to be articulate and able to make a connection without being face to face. These are the first two questions you should ask: 1. What do you know about our company? 2. What do you know about me personally? If the candidate doesn’t do an outstanding job in responding, you should proceed no further. Great candidates will come prepared. They’ll have used every means at their disposal to learn about your company, about your market, and about you the hiring manager. Not being prepared is a big red flag. In my experience, candidates who don’t prepare for this conversation won’t prepare for future conversations with prospects. And you need better than that.

My analysis work proved that there are thirty major reasons for failure, and thirteen major principles through which people accumulate fortunes. In this chapter, a description of the thirty major causes of failure will be given. As you go over the list, check yourself by it, point by point, for the purpose of discovering how many of these causes-of-failure stand between you and success. 1. UNFAVORABLE HEREDITARY BACKGROUND. There is but little, if anything, which can be done for people who are born with a deficiency in brain power. This philosophy offers but one method of bridging this weakness-through the aid of the Master Mind. Observe with profit, however, that this is the ONLY one of the thirty causes of failure which may not be easily corrected by any individual. 2. LACK OF A WELL-DEFINED PURPOSE IN LIFE. There is no hope of success for the person who does not have a central purpose, or definite goal at which to aim. Ninety-eight out of every hundred of those whom I have analyzed, had no such aim. Perhaps this was the 3. LACK OF AMBITION TO AIM ABOVE MEDIOCRITY. We offer no hope for the person who is so indifferent as not to want to get ahead in life, and who is not willing to pay the price. 4. INSUFFICIENT EDUCATION. This is a handicap which maybe overcome with comparative ease. Experience has proven that the best-educated people are often those who are known as "self-made," or self-educated. It takes more than a college degree to make one a person of education. Any person who is educated is one who has learned to get whatever he wants in life without violating the rights of others. Education consists, not so much of knowledge, but of knowledge effectively and persistently APPLIED. Men are paid, not merely for what they know, but more particularly for WHAT THEY DO WITH THAT WHICH THEY KNOW. 5.LACK OF SELF-DISCIPLINE. Discipline comes through self-control. This means that one must control all negative qualities. Before you can control conditions, you must first control yourself. Self-mastery is the hardest job you will ever tackle. If you do not conquer self, you will be conquered by self. You may see at one and the same time both your best friend and your greatest enemy, by stepping in front of a mirror. 6. ILL HEALTH. No person may enjoy outstanding success without good health. Many of the causes of ill health are subject to mastery and control. These, in the main are: a. Overeating of foods not conducive to health b. Wrong habits of thought; giving expression to negatives. c. Wrong use of, and over indulgence in sex. d. Lack of proper physical exercise e. An inadequate supply of fresh air, due to improper breathing.

The science of understanding how people respond to subtle changes in environment has grown rapidly over the past decade (see the postscript at the end of the chapter). Companies with outstanding chief incentives officers—experts who understand the complex psychology of cognitive biases, are skilled in using both tangible and intangible equity, and can spot perverse incentives—are likely to do a better job than their competitors in attracting, retaining, and motivating great people. In other words, they will create a strategic advantage.

Miss Mile, you know that this is a home tutoring request, right? You won’t be the student, but the teacher.” “Of course!” Mile was indignant. “B-but, this is for a scholarship exam for the August Academy… um, the August Academy is a private school here in the capital, for wealthy commoners and poor—um, nobles who don’t have very much room in their budgets. It’s an all-girls school. The entrance exam is a written test and a magic practicum. The physical and combat exams are just a practical assessment, so…” “Wh-what are you implying?! I was an outstanding pupil at the academy in my home country!” “Huh?” “Whaaaaaaaaat????” Upon overhearing that Mile was trying to take yet another strange job, the other hunters all butted in at once. “And just what barbaric country was that?!?!?!?!” “What on earth do you think is wrong with me?!?!

The most meaningful way to differentiate your company from your competition, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose.

This was half my life. When we were at home, my sister and I lived in a state of constant wariness, always reading Mom’s mood and bracing for impact when that mood turn ominous. She was mercurial, domineering, but also devoted. She took her job of molding us into outstanding examples of young American girlhood very seriously and she brooked no nonsense when we resisted her efforts.