Positive Employee Quotes

Perceptions of unfairness operate on a continuum

the happiest, most passionate employees are not those who followed their passion into a position, but instead those who have been around long enough to become good at what they do. On reflection, this makes sense.

The job facing production managers focuses on how to help their team maintain hope while also addressing the sometimes brutal or dismal facts of their situation. If the truth of their position remains unseen, they will never grow the skills necessary to resolve it.

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

The fastest way to disengage an employee is to tell him his work is meaningful only because of the paycheck.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

Continuing to confuse career development with attaining specific positions will only limit the growth that both employees and organizations need.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

When climbing and moving are positioned as the only way to really develop, the message that employees get is “step up or stagnate.

Page 99: "...unless something changes, the future that you can expect is more of the past. Sorry or becoming committed does not make Jim Carrey a great golfer, or made Jack nicklaus funny. Recommitment does not make a person who is unsuited for a particular position suited for it all of a sudden. Promises by someone who has a history of letting you down in a relationship mean nothing certain in terms of the future.

For too long, careers have been measured against major markers, points in time, and the artificial yardstick of new positions or titles.

At its core, macromanagement is a development strategy that allows you to position others to learn more, do more, and be more.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,

A good son obeys his father; A good student obeys his teacher; A good employee obeys his employer; Obedience lifts you to a higher position in life.

a small group of inspired and engaged employees can have a positive impact on the entire organization.

Depressed, ruthless bosses create toxic organizations filled with negative underachievers. But if you’re an upbeat, inspirational leader, you cultivate positive employees who embrace and surmount even the toughest challenges.

The sad news is, nobody owes you a career. Your career is literally your business. You own it as a sole proprietor. You have one employee: yourself. You are in competition with millions of similar businesses: millions of other employees all over the world. You need to accept ownership of your career, your skills and the timing of your moves. It is your responsibility to protect this personal business of yours from harm and to position it to benefit from the changes in the environment. Nobody else can do that for you.

Studies indicate that happy employees are more productive, more creative, and provide better client service. They’re less likely to quit or call in sick. What’s more, they act as brand ambassadors outside the office, spreading positive impressions of their company and attracting star performers to their team.

How does paying people more money make you more money? It works like this. The more you pay your workers, the more they spend. Remember, they're not just your workers- they're your consumers, too. The more they spend their extra cash on your products, the more your profits go up. Also, when employees have enough money that they don't have to live in constant fear of bankruptcy, they're able to focus more on their work- and be more productive. With fewer personal problems and less stress hanging over them, they'll lose less time at work, meaning more profits for you. Pay them enough to afford a late model car (i.e. one that works), and they'll rarely be late for work. And knowing that they'll be able to provide a better life for their children will not only give them a more positive attitude, it'll give them hope- and an incentive to do well for the company because the better the company does, the better they'll do. Of course, if you're like most corporations these days- announcing mass layoffs right after posting record profits- then you're already hemorrhaging the trust and confidence of your remaining workforce, and your employees are doing their jobs in a state of fear. Productivity will drop. That will hurt sales. You will suffer. Ask the people at Firestone: Ford has alleged that the tire company fired its longtime union employees, then brought in untrained scab workers who ended up making thousands of defective tires- and 203 dead customers later, Firestone is in the toilet.

Gallup found that the key drivers of productivity for employees include whether they feel cared for by a supervisor or someone at work; whether they have received recognition or praise during the past seven days; and whether someone at work regularly encourages their development. Put another way, the ability to communicate consistently positive energy lies at the heart of effective management.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

He slid back again into his earlier position. "This getting up early," he thought, "makes a man quite idiotic. A man must have his sleep. Other travelling salesmen live like harem women. For instance, when I come back to the inn during the course of the morning to write up the necessary orders, these gentlemen are just sitting down to breakfast. If I were to try that with my boss, I'd be thrown out on the spot. Still, who knows whether that mightn't be really good for me? If I didn't hold back for my parents' sake, I'd have quit ages ago. I would've gone to the boss and told him just what I think from the bottom of my heart. He would've fallen right off his desk! How weird it is to sit up at that desk and talk down to the employee from way up there. The boss has trouble hearing, so the employee has to step up quite close to him. Anyway, I haven't completely given up that hope yet. Once I've got together the money to pay off my parents' debt to him—that should take another five or six years—I'll do it for sure. Then I'll make the big break. In any case, right now I have to get up. My train leaves at five o'clock

Too often we fall into the trap of thinking that if we give employees the facts and explain why change needs to take place from an economic point of view, they’ll buy into the change. We overestimate the power of logic and underestimate the power of storytelling, an appeal to belonging and the positive emotions of belonging.

In many ways the effect of the crash on embezzlement was more significant than on suicide. To the economist embezzlement is the most interesting of crimes. Alone among the various forms of larceny it has a time parameter. Weeks, months, or years may elapse between the commission of the crime and its discovery. (This is a period, incidentally, when the embezzler has his gain and the man who has been embezzled, oddly enough, feels no loss. There is a net increase in psychic wealth.) At any given time there exists an inventory of undiscovered embezzlement in — or more precisely not in — the country’s businesses and banks. This inventory — it should perhaps be called the bezzle — amounts at any moment to many millions of dollars. It also varies in size with the business cycle. In good times people are relaxed, trusting, and money is plentiful. But even though money is plentiful, there are always many people who need more. Under these circumstances the rate of embezzlement grows, the rate of discovery falls off, and the bezzle increases rapidly. In depression all this is reversed. Money is watched with a narrow, suspicious eye. The man who handles it is assumed to be dishonest until he proves himself otherwise. Audits are penetrating and meticulous. Commercial morality is enormously improved. The bezzle shrinks. … Just as the boom accelerated the rate of growth, so the crash enormously advanced the rate of discovery. Within a few days, something close to a universal trust turned into something akin to universal suspicion. Audits were ordered. Strained or preoccupied behavior was noticed. Most important, the collapse in stock values made irredeemable the position of the employee who had embezzled to play the market. He now confessed.

High performers whom exhibit tremendous self-control tend to be burden by their own competence. Studies indicate that being extraordinary competent can place a person under an unusual amount of stress because it raises other people’s expectation of them. The more task that an exemplary employee produces with a ‘go-getting personality’ while maintaining high quality relationships with peers and clients, the more an organization tends to underestimates their actual effort and the more it expects of them. Other people do not comprehend how difficult it is for a high performer to complete multifaceted tasks. They also tend to underestimate how much effort an enterprising person exerts who maintains a positive and pleasant attitude while completing difficult assignments.

What do you have to forget or overlook in order to desire that this dysfunctional clan once more occupies the White House and is again in a position to rent the Lincoln Bedroom to campaign donors and to employ the Oval Office as a massage parlor? You have to be able to forget, first, what happened to those who complained, or who told the truth, last time. It's often said, by people trying to show how grown-up and unshocked they are, that all Clinton did to get himself impeached was lie about sex. That's not really true. What he actually lied about, in the perjury that also got him disbarred, was the women. And what this involved was a steady campaign of defamation, backed up by private dicks (you should excuse the expression) and salaried government employees, against women who I believe were telling the truth. In my opinion, Gennifer Flowers was telling the truth; so was Monica Lewinsky, and so was Kathleen Willey, and so, lest we forget, was Juanita Broaddrick, the woman who says she was raped by Bill Clinton. (For the full background on this, see the chapter 'Is There a Rapist in the Oval Office?' in the paperback version of my book No One Left To Lie To. This essay, I may modestly say, has never been challenged by anybody in the fabled Clinton 'rapid response' team.) Yet one constantly reads that both Clintons, including the female who helped intensify the slanders against her mistreated sisters, are excellent on women's 'issues.

So getting your brain to move to create an ending, and getting the people around you to do the same, is going to take both: the fear of the negative and the draw of the positive. Your brain needs to really get it—that if you don’t move, something bad is going to happen, and also that if you do, you will get what you desire. You have to break through the comfort level that you are in, where you are settling for living in hell just because you know the names of all the streets. Remember, you were not designed to cope but to thrive. But just like a rosebush, you can’t thrive without pruning, which means your necessary endings truly are urgent. Let’s look at how to get there.

Hopefully not another employee stealing credit cards, Brooke mused. Or any sort of headache-inducing “oops moment,” like the time one of the restaurant managers called to ask if he could fire a line cook after discovering that the man was a convicted murderer. “Jeez. How’d you learn that?” Brooke had asked. “He made a joke to one of the waiters about honing his cooking skills in prison. The waiter asked what he’d been serving time for, and he said, ‘Murder.’” “I bet that put an end to the conversation real fast. And yes, you can fire him,” Brooke had said. “Obviously, he lied on his employment application.” All of Sterling’s employees, regardless of job position, were required to answer whether they’d ever been convicted of a crime involving “violence, deceit, or theft.” Pretty safe to say that murder qualified. Ten minutes later, the manager had called her back. “Um . . . what if he didn’t exactly lie? I just double-checked his application, and as it turns out, he did check the box for having been convicted of a crime.” Brooke had paused at that. “And then the next question, where we ask what crime he’d been convicted for, what did he write?” “Uh . . . ‘second-degree murder.’” “I see. Just a crazy suggestion here, Cory, but you might want to start reading these applications a little more closely before making employment offers.” “Please don’t fire me.

flexibility cannot be the solution to work-life issues as long as it is stigmatized. The question that young people should be asking their employers is not what kinds of family-friendly policies a particular firm has. Instead, they should ask, “How many employees take advantage of these policies? How many men? And how many women and men who have worked flexibly have advanced to top positions in the firm?

In early 2002, as part of a new personal ritual, he took time after the holidays to think and read. (In this respect, Microsoft’s Bill Gates, who also took such annual think weeks, served as a positive example.) Returning to the company after a few weeks, Bezos presented his next big idea to the S Team in the basement of his Medina, Washington, home. The entire company, he said, would restructure itself around what he called “two-pizza teams.” Employees would be organized into autonomous groups of fewer than ten people—small enough that, when working late, the team members could be fed with two pizza pies. These teams would be independently set loose on Amazon’s biggest problems.

I think that when people are in a position of power, they can really affect a person’s mental health, happiness, and career. They don’t realize what an effect they have on their subordinates. Every action you take truly has an effect on your employees, both at work and outside the office.

When companies make political proclamations, employees who personally disagree with the company’s position face a stark choice: speak up freely and risk your career, or keep your job while keeping your head down. That isn’t how America is supposed to work, yet that is a reality for many Americans today.

Why are all sociopaths not in positions of great power? … Why do they not win all the time? … most of them are obscure people, and limited to dominating their young children, or a depressed spouse, or perhaps a few employees or coworkers. Not an insignificant number of them are in jail, … or in danger for their careers or their lives. Very few are fabulously wealthy. Even fewer are famous. Having never made much of a mark on the world, the majority are on a downward life course, and by late middle age will be burned out completely. They can rob and torment us temporarily; yes, but they are, in effect, failed lives.

For a business to strengthen its position on the market, its managers should become skillful at helping their subordinates to set and achieve specific and measurable goals with realistic deadlines and clear expectations. Managers should also mentor employees through challenges, helping them grow and develop new skills.

Change is inevitable. Whether you think it is positive or negative, you are right.

When employees are motivated and love what they do you will see higher productivity, less turnover, healthier communication, increased loyalty, and a happier environment.

Being grounded in your lifelong culture and your personal perspective, you are comfortable with the way you see things and may believe it is the best and only way.

illusory superiority.” It is a phenomenon whereby people tend to overemphasize their positive qualities and underemphasize their negative qualities.

Empathy and understanding are the keys to a successful business. Putting people first can create a culture of respect and collaboration that drives positive change.

A positive work environment is the foundation for productivity and employee well-being.

If you’re hiring someone for an operational position, say window washer, ice-cream scooper, or driver, the best employee might deliver double the value of the average.

When employees have negative interactions with supervisors, for example, it has five times more impact on their moods than positive interactions.

In fact, rarely have I seen an optimistic and motivated worker under the supervision of a pessimistic, apathetic manager. As the leaders go, so go their employees.

Just be Nice. Nice—this little word has a big meaning. Use it generously. Being nice helps people feel emotionally safe, allowing for more authentic, trusting, and happy interactions.

It is generally believed that nearly 40 percent of your first impression will be set from the tone of your voice. Your vocal thermometer can be more impactful than the actual words you use.

Be Brave. Bravery takes fortitude—put yourself on the line, even if you risk failing, falling, being embarrassed, or looking stupid—if being brave were easy, more people would be. Just try it!

Where do you have the occasion to give life or death with your words? Is it as a father or mother, disciple maker, employee or employer, or husband or wife? Few practices can benefit a relationship more or turn it around faster than becoming a person who praises rather than criticizes or is negative. And remember, those negative words have dramatically more impact than positive words.

Take the Initiative. Be proactive. If you want to rock your relationship results, it is going to take action, effort, initiative, and choosing to get in the game—so, step up, step out, and show up!

According to an equally lovingly preserved English translation of the prospectus, the purpose of Ibuka’s firm was “to establish an ideal factory that stresses a spirit of freedom and open-mindedness, and where engineers with sincere motivation can exercise their technological skills to the highest level.” We shall, he pledged, “eliminate any unfair profit-seeking exercises” and “seek expansion not only for the sake of size.” Further, “we shall carefully select employees . . . we shall avoid to have [sic] formal positions for the mere sake of having them, and shall place emphasis on a person’s ability, performance and character, so that each

The beauty of a high quality connection approach is that you don’t have to overhaul the culture at your workplace to create meaning. Anyone, in any position, can change how they feel, and how their coworkers feel, simply by fostering small moments of connection. The results would be transformative. Dutton has found that high quality connections can revitalize employees emotionally and physically, and help organizations function better.

Our cultural lens is so much a part of us that we are not even aware of how obvious it is to others. Like the nose on your face, you may forget that it is there, but everyone else sees it. I can’t look at you and not see your nose.

Being 100 percent in the moment and focusing on the person you’re with is one of the finest compliments you can offer. One of the most respectful and considerate things you can do for another is to truly be with them in the here and now.

Communicating on the surface can be easy. But when you want to dig deeper and connect with more profound impact, you’ll need to achieve greater understanding, especially when others have personalities, experiences, needs, and preferences different from your own.

When you lend someone money, you are in the position of power. But when you want to take your money back, you are powerless. Similarly, when you do the hardwork, you are in power. But when you want result of your hardwork, you are on the mercy of the universe. The result is not in your hand. The Paramatma - the supreme soul - is on the both side: He is in seeker as well as giver, employee as well as employer, lender as well as debtor. Closer you are to knowing the Paramatma, more powerful you feel in getting the result that you want.

An ambivert navigates the introvert/extrovert spectrum with ease since they do not fit directly into either category. Since neither label applies to them, they are social chameleons who adapt to their environment to maximize their interaction and optimize their results.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

Gene Berdichevsky, one of the members of the solar-powered-car team, lit up the second he heard from Straubel. An undergraduate, Berdichevsky volunteered to quit school, work for free, and sweep the floors at Tesla if that’s what it took to get a job. The founders were impressed with his spirit and hired Berdichevsky after one meeting. This left Berdichevsky in the uncomfortable position of calling his Russian immigrant parents, a pair of nuclear submarine engineers, to tell them that he was giving up on Stanford to join an electric car start-up. As employee No. 7, he spent part of the workday in the Menlo Park office and the rest in Straubel’s living room designing three-dimensional models of the car’s powertrain on a computer and building battery pack prototypes in the garage. “Only now do I realize how insane it was,” Berdichevsky said.

Imagine if ALL employers treated ALL of their employees with the same respect no matter what their job title was. Imagine going to work every day knowing that you and your work were valued. Unfortunately, we live in a society where some people allow their job titles to go to their head. I encourage you NOT to be one of those people. No matter what your position is, at the end of the day, EVERYBODY matters in the workplace, and every position serves a purpose. I firmly believe that how you treat others is a direct reflection of who you REALLY are. Personally, I choose integrity!

That’s why I’ve come to see you today, in the hope that there might be some other function in which I’d have less responsibility, without having to relate to the overall workflow to the same extent. I’d like to be assigned to that kind of position. I realize the abilities I’ve been allocated won’t be fully exploited in that case, but does the pain I feel not mean anything? I venture to suggest that such pain impacts the quality of my work and moreover may negatively influence the work of my colleagues. OK. I see. So I wouldn’t have the power of speech? No, I understand. I hereby consent. When

Your encounters will be more successful when you slow down, pay attention, and become more mindfully aware of the world around you. Heightening your awareness in your social, situational, contextual, orientational, and cultural scenarios will improve your agility as you adapt to new social settings.

In your position as leader, your actions are amplified; it’s as if you are talking through a bullhorn every time you communicate with your employees. They hear your criticism more loudly than you mean it, and they hear your praise and thanks more loudly than it sounds to you. Use your bullhorn wisely.

The president and his subordinates have also taken the position that the federal government has a veto over a church’s choice of its ministers and employees. The Supreme Court rejected this offensive claim in a 9–0 ruling that even included the two justices appointed to the high court by the president.26

People lose their enthusiasm and disengage for a variety of reasons. It can be due to boredom, disinterest, rejection, apathy, overwhelm, or exhaustion. Once a person begins to disengage, the tendency can bleed over into other areas of their life and disconnect them from what would actually bring them joy.

Your thoughts become your attitudes, which become your actions, which become your behavior, which become your habits, which become your lifestyle, and inevitably determine your outcomes. Utilize this circular truth by using positive thoughts to create positive outcomes. It is a choice you get to make every day. Choose wisely.

The ads in the papers all said 'help wanted, will train,' but wherever she went she was turned down. "The position's just been filled," she was told again and again. Or, "We wouldn't want to upset the other employees." At the department store where she had once bought all her hats and silk stockings they would not hire her as a cashier because they were afraid of offending the customers. Instead they offered her work adding up sales slips in a small dark room in the back where no one could see her but she politely declined. "I was afraid I'd ruin my eyes back there," she told us. "I was afraid I might accidentally remember who I was and ... offend myself.

4 Steps for Understanding Each Other 1. Identify your beliefs and core values; ask how they determine your behaviors and habits. 2. Realize with whom you are interacting and try to identify how their values are explaining their behavior. 3. Assume positive intent. 4. Seek ways to adapt your behavior to help bridge the cultural gap.

We will judge others based on their behaviors with little to no understanding or regard for their beliefs or values—standards we may not know, nor typically see. When we do this, things can be taken completely out of context because we are assessing their behavior against our expectations, which are produced from our own personal value system.

Ambiverts typically . . . • Can process information both internally and externally. They need time to contemplate on their own, but consider the opinions and wisdom from people whom they trust when making a decision. • Love to engage and interact enthusiastically with others, however, they also enjoy calm and profound communication. • Seek to balance between their personal time and social time, they value each greatly. • Are able to move from one situation to the next with confidence, flexibility, and anticipation. “Not everyone is going to like us or understand us. And that is okay. It may have nothing to do with us personally; but rather more about who they are and how they relate to the world.

Boundaries help you perform your best when you’re on the clock, and they help you recharge effectively when you’re not. They improve your mental and physical health; create a culture of respect and trust; keep morale, motivation, and loyalty high; and prevent good employees (like you) from burning out—because burnout is very, very real even if you’re doing a job you love. When employees are feeling energized, respected, and valued, it has a positive impact on their productivity, creativity, and the results they achieve for the business. Remember that the next time you’re tempted to feel guilty for setting a boundary at work—you’re a true team player because you’re helping to create a workplace culture in which everyone thrives.

Of all the social ties we have at work, the boss/employee relationship, what Daniel Goleman has cleverly termed a “vertical couple,” is the single most important social bond you can cultivate at work. Studies have found that the strength of the bond between manager and employee is the prime predictor of both daily productivity and the length of time people stay at their jobs.

This is one of the hardest lessons to learn when we get promoted to a position of leadership - that we are no longer responsible for doing the job, we are now responsible for the people who do the job. There isn't a CEO on the planet who is responsible for the customer. CEOs are responsible for the people who are responsible for the customer. Get that right and everybody wins - employees and customers.

It’s not up to my employees to accomplish what I want; it’s up to me. I’m the boss. And the reason that firing you is so kind is that I’ve just released you from a torture chamber and allowed you to move into a space where you are qualified. And because of my clarity and kindness, the position is open for the right person to move into it. Anything less than that is masochism: it’s unkind to you and to me.

In addition to the scientists at Springville, twenty-two hundred Refine employees had answered to him. Now he has authority over no one. He had power, position, respect, twenty Tom Ford suits that he wore with colorful sneakers. All that is gone. He is alone. Only now does he realize that the worst of all miseries to afflict the human heart is loneliness. Lee Shacket has never been good at relationships. He’s

The reality is a lot more mundane: design and programming are just professions—sets of skills and practices, just like any other field. Admitting that truth would make tech positions feel a lot more welcoming to diverse employees, but tech can’t tell that story to the masses. If it did, then the industry would seem normal, understandable, and accessible—and that would make everyday people more comfortable pushing back when its ideas are intrusive or unethical.

When a young employee at the Anne Fank House tried to wear his yarmulke to work, his employers told him to hide it under a baseball cap. The museum's gal was "neutrality," one spokesperson explained to the British newspaper Daily Mail, and a live Jew in a yarmulke might "interfere" with the museum's "independent position." The museum finally relented after deliberated for four months, which seems like a rather long time for the Anne Frank House to ponder whether it was a good idea to force a Jew into hiding.

More often than not, risk takers underestimate the odds they face, and do not invest sufficient effort to find out what the odds are. Because they misread the risks, optimistic entrepreneurs often believe they are prudent, even when they are not. Their confidence in their future success sustains a positive mood that helps them obtain resources from others, raise the morale of their employees, and enhance their prospects of prevailing. When action is needed, optimism, even of the mildly delusional variety, may be a good thing.

A problem is something or someone who presents a difficulty or obstacle for you to overcome.  It has a negative connotation and tends to direct your actions to a negative response.  Most often this will lead to less than desirable results. An opportunity offers you a chance to achieve or excel in accomplishing a task. By defining the “problem” as an opportunity you change it from a negative to a positive and you begin to approach solutions from this positive point of view. Usually this will result in a positive and successful outcome.

Today in the US, we're sending our daughters into a workplace that was designed for our dads, set up on the assumption that employees had partners who would stay home to do the unpaid work of caring for family and tending to the house. Even back then, it wasn't true for everyone. Today, it is true for almost no one, except for one significant group: the most powerful positions in society are often occupied by men who do wives who do not work outside the home, and those men may not fully understand the lives of the people who work for them.

Organisations are scrambling, and they assume DEI (Diversity, equity and inclusion) won't bring in revenue, so they give it the smallest budget. Then they allocate what little DEI money they do have to programs and events concerning hiring rather than retention, professional development, education, or training. That might help bring in new entry-level employees of color, but if you don't dedicate resources to retention and development, how are you going to help advance these workers to executive positions? If you don't invest in progress, no one is going to suddenly work miracles.

Wallace would never realize his political ambitions, but he would certainly play a part in seeing that Johnson realized his. After the assassination of President Kennedy, a fingerprint was found on a cardboard box in the sniper’s nest on the sixth floor of the Texas School Book Depository. It could not be linked with Oswald, any other employee of the Texas School Book Depository, or any law enforcement officer who had handled the box. Wallace’s print from his previous conviction and the one found on the box were a match, according to fingerprint expert A. Nathan Darby, former head of Austin’s police identification unit. Darby was the most experienced certified latent print examiner in America, with more than thirty-five years of military forensic and police experience. An initial comparison found a match between the two prints on fourteen unique points while Darby ultimately ascertained that the two prints had thirty-two matching points,65 far exceeding the requirement for identification and conviction. “I’m positive,” said Darby. “The finger that made the ink print also made the latent print. It’s a match.” In comparison, “the Dallas police found only three partial fingerprints of Oswald on only two of the boxes in the area.”66

On the day Chicago police murdered Laquan McDonald, a seventeen-year-old Black teenager, in 2014, Chicago cops had six full-time public relations employees. As the city fought in court to keep evidence of the child's murder secret and then later to control the uproar when a judge ordered it to release a video of the shooting, Chicago increased its police budget to pay for twenty-five full-time positions devoted to manipulating public information. The 2024 budget funded fifty-five. Chicago is not alone. Cities across the country spend enormous amounts on police PR, and even elected officials are often kept in the dark about it.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

-the bank recently introduced a new system that automated many tasks in my role as a risk analyst and therefore my position has been eliminated; I’m an exemplary employee and this is in no way a reflection of my performance; the company will provide me with ample support during the “transition.” I might be the only person in the history of mankind to eat an entire banana while losing her job. The “transition” would begin immediately. As in, I wasn’t allowed to go back to my desk, to collect my things, or to say goodbye to my coworkers. I was to be walked down to the security desk like a criminal and handed my belongings in a box, then shown the curb.

wife and children any more. I’m not even sure I know myself and what’s really important to me. I’ve had to ask myself—is it worth it? I’ve started a new diet—for the fifth time this year. I know I’m overweight, and I really want to change. I read all the new information, I set goals, I get myself all psyched up with a positive mental attitude and tell myself I can do it. But I don’t. After a few weeks, I fizzle. I just can’t seem to keep a promise I make to myself. I’ve taken course after course on effective management training. I expect a lot out of my employees and I work hard to be friendly toward them and to treat them right. But I don’t feel any loyalty from

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

control our lives and to powerfully influence our circumstances by working on be, on what we are. If I have a problem in my marriage, what do I really gain by continually confessing my wife’s sins? By saying I’m not responsible, I make myself a powerless victim; I immobilize myself in a negative situation. I also diminish my ability to influence her—my nagging, accusing, critical attitude only makes her feel validated in her own weakness. My criticism is worse than the conduct I want to correct. My ability to positively impact the situation withers and dies. If I really want to improve my situation, I can work on the one thing over which I have control—myself. I can stop trying to shape up my wife and work on my own weaknesses. I can focus on being a great marriage partner, a source of unconditional love and support. Hopefully, my wife will feel the power of proactive example and respond in kind. But whether she does or doesn’t, the most positive way I can influence my situation is to work on myself, on my being. There are so many ways to work in the Circle of Influence—to be a better listener, to be a more loving marriage partner, to be a better student, to be a more cooperative and dedicated employee. Sometimes the most proactive thing we can do is to be happy, just to genuinely smile. Happiness, like unhappiness, is a proactive choice. There are things, like the weather, that our Circle of Influence will never include. But as proactive people, we can carry our own physical or social weather with us. We

The employer is but a man like his employees and is subject to all the limitations of humanity. He is justified in holding his job only as he can fill it. If he can steer the business straight, if his men can trust him to run his end of the work properly and without endangering their security, then he is filling his place. Otherwise he is no more fit for his position than would be an infant. The employer, like everyone else, is to be judged solely by his ability. He may be but a name to the men—a name on a signboard. But there is the business—it is more than a name. It produces the living—and a living is a pretty tangible thing. The business is a reality. It does things. It is a going concern. The evidence of its fitness is that the pay envelopes keep coming.

The experience of stress has three components. The first is the event, physical or emotional, that the organism interprets as threatening. This is the stress stimulus, also called the stressor. The second element is the processing system that experiences and interprets the meaning of the stressor. In the case of human beings, this processing system is the nervous system, in particular the brain. The final constituent is the stress response, which consists of the various physiological and behavioural adjustments made as a reaction to a perceived threat. We see immediately that the definition of a stressor depends on the processing system that assigns meaning to it. The shock of an earthquake is a direct threat to many organisms, though not to a bacterium. The loss of a job is more acutely stressful to a salaried employee whose family lives month to month than to an executive who receives a golden handshake. Equally important is the personality and current psychological state of the individual on whom the stressor is acting. The executive whose financial security is assured when he is terminated may still experience severe stress if his self-esteem and sense of purpose were completely bound up with his position in the company, compared with a colleague who finds greater value in family, social interests or spiritual pursuits. The loss of employment will be perceived as a major threat by the one, while the other may see it as an opportunity. There is no uniform and universal relationship between a stressor and the stress response. Each stress event is singular and is experienced in the present, but it also has its resonance from the past. The intensity of the stress experience and its long-term consequences depend on many factors unique to each individual. What defines stress for each of us is a matter of personal disposition and, even more, of personal history. Selye discovered that the biology of stress predominantly affected three types of tissues or organs in the body: in the hormonal system, visible changes occurred in the adrenal glands; in the immune system, stress affected the spleen, the thymus and the lymph glands; and the intestinal lining of the digestive system. Rats autopsied after stress had enlarged adrenals, shrunken lymph organs and ulcerated intestines.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

Corvallis sometimes thought back on the day, three decades ago, when Richard Forthrast had reached down and plucked him out of his programming job at Corporation 9592 and given him a new position, reporting directly to Richard. Corvallis had asked the usual questions about job title and job description. Richard had answered, simply, “Weird stuff.” When this proved unsatisfactory to the company’s ISO-compliant HR department, Richard had been forced to go downstairs and expand upon it. In a memorable, extemporaneous work of performance art in the middle of the HR department’s open-plan workspace, he had explained that work of a routine, predictable nature could and should be embodied in computer programs. If that proved too difficult, it should be outsourced to humans far away. If it was somehow too sensitive or complicated for outsourcing, then “you people” (meaning the employees of the HR department) needed to slice it and dice it into tasks that could be summed up in job descriptions and advertised on the open employment market. Floating above all of that, however, in a realm that was out of the scope of “you people,” was “weird stuff.” It was important that the company have people to work on “weird stuff.” As a matter of fact it was more important than anything else. But trying to explain “weird stuff” to “you people” was like explaining blue to someone who had been blind since birth, and so there was no point in even trying. About then, he’d been interrupted by a spate of urgent text messages from one of the company’s novelists, who had run aground on some desolate narrative shore and needed moral support, and so the discussion had gone no further. Someone had intervened and written a sufficiently vague job description for Corvallis and made up a job title that would make it possible for him to get the level of compensation he was expecting. So it had all worked out fine. And it made for a fun story to tell on the increasingly rare occasions when people were reminiscing about Dodge back in the old days. But the story was inconclusive in the sense that Dodge had been interrupted before he could really get to the essence of what “weird stuff” actually was and why it was so important. As time went on, however, Corvallis understood that this very inconclusiveness was really a fitting and proper part of the story.

Hai shook his head and wiped his mouth of chicken grease. "The chicken's amazing, that's all." Which was partly true. He took another bite as the faces around him warped into watery colors and felt granted into a realm much greater than his sad, little life, which made his troubles seem suddenly ethereal and elsewhere. He not only had a position in the company - but the company had no idea what his past looked like because none of that mattered. He had become an employee and thus had obtained an eternal present, manifested only by his functional existence on the time care. He had no history because one was not required of him, and having no history also meant having no sadness. Instead he was part of a workforce that fed people. He was America's fuel. And he was burning to be used, to be useful.

Years later, after he had time to reflect on the Zip2 situation, Musk realized that he could have handled some of the situations with employees better. “I had never really run a team of any sort before,” Musk said. “I’d never been a sports captain or a captain of anything or managed a single person. I had to think, Okay, what are the things that affect how a team functions. The first obvious assumption would be that other people will behave like you. But that’s not true. Even if they would like to behave like you, they don’t necessarily have all the assumptions or information that you have in your mind. So, if I know a certain set of things, and I talk to a replica of myself but only communicate half the information, you can’t expect that the replica would come to the same conclusion. You have to put yourself in a position where you say, ‘Well, how would this sound to them, knowing what they know?

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

After many years and hundreds of interviews with workers in every conceivable profession, she has found that employees have one of three “work orientations,” or mindsets about our work. We view our work as a Job, a Career, or a Calling.14 People with a “job” see work as a chore and their paycheck as the reward. They work because they have to and constantly look forward to the time they can spend away from their job. By contrast, people who view their work as a career work not only out of necessity, but also to advance and succeed. They are invested in their work and want to do well. Finally, people with a calling view work as an end in itself; their work is fulfilling not because of external rewards but because they feel it contributes to the greater good, draws on their personal strengths, and gives them meaning and purpose. Unsurprisingly, people with a calling orientation not only find their work more rewarding, but work harder and longer because of it. And as a result, these are the people who are generally more likely to get ahead. For

We can open a window on a world where all is sound, our creative powers are formidable, and unseen threads connect us all. Leadership is a relationship that brings this possibility to others and to the world, from any chair, in any role. This kind of leader is not necessarily the strongest member of the pack—the one best suited to fend off the enemy and gather in resources—as our old definitions of leadership sometimes had it. The “leader of possibility” invigorates the lines of affiliation and compassion from person to person in the face of the tyranny of fear. Any one of us can exercise this kind of leadership, whether we stand in the position of CEO or employee, citizen or elected official, teacher or student, friend or lover. This new leader carries the distinction that it is the framework of fear and scarcity, not scarcity itself, that promotes divisions between people. He asserts that we can create the conditions for the emergence of anything that is missing. We are living in the land of our dreams. This leader calls upon our passion rather than our fear. She is the relentless architect of the possibility that human beings can be.

We need a new level, a deeper level of thinking—a paradigm based on the principles that accurately describe the territory of effective human being and interacting—to solve these deep concerns. This new level of thinking is what The 7 Habits of Highly Effective People is about. It’s a principle-centered, character-based, “inside-out” approach to personal and interpersonal effectiveness. “Inside-out” means to start first with self; even more fundamentally, to start with the most inside part of self—with your paradigms, your character, and your motives. It says if you want to have a happy marriage, be the kind of person who generates positive energy and sidesteps negative energy rather than empowering it. If you want to have a more pleasant, cooperative teenager, be a more understanding, empathic, consistent, loving parent. If you want to have more freedom, more latitude in your job, be a more responsible, a more helpful, a more contributing employee. If you want to be trusted, be trustworthy. If you want the secondary greatness of recognized talent, focus first on primary greatness of character. The inside-out approach says that private victories

What’s an IPO, exactly? A company decides it wants to “float” part of its equity on the public markets, allowing employees and founders to sell private shares to pay them off for years of service, as well as sell shares out of the corporate treasury to have some money in the bank. Large investment banks (such as my former employer Goldman Sachs) form what’s called a “syndicate” (“mafia” might be a better term) wherein they offer to effectively buy those shares from Facebook, and then sell them into the capital markets, usually by pushing it via their sales force onto wealthy clients or institutional investors. That syndicate either guarantees a price (“firm commitment”) or promises to get the best price it can (“best effort”). In the former case, the bank is taking real execution risk, and stands to lose money if it doesn’t engineer a “pop” in the stock on opening day. To mitigate the risk, the bank convinces the offering company to expect a lower price, while simultaneously jacking up what real price the market will bear with a zealous sales pitch to the market’s deepest pockets. Thus, it is absolutely jejune to think that a stock’s rise on opening day is due to clamoring and unexpected interest. Similar to Captain Renault in Casablanca, Wall Street bankers are shocked—shocked!—that there should be such a large and positive price dislocation in the market they just rigged.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

Fortunately I am in a position to elucidate the mystery, sir. One of the habitués with whom I fraternized at the Goose and Grasshopper chances to be an employee of Mr Cook, and he furnished me with the facts in the case. The cat was a stray which appeared one morning in the stable yard, and Potato Chip took an instant fancy to it. This, I understand, is not unusual with highly bred horses, though more often it is a goat or a sheep which engages their affection.' This was quite new stuff to me. First I'd ever heard of it. 'Goat?' I said. 'Yes, sir.' 'Or a sheep?' 'Yes, sir.' 'You mean love at first sight?' 'One might so describe it, sir.' 'What asses horses are, Jeeves.' 'Certainly their mentality is open to criticism, sir.' 'Though I suppose if for weeks you've seen nothing but Cook and stable boys, a cat comes as a nice change. I take it that the friendship ripened?' 'Yes, sir. The cat now sleeps nightly in the horse's stall and is there to meet him when he returns from his daily exercise.' 'The welcome guest?' 'Extremely welcome, sir.' 'They've put down the red carpet for it, you might say. Strange. I'd have thought a human vampire bat like Cook would have had a stray cat off the premises with a single kick.' 'Something of that nature did occur, my informant tells me, and the result was disastrous. Potato Chip became listless and refused his food. Then one day the cat returned, and the horse immediately recovered both vivacity and appetite.

Disparity, Education and Economy Every dollar spent on luxury is a dollar of disparity. Citizens of earth could force big tech to pay their employees fair wages tomorrow, if they just stop buying their fancy, overpriced products and go for humbler alternatives unless the companies bring down their disparities in salary. The CEO may enjoy certain benefits of their position, but not until those working at the bottom can afford the fundamentals of life for their family. I'll say it to you plainly. An employee wronged is a company wronged. You see, trying to build a disparity-free economy pursuing revenue is like trying to achieve pregnancy through vasectomy. So long as greed drives the economy, it's not economy, but catastrophe. So long as greed drives the industries, it's not industrialization, it is vandalization. Ambition to climb the ladder of status so that you could be on the affluent side of disparity, is no ambition of a civilized human, it's the ambition of a caveman. So, before you pursue an ambition in life, educate yourself on a civilized definition of ambition. Yet the situation in our world is so pathetic that that's exactly the kind of ambition educational institutes sell. Schools and universities don't teach you to build a civilized society free from disparity, they teach you clever tactics to be on the affluent side of disparity. This is not education, this is castration. Concern for the society should be the bedrock of education - collective welfare should be the bedrock of economy - if not, we might as well start living as hobos on the streets, because with greed as the driving principle of education and economy, sooner or later all of us will end up on the streets.

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

If we truly seek to understand segregationists—not to excuse or absolve them, but to understand them—then we must first understand how they understood themselves. Until now, because of the tendency to focus on the reactionary leaders of massive resistance, segregationists have largely been understood simply as the opposition to the civil rights movement. They have been framed as a group focused solely on suppressing the rights of others, whether that be the larger cause of “civil rights” or any number of individual entitlements, such as the rights of blacks to vote, assemble, speak, protest, or own property. Segregationists, of course, did stand against those things, and often with bloody and brutal consequences. But, like all people, they did not think of themselves in terms of what they opposed but rather in terms of what they supported. The conventional wisdom has held that they were only fighting against the rights of others. But, in their own minds, segregationists were instead fighting for rights of their own—such as the “right” to select their neighbors, their employees, and their children’s classmates, the “right” to do as they pleased with their private property and personal businesses, and, perhaps most important, the “right” to remain free from what they saw as dangerous encroachments by the federal government. To be sure, all of these positive “rights” were grounded in a negative system of discrimination and racism. In the minds of segregationists, however, such rights existed all the same. Indeed, from their perspective, it was clearly they who defended individual freedom, while the “so-called civil rights activists” aligned themselves with a powerful central state, demanded increased governmental regulation of local affairs, and waged a sustained assault on the individual economic, social, and political prerogatives of others. The true goal of desegregation, these white southerners insisted, was not to end the system of racial oppression in the South, but to install a new system that oppressed them instead. As this study demonstrates, southern whites fundamentally understood their support of segregation as a defense of their own liberties, rather than a denial of others’.

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In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

Working in accountancy has led Anaestelle De La Vega to pick a wide range of impressive skills. From her entry-level position as a staff accountant to her last role as Senior Director of Accounting, Anaestelle De La Vega has consistently demonstrated her talents and has led herself to be regarded as one of the most important employees at the firm.

Hochschild wonders about the false self we create when we turn our happiness on and off like a light, when we use emotion as a commodity in the workplace. As women, we were taught to use our emotions at home, too, as a service to our families. ... The manufacture of happiness actually leads to emotional burnout. There's an ironic correlation between forced cheerfulness and depression. ... Delta Airlines, which institutionalized positive emotional management in the 1970s, now spends nine million dollars a year paying for antidepressants for its employees and their dependents. (Fuck Happiness, 64).

Musk had sometimes berated people during meetings and asked his employees to work very long hours. “I had never really run a team of any sort before,” Musk said. “I’d never been a sports captain or a captain of anything or managed a single person. You have to put yourself in a position where you say, ‘Well, how would this sound to them, knowing what they know?

Research has shown that feelings of warmth and positive relationships at work have a greater say over an employee's loyalty than the size of his or her paycheck.

In addition to having the right people on board, you need to keep the bus in good running condition. That may seem obvious, but you’d be surprised how many companies with wonderful intentions trip themselves up by having poor internal communications, or bad coordination between departments, or inadequate follow-through on decisions, or any of a thousand other fundamental management issues that can negate all the positive initiatives those companies undertake. I have never encountered angrier and more cynical employees than those I’ve met in socially responsible companies that have been so focused on saving the world they neglected to do what was necessary to save themselves. Some of them were famous for their mojo early on, but they lost it, in part because they didn’t take care of the basics.

Some managers ignore the long-lasting nature of skills acquired through training. They give employees no alternative skills which can be used beyond their current jobs. Unless, if those employees get selected for new positions.

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Page 311: Moreover, within the economic sphere there are no common standards of conduct beyond those prescribed by law. The European has his own standard of decency as to what, even in business, ‘is not done’; so also have the Chinese, the Indian and the native [of Burma]. All have their own ideas as to what is right and proper, but on this matter they have different ideas, and the only idea common to all members of all sections is the idea of gain. In a homogeneous society the desire of profit is controlled to some extent by social will, and if anyone makes profits by sharp practice he will offend the social conscience and incur moral, and perhaps legal, penalties. If, for example, he employs sweated labour, the social conscience, if sufficiently alert and powerful, may penalize him because aware, either instinctively or by rational conviction, that such conduct cuts at the root of common social life. But in the tropics the European who, from humanitarian motives or through enlightened self-interest, treats his employees well, risks being forced out of business by Indians or Chinese with different standards. The only deterrent to unsocial conduct in production is the legal penalty to which those are liable who can be brought to trial and convicted according to the rules of evidence of infringing some positive law. In supply as in demand, in production as in consumption, the abnormal activity of economic forces, free of social restrictions, is an essential character of a plural society.

In Wrzesniewski’s research, the happiest, most passionate employees are not those who followed their passion into a position, but instead those who have been around long enough to become good at what they do. On reflection, this makes sense. If you have many years’ experience, then you’ve had time to get better at what you do and develop a feeling of efficacy. It also gives you time to develop strong relationships with your coworkers and to see many examples of your work benefiting others.

I learned about why startups should train their people when I worked at Netscape. People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly.

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

A positive workplace culture is built upon active civility among all employees and their colleagues, in words and in deeds. Another critical aspect of a positive workplace community is the active provision of social support, with people knowing they can turn to others for advice and help when they need it, and in turn providing that needed assistance to their colleagues. Mutual respect, responsiveness, and trust are essential for these mutually supporting behaviors to take place.

Our mantra is that employees don’t need the boss’s approval to move forward (but they should let the boss know what’s going on). If Sheila comes to you with a proposal you think is going to fail, you need to remind yourself why Sheila is working for you and why you paid top of the market to get her. Ask yourself these four questions: Is Sheila a stunning employee? Do you believe she has good judgment? Do you think she has the ability to make a positive impact? Is she good enough to be on your team? If you answer NO to any of these questions, you should get rid of her (see the next chapter where we’ll learn that “adequate performance gets a generous severance”). But if your answer is yes, step aside and let her decide for herself. When the boss steps out of the role of “decision approver,” the entire business speeds up and innovation increases.

What to do to be an Expert in Freelancing? What is Freelancing? We already know that, Now let's see What to do to be an Expert in Freelancing - Things to do for Self Development: Get positive feedback from clients by practicing what you are good at, and finding work that matches your skills. This is the key to your improvement and the first step to success. When you start to succeed, choose the opportunities that work best for you. Use the time appropriately and fully. Some of the processes of Self-Presentation after Self-Development are discussed below - Process of Introducing Yourself: 1. Enhance your profile and build your portfolio with accurate information about yourself. 2. Create your own signature that will identify you in your work. 3. Always use your own photo and signature for original work. 4. Run your own campaign. For example: commenting on others' posts, making full use of social sites, keeping in touch with others, doing service work, teaching others, participating in various seminars, and distributing leaflets or posters. Showing Professionalism: How to express or calculate that you are a professional? There are many ways, by which you can easily express that you are a professional entrepreneur or employee. The ways are: 1. Professionals never work for free, so before starting a job, you must be sure about the remuneration. 2. Professionals don't work on balance, if you want to show professionalism you must pay in cash or promise to pay half in advance and the rest at the end of the job. 3. A professional never lacks any research or communication for his work. Win the Client's Heart: There are thousands of freelancers in front of a client for a job, but only one gets the job. The person who got the job got it because he presented himself in the client's mind. Mistakes to Avoid: Only humans are fallible. It is natural for people to make mistakes, but if people can't learn from those mistakes then it is better not to make such mistakes. The Mistakes are: 1. Failure to identify oneself. 2. Show Engagement. 3. Lack of communication with the client etc. Being Punctual: It is wise to do the work on time. Never leave work. Because if you leave work, the amount of work will increase and not decrease. Therefore, it is better to do the work of time in time and move towards the formation of life by being respectful of time. So, if the above tasks are done or followed correctly, achieving success as a freelancer is just a saying. To make yourself a successful and efficient freelancer, the importance and importance of the above topics is immense.

Of late, I have been attempting to increase the number of women employees at Joyalukkas. A few years ago, we hired six young women for our India operations, and I have been deeply impressed by their dynamism and dedication. They have exceptional sales skills and can handle any assignment. I intend to promote women as assistant managers and managers at our stores. I also envisage senior positions for women at our corporate office, particularly in HR and marketing.

When resistance is overcome using positional power, it is highly likely that employees are acquiescing, while their behavior is actually passive-aggressive. When management’s attention is turned to something else, they’ll quietly revert to the old ways. They had no ownership in the changes, and they haven’t internalized them. It hasn’t become “how we do things around here.” It isn’t part of their identity individually or as a group. Evolutionary change is robust, while designed and managed change is fragile. The Kanban Method is fundamentally based in the belief that wiring a modern business with the means and mechanisms for evolutionary change—to have the evolutionary DNA that is able to respond to a changing environment and changing expectations, to evolve and remain fit-for-purpose—provides the resilience and robustness that organizations need to survive and thrive. The Kanban Method provides the operational means to maintain a fit-for-purpose organization that is built for survival.

Height’s most consequential positive association is with income, because money in modern societies does buy better nutrition, habitation, healthcare, and education. New York University’s professor Enoch Burton Gowin presented the first systematic review of the link in 1915 in his book on The Executive and His Control of Men: A Study in Personal Efficiency: bosses were taller than employees, bishops taller than preachers, sales managers taller than salespeople.

(1) Do I believe that the intelligence and skills of my employees are not fixed, but can be improved with effort?; (2) Do I believe that my employees want to make that effort, just as they want to find meaning and fulfillment in their jobs?; and (3) How am I conveying these beliefs in my daily words and actions?

In time I saw that all such cases had a common feature. The employee had been promoted from a position of competence to a position of incompetence. I saw that, sooner or later, this could happen to every employee in every hierarchy.

This can’t be a regular thing because you don’t fuck employees.” I nodded, firm on that. Or… firmish, considering the position we were currently in. But he hadn’t technically started work for 7th yet, so… Lucas gave a small shrug. “Tuesday is two days away, Hayden. Maybe I’ll get a nice barista job at the new Starbucks across town instead.” I couldn’t fight my grin. “And waste all your god-given talent for a fraction of the pay? Wash your mouth out, Lucas.

Traditional, corrective feedback has its place, of course; every organization must filter out failing employees and ensure that everyone performs at an expected level of competence. But too much emphasis on problem areas prevents companies from reaping the best from their people. After all, it’s a rare baseball player who is equally good at every position. Why should a natural third baseman labor to develop his skills as a right fielder?

Although elegant and practical, the Andon Cord, for me, embodies simple leadership wisdom. It conveys the message “We want to hear from you.” You refers to those closest to the work—those best positioned to judge its quality. Not only are employees not reprimanded or punished for reporting error, they are thanked and recognized for their close observation.

Sixty-four percent say that being a father makes them a better employee, and, according to the Boston College Center for Work and Family, more dads say that having a flexible schedule that would allow them to spend more time with their family is of greater importance than career advancement or high income. In fact, according to monster.com, 82 percent of working dads searching for a job view companies more positively if they offer a flextime benefit.

Page 3: My family is part of the Philippines’ tiny but entrepreneurial, economically powerful Chinese minority. Just 1 percent of the population, Chinese Filipinos control as much as 60 percent of the private economy, including the country’s four major airlines and almost all of the country’s banks, hotels, shopping malls, and major conglomerates. ... Since my aunt’s murder, one childhood memory keeps haunting me. I was eight, staying at my family’s splendid hacienda-style house in Manila. It was before dawn, still dark. Wide awake, I decided to get a drink from the kitchen. I must have gone down an extra flight of stairs, because I literally stumbled onto six male bodies. I had found the male servants’ quarters. My family’s houseboys, gardeners, and chauffeurs—I sometimes imagine that Nilo Abique [the chauffeur that murdered her aunt] was among those men—were sleeping on mats on a dirt floor. The place stank of sweat and urine. I was horrified. Later that day I mentioned the incident to my Aunt Leona, who laughed affectionately and explained that the servants—there were perhaps twenty living on the premises, all ethnic Filipinos—were fortunate to be working for our family. If not for their positions, they would be living among rats and open sewers without even a roof over their heads. A Filipino maid then walked in; I remember that she had a bowl of food for my aunt’s Pekingese. My aunt took the bowl but kept talking as if the maid were not there. The Filipinos, she continued—in Chinese, but plainly not caring whether the maid understood or not—were lazy and unintelligent and didn’t really want to do much else. If they didn’t like working for us, they were free to leave any time. After all, my aunt said, they were employees, not slaves.

Spiritually healthy employees are the greatest asset and partners an organization can have. They are positive, solution-seeking, and unifying people.

Studies show that each positive interaction employees have during the course of the work day actually helps return the cardiovascular system back to resting levels (a benefit often termed “work recovery”), and that over the long haul, employees with more of these interactions become protected from the negative effects of job strain.

At pretty much every blogging job I’ve ever had, I’ve been told (by male managers) that the reason is money. It would be a death sentence to moderate comments and block the IP addresses of chronic abusers, because it “shuts down discourse” and guts traffic. I’ve heard a lot of lectures about the importance of neutrality. Neutrality is inherently positive, I’m told—if we start banning trolls and shutting down harassment, we’ll all lose our jobs. But no one’s ever shown me any numbers that support that claim, that harassment equals jobs. Not that I think traffic should trump employee safety anyway, but I’d love for someone to prove to me that it’s more than just a cop-out.

In fact, emotions are so shared, organizational psychologists have found that each workplace develops its own group emotion, or “group affective tone,” which over time creates shared “emotion norms” that are proliferated and reinforced by the behavior, both verbal and nonverbal, of the employees.7 We have all encountered office environments that suffer from toxic emotion norms, and now we also know that their bottom-line results suffer because of it.

Results of a recent survey of 74 chief executive officers indicate that there may be a link between childhood pet ownership and future career success. Fully 94% of the CEOs, all of them employed within Fortune 500 companies, had possessed a dog, a cat, or both, as youngsters. The respondents asserted that pet ownership had helped them to develop many of the positive character traits that make them good managers today, including responsibility, empathy, respect for other living beings, generosity, and good communication skills. For all we know, more than 94% of children raised in the backgrounds from which chief executives come had pets, in which case the direction of dependency would be negative. Maybe executive success is really related to tooth brushing during childhood. Probably all chief executives brushed their teeth, at least occasionally, and we might imagine the self-discipline thus acquired led to their business success. That seems more reasonable than the speculation that “communication skills” gained through interacting with a childhood pet promote better relationships with other executives and employees.

Waste levels Logistics: Schedule accuracy On time delivery percentage Average time to deliver Inventory accuracy Human resources: Employee turnover Average time to fill a position Cost per hire Employee satisfaction/engagement index Absenteeism Salary competitiveness factor Training return on investment Corporate social responsibility: Carbon and water footprints Energy consumption Product recycling rate Waste recycling rate

Beyond, between, and besides the upward climb toward promotions and positions, there are many other ways that employees want to grow.

This is the Rocketship Growth Rate—the precise pace at which a startup must grow to break out. How do you calculate this rate of growth? First, by setting a goal of exceeding a billion dollars of valuation—thus being in a position to achieve an IPO—and working backward. Hitting a $1 billion valuation generally requires at least $100 million in top-line recurring revenue annually, based on the rough market multiple of 10x revenue. You’d want to hit that in 7–10 years, to sustain the engagement of the key employees and also reward investors who often work in decade-long time cycles. These two goals—revenue and time—work together to create an overall constraint. Neeraj Agarwal, a venture capitalist and investor in B2B companies, first calculated this growth rate by arguing that SaaS companies in particular need to follow a precise path to reach these numbers:64 Establish great product-market fit Get to $2 million in ARR (annual recurring revenue) Triple to $6 million in ARR Triple to $18 million Double to $36 million Double to $72 million Double to $144 million SaaS companies like Marketo, Netsuite, Workday, Salesforce, Zendesk, and others have all roughly followed this curve. And the rough timing makes sense. The first phase, in which the team initially gets to product/market fit, takes 1–3 years. Add on the time to reach the rest of the growth milestones, and the entire process might take 6–9 years. Of course, after year 10, the company might still be growing quickly, though it’s more common for it to be growing 50 percent annualized rather than doubling. The argument is that products with network effects both can see higher growth rates as they tap into the various network forces I’ve discussed, and can compound these growth rates for a longer period of time—and looking at the data, I think that’s generally true.

Woodism - “Your thoughts become your reality; choose healthy, positive, and productive thoughts for your success

Woodism - “We are all people of value, no matter our titles, roles, positions, or bank accounts. Value yourself more than any opportunity or asshole.

What is an Achievement Story? As noted in the Hiring Manager’s Secrets chapter, hiring managers want to know: How you made money for your employer, How you saved money for your employer, How you made yourself, your department, your division, or your company more productive. They want to know how you made a positive difference. This is your time to answer the above questions with real-life examples from your experience. According to “Ask A Manager” blogger, Alison Green, resumes that stand out tell the reader what you accomplished that someone else wouldn’t have in the same position. For example, if you’re like me you may have: — trained managers to sell products through a new ordering system by documenting the process and conducting training sessions, — took on the work of two laid off employees, or — developed a budgeting system enabling managers to customize their budgets based on their unique needs. Alison also says that the hiring manager wants to know, “Were you solely interested in producing acceptable work, or did you do an impressive job?

How to Quantify Achievement Stories When hiring managers, recruiters, and staffing firms see a resume or LinkedIn profile or attend an interview with verbiage but no numbers, they don’t know what those words mean. In fact, they know next to nothing until you add the numbers that explain the impact of your work. Here’s how you can resolve this issue. Work With Finance Sometimes the impact of our work is not always clear. At times like this, reaching out to one of your friends in the Finance Department can be very helpful. Finance has access to numbers that are not always readily available to other departments. If you’re no longer with the company, explain to the Finance associate that the numbers he provides could make the difference in determining whether you land another position. Using a Range Per Lily Zhang of the Muse, one reason job seekers avoid quantifying is not knowing the exact number. Lily suggests using a range. Using my work experience, here’s what that means: Before: Chaired weekly product manager meeting. After: Chaired weekly meeting with 7 to 12 product managers so plans could be discussed and coordinated. Confusion and rework were eliminated. Frequency Lily shared that one of the easiest ways to add numbers is to identify the frequency with which you perform a given task. This can help the hiring manager understand how much you can handle. For example: Before: Responded to pricing requests from the Sales Force. After: Responded to 15 to 20 pricing requests from the Sales Force on a daily basis. Scale Everyone on the hiring side of the business loves when candidates provide numbers, because numbers explain the impact of what you’ve done. The most meaningful numbers are those associated with making money, saving money, and driving productivity. Here are a couple examples from my work experience: Before: Reduced time to perform Operations Manager’s role; after analysis showed tasks could be batched and performed at the end of the month. After: Reduced time to perform Operations Manager role by 66%; after analysis showed tasks could be batched and performed at the end of the month. Asked Director if I could take on the responsibilities of employees who were laid off. Before: Analysis revealed misconfigured offers; worked with other departments to correct errors. Implemented process to prevent future errors. After: Analysis revealed misconfigured offers; worked with other departments to correct errors. Recognized $7.2M. Implemented process to prevent future errors.

PCD & Franchise Company, International Standard Quality Products in Ahmedabad Gujarat India. Desta Life Sciences is the top PCD Pharma Franchise company in India. We are procured from faithful vendors to ensure its International Standard Quality Products. We're at Desta Science for Health Life providing the best PCD Franchise for business. This is the best Business Opportunity in India. We have 200+ Products, 4 Divisions and 13 Innovative Products. Desta Lifesciences, Started in 2011. The company's philosophy has been rooted in Quality and care and it is this ideology that has kept us alive through ups and downs. The company's greatest asset has always been its employees and it is in them we place our trust to shoulder the company's corporate responsibility and to uphold the company's ideals and values. A healthy blend of World-Class Quality, Disease prevalence-dependent, wide variety of products, stress on preventive Lifestyle products, a positive upbeat mood of one & all in the company and a feeling of oneness, is the recipe that Desta Lifesciences presents humbly to humanity. The "For the people, By the People" dictum is followed by the management in the company, thus making it surge forward with the force of the common goal to accomplish our Mission. We aim to serve mankind globally through our affordable and international standard quality products, encompassing the environmental synergy in the process. As we enter into the technological age of pharmaceuticals, we promise to adapt to more advanced technologies while simultaneously focusing on delivery of care. The future holds great promise as we gradually hope to venture into Exports and R&D to establish ourselves in the global market.

And to be more acute about it, our capacity to expand our impact is limited by our ability to grow. If you are doing things well; if you are creating value for others, a meaningful place of employment, challenging work, or innovative products; if you view your products and offerings as a service to the world that positively impacts people’s lives; and if, at the end of the day, you are sending employees home as better family members, then growth naturally should be part of your equation. If you’re doing something with a positive impact, it’s natural to want to do more of it. Additionally, the ability to expand and amplify your voice, to reach more people, to serve more broadly are all a function of the ability to grow. Growth—at an organizational level and an individual level—is about fulfilling potential. There is something deeply meaningful about this as it taps into all the talents, strengths, and gifts we have, individually and collectively.

being stern or too serious will communicate this is more punitive than positive

Humans welcome change when expecting it will lead to a positive outcome.

Similarly, if employees want to be seen as contributing, competent, and important, which the overwhelming majority of employees do, their interest in adapting increases when they expect a positive effect on their well-being.

The “feeling of responsibility” associated with guilt sounds positive, but employees don’t need to endure guilt to motivate improvement. In fact, guilt and its related companions become triggering impediments.

Your goal as a leader should be to increase the experience of positive neurochemicals and decrease the experience of triggering negative ones.

People are inspired to be accountable for contributing meaningfully to successful results. We’re less enthused about being accountable for contributing to unsuccessful results. Meaning, the more we achieve successful results through meaningful effort, not just bringing home a pizza or doing a mundane task at work, the more we enjoy being held accountable for contributing to those solutions. This is the positive side of accountability. Relatedly, the more we look at problems, set-backs, and “failures” as being in progress toward inevitable positive results, the more we become comfortable with accountability.

Shame can falsely equate the quality of the person with the error made. Instead of focusing on correcting and learning from a specific mistake, the employee feels humiliated. Nothing positive comes from humiliation. Employees who feel badly about themselves never do optimal work.

We create patterns and loops that act as operational software, executing the program instead of remaining curious. If we expect a positive result from our effort, we are eager to engage. If we expect a negative result from our effort, we are less inspired to engage.

When we feel we gave our best effort and still didn’t get the result, being held accountable for what seems like impossible circumstances disregards the positive effort we put in and leaves us discouraged, disengaged, and demotivated.

We measured transformational leadership using survey questions adapted from Rafferty and Griffin (2004):1 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.

France, are official positions which are badly salaried and of little account, without any future or horizon, where the person ages as an employee and daily participates in the nothingness of an almost sterile occupation, to the decay and gradual numbing of his faculties, but, in which he rejoices unspeakably, in not being obliged to think or decide or act. A tutelary regulation impresses on his activity the regular movements of a clock, and excuses him from the fatiguing privilege of acting and living.

It will be a matter of great regret if the friendly spirit which characterised the relations between the Jewish employer in the P.I.C.A. villages and his Arab employees, to which reference has already been made, were to disappear. Unless there is some change of spirit in the policy of the Zionist Organisation it seems inevitable that the General Federation of Jewish Labour, which dominates that policy, will succeed in extending its principles to all the Jewish colonies in Palestine. The present position, precluding any employment of Arabs in the Zionist colonies, is undesirable, from the point of view both of justice and of the good government of the country. As long as these provisions exist in the Constitution of the Zionist Organisation, in the lease of the Keren-Kayemeth and in the agreement of the Keren-Hayesod it cannot be regarded as desirable that large areas of land should be transferred to the Jewish National Fund. It is impossible to view with equanimity the extension of an enclave in Palestine from which all Arabs are excluded. The Arab population already regards the transfer of lands to Zionist hands with dismay and alarm. These cannot be dismissed as baseless in the light of the Zionist policy which is described above.

Similarly, one of the most popular HR tools at GE Digital—an early adopter of AI for manufacturing applications—shows workers which jobs in the company are natural next steps from the ones they have now.12 Employees can look privately at the tool to see possible paths they can follow, skills they may need to acquire, or even positions that are open. This helps employees feel that they have more opportunities and that they have more control over their positions in the company. Education

The 60% Tax (Very Low Trust) In the organization . . . In personal relationships . . . • Unhealthy working environment • Unhappy employees and stakeholders • Intense political atmosphere with clear camps and parties • Excessive time wasted defending positions and decisions • Painful micromanagement and bureaucracy • Hostile behaviors (yelling, blaming, accusing, name-calling) followed by periods of brief contrition • Guarded communication • Constant worrying and suspicion • Mistakes remembered and used as weapons • Real issues not surfaced or dealt with effectively

THE TEN STEPS TO BUILDING A COMPANY CULTURE 1. Define the company’s core values and align them with aspects such as mission, vision, principles or purpose to create a solid foundation for the organisation. 2. Integrate the desired culture into every aspect of the company, including hiring policies, processes and procedures across all departments and functions. 3. Agree upon expected behaviours and standards for all team members, promoting a positive work environment. 4. Establish a purpose that goes beyond the company’s commercial goals, fostering a deeper connection for employees. 5. Use myths, stories, company-specific vocabulary and legends, along with symbols and habits, to reinforce the company culture and embed it in the collective consciousness. 6. Develop a unique identity as a group and cultivate a sense of exclusivity and pride within the team. 7. Create an atmosphere that celebrates achievements, progress, and living the company culture, boosting motivation and pride. 8. Encourage camaraderie, community and a sense of belonging among team members, encourage mutual dependence and a collective sense of obligation, reinforcing the interconnected nature of the team. 9. Remove barriers and enable employees to express themselves authentically and embrace their individuality within the organisation. 10. Emphasise the unique qualities and contributions of both employees and the collective, positioning them as distinct and exceptional.

1. The coercive style. This “Do what I say” approach can be very effective in a turnaround situation, a natural disaster, or when working with problem employees. But in most situations, coercive leadership inhibits the organization’s flexibility and dampens employees’ motivation. 2. The authoritative style. An authoritative leader takes a “Come with me” approach: she states the overall goal but gives people the freedom to choose their own means of achieving it. This style works especially well when a business is adrift. It is less effective when the leader is working with a team of experts who are more experienced than he is. 3. The affiliative style. The hallmark of the affiliative leader is a “People come first” attitude. This style is particularly useful for building team harmony or increasing morale. But its exclusive focus on praise can allow poor performance to go uncorrected. Also, affiliative leaders rarely offer advice, which often leaves employees in a quandary. 4. The democratic style. This style’s impact on organizational climate is not as high as you might imagine. By giving workers a voice in decisions, democratic leaders build organizational flexibility and responsibility and help generate fresh ideas. But sometimes the price is endless meetings and confused employees who feel leaderless. 5. The pacesetting style. A leader who sets high performance standards and exemplifies them himself has a very positive impact on employees who are self-motivated and highly competent. But other employees tend to feel overwhelmed by such a leader’s demands for excellence—and to resent his tendency to take over a situation. 6. The coaching style. This style focuses more on personal development than on immediate work-related tasks. It works well when employees are already aware of their weaknesses and want to improve, but not when they are resistant to changing their ways.

LEADERSHIP | Intuit’s CEO on Building a Design-Driven Company Brad Smith | 222 words Although 46 similar products were on the market when Intuit launched Quicken, in 1983, it immediately became the market leader in personal finance software and has held that position for three decades. That’s because Quicken was so well designed that using it is intuitive. But by the time Smith became CEO, in 2008, the company had become overly focused on adding incremental features that delivered ease of use but not delight. What was missing was an emotional connection with customers. He and his team set out to integrate design thinking into every part of Intuit. They changed the layout of the office, reduced the number of cubes, and added more collaboration spaces and places for impromptu work. They increased the number of designers by nearly 600% and now hold quarterly design conferences. They bring in people who have created exceptionally designed products, such as the Nest thermostat and the Kayak travel website, to share insights with Intuit employees. The company acquired one start-up, called Mint, and collaborates with another, called ZenPayroll, to improve customer experience. Although most people don’t think of financial software as a category driven by emotion or design, Smith writes, Intuit’s D4D (“design for delight”) program has paid off. For example, its SnapTax app, inspired by consumers’ migration to smartphones, led one user to write, “I want this app to have my babies.

An individual with employee work passion demonstrates these five positive intentions:6 • Performs above standard expectations • Uses discretionary effort on behalf of the organization • Endorses the organization and its leadership to others outside the organization • Uses altruistic citizenship behaviors toward all stakeholders • Stays with the organization

Don’t even think about it,” she said. He grinned in spite of himself. “Come on, Ellie. You can’t make me not think about it.” “I’m not getting mixed up with someone like you. First of all, I’m all wrong for someone like you. Second, I’m clearing out the second I have my kids. Third…” She paused. “I don’t need a third. That’s good enough. Don’t ever do that again.” “I haven’t kissed a woman like that in quite a while,” he said. “That was nice. Are you angry?” he asked. “Did I taste angry?” He just smiled. “You tasted wonderful. You’re right—it’s not such a good idea. Well, I mean, it is a good idea. But I see the potential for disaster.” She pulled away and put a hand against her wild curls as if to smooth her hair into place. The hand trembled a bit; he’d never seen her rattled before. “You’re just going to get yourself in trouble with the Big Guy, and there’s no point in making your life tougher.” “Nah, God’s not opposed to kissing. I think employers taking advantage of employees, however, could put a big black mark on the minus side of my chart. But you liked it,” he said. “You did. And I liked it. It felt pretty consensual to me.” “I’m not the kind of woman a man like you gets interested in, and we both know that. Eventually that could hurt me. And if you really are a nice guy, hurting me will hurt you.” “Because of that dancing thing?” he asked. “That dancing thing, and I’m poor, undereducated, strapped with kids and very, very temporary.” “Wait now,” he said. “I’m not trying to make an argument for interest, because you might be right—it might be a mistake that could get out of control. But you’re smart, no matter how much or little formal education you have. And I don’t believe you see your kids as a liability, and you know I don’t—I like them. And you won’t always be poor, not with your ambition and positive attitude.” He smiled gently. “The dancing doesn’t matter a damn. I understand about that.” “I don’t want to be your bad girl. The one you take chances with for a little walk on the wild side. To break a few rules, have a little sinful fun.” “Ellie, there’s not a bad bone in your body. And we both know it.” “That isn’t really the point, Your Holiness…” “Okay, let’s be rational. I apologize, I won’t do it again, but really—it was just a kiss.” “Not the way you do it,” she said.

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one’s customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral

The sociopathic society of consumption depends heavily on goods turned out by dismal sweatshops (e.g., Boomer Kathie Lee’s/Wal-Mart’s Dickensian workshops, Boomers Steve Jobs’/Tim Cook’s subcontracted factories, so depressing that they feature suicide nets to prevent employees from leaping to their deaths).23 Asking other countries to improve their labor conditions would not only be ethical, it would improve America’s competitive position. The only thing Boomers really ask for now, however, is that their purchases be cheap and the moral quandaries offshored.

Around $300,000 of the total $600,000 that was raised by Augur's funding team comes from a man named Joe Costello. Costello is a successful tech entrepreneur, known to be one of Steve Jobs' top picks for the new CEO position of Apple itself. Following the smart money isn’t always a dumb idea. Gambling or casino are terms never used by Joey Krug, a young Pomona college dropout, but also Augur's lead developer. He and the small team of just five employees use the term “prediction market.” Due

Extraordinary versions of people only exist when engagement is present.

Workplace culture is the heartbeat of an organization, and either yields energy and motivates people to pursue greatness or sucks the inspiration out of employees and slowly brings a business to a grinding halt.

In good organizations, leaders are treated with a sense of appreciation and respect by employees; in great organizations, employees are treated with the same esteem by leaders.

When a person is engaged, dedication to their craft, desire to achieve, and relentless commitment to make a difference is palpable. You can see it, hear it, and feel it…and it is contagious!

Employees who are not engaged have untapped potential that sours like a perishable item.

My father was a renowned chef, who had learned his trade as an apprentice in Europe. During the depression with work hard to find, he accepted employment at Mafia run speakeasies “The Top Hat” and the “Gay Haven,” along with some other similar places, were roughshod, working class nightclubs in Union City, New Jersey, that hosted top performers. Ultimately, being recognized for his abilities, my father was offered the position of “Sous Chef” at the famous Lindy’s Restaurant in New York City, referred to as “Mindy’s” in Damon Runyon’s Broadway play “Guys and Dolls.” Being a loyal employee, he worked at Lindy’s for over three decades until his retirement. Union City, New Jersey, now has the second largest Cuban population concentration in the United States. But in earlier times it was known for having the rowdy “Hudson Burlesque,” as well as gathering places at the “Transfer Station,” where “men of means” could connect with “ladies of the night” and buy them a drink at one of the classy watering holes, such as the “Key Hole Bar and Grill.” I guess that it all came under the heading of “Entertainment.

Just as layoffs were making a mockery of the team concept, employees were urged to find camaraderie and a sense of collective purpose at the microlevel of the "team". And the less teamlike the overall organization became with the threat of continuous downsizing, the more management insisted on individual devotion to these largely fictional units.

Promotions Every time your company gives someone a promotion, everyone else at that person’s organizational level evaluates the promotion and judges whether merit or political favors yielded it. If the latter, then the other employees generally react in one of three ways: 1. They sulk and feel undervalued. 2. They outwardly disagree, campaign against the person, and undermine them in their new position. 3. They attempt to copy the political behavior that generated the unwarranted promotion. Clearly, you don’t want any of these behaviors in your company. Therefore, you must have a formal, visible, defensible promotion process that governs every employee promotion. Often this process must be different for people on your own staff. (The general process may involve various managers who are familiar with the employee’s work; the executive process should include the board of directors.) The purpose of the process is twofold. First, it will give the organization confidence that the company at least attempted to base the promotion on merit. Second, the process will produce the information necessary for your team to explain the promotion decisions you made.

Bezos’s counterintuitive point was that coordination among employees wasted time, and that the people closest to problems were usually in the best position to solve them.

One week into my new Silicon Valley life, and the lesson was this: if you want to be a startup entrepreneur, get used to negotiating from positions of weakness. I’d soon have trickier situations to negotiate than convincing a cop to let me take a cab. And so will you if you play the startup game. The next morning, I wasn’t merely hungover, but was in fact still mildly drunk. The company all-hands meeting, wherein the entire company gathered to hear about new deals and employees, and generally to get pep-rallied by Murthy Nukala, the CEO, was scheduled for noon that day. I had to be there or risk having my coworkers file a missing persons report, as well as look like a pussy. My frazzled brain was slow to realize my car was still somewhere in San Mateo. One hundred and thirty dollars and too much sunlight later, I was standing beside my four-wheeled Bavarian steed at the scene of last night’s triumph over the rule of law, and fifteen minutes later I was an acceptable five minutes late for the all-hands. As I walked into the company-wide meeting, a murmur was heard from a corner of the assembled crowd, expressing either surprise or amusement at my being both alive and unincarcerated. The company rumor mill had been busy that morning. I probably looked as pickled and embalmed as I felt. Murthy launched into his weekly harangue. The wheels of capitalism ground ever on.

When employees lack passion, it is nearly impossible to deliver excellent customer service. Doesn’t it make you less inclined to want to do business with them as well?

When an employee, a team, or a company is passionate about their products and services, I am more inclined to bring them my business. Aren’t you?

It says if you want to have a happy marriage, be the kind of person who generates positive energy and sidesteps negative energy rather than empowering it. If you want to have a more pleasant, cooperative teenager, be a more understanding, empathic, consistent, loving parent. If you want to have more freedom, more latitude in your job, be a more responsible, a more helpful, a more contributing employee. If you want to be trusted, be trustworthy. If you want the secondary greatness of recognized talent, focus first on primary greatness of character.

Every time you speak, you are using your voice to connect with others, whether it is in-person, on the phone, or in a recorded message.

Is your voice value delivering the image you wish to convey? Is your voice coming across as smart, friendly, and positive or ignorant, rude, and negative?

The way you deliver the words you say becomes your “vocal image. This "vocal image" can make or break your first impressions, impact your communication, and determine how people respond to you.

What can you do to ensure that your voice value translates into impression value?

Every professional voice coach worth their salt will bring you back to the importance of tone, pace, and pitch. While these concepts were introduced earlier in The Art of Body Language section, we can now elaborate and take a deeper dive into how you can use your voice to improve your communications.

Does your tone match your intention? Is your tone of voice confusing or clarifying? Are you coming across to others as you had hoped? Once you begin to notice your tone, you can adjust as needed to make it work in your favor.

Heed Your Speed. Are you a fast or a slow talker? Be mindful towards the person with whom you are speaking to ensure that your message is being comprehended, understood, and absorbed. If they are listening at a slower rate than you are speaking, disconnect can occur.

Align your voice value with the tone, pace, and pitch of your listeners will help you connect on all levels.

Have you ever paid notice to the full sound range of your voice? If you have ever been in a chorus or a singing group, you already know that they will separate the group based on each singer’s pitch and assign their roles accordingly. While my speaking voice has a soprano pitch, my singing voice is a lower alto.

A high-pitched voice may sound less authoritative, more youthful, and less experienced, whereas, a lower pitched voice may be perceived as being more authoritative, confident, and credible. It is unfortunate that listeners will make assumptions based on these differences before even knowing the depth and value of your message. Play with your ranges and find a comfortably low pitch. Practice it to see if it makes a difference in conveying more authority and brilliance.

When your speaking style is clear, confident, and concise, your listeners will perceive you as such.

Developing your eloquence and enunciation will reduce the likelihood of misinterpretation and misunderstanding, making your delivery more powerful.

By speaking in a competent and confident way, your message will sound more relevant and appropriate, reflecting you in a favorable light.

Variety is the Spice of Life. Voices come in all shapes, tones, and sizes. Some are compelling and effective, while others are grating and agitating.

The list below begins to illustrate how different personalities can be assigned to different vocal qualities . . . • Warm • Loving • Breathy • Gravelly • Dull • Nasal • Rough • Hoarse • Gruff • Melodious • Whiny • Sultry • Twangy • Energetic • Shrill

Neen James (NeenJames.com) is an eloquent and successful international speaker who stands at four-feet-eleven with a rich Australian dialect and a high-pitched voice. For years, fellow speakers with good intentions told her she needed to take voice lessons to lower her pitch to give her more depth for a compelling stage presence. With complete confidence and loyalty to her uniqueness, she ignored the naysayers and her amazing signature voice has become a powerful brand.