Recognize Employees Quotes

A boss wants to pay for results, an employee wants recognition for effort. If a boss recognizes effort, they will get even better results.

Good strategy requires board members to think beyond the boardroom and recognize and reward employees who demonstrate stewardship behaviors.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot.

Most people think of hospitality as something they do. Will thinks about service as an act of service—about how his actions make people feel. And he recognized that if he wanted his frontline teams to obsess about how they made their customers feel, he had to obsess about how he made his employees feel. The two cannot be separated: great service cannot exist without great leadership. Will not only

The first thing that has to be recognized is that one cannot train someone to be passionate--it's either in their DNA or it's not.

recognized the first Sixer employee

To reach your organization’s tipping point and execute blue ocean strategy, you must alert employees to the need for a strategic shift and identify how it can be achieved with limited resources. For a new strategy to become a movement, people must not only recognize what needs to be done, but they must also act on that insight in a sustained and meaningful way. How

Homo Sapiens are Exploitable. Large Corporations Base the Mass with Least Recognition. It does NOT have to be the Employee Himself that would Deteriorate the Corporations Intranet but Surely since his Least Recognized, He is Most Definitely Vulnerable, Its a Starting Point to Open a Door for a Lovely Challenging Maze filled with Seed of Corruption that in Stages the Artists Shall Paint their Mark.

A company has a responsibility beyond making a profit for stockholders; it has a responsibility to recognize the dignity of its employees as human beings, to the well-being of its customers, and to the community at large.

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.

At some offices, play is becoming increasingly recognized as an important component of success. And I’m not just talking about Ping-Pong tables in the break room. Employees who have engaged in play throughout their lives outside of work and

And he recognized that if he wanted his frontline teams to obsess about how they made their customers feel, he had to obsess about how he made his employees feel. The two cannot be separated: great service cannot exist without great leadership.

We usually think of suppliers as other firms, but labor must be recognized as a supplier as well, and one that exerts great power in many industries. There is substantial empirical evidence that scarce, highly skilled employees and/or tightly unionized labor can bargain away a significant fraction of potential profits in an industry.

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

But if the other person is simply incapable of acting in a healthy way because of an addiction or personality disorder, we must protect ourselves. Sometimes we need to leave a job to find a healthier work environment. A company or agency that doesn’t clean up its act always loses the good people. When the employees get healthy, they leave.

Many of us in healthcare entered the profession because we wanted to help, heal, and serve. At our core, we have compassion, empathy, and a drive to help people live their best lives. Recognizing and implementing actions to prevent patient and employee harm has the greatest potential effect on the quality of care delivered in our health care system, just as preventative care and wellness efforts slow or stop the progression of disease.

Globoforce worked with Cisco to use recognition to boost employee engagement by 5 percent, and with Intuit to achieve and sustain a double-digit increase in employee engagement over a large employee base that spans six countries. Hershey’s recognition approach helped increase employee satisfaction by 11 percent. And for LinkedIn, retention rates are nearly 10 percentage points higher for new hires who are recognized four or more times. Whether we’re leading a group or a member of the team, whether we’re working in a formal or informal recognition program, it is our responsibility to say to the people who work alongside us: “We’ve got to stop and celebrate one another and our victories, no matter how small. Yes, there’s more work to be done, and things could go sideways in an hour, but that will never take away from the fact that we need to celebrate an accomplishment right now.

Finally, the memo said that Yahoo was full of employees who were “lacking the passion and commitment to be a part of the solution. We sit idly by while—at all levels—employees are enabled to ‘hang around.’ Where is the accountability? Moreover, our compensation systems don’t align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren’t adequately recognized for their efforts.

Beyond identifying and admitting the cause of their challenge, people who lack humility need behavioral training in an exposure therapy kind of way. Don't be put off by the clinical sound of this. What I mean is that employees can make progress simply by acting like they are humble. By intentionally forcing themselves to compliment others, admit their mistakes and weaknesses, and take an interest in colleagues, employees can begin to experience the liberation of humility. This happens because they suddenly realize that focusing on others does not detract from their own happiness, but rather adds to it. After all, humility is the most attractive and central of all virtues.

Gut Feel Versus Structure Many leaders, especially those who run smaller organizations, believe that they have the natural skills they need to choose good people without any real process. They look back at their careers and remember the good employees they’ve hired and give themselves credit for having recognized those people’s potential. However, they seem to block out the memories of the unsuccessful hires they’ve made, or they justify those mistakes based on the hidden behavioral deficiencies in the people they later had to fire. Whatever the case, they persist in the belief that they know a good person when they see one and that they can go about the hiring process without much structure.

I've found that, in most cases, managers greatly underestimate the impact that a comment or quick gesture of approval has on employees. They'll spend weeks trying to tweak an annual bonus program or some other compensation system, believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say, “Hey, that's a fantastic example of hunger. We should all try to be more like that.” I'm not saying that compensation doesn't matter. But if we want to create a culture of humility, hunger, and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation.

Where the hell were the sales ladies? The ones every store had to help relieve customers of guys with panic stricken eyes and the sudden need to drink away the pain of the credit card swipe. Ah! Nice. A female employee turned towards us and started walking. Thank god someone finally recognized the look of horror. She paused in front of us. "Do you need help?" "Yes!" I damn near shouted in the poor thing's face. She was only around five foot and that was with the tallest red heels I'd ever seen. Her face was clean of makeup except for bright red lipstick. She looked like she knew what she was doing. So I did what any sane man would do. I pushed Amy towards her and said, "Can you dress her?" The ladies eyes narrowed. "That came out wrong." I grumbled. "Can you help her find some clothes? She needs a whole new wardrobe. Shoes, under things." I coughed into my hand and looked away. Bar. Bar. Where was a freaking bar?

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

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

As a matter of principle, I refuse to own a tie. I find ties uncomfortable, so I don't wear them. If ties were simply a clothing option, I would decline to use them but there would be no reason to make a fuss about it. However, there is an absurd social pressure on men to wear ties. They do this as a form of sucking up to the boss. When I worked at MIT, I was shocked that MIT graduates, people who could have almost dictated employment terms, felt compelled to wear ties to job interviews, even with companies that (they knew) had the sense not to ask them to wear ties on the job. I think the tie means, "I will be so subservient as an employee that I will do even totally senseless things just because you tell me to." Going to a job interview without a tie is a way of saying you don't want to work for someone who wants that. The people who wear ties under these circumstances are victim-coperpetrators: each one who cedes to this pressure and wears a tie increases the pressure on others. This is a central concept for understanding other forms of propagating nastiness, including nonfree software and Facebook. In fact, it was in regard to ties that I first recognized this phenomenon. I don't condemn victim-coperpetrators, since they are primarily victims and only secondarily perpetrators. But I believe I should not be one of them. I hope my refusal to wear a tie will make it easier for you to refuse as well.

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

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.

Unlike John Lasseter’s bosses at Disney, Bezos was open to the entrepreneurial contributions of Amazon’s individual employees—even when those ideas were outside what Wall Street (and even his own board of directors) considered the company’s core business. AWS represents precisely the kind of value creation any CEO or shareholder would want from their employees. Want your employees to come up with multibillion-dollar ideas while on the job? You have to attract professionals with the founder mind-set and then harness their entrepreneurial impulses for your company. As Intuit CEO Brad Smith told us, “A leader’s job is not to put greatness into people, but rather to recognize that it already exists, and to create the environment where that greatness can emerge and grow.

Achievement Seekers will prefer to be recognized one-on-one or in a team meeting. You need to be specific about what they achieved. Even better, point to how what they did helped the team or the organization accomplish goals. This group would gather even more motivation if their achievement was compared to others on a leaderboard.

Affiliation Seekers long for positive relationships with others. They would not want to be limited in their ability to connect with and touch other lives. If you want to recognize this group, allowing them to lead committees of coworkers in common goals would be the best way to do that. For the introvert in this group, providing them opportunities to take part in groups of employees would be a big perk. They would also feel good about themselves if they are selected to mentor others.

When I refer to crowdsourcing recognition, I mean that organizations should plan to include and embrace a multi-tiered approach to recognize employees. By planning and opening up the recognition pipeline, organizations take the pressure off managers to do all of the heavy lifting. While an employee’s manager is still the most important recognition source from whom employees should receive recognition, hearing praise from others outside of that employee-manager relationship can be the difference between an employee feeling valued or not feeling valued at all.

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

Explain that you’ve realized it isn’t good for you to mix your personal life with work. It could interfere with your effectiveness as an employee. To prevent that, you’ve decided to participate only in activities that directly relate to your job. The company picnic is fine. Lunch with an account is fine. But you’ve decided to keep personal information to yourself and to relate to your boss on a professional basis. If your boss is healthy and tuned in, she’ll get it. If she isn’t, that’s not your problem.

I detected no irony in her voice. And that was the other thing that surprised me: everyone makes fun of officials, bureaucrats, pen pushers, and paper tigers. But that's us! Every one us who's an employee feels we're an artist, an anarchist, a free spirit, a secret lunatic who recognizes neither norms nor constraints. Every one of us was once promised the kingdom of heaven and none of us want to acknowledge that we're part of these people we never wanted anything to do with, have been for years, that nothing about us is exceptional, and that it's precisely the sense that we're different that makes us so banal.

Years ago, I worked in an organization that had a neat way of instilling the act of recognition in their culture. They created these cards that any employee could use to recognize another for just doing good work. They were black and white and very basic, but were accessible to everyone to use. I was impressed by how much people used them. The most impacting part was how much pride the recipients had when they received the cards. They would post them on their cubicle walls. It was a symbol of accomplishment and pride in the work that they did together every day.

Nonetheless, research shows that employees will not recall recognition if they are not recognized every seven days.

I would argue that a leader must first know what motivates each of their team members before he/she can set out to recognize them. This is because not all forms of recognition are effective for or desired by every person.

The book is organized using the following seven Laws: Give them great supportive managers Recognize your employees often Give them a voice and do something about it Grow and promote their talents Foster deep connections with and in them Make team the focus Pay them equitably

From the point of view of a smart, talented person trying to decide whether to work for the U.S. government, the single most glaring defect was the absence of an upside. The jobs weren't well paid compared to their equivalents in the private sector. And the only time government employees were recognized was if they screwed up--in which case they often became the wrong kind of famous.

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.

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

It's important not to misread my advice as permission to tolerate people who don't fit. Too often, leaders know that an employee really doesn't belong and would be better elsewhere, and they fail to act because they lack courage.

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.

Media City, Dubai, UAE – Kazema Portable Toilets, one of the leading suppliers of plastic portable toilets, GRP portable toilets and sinks, and other portable sanitation equipment today, this week excitedly announced they have been named a finalist for their entry into the “RSA Customer Focus of the Year Award’ at the Gulf Capital SME Awards 2017. With all portable products being made from high quality, durable materials that can withstand the demands of sanitation, Kazema Portable Toilets carries a wide variety of ancillary products and accessories designed to assist business owners in earning more. Now in its 6th year as a regarded small to mid-sized business recognition awards ceremony, the SME Awards proudly identify startups, innovative SMES with exemplary products and services, SMEs which invest in their employees’ environment and customer strategy, and also the visionary entrepreneurs at the helm. “We’ve created a portable solution that is compatible with any business looking to add depth, expansion, and productivity to their operation,” said Raj, Founder and Owner of Kazema Portable Toilets. “We provide our clients with professional support worldwide that enables them to supply clients locally with our product, as well as harness it for widespread exportation.” Recognized for their high-stock, ready-to-use durable product today, Kazema Portable Toilets is one of the front-runners for their SME awards category. Kazema beat out hundreds in the category to be regarded as a finalist for their entrepreneurial solution to a problem every person encounters daily. “We are passionate about our work here at Kazema Portable Toilets, and we are honored to be named a finalist in such a reputable competition,” said Raj. “We want to thank SME for the recognition, and look forward to winning our category.

Someone was recently telling me how inspirational he is to his team - apparently he mistook whether that was a good thing or bad. Turns out - they were inspired to keep him busy so he stayed out of their hair! The morale of the story - we all think we're inspirational, a great leader, know what's right, etc... If we didn't, we'd act differently. It's a true leader who listens to the real message and recognizes what they aren't.

The ability to ignore the instant chatter of the mind and to recognize there is something beyond it. There is wisdom beyond it, from the fountain of silence. This is the only way to choose yourself.

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 precede public victories, that making and keeping promises to ourselves precedes making and keeping promises to others. It says it is futile to put personality ahead of character, to try to improve relationships with others before improving ourselves. Inside-out is a process—a continuing process of renewal based on the natural laws that govern human growth and progress. It’s an upward spiral of growth that leads to progressively higher forms of responsible independence and effective interdependence.

This line of inquiry has other benefits. Employees should be able to look at themselves in the mirror and feel strongly that they matter to the organization, that they contribute in significant ways, that their absence would significantly hurt its results. If they can say those things honestly, they will feel far more secure and confident in their own value. It will also advance their careers at any company that recognizes and rewards

Page 1-2 One of the most serious concerns of the Thai government for the past forty years or so has been the presence within the national society of an economically powerful minority group whose way of life is alien, and in some respects incompatible, to the Thai way of life. How to assimilate this minority, or at least to reduce its influence nationally, is a question which has troubled a succession of Thai monarchs and prime ministers. To speak of the Chinese minority as constituting a problem is only to recognize this concern felt in varying degrees by all Thai political leaders. Yet, the Chinese living in Thailand are peaceful and self-disciplined, a thrifty and very industrious people who have made significant contributions to their adopted land—to what extent, then, can they be regarded as a ‘problem’? While the Chinese problem has many dimensions, at is first of all an economic problem, and it is precisely this aspect which looms largest for the Thai. As they see it, the Chinese, welcomed into the Kingdom years ago by a generous government, have since that time subtly undermined the livelihood of the Thai people themselves. They have driven the latter from various skilled crafts, monopolized new occupations, and through combination of commercial know-how and chicanery have gained a stranglehold over the trade and commerce of the entire Kingdom. The Thai see the Chinese as exploiting unmercifully their advantageous economic position: the Thai are obliged to pay high prices to the Chinese for the very necessities of life, and on the other hand are forced to accept the lowest price for the rice they grow. Through deliberate profiteering, according to standard Thai thinking, this minority has driven up living costs, hitting especially hard government employees on fixed salaries. It is also charged that profits made by the Chinese go out of the country in the form of remittances to China, which means a continuous and gigantic draining away of the Kingdom’s wealth. To protect their favored economic position, one hears, the Chinese have not hesitated to bribe officials, which in turn has undermined the efficiency and morale of the public service. Efforts to protect the economic interests of the Thai people through legislation have been only partially effective, again because of Chinese adeptness at evasion and dissimulation.

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.

The patient must acquire the capacity to assume responsibility for himself, in the sense of feeling himself the active, responsible force in his life, capable of making decisions and of taking the consequences. With this goes an acceptance of responsibility toward others, a readiness to recognize obligations in whose value he believes, whether they relate to his children, parents, friends, employees, colleagues, community, or country.

Tribal Leaders focus their efforts on building the tribe—or, more precisely, upgrading the tribal culture. If they are successful, the tribe recognizes them as the leaders, giving them top effort, cultlike loyalty, and a track record of success. Divisions and companies run by Tribal Leaders set the standard of performance in their industries, from productivity and profitability to employee retention.

Think of each employee as an individual scout picking up data from the outside world—from articles, books, and classes, but most important, from other friends inside and outside the industry. Each employee can receive and decipher intelligence from the outside world that helps the company adapt. For example, what’s a competitor doing? What are key tech trends? It’s the manager’s job to recognize and encourage the power of each of these scouts. A more networked workforce generates more valuable intelligence, and when your employees share what they learn from their networks back into your company, they help solve its key business challenges

Gamson said he builds trust through honesty: “I know my employees are likely to leave the company at some point. Recognizing that fact doesn’t temper my interest in investing in them. On the contrary, it fuels it. Assuring them that it’s more than OK to talk together about their career, even if it doesn’t include LinkedIn, helps establish an atmosphere of open honesty, and helps them understand that we are aligned in our interest in making them better.

Emotionally intelligent leaders recognize that it’s not all about profit and loss. It’s not only the bottom-line numbers that matter. Perhaps more than any leader who’s ever graced the American business landscape, Kelleher recognized that it’s employees first and customers a very close second. This may seem counterintuitive at first, but it’s this empathetic and altruistic mind-set that enables the customer experience to happen. You see, it’s truly reciprocal.

Of all organizations, it was oddly enough Wal-Mart that best recognized the complex nature of the circumstances, according to a case study from Harvard’s Kennedy School of Government. Briefed on what was developing, the giant discount retailer’s chief executive officer, Lee Scott, issued a simple edict. “This company will respond to the level of this disaster,” he was remembered to have said in a meeting with his upper management. “A lot of you are going to have to make decisions above your level. Make the best decision that you can with the information that’s available to you at the time, and, above all, do the right thing.” As one of the officers at the meeting later recalled, “That was it.” The edict was passed down to store managers and set the tone for how people were expected to react. On the most immediate level, Wal-Mart had 126 stores closed due to damage and power outages. Twenty thousand employees and their family members were displaced. The initial focus was on helping them. And within forty-eight hours, more than half of the damaged stores were up and running again. But according to one executive on the scene, as word of the disaster’s impact on the city’s population began filtering in from Wal-Mart employees on the ground, the priority shifted from reopening stores to “Oh, my God, what can we do to help these people?” Acting on their own authority, Wal-Mart’s store managers began distributing diapers, water, baby formula, and ice to residents. Where FEMA still hadn’t figured out how to requisition supplies, the managers fashioned crude paper-slip credit systems for first responders, providing them with food, sleeping bags, toiletries, and also, where available, rescue equipment like hatchets, ropes, and boots. The assistant manager of a Wal-Mart store engulfed by a thirty-foot storm surge ran a bulldozer through the store, loaded it with any items she could salvage, and gave them all away in the parking lot. When a local hospital told her it was running short of drugs, she went back in and broke into the store’s pharmacy—and was lauded by upper management for it.

From mid-2011 to about mid-2016, employees at Wells Fargo Bank opened over three and a half million fake bank accounts. As The New York Times reported in 2016, “Some customers noticed the deception when they were charged unexpected fees, received credit or debit cards in the mail that they did not request, or started hearing from debt collectors about accounts they did not recognize. But most of the sham accounts went unnoticed, as employees would routinely close them shortly after opening them.” Ultimately, 5,300 Wells Fargo employees were fired as a result of their involvement in these deceptive practices. Practices that then CEO John Stumpf told Congress “go against everything regarding our core principles, our ethics and our culture.

I’m not the one to ask. When he comes in for his martini I serve it to him. He doesn’t talk to me a lot and I have no idea where he lives.” “Would the man at the bar know?” The waitress looked over at the bearded man. “Yeah,” she said. “Frank might know where he lives.” “Thank you.” “No problem,” the waitress said. She’d been helpful, although Cassie always bristled when a service employee said “no problem” instead of “you’re welcome.” But it was a thing these days, she recognized.