Recognizing Coworkers Quotes

I have no affinity for animals. I don’t hate animals and I would never hurt an animal; I just don’t actively care about them. When a coworker shows me cute pictures of her dog, I struggle to respond correctly, like an autistic person who has been taught to recognize human emotions from flash cards. In short, I am the worst.

She'd always lived with family, and she hadn't realized how big a role waking up in the morning to the sounds of her parents...played in her feeling like herself. Her family was a mirror in which she recognized her reflection. When she woke up on a co-worker's couch, not sure where she was for a few moments, she didn't know who she was either.

Her eyes were strange to me then. Hollow. Empty. The cold dark between galaxies, or the dull ache of a barren, fruitless field. Looking back on it now, I recognize those eyes. I've seen those same eyes on different women in the years since—my girlfriends, my roommates, my coworkers. I saw them on a neighbor once, before I called the cops on her husband. I myself have had those eyes. But only once.

Good leaders never embrace a victim mentality. They recognize that who and where they are remain their responsibility—not that of their parents, their spouses, their children, the government, their bosses, or their coworkers.

A FINAL DECISION How do you move further along on your own path toward a good life? First, by recognizing that the good life is not a destination. It is the path itself, and the people who are walking it with you. As you walk, second by second you can decide to whom and to what you give your attention. Week by week you can prioritize your relationships and choose to be with the people who matter. Year by year you can find purpose and meaning through the lives that you enrich and the relationships that you cultivate. By developing your curiosity and reaching out to others—family, loved ones, coworkers, friends, acquaintances, even strangers—with one thoughtful question at a time, one moment of devoted, authentic attention at a time, you strengthen the foundation of a good life.

Hello,” she says. “My name is Amanda Ritter. In this file I will tell you only what you need to know. I am the leader of an organization fighting for justice and peace. This fight has become increasingly more important--and consequently, nearly impossible--in the past few decades. That is because of this.” Images flash across the wall, almost too fast for me to see. A man on his knees with a gun pressed to his forehead. The woman pointing it at him, her face emotionless. From a distance, a small person hanging by the neck from a telephone pole. A hole in the ground the size of a house, full of bodies. And there are other images too, but they move faster, so I get only impressions of blood and bone and death and cruelty, empty faces, soulless eyes, terrified eyes. Just when I have had enough, when I feel like I am going to scream if I see any more, the woman reappears on the screen, behind her desk. “You do not remember any of that,” she says. “But if you are thinking these are the actions of a terrorist group or a tyrannical government regime, you are only partially correct. Half of the people in those pictures, committing those terrible acts, were your neighbors. Your relatives. Your coworkers. The battle we are fighting is not against a particular group. It is against human nature itself--or at least what it has become.” This is what Jeanine was willing to enslave minds and murder people for--to keep us all from knowing. To keep us all ignorant and safe and inside the fence. There is a part of me that understands. “That is why you are so important,” Amanda says. “Our struggle against violence and cruelty is only treating the symptoms of a disease, not curing it. You are the cure. “In order to keep you safe, we devised a way for you to be separated from us. From our water supply. From our technology. From our societal structure. We have formed your society in a particular way in the hope that you will rediscover the moral sense most of us have lost. Over time, we hope that you will begin to change as most of us cannot. “The reason I am leaving this footage for you is so that you will know when it’s time to help us. You will know that it is time when there are many among you whose minds appear to be more flexible than the others. The name you should give those people is Divergent. Once they become abundant among you, your leaders should give the command for Amity to unlock the gate forever, so that you may emerge from your isolation.” And that is what my parents wanted to do: to take what we had learned and use it to help others. Abnegation to the end. “The information in this video is to be restricted to those in government only,” Amanda says. “You are to be a clean slate. But do not forget us.” She smiles a little. “I am about to join your number,” she says. “Like the rest of you, I will voluntarily forget my name, my family, and my home. I will take on a new identity, with false memories and a false history. But so that you know the information I have provided you with is accurate, I will tell you the name I am about to take as my own.” Her smile broadens, and for a moment, I feel that I recognize her. “My name will be Edith Prior,” she says. “And there is much I am happy to forget.” Prior. The video stops. The projector glows blue against the wall. I clutch Tobias’s hand, and there is a moment of silence like a withheld breath. Then the shouting begins.

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

Wilby had a problem. He didn’t know which brand of toothpaste to buy. He decided to try this new opposing viewpoints idea he’d been reading about in The Fallacy Detective. He decided to go around and ask different people what they thought. Wendy, a store assistant who offered to help: This type with oxy-white pro is guaranteed to make your teeth whiter in twenty-four hours. (Wilby noticed that toothpaste brands with the oxy-white pro sticker were twice the price of other brands.) Phoebe, a friend of Wilby’s: Wilby, I think you’d have such a cute smile if you got rid of some of those blueberry Popsicle stains on your teeth. Judd, another friend: Toothpaste? What’s that? Real men don’t brush their teeth. Wilby’s Mom: Wilby, it really doesn’t matter, as long as you don’t buy anything that contains fluoride additives. You might come down with a terrible disease in a few years if you use fluoride. Austin, Wilby’s coworker: I only use Hug-A-Tree brand. It’s made by an environmentally conscious company from Denmark. They promise they don’t test their product on whales. Bob, who works out at the health club with Wilby: I heard on a talk show that if you chew organic mint leaves, then your breath will smell good without having to brush your teeth. Wilby concluded that he was worrying too much over nothing. He decided to keep using the brand of toothpaste he’d always used. It seemed to do the job. But now he understood more about how different people make their decisions.

To determine our essentials, we need to start with this foundational question because, without it, we will continue living our lives by default. We can implement the Time-Blocking Method all we want, but without a sense of purpose and intentionality, we will only be achieving productivity for productivity’s sake. Not only that, but the sheer ability to get a lot of stuff done is not ultimately going to provide you with the motivation you need to keep moving forward. You need to answer the question for yourself, “Why am I even doing any of this?” so that at the end of your productivity journey, you can look back and see that it was all for something bigger than yourself. I recognize this is no small question, and for those who have never pondered it before, I wouldn’t expect you to have an answer now; but I hope you will start on a journey to learn your purpose. Often connected with this larger question, is the question of, What are the things that you value most? Right now, most of us could easily articulate that we value things like family, relationships, creativity, hard work, making money, self-care, God, religion, giving back, or enjoying life. But these concepts, unfortunately, are way too vague, and ultimately, unhelpful to provide any real direction in your life. These so-called “values” could be applied to anyone and everyone. They are not specific enough to you. For instance, if you say you value relationships, what do you mean? Relationships with whom? Everyone you meet on the street? Your coworkers? Your spouse? All of your Facebook friends? Your best friend? The truth is you don’t actually value all relationships. My guess is, when you say you value relationships, you have a select few people in mind. You know that trying to build a friendship with everyone you meet would be unrealistic. For the most outgoing person, it would be impossible, even if you tried. That’s because if you invested an equal amount of energy into every person you know, then all of your relationships—especially your closest ones—would suffer. By making every relationship in your life important, you make none of them important. So, you have to get specific about the thing in which you value. Again, you most likely already know, but I would encourage you take a moment to articulate those specifics and write them down. But let’s take it a step deeper. You may say that you value your relationship with your spouse or significant other. That’s great! But if you never go on dates with them, buy them gifts, or say nice things to them, one might question how much you really value that relationship.

My coworker in the basement is the color of the sunrise. he has a heart condition his pea-sized heart seldom beats. so we all tell him to walk around every now and then ’cause he’s gotten yellow in the cheeks and we sometimes blow chunks of air into his toothless mouth to bring him back to life. ’cause he’s curled up on his table like on a round bed whining about chest pain with so much moonshine he’s even stopped floating. we shove mint candies down his throat to make him smell nice when he opens his mouth and strapped to him we walk him in dresses and pants all over the school to show he’s a living security guard. the missus teachers have special looks they don’t recognize his face they pass through him every day they ask us if we have a new coworker. only sometimes does his mouth smell of dead swans and we wrinkle our noses and the teachers passing by think it’s from our unwashed socks. my co-worker doesn’t even know if he’s still alive. so yellow a sunrise and his heart like a pea beating hardly ever we slap him we swear at him for making us look like fools at work. but we care about him we hide him in the basement so he can sleep maybe he’ll bounce back. (in english by Diana Manole)

When you start out working with or for these people, they seem like the dream boss, coworker, or partner. You feel incredibly lucky to be working with them. They compliment you and make you feel valued and needed. They are often described as charismatic people, the boss or employee everyone likes. CN bosses are easy to work with, and many victims feel relieved to have a boss like them after experiencing difficult employers in the past. However, they are often chameleons who mirror the people they are around, so everyone feels like they are seen by them and understood. They win people’s trust quickly. They are charming, but not in a creepy-player kind of way. They seem like the real deal. Easygoing, smart, not a big ego, endearing—these are words I have heard to describe this type of person. As in romantic relationships, a CN boss will take you through the three stages. They will love bomb you in the beginning. It will feel easy, exciting, fun. They might make grandiose promises of your future with the company, your financial success, and your involvement in projects you love. You will feel excited and so lucky to have gotten this opportunity, telling your friends and family all the glowing stories of this new boss. Sometimes this person becomes a trusted friend.

What if evangelicals remembered women like Christine de Pizan and Dorothy L. Sayers? What if we remembered that women have always been leaders, teachers, and preachers, even in evangelical history? What if our seminaries used textbooks that included women? What if our Sunday school and Bible study curriculum correctly reflected Junia as an apostle, Priscilla as a coworker, and women like Hildegard of Bingen as preachers? What if we recognized women’s leadership the same way Paul did throughout his letters—even entrusting the Letter to the Romans to the deacon Phoebe? What if we listened to women in our evangelical churches the way Jesus listened to women?

2. Eye Contact: Maintain eye contact—not a hard gaze, which can be threatening, but look people in the eye. Avoid averting your gaze, which can be interpreted as an expression of fear, lack of interest, disregard, or rejection. 3. Facial Expression: Keep a relaxed face and a composed expression. A calm, attentive expression reduces hostility. Conversely, looking bored or disapproving could increase hostility. 4. Voice: Correct use of tone, inflection, and volume is essential to convey the right message of confidence or assertiveness as needed. Verbal Tactics When we interact with a friend or family member, we usually know their background and personal mannerisms and, therefore, we’re generally familiar with how they’ll respond in a given situation. When dealing with strangers, however, we don’t have this knowledge, so we never know when or why someone may turn on us. This is where the tactical use of our voice is necessary. By recognizing your situation and implementing the correct combination of your voice (TIV), words, and body language, the appropriate response can be communicated. It’s important to be able to set verbal boundaries to protect yourself. Be sure you’re sending the same message with all of your tools. For example, you’re approached by a coworker who asks you out to dinner. You respond by selecting all of the correct words, telling him that you’re very flattered but do not date people within your work environment. Y

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.

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.

Hello,” she says. “My name is Amanda Ritter. In this file I will tell you only what you need to know. I am the leader of an organization fighting for justice and peace. This fight has become increasingly more important—and consequently, nearly impossible—in the past few decades. That is because of this.” Images flash across the wall, almost too fast for me to see. A man on his knees with a gun pressed to his forehead. The woman pointing it at him, her face emotionless. From a distance, a small person hanging by the neck from a telephone pole. A hole in the ground the size of a house, full of bodies. And there are other images too, but they move faster, so I get only impressions of blood and bone and death and cruelty, empty faces, soulless eyes, terrified eyes. Just when I have had enough, when I feel like I am going to scream if I see any more, the woman reappears on the screen, behind her desk. “You do not remember any of that,” she says. “But if you are thinking these are the actions of a terrorist group or a tyrannical government regime, you are only partially correct. Half of the people in those pictures, committing those terrible acts, were your neighbors. Your relatives. Your coworkers. The battle we are fighting is not against a particular group. It is against human nature itself—or at least what it has become.” This is what Jeanine was willing to enslave minds and murder people for—to keep us all from knowing. To keep us all ignorant and safe and inside the fence. There is a part of me that understands. “That is why you are so important,” Amanda says. “Our struggle against violence and cruelty is only treating the symptoms of a disease, not curing it. You are the cure. “In order to keep you safe, we devised a way for you to be separated from us. From our water supply. From our technology. From our societal structure. We have formed your society in a particular way in the hope that you will rediscover the moral sense most of us have lost. Over time, we hope that you will begin to change as most of us cannot. “The reason I am leaving this footage for you is so that you will know when it’s time to help us. You will know that it is time when there are many among you whose minds appear to be more flexible than the others. The name you should give those people is Divergent. Once they become abundant among you, your leaders should give the command for Amity to unlock the gate forever, so that you may emerge from your isolation.” And that is what my parents wanted to do: to take what we had learned and use it to help others. Abnegation to the end. “The information in this video is to be restricted to those in government only,” Amanda says. “You are to be a clean slate. But do not forget us.” She smiles a little. “I am about to join your number,” she says. “Like the rest of you, I will voluntarily forget my name, my family, and my home. I will take on a new identity, with false memories and a false history. But so that you know the information I have provided you with is accurate, I will tell you the name I am about to take as my own.” Her smile broadens, and for a moment, I feel that I recognize her. “My name will be Edith Prior,” she says. “And there is much I am happy to forget.” Prior.

In fact, when I came to Detroit, Coleman Young had just become a hero in the black community because he had stood up against the House Un-American Activities Committee, declaring, “If being for human rights makes me a Communist, then I’m a Communist.” Like most of his friends Jimmy was aware that the American Communists had provided indispensable leadership in the struggle against Jim Crow and to create the unions: it was the intervention of the Communist Party that stopped the legal lynching of the Scottsboro Boys, and the CIO (Congress of Industrial Organizations) would probably not have been organized in the 1930s without the active participation of Communist Party members. At the shop and community level Jimmy worked with Communists as comrades; they were his coworkers, friends, and neighbors. During World War II he participated with black members of the Communist Party in sitdown strikes to protest union and management discrimination against black workers. During the Reuther-led witchhunt, when management and the union tried to get rid of radicals, he mobilized black workers to support Van Brooks, a Chrysler-Jefferson coworker and Communist Party member. He was very conscious that without the existence of the Soviet Union and its opposition to Western imperialism, the struggles of blacks in this country for civil rights and of Third World peoples for political independence would have been infinitely more difficult. Jimmy was not unaware of the atrocities that had been committed by the party and Stalin. However, what mattered to him was not the party’s or the Soviet Union’s record but where people stood on the concrete issue at hand, and he was grateful to the party because, as he used to say, “It gave me the fortitude to stand up against the odds.” Like other politically conscious blacks of his generation he recognized that without the Communists it would have taken much longer for blacks to make the leap from being regarded as inferior to being feared as subversive, that is, as a social force.

But now let's talk about your network, which is made up of the people you know--family, friends, acquaintances, current and former coworkers, teachers, and neighbors--and the people they know. These people may be able to help you get informational interviews. And they might even be able to get your resume on the right person's desk. If, when I refer to networks, you feel, Lady, I don't have one, I want you to visualize the person who comes to mind when I say, Who cared about you? You can begin to build your network by simply checking back in with this person. Tell them what you're up to and ask how they're doing, too. Share your thoughts about where you might be headed in life. Get their feedback and advice. And with all respect due, ask if they'd be willing to help with whatever your next step might be. Their help could be as simple as just telling you that they believe in you so that you can believe in yourself too, or being listed as a reference, or writing you a letter of support. If your life has been such that you do not have much of a network, I want you to recognize that you may actually have different strengths, like the wherewithal to hustle and make good use of whatever resources you can find.

Here are some examples of behaviors that show integrity: -Follow all rules that are set for you and the ones you are expecting your team to follow -Follow through on promises -If you can't follow through on a commitment, let the person know why -Own and admit mistakes -Address sub-par performance in a timely manner (in yourself and others) -Recognize outstanding behavior in a timely manner -Hold all employees to the same standards -Treat everyone fairly, with a high level of respect -Communicate in a clear and respectful manner -Do not gossip or spread rumors--stop them if you hear them -Never place blame on others for something you did -Keep confidential information confidential--do not betray someone's trust -Deal with problems head-on--avoid trying to circumvent or using back channels -Be an advocate for respectful communication and treatment and address unacceptable behavior immediately -Provide facts--do not speculate without all of the information -Be a team player -Avoid getting dragged into company politics -Speak well about your co-workers and company and if you have concrete concerns, address through proper channels

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Once we start asking why, those small tasks become pieces of a larger constellation of meaningful projects, goals, and values. We start to recognize how small chores can have outsized emotional rewards, because they prove to ourselves that we are making meaningful choices, that we are genuinely in control of our own lives. That’s when self-motivation flourishes: when we realize that replying to an email or helping a coworker, on its own, might be relatively unimportant. But it is part of a bigger project that we believe in, that we want to achieve, that we have chosen to do. Self-motivation, in other words, is a choice we make because it is part of something bigger and more emotionally rewarding than the immediate task that needs doing.

First of all, recognize that an index fund—which owns all the stocks in the market, all the time, without any pretense of being able to select the “best” and avoid the “worst”—will beat most funds over the long run. (If your company doesn’t offer a low-cost index fund in your 401(k), organize your coworkers and petition to have one added.) Its rock-bottom overhead—operating expenses of 0.2% annually, and yearly trading costs of just 0.1%—give the index fund a

329 The contemporary struggle of women for recognition in the Church should not be necessary. The apostles gave women recognized roles in the work of the early Church. Paul writes: “I commend to you our sister Phoebe, a deacon in the church at Cenchreae. Receive her in the Lord in a manner worthy of the saints and help her with anything she may need from you, for she has been a benefactor to many people, including myself. Greet Prisca and Aquila, my co-workers in Christ Jesus. They risked their own necks to save my life, and not only I but also the Gentile churches thank them” (Rom 16:1-4).

naïve realism. Recognizing that you and everyone else is a naïve realist is a vital step in becoming a wiser person. It will make you wiser about all sorts of experiences you will encounter in your daily life. It can help you deal more effectively with disagreements with friends, family members, and coworkers.

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