Peer Recognition Quotes

If you cannot read all your books, at any rate handle, or as it were, fondle them – peer into them, let them fall open where they will, read from the first sentence that arrests the eye, set them back on the shelves with your own hands, arrange them on your own plan so that if you do not know what is in them, you at least know where they are. Let them be your friends; let them at any rate be your acquaintances. If they cannot enter the circle of your life, do not deny them at least a nod of recognition.

If you cannot read all your books, at any rate handle, or as it were, fondle them – peer into them, let them fall open where they will, read from the first sentence that arrests the eye, set them back on the shelves with your own hands, arrange them on your own plan so that if you do not know what is in them, you at least know where they are. Let them be your friends; let them at any rate be your acquaintances. If they cannot enter the circle of your life, do not deny them at least a nod of recognition.

Compassion and love for mankind is a development of the sexual instinct, justice a development of the passion for revenge. Virtue is the pleasure in resistance, the will to power; honour is the recognition of one’s peers and equals in power.

What shall I do with all my books?' was the question, and the answer, 'Read them,' sobered the questioner. But if you cannot read them, at the very least handle them and, as it were, fondle them. Peer into them. Let them fall open as they will. Read on from the first sentence that turns the eye. Then turn to another. Make a voyage of discovery, taking soundings of uncharted seas. Set them back on their shelves with your own hands. Arrange them on your own plan, so that if you do not know what is in them, you at least know where they are. If they cannot be your friends, let them at any rate be your acquaintances. If they cannot enter the circle of your life, do not deny them at least a nod of recognition.

At present, a good many men engaged in scientific pursuits, and who have signally failed in gaining recognition among their fellows, are endeavoring to make reputations among the churches by delivering weak and vapid lectures upon the 'harmony of Genesis and Geology.' Like all hypocrites, these men overstate the case to such a degree, and so turn and pervert facts and words that they succeed only in gaining the applause of other hypocrites like themselves. Among the great scientists they are regarded as generals regard sutlers who trade with both armies. Surely the time must come when the wealth of the world will not be wasted in the propagation of ignorant creeds and miraculous mistakes. The time must come when churches and cathedrals will be dedicated to the use of man; when minister and priest will deem the discoveries of the living of more importance than the errors of the dead; when the truths of Nature will outrank the 'sacred' falsehoods of the past, and when a single fact will outweigh all the miracles of Holy Writ. Who can over estimate the progress of the world if all the money wasted in superstition could be used to enlighten, elevate and civilize mankind? When every church becomes a school, every cathedral a university, every clergyman a teacher, and all their hearers brave and honest thinkers, then, and not until then, will the dream of poet, patriot, philanthropist and philosopher, become a real and blessed truth.

In remote work especially, managers don’t always witness the positive contributions that people make. Peers do. Recognitions that capture teammates’ positive contributions create a culture of gratitude and positive reinforcement of the values that members espouse.

Keith Jarrett’s achievements and contribution are immense and unique and it is primarily the fact that he cannot be pigeonholed which has so confused the critics. The breath of his vision and abilities has cut across all categories, encompassing most forms of musical creation. Although he has never had the kind of popularity enjoyed by successful pop or rock musicians, he has built up a substantial following all over the world and at the same time has earned the admiration of his peers – a very rare duality of recognition. As well as this, countless unknown and little-known musicians on all instruments pay affectionate homage to him and his work, recognizing him as one of the central figures of the last three decades of the century.

It is standard for academics to subject their work to rigorous critique by peers: papers get torn to shreds in seminars and referee reports, and experiments pored over to look for potentially confounding variables. And for good reason: history is littered with bad theories and empty theoretical concepts, from inner demons to bodily humours to phlogiston. There’s no reason to think there isn’t room for similar error here – in fact, there is extra reason to think there is, inasmuch as some (though not all) trans people so clearly desperately want gender identity theory to work, which might be affecting their neutrality. Many trans people assume – wrongly, as I will eventually argue – that the existence and recognition of their political and legal rights depends upon gender identity theory’s correctness.

Hey Pete. So why the leave from social media? You are an activist, right? It seems like this decision is counterproductive to your message and work." A: The short answer is I’m tired of the endless narcissism inherent to the medium. In the commercial society we have, coupled with the consequential sense of insecurity people feel, as they impulsively “package themselves” for public consumption, the expression most dominant in all of this - is vanity. And I find that disheartening, annoying and dangerous. It is a form of cultural violence in many respects. However, please note the difference - that I work to promote just that – a message/idea – not myself… and I honestly loath people who today just promote themselves for the sake of themselves. A sea of humans who have been conditioned into viewing who they are – as how they are seen online. Think about that for a moment. Social identity theory run amok. People have been conditioned to think “they are” how “others see them”. We live in an increasing fictional reality where people are now not only people – they are digital symbols. And those symbols become more important as a matter of “marketing” than people’s true personality. Now, one could argue that social perception has always had a communicative symbolism, even before the computer age. But nooooooothing like today. Social media has become a social prison and a strong means of social control, in fact. Beyond that, as most know, social media is literally designed like a drug. And it acts like it as people get more and more addicted to being seen and addicted to molding the way they want the world to view them – no matter how false the image (If there is any word that defines peoples’ behavior here – it is pretention). Dopamine fires upon recognition and, coupled with cell phone culture, we now have a sea of people in zombie like trances looking at their phones (literally) thousands of times a day, merging their direct, true interpersonal social reality with a virtual “social media” one. No one can read anymore... they just swipe a stream of 200 character headlines/posts/tweets. understanding the world as an aggregate of those fragmented sentences. Massive loss of comprehension happening, replaced by usually agreeable, "in-bubble" views - hence an actual loss of variety. So again, this isn’t to say non-commercial focused social media doesn’t have positive purposes, such as with activism at times. But, on the whole, it merely amplifies a general value system disorder of a “LOOK AT ME! LOOK AT HOW GREAT I AM!” – rooted in systemic insecurity. People lying to themselves, drawing meaningless satisfaction from superficial responses from a sea of avatars. And it’s no surprise. Market economics demands people self promote shamelessly, coupled with the arbitrary constructs of beauty and success that have also resulted. People see status in certain things and, directly or pathologically, use those things for their own narcissistic advantage. Think of those endless status pics of people rock climbing, or hanging out on a stunning beach or showing off their new trophy girl-friend, etc. It goes on and on and worse the general public generally likes it, seeking to imitate those images/symbols to amplify their own false status. Hence the endless feedback loop of superficiality. And people wonder why youth suicides have risen… a young woman looking at a model of perfection set by her peers, without proper knowledge of the medium, can be made to feel inferior far more dramatically than the typical body image problems associated to traditional advertising. That is just one example of the cultural violence inherent. The entire industry of social media is BASED on narcissistic status promotion and narrow self-interest. That is the emotion/intent that creates the billions and billions in revenue these platforms experience, as they in turn sell off people’s personal data to advertisers and governments. You are the product, of course.

Reaching up, she rapped on the window pane sharply, startling Blackmoor from his thoughts. He stood up quickly, squinting at the window. Alex realized that he was unable to see her for the reflection of the light in the glass, so she called out softly, “It’s me!” His eyes widened in surprised recognition as he moved quickly toward her, saying, “I’m certain I must be dreaming. There’s no way you’d risk your reputation quite so baldly.” He threw open the window and leaned down on the sill, peering out into the night, meeting her nose to nose and continuing drily, “Tell me I’m dreaming, Alexandra.” “I regret I cannot do that, my lord. It is indeed I standing in your flower bed…quite clandestinely.

The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.

I remember." I nod. Wanting to say: I remember everything-all of it-the question is: Do you? But instead, I stare down at my feet, smiling stupidly. Everything I do around him is stupid. Some Seeker I've turned out to be. Attempting to redeem myself,say something normal,not let on that I already know he's employed here-thanks to the raven who allowed me to spy on him earlier,I say, "So,I guess you hang out here a lot then?" He pushes a hand through his hair, as his eyes-the color of aquamarines-glide down the length of me.And damn if I can't feel their trajectory. It's like showering in a stream of warm, molten honey-dripping from the top of my forehead all the way down to my feet. "I guess you could say that," he says,voicelow and deep. "More than most, anyway." He waves a damp towel, tugs on the string of his apron, and I blush in reply. The sight of it reminding me of what I saw in the alleyway-watching him lean against the wall,his face so soft anddreamy I longed to touch him-kiss him-like I did in the dream. I study him closely,seeking traces of recognition, remembrance-some small token of evidence to assure me that, as odd as it seems,that kiss in the cave was as real as it felt-but coming up empty. "So,how long have you worked here?" I ask, returning to the topic at hand. My gaze drifting over the black V-necked T-shirt skimming the sinuous line of his body-telling myself it's all part of my reconnaissance,my need to gather as uch information as I can about him and his kin. But knowing that's not really it.The truth is,I like looking at him, being near him. "I guess you could say somewhere between too long and not long enough-depending on the state of my wallet." His laugh is good-natured and easy-the kid that starts at the belly and trips all the way up. "It's pretty much the only decent game in town." He shrugs. "One way or another,you end up working for the Richters,and believe me, this is one of the better gigs." I peer at him closely,remembering what Cade said when I was here via the raven. How he referred to him by another name. "You're not a Richter?" I ask,holding my breath in my cheeks.Despite what Paloma told me, I need to hear it from him,confirm that he doesn't identify with their clan. "I go by Whitefeather," he says,gaze steady and serious. "I was raised by my mom,didn't even know the Richters when I was a kid." Despite getting the answer I wanted, I frown in return. His being a Richter was a good reason to avoid him-without it,I'm out of excuses. "Is that okay?" He dips his head toward mine,his mouth tugging at the side. "You seem a little upset by the news." I shake my head,break free of my reverie, and say, "No-not at all. Believe me,it's more like a relief." I meet his gaze,seeing the way it narrows in question. "Guess I'm not a big fan of your brother," I add,watching as he throws his head back and laughs,the sight of that long,glorious column of neck forcing me to look away,it's too much to take. "If it makes you feel any better, most of the time I'd have to agree." He returns to me,the warmth of his gaze solely reponsible for the wave of comfort that flows through me.

In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

Lady Eliza.” As the voice washed over her, recognition set in and fury descended. “Who is that man?” Ben asked as he peered around her leg. “Why is he smiling at you?” “He’s an arrogant gentleman who is mistaken to think I welcome his smiles,” Eliza managed to get out. Ben suddenly tugged free from her hand and ran toward the man as fast as his short legs could carry him. Before Eliza had the presence of mind to react, Ben opened his mouth and clamped his teeth firmly onto the leg of Lawrence Moore, the Earl of Wrathshire. A howl of outrage escaped Lawrence’s lips. “Umm, Eliza, don’t you think it might be prudent to fetch Benjamin from that gentleman’s leg?” Agatha asked in alarm. “Give him another moment,” Eliza said even as she strode forward, her temper burning hot when she realized Lawrence was trying to shake Ben off his leg. “Don’t hurt him,” she snarled as she reached them and carefully pried Ben away from Lawrence. “He’s only a baby.” “With teeth like a shark,” Lawrence grouched, leaning down to rub his leg.

Excellence itself, aretē as the Greeks, virtus as the Romans would have called it, has always been assigned to the public realm where one could excel, could distinguish oneself from all others. Every activity performed in public can attain an excellence never matched in privacy; for excellence, by definition, the presence of others is always required, and this presence needs the formality of the public, constituted by one’s peers, it cannot be the casual, familiar presence of one’s equals or inferiors.40 Not even the social realm—though it made excellence anonymous, emphasized the progress of mankind rather than the achievements of men, and changed the content of the public realm beyond recognition—has been able altogether to annihilate the connection between public performance and excellence. While we have become excellent in the laboring we perform in public, our capacity for action and speech has lost much of its former quality since the rise of the social realm banished these into the sphere of the intimate and the private. This curious discrepancy has not escaped public notice, where it is usually blamed upon an assumed time lag between our technical capacities and our general humanistic development or between the physical sciences, which change and control nature, and the social sciences, which do not yet know how to change and control society. Quite apart from other fallacies of the argument which have been pointed out so frequently that we need not repeat them, this criticism concerns only a possible change in the psychology of human beings—their so-called behavior patterns—not a change of the world they move in. And this psychological interpretation, for which the absence or presence of a public realm is as irrelevant as any tangible, worldly reality, seems rather doubtful in view of the fact that no activity can become excellent if the world does not provide a proper space for its exercise. Neither education nor ingenuity nor talent can replace the constituent elements of the public realm, which make it the proper place for human excellence. 7

Keep Your Ego at Bay; Stay Humble   Have you felt that urgent desire to feel important, to feel special and to feel way above over other people? As a graduate, do you think you have the best education and do you think you deserve that job opening more over the other guy? Do you think you have accomplished so much in life that you deserve better than your peers? If so, maybe your ego is getting the best of you. When you act based on your ego, there is a great chance that you will be at odds with the world and the people around you. You feel that you are more special than others because of your accomplishments, your education, your work and your possession. Because of that, you are failing to see others’ worth and importance. You only act based on what you think, because your opinion is the only one that matters. You barely admit mistakes; hence, you are depriving yourself of the opportunity to grow because you believe that you got everything you need. You are tarnishing your relationship with others by alienating them with your attitude. Ultimately, you are missing a lot in life! Dr. Dryer preaches about a life of humility and respect for one’s self and others. He always reminds his readers, students and followers to keep their ego at bay and stay humble. He believes in the universal truth that individuals are more common than different with each other; that no one is above someone or more special than others. He believes in the perfect being, the invisible force that created all of us, and so we are one and the same, just performing our own duty in this universe. Our ego stems from our desire to gain recognition from our achievements and hard work. There is nothing wrong with that. Humans crave to be recognized because it is one of the best feelings in the world. However, when you become overly attached to that idea and your entitlement, that is where ego comes in and it does more bad than good to you. The best way to be recognized is to stay humble and modest of your accomplishments. Your achievements sound the loudest when you are not telling it to everyone. You can only earn the highest of respect when you give the same amount of respect to others and to yourself. You can only feel truly special when you are not trying to be over someone else’s head, but rather carry others on your back to lift them up. That is what matters the most.

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

In a 2016 study, Gallup looked at employee recognition and found that the most memorable recognition comes most often from an employee’s manager (28 percent), followed by a high-level leader or CEO (24 percent), the manager’s manager (12 percent), a customer (10 percent) and peers (9 percent).

Coworker Recognition Over the years, I have found that coworker recognition is a great way to fill the potential gaps that exist in the first two levels of recognition. What processes do you have in place to help all coworkers recognize when they see the good deeds of others? TINYpulse, an employee feedback, recognition, and performance management software company, created Cheers for Peers, a coworker recognition module. Ketti Salemme, the company’s former senior communications manager, told me that they “realized that managers don’t see all the things employees do. When other employees send recognition, it goes miles. The cool thing is that managers can see what others are seeing and can mention it so that their work does not go unnoticed.

Real modesty and humility, I thought, needed to be about figuring out which parts of the recognition belonged to me and which part belonged to my team, my peers, and my superiors.

Table 6.1 Skill Categories Skill Category Description Comment Determining the Meaning of Words (Word Meaning) Student determines the meaning of words in context by recognizing known words and connecting them to prior vocabulary knowledge. Student uses a variety of skills to determine the meaning of unfamiliar words, including pronouncing words to trigger recognition, searching for related words with similar meanings, and analyzing prefixes, roots, and suffixes. This skill category includes more than just lexical access, as word identification and lexical recall are combined with morphological analyses. Understanding the Content, Form, and Function of Sentences (Sentence Meaning) Student builds upon an understanding of words and phrases to determine the meaning of a sentence. Student analyzes sentence structures and draws on an understanding of grammar rules to determine how the parts of speech in a sentence operate together to support the overall meaning. Student confirms that his or her understanding of a sentence makes sense in relationship to previous sentences, personal experience, and general knowledge of the world. This skill category focuses on the syntactical, grammatical, and semantic case analyses that support elementary proposition encoding and integration of propositions across contiguous sentences. Understanding the Situation Implied by a Text (Situation Model) Student develops a mental model (i.e., image, conception) of the people, things, setting, actions, ideas, and events in a text. Student draws on personal experience and world knowledge to infer cause-and-effect relationships between actions and events to fill in additional information needed to understand the situation implied by the text. This skill category is a hybrid of the explicit text model and the elaborated situation model described by Kintsch (1998). As such, category three combines both lower-level explicit text interpretation and higher-level inferential processes that connect the explicit text to existing knowledge structures and schemata. Understanding the Content, Form, and Function of Larger Sections of Text (Global Text Meaning) Student synthesizes the meaning of multiple sentences into an understanding of paragraphs or larger sections of texts. Student recognizes a text’s organizational structure and uses that organization to guide his or her reading. Student can identify the main point of, summarize, characterize, or evaluate the meaning of larger sections of text. Student can identify underlying assumptions in a text, recognize implied consequences, and draw conclusions from a text. This skill category focuses on the integration of local propositions into macro-level text structures (Kintsch & van Dijk, 1978) and more global themes (Louwerse & Van Peer, 2003). It also includes elaborative inferencing that supports interpretation and critical comprehension, such as identifying assumptions, causes, and consequence and drawing conclusions at the level of the situation model. Analyzing Authors’ Purposes, Goals, and Strategies (Pragmatic Meaning) Student identifies an author’s intended audience and purposes for writing. Student analyzes an author’s choices regarding content, organization, style, and genre, evaluating how those choices support the author’s purpose and are appropriate for the intended audience and situation. This skill category includes contextual and pragmatic discourse analyses that support interpretation of texts in light of inferred authorial intentions and strategies.

4. Give recognition and show appreciation. “The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology. It is impossible to be motivated and do great work if you don’t feel that somebody cares and appreciates what you do. Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day — and that includes using the word generously in emails to your team. The way people want to receive recognition varies greatly: public vs. private, material vs. immaterial, from peers vs. from superiors, etc. Great managers test different approaches and observe reactions until they find the triggers that work best with each of their people. At MOM’s Organic Market, managers will sometimes publicly recognize employees who have performed well, but CEO Scott Nash has often found that one-on-one comments are most effective.

Even if we came to a nationally shared recognition that government policy has created an unconstitutional, de jure, system of residential segregation, it does not follow that litigation can remedy this situation. Although most African Americans have suffered under this de jure system, they cannot identify, with the specificity a court case requires, the particular point at which they were victimized. For example, many African American World War II veterans did not apply for government-guaranteed mortgages for suburban purchases because they knew that the Veterans Administration would reject them on account of their race, so applications were pointless. Those veterans then did not gain wealth from home equity appreciation as did white veterans, and their descendants could then not inherit that wealth as did white veterans' descendants. With less inherited wealth, African Americans today are generally less able than their white peers to afford to attend good colleges. If one of those African American descendants now learned that the reason his or her grandparents were forced to rent apartments in overcrowded urban areas was that the federal government unconstitutionally and unlawfully prohibited banks from lending to African Americans, the grandchild would not have the standing to file a lawsuit; nor would he or she be able to name a particular party from whom damages could be recovered. There is generally no judicial remedy for a policy that the Supreme Court wrongheadedly approved. But this does not mean that there is no constitutionally required remedy for such violations. It is up to the people, through our elected representatives, to enforce our Constitution by implementing the remedy.

Teamwork is the key to winning team sports. The best TEAM wins, not the best players. Peer pressure is the best enforcer of the rules. The worry of ‘me’ destroys a team. Success leads to wanting credit and recognition. Worship of stats is a sign of the ‘me’ culture.” Nick Saban, University of Alabama

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

The word ambition comes from a Latin word meaning “campaigning for promotion.” The phrase suggests a variety of elements: social visibility and approval, popularity, peer recognition, the exercise of authority over others. Ambitious people, in this sense, enjoy the power that comes with money, prestige, and authority. Jesus had no time for such ego-driven ambitions. The true spiritual leader will never “campaign for promotion.” To His “ambitious” disciples Jesus announced a new standard of greatness: “You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be slave of all” (Mark 10:42–44).

Preamble The Klassik Era was a cultural and musical revolution that swept through Kenya and East Africa in the early 2010s. It was a time of bold experimentation, fearless expression, and unapologetic individuality that challenged the norms of mainstream music and culture. For the first time, young people from the ghettos and slums of Nairobi, Mombasa, and Kisumu could see themselves represented and celebrated in the music and arts scene, and their voices and stories were given a platform like never before. The Klassik Era was characterized by a fusion of different musical genres and styles, from hip-hop and reggae to dancehall and afro-pop, to create a sound that was uniquely Kenyan and African. It was a time when young artists and producers like Blame It On Don (DON SANTO), Kingpheezle, Jilly Beatz, Tonnie Tosh, Kenny Rush, and many others came together under Klassik Nation, a record label that would change the face of Kenyan music forever. The Klassik Era was also marked by a sense of community and camaraderie, with young people from all walks of life coming together to support each other's art and creativity. It was a time when collaborations and features were the norm, and when artists and producers worked together to create something new and exciting. But the Klassik Era was not without its challenges and controversies. It was a time when the Kenyan music industry was dominated by a few powerful players who controlled the airwaves and the mainstream narrative, and who were resistant to change and innovation. It was a time when artists and producers had to fight tooth and nail to get their music played on the radio and to gain recognition and respect from their peers. Despite these challenges, the Klassik Era left an indelible mark on the Kenyan music industry and on the cultural landscape of Africa. It was a time of creativity, passion, and rebellion that inspired a generation of young people to dream big and to believe that anything was possible. This book is a tribute to that era and to the artists and producers who made it all possible.

In Smith’s optimistic and passionate belief, therefore, greed and similarly undesirable behaviors would be held in check by the powerful human need for peer recognition and neighborly social acceptance.

beating the competition or one’s peers is a far more powerful weapon than financial incentives. Why do people need cash incentives to fulfill their work obligations to colleagues and customers? It is recognition of effort that is important. Managers will only strive to achieve ambitious goals if they know that their ‘best efforts’ will be recognized and not punished if they fail to get all the way.

At the outset of the second of these Hong Kong excursions, I noticed an Arab standing in the lobby of the Macau Mandarin Oriental as we moved through it. He was new, not one of Belghazi’s bodyguards. I noted his presence and position, but of course gave no sign that he had even registered in my consciousness. He, however, was not similarly discreet. In the instant in which my gaze moved over his face, I saw he was looking at me intently, almost in concentration. The way a guy might look, in a more innocent setting, at someone he thought but wasn’t entirely sure was a celebrity, so as not to appear foolish asking the wrong person for an autograph. In my world, this look is more commonly seen on the face of the “pedestrian” who peers through the windshield of a car driving through a known checkpoint, his brow furrowed, his eyes hard, his head now nodding slightly in unconscious reflection of the pleasure of recognition, who then radios his compatriots fifty meters beyond that it’s time to move in for the kidnapping, or to open up with their AKs, or to detonate the bomb they’ve placed along the road.

Challenge and responsibility 2. Flexibility 3. A stable work environment 4. Money 5. Professional development 6. Peer recognition

Many Romani activists are in fact of mixed parentage. They are often individuals who grew up within the mainstream culture, ashamed of, or afraid to acknowledge, their Romani family connections. Others are persons of Romani background who acquired an education and spent the early years of their careers capitalizing on their Romani connections by engaging in academic research on Romani culture or providing expertise to public services and institutions on Romani society. They feel a strong commitment to challenging prejudice and to improving the destiny of their people. But many years of their lives have been spent struggling for recognition and acknowledgement among their non-Romani colleagues and peers.

This is all-out war. They’ve already hideously disfigured one another yet they continue to attack and maim, as if driven by some inexplicable external force to self-genocide. Watch out! Barrons growls, as a heap of limbs with no discernible face breaks from battle, lurches within inches of me, and collapses to the ground where it lays, shuddering. I bend and study the misshapen heap of parts—its melody is lower royalty, not a prince or princess but a courtier—and spy a yellow eye peering blearily from beneath a toenail, an upper lip with no gash for a mouth embedded in a shoulder that now resides where a knee might have been. The eye no longer shimmers with iridescent fire but is bleary, flat, and regarding me blankly. Unlike the statues in the labyrinth, it evidences no recognition of who I am. Understandably, for its brain is in quarters, embedded pulsating and bloody on the outside of its body.

Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

Almost nothing that motivated his peers or thrilled his friends provoked more than mild interest in him. Not starting a family, not filling a bank account with zeros, nor social recognition that everyone else seemed to crave. He couldn’t dedicate his life to those things without feeling it was a waste.

In Mahalo’s case, executives assumed that paying users would drive repeat engagement with the site. After all, people like money, right? Unfortunately, Mahalo had an incomplete understanding of its users’ drivers. Ultimately, the company found that people did not want to use a Q&A site to make money. If the trigger was a desire for monetary rewards, users were better off spending their time earning an hourly wage. And if the payouts were meant to take the form of a game, like a slot machine, then the rewards came far too infrequently and were too small to matter. However, Quora demonstrated that social rewards and the variable reinforcement of recognition from peers proved to be much more frequent and salient motivators. Quora instituted an upvoting system that reports user satisfaction with answers and provides a steady stream of social feedback. Quora’s social rewards have proven more attractive than Mahalo’s monetary rewards.

Even today, she told me, as women have developed skills and expertise, they are “subtly discouraged from pursuing their goals by a pervasive lack of recognition for their accomplishments.” Women fear that seeking recognition will expose them to attacks on everything from their popularity to their femininity. But recognition in all its forms—admiration from peers, mentoring, institutional rewards, and societal approval—is something that makes us better at what we do, Fels explained, and without it “people get demoralized and ambitions erode.

My work as a journalist is very important to me. I work hard and I am very honored by the recognition of my peers in the industry over the course of my career. But this honor, from a community I hold dear... is one I will remember as the most important.

Thoughts at a Café Table Between the Kazan and the Iron Gates Progress has now placed the whole of this landscape underwater. A traveller sitting at my old table on the quay at Orsova would have to peer at the scenery through a thick brass-hinged disc of glass; this would frame a prospect of murk and slime [...] Moving a couple of miles downstream, he would fumble his way on to the waterlogged island and among the drowned Turkish houses; or, upstream, flounder among the weeds and rubble choking Count Széchenyi's road and peer across the dark gulf at the vestiges of Trajan on the other side; and all round him, above and below, the dark abyss would yawn and the narrows where currents once rushed and cataracts shuddered from bank to bank and echoes zigzagged along the vertiginous clefts would be sunk in diluvian since. [...] He could toil many days up these cheerless soundings, for Rumania and Yugoslavia have built one of the world's biggest ferro-concrete dams and hydro-electric power plants across the Iron Gates. This has turned a hundred and thirty miles of the Danube into a vast pond which has swollen and blurred the course of the river beyond recognition. It has abolished cayons, turned beetling crags into mild hills and ascended the beautiful Cerna valley almost to the Baths of Hercules. Many thousands of the inhabitabnts of Orşova and the riparian hamlets had to be uprooted and transplanted elsewhere. The islanders of Ada Kaleh have been moved to another islet downstream and their old home has vanished under the still surface as though it has never been. Let us hope that the power generated by the dam has spread well-being on either bank and lit up Rumanian and Yugoslav towns brighter than ever before because, in everything but economics, the damage is irreparrable. [... M]yths, lost voices, history and hearsay have all been put to rout, leaving nothing but this valley of shadow. Goethe's advice, 'Bewahre Dich vor Räuber und Ritter und Gespenstergeschichten',* has been taken literally, and everything has fled. _____________ * Beware of the robber, the cavalier, and ghost stories.

They will watch how you treat other employees; who gets the "good" schedule and who goes on break first. They will watch how you handle yourself in times of stress. They will evaluate your character when the rules are disobeyed. They will wait to see what you do when they feel they are deserving of recognition or when they have screwed up. They will see if you jump in and help when it's busy or if you hide in the office? So yeah, they are watching. This is why acting with integrity, building trust, doing the right thing, being honest, and accepting the role of role model is critical. When you know people are watching, you tend to be more aware of what you are doing. If you need just one more reason to do the right things, think about this. Picture yourself on the witness stand in a courtroom. A lawyer is asking you to defend some specific actions you took as a leader. Can you defend yourself? Can you justify what you did and convince a jury of your peers, beyond a reasonable doubt, that what you did was right and just? If the lawyer brought up other witnesses to corroborate your story, would they? Are you confident that your actions were observed and judged by others as right and just? It's one thing for you to say it, even to believe it. It's quite another for someone else to back you up. That's a pretty high standard to hold yourself to, but that's the job of a leader. You no longer get to wallow in anonymity. You are front and center, in the spotlight, and it's showtime.

Before 1980, ownership gridlock was not a major problem for drug developers. Scientists published their research findings more or less freely and were rewarded for their labor with academic tenure, peer recognition, lecture invitations, awards, and maybe even a Nobel Prize. Recognition (and not ownership) was enough to spur the great twentieth-century biomedical innovations—humanity-transforming discoveries from penicillin to the polio vaccine.

In the workplace, you could increase people’s status by publicly recognizing them. The positive reward from positive public recognition can resonate with people for years. In the workplace, increasing a sense of certainty comes from having a better understanding of the big picture. You could reward someone by giving him or her access to more information. Some innovative firms allow all employees access access to full financial data, weekly. People feel much more certain about their world when they have information, which puts their mind more at ease and therefore makes them better able to solve difficult problems. In the workplace, you could increase autonomy by letting people work more flexibly, or work from home, or reducing the amount of reporting required. In the workplace, an example of increasing relatedness would be giving people opportunities to network with their peers more, by allowing them to attend more conferences or networking groups. In the workplace, in order to increase fairness some organizations allow employees to have “community days,” where they give their time to a charity of their choice.

At first, Mahalo garnered significant attention and traffic. At its high point, 14.1 million users worldwide visited the site monthly.[lxxxix] But over time, users began to lose interest. Although the payout of the bounties were variable, somehow users did not find the monetary rewards enticing enough. But as Mahalo struggled to retain users, another Q&A site began to boom. Quora, launched in 2010 by two former Facebook employees, quickly grew in popularity. Unlike Mahalo, Quora did not offer a single cent to anyone answering user questions. Why, then, have users stayed highly engaged with Quora, but not with Mahalo, despite its variable monetary rewards? In Mahalo’s case, executives assumed that paying users would drive repeat engagement with the site. After all, people like money, right? Unfortunately, Mahalo had an incomplete understanding of its users’ drivers. Ultimately, the company found that people did not want to use a Q&A site to make money. If the trigger was a desire for monetary rewards, the user was better off spending their time earning an hourly wage. And if the payouts were meant to take the form of a game, like a slot machine, then the rewards came far too infrequently and were too small to matter. However, Quora demonstrated that social rewards and the variable reinforcement of recognition from peers proved to be much more frequent and salient motivators. Quora instituted an upvoting system that reports user satisfaction with answers and provides a steady stream of social feedback. Quora’s social rewards have proven more attractive than Mahalo’s monetary rewards. Only by understanding what truly matters to users can a company correctly match the right variable reward to their intended behavior.

Understanding points Jesus presented to his peers requires exploring how Jews, local Greeks, Romans and other ethnic mixes inhabiting the region perceived reality. Without a clear recognition of the common ancient mindset, regard for precepts presented in the Gospels and Christian tradition becomes distorted by a default – yet highly flawed – impression that people back then thought and acted like people today