Resource Speaker Quotes

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

Of the top 10 sources of innovation, employees are the only resource that you can control and access that your competitors cannot. Employees are the one asset you have that can actually be a sustainable competitive advantage.

When you care deeply about someone or something, repairs are worth your investment of time, energy, effort, heart, and resources. Whether it is to repair a broken trust or a damaged relationship, take the initiative to make it right and make it better.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

A life lived well, or poorly, uses our resources to such an extent that it can weaken many areas which were once strong. Simply from wear and tear, we may tire and need to be re-fortified. Seek ways to re-strengthen so that you may perform at higher levels and increase your endurance to enjoy a life you love.

The political merchandisers appeal only to the weak­nesses of voters, never to their potential strength. They make no attempt to educate the masses into becoming fit for self-government; they are content merely to manipulate and exploit them. For this pur­pose all the resources of psychology and the social sciences are mobilized and set to work. Carefully se­lected samples of the electorate are given "interviews in depth." These interviews in depth reveal the uncon­scious fears and wishes most prevalent in a given so­ciety at the time of an election. Phrases and images aimed at allaying or, if necessary, enhancing these fears, at satisfying these wishes, at least symbolically, are then chosen by the experts, tried out on readers and audiences, changed or improved in the light of the information thus obtained. After which the political campaign is ready for the mass communicators. All that is now needed is money and a candidate who can be coached to look "sincere." Under the new dispen­sation, political principles and plans for specific action have come to lose most of their importance. The person­ality of the candidate and the way he is projected by the advertising experts are the things that really mat­ter. In one way or another, as vigorous he-man or kindly father, the candidate must be glamorous. He must also be an entertainer who never bores his audience. Inured to television and radio, that audience is accustomed to being distracted and does not like to be asked to con­centrate or make a prolonged intellectual effort. All speeches by the entertainer-candidate must therefore be short and snappy. The great issues of the day must be dealt with in five minutes at the most -- and prefera­bly (since the audience will be eager to pass on to something a little livelier than inflation or the H-bomb) in sixty seconds flat. The nature of oratory is such that there has always been a tendency among politicians and clergymen to over-simplify complex is­sues. From a pulpit or a platform even the most con­scientious of speakers finds it very difficult to tell the whole truth. The methods now being used to merchan­dise the political candidate as though he were a deo­dorant positively guarantee the electorate against ever hearing the truth about anything.

They proceed from conclusion to evidence; our greatest resource is the mind, and the mind is not well-trained by being taught to assume what has to be proved… Don’t allow your thinking to be done for you by any party or faction, however high-minded. Distrust any speaker who talks confidently about 'we,' or speaks in the name of 'us.' Distrust yourself if you hear these tones creeping into your own style. The search for security and majority is not always the same as solidarity; it can be another name for consensus and tyranny and tribalism.

Some people contend that there are no new ideas and everything under the sun has already been created. Thankfully, innovation and regeneration continue to prove otherwise. New and amazing innovations are born every day from the regeneration of ideas and creativity. How can you create something brand new using your current resources?

And she made it clear that her position was not based on political calculations, decrying the China policy of her own party's president as "dictated by US businesses." That's why the president changed his view. Because big business weighed in," she said. " They have enormous resources. They are willing to spend an unlimited amount. And the money not only speaks, the money rules.

One feature of our own society that seems decidedly anomalous is the matter of sexual advertisement, As we have seen, it is strongly to be expected on evolutionary grounds that, where the sexes differ, it should be the males that advertise and the females that are drab. Modern western man is undoubtedly exceptional in this respect. It is of course true that some men dress flamboyantly and some women dress drably but, on average, there can be no doubt that in our society the equivalent of the peacock's tail is exhibited by the female, not by the male. Women paint their faces and glue on false eyelashes. Apart from special cases, like actors, men do not. Women seem to be interested in their own personal appearance and are encouraged in this by their magazines and journals. Men's magazines are less preoccupied with male sexual attractiveness, and a man who is unusually interested in his own dress and appearance is apt to arouse suspicion, both among men and among women. When a woman is described in conversation, it is quite likely that her sexual attractiveness, or lack of it, will be prominently mentioned. This is true, whether the speaker is a man or a woman. When a man is described, the adjectives used are much more likely to have nothing to do with sex. Faced with these facts, a biologist would be forced to suspect that he was looking at a society in which females compete for males, rather than vice versa. In the case of birds of paradise, we decided that females are drab because they do not need to compete for males. Males are bright and ostentatious because females are in demand and can afford to be choosy. The reason female birds of paradise are in demand is that eggs are a more scarce resource than sperms. What has happened in modern western man? Has the male really become the sought-after sex, the one that is in demand, the sex that can afford to be choosy? If so, why?

Another challenge to mindful listening is that the average person speaks at a rate of 125 words per minute, yet we can process up to 500 words per minute. During that lag time, you can think about your to-do list or you can listen mindfully by using that time to summarize what the speaker has said so far or see the possibilities in what the speaker is proposing. You can also note the emphasis in his voice or the degree of concern in his gestures and facial expressions. When you are in the speaker’s movie, you use your resources to be a competent, intelligent listener.

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems?

The Service Mindset. When I began my real estate career at the age of twenty-two, I had a fresh Bachelor’s Degree in Marketing in one hand and ‘a tiger by the tail’ in the other. I was on a mission to be successful in life and in business and make a lot of money in the process. Every goal I set was about Me. Me. Me! I was driven by: How much money could I make? Which property listings paid the biggest commissions? How many calls did I need to make to schedule new appointments? How many listings did I need to have to hit my target? You can see where I am going with this! Working full-time, nights and weekends, seven days a week, I only made eleven thousand dollars in the first year! I was tired, disillusioned, and knew that I had to either change careers or massively shift my mindset. I chose the latter. I took ALL focus off me and re-directed my time, energy, and resources to serving my clients. Their hopes, needs, and desires became my primary focus. How could I help solve their problems? And then EVERYTHING began to turn around . . .

13 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. 12. Use Gracious Words. "Thank you, thank you very much.

12 Simple Ways to Deliver Service Beyond Self 1. Make it Easy for People to Do Business with You. 2. Be an Awesome, Sincere Listener. 3. Listen to Customers’ Words and tone of voice, body language, and how they feel. Ask questions, listen, and meet them on their level. Explain, guide, educate, assist and do what is necessary to help them get the information they need to fully understand regarding their question or issue. 4. Show Enthusiasm. Greet customers with genuine interest. Give them your best. Think, act, and talk with positive enthusiasm and you will attract positive results. Your attitude is contagious! 5. Identify and Anticipate Needs. Most customer needs are more emotional rather than logical. 6. Under Promise & Over Deliver. Apply the principle of “Service Beyond Self” . . . give more than expected. Meet and exceed their expectations. If you can’t serve their needs, connect them with whoever can. 7. Make them Feel Important. Our deepest desire is to feel important. People rarely care how much you know until they know how much you care. Use their names, find ways to compliment them—and be sincere. 8. Take Responsibility for their Satisfaction. Do whatever is necessary to help them solve their problems. Let them know that if they can’t find answers to their questions to come back to you for help. 9. Treat your TEAM well. Fellow colleagues are your internal customers and need a regular dose of appreciation. Thank them and find ways to let them know how important they are. Treat your colleagues with respect; chances are they will have a higher regard for customers. 10. Choose an Attitude of Gratitude. Gratitude changes your perspective and helps you appreciate the good rather than simply taking it for granted. 11. Perform, Provide and Follow-Up. Always perform or provide your service in a spirit of excellence and integrity. If you say you’re going to do something—DO IT! There is tremendous value in being a resource for your customer. If you can help them to succeed, they are more likely to help you succeed. Use Gracious Words. "Thank you, thank you very much.

Why Do Some People NOT Take Initiative? • They have a FEAR of . . . rejection, looking stupid, failing, criticism, getting out of their comfort zone, or imposing on other people. • They are unmotivated or uninspired. • They get stuck in negativity, confusion, stress, or doubt. • They don’t want to upset the apple cart or the status quo. • They are lazy, disengaged, or indifferent. • They have LACK of . . . energy, desire, confidence, self-esteem, skills, creativity, imagination, connections, resources, education.

Companies that do not have a succession plan in place in which their seasoned professionals are teaching the younger, less experienced generations risk losing far more than talent. The depth of their experience is a valuable commodity and resource.

Becoming an expert not only establishes you as a leader in your field, it will make you a trusted resource that people can rely on for new and innovative ideas. In addition to raising the stakes and helping you increase your income, your expertise will serve to make a powerful first impression, which will truly help you shine and stand apart from the crowd. Having fun and meeting interesting, incredible people along the way is an added bonus!

Commonality & Camaraderie. By identifying, developing, and connecting powerful points of reference to others, you will have a rich resource of information from which to engage in stimulating conversations and connect on amazing levels.

Identifying, developing, and connecting on these points of reference will provide you with a rich resource of information from which to engage in stimulating conversations and connect on meaningful levels.

All these complexities are lost on many commentators, often the same ones who would single out the Arabs for being Arabs; now there is a keen interest in explaining any social evolution or political process through the exclusive prism of Islam. According to such commentators, Muslims act in a certain way mainly because they are Muslims, not because they are Moroccans or Jordanians, blue-collared or self-employed, educated or illiterate, urbanites or peasant, straight or gay, young or old, Arabic speakers or native Berbers, and of course their class background and financial resources are meaningless compared with their religious affiliation. Those analysts share one thing in common with the Jihadis, they believe Islam provides all the answers. The Arab Revolution: Ten Lessons From the Democratic Uprisisng

If you made a country out of all the companies founded by Stanford alumni, it would have a GDP of roughly $ 2.7 trillion, putting it in the neighborhood of the tenth largest economy in the world. Companies started by Stanford alumni include Google, Yahoo, Cisco Systems, Sun Microsystems, eBay, Netflix, Electronic Arts, Intuit, Fairchild Semiconductor, LinkedIn, and E* Trade. Many were started by undergraduates and graduate students while still on campus. Like the cast of Saturday Night Live, the greats who have gone on to massive career success are remembered, but everyone still keeps a watchful eye on the newcomers to see who might be the next big thing. With a $ 17 billion endowment, Stanford has the resources to provide students an incredible education inside the classroom, with accomplished scholars ranging from Nobel Prize winners to former secretaries of state teaching undergraduates. The Silicon Valley ecosystem ensures that students have ample opportunity outside the classroom as well. Mark Zuckerberg gives a guest lecture in the introductory computer science class. Twitter and Square founder Jack Dorsey spoke on campus to convince students to join his companies. The guest speaker lineups at the myriad entrepreneurship and technology-related classes each quarter rival those of multithousand-dollar business conferences. Even geographically, Stanford is smack in the middle of Silicon Valley. Facebook sits just north of the school. Apple is a little farther south. Google is to the east. And just west, right next to campus, is Sand Hill Road, the Wall Street of venture capital.

Valujet flight 592 crashed after takeoff from Miami airport because oxygen generators in its cargo hold caught fire. The generators had been loaded onto the airplane by employees of a maintenance contractor, who were subsequently prosecuted. The editor of Aviation Week and Space Technology “strongly believed the failure of SabreTech employees to put caps on oxygen generators constituted willful negligence that led to the killing of 110 passengers and crew. Prosecutors were right to bring charges. There has to be some fear that not doing one’s job correctly could lead to prosecution.”13 But holding individuals accountable by prosecuting them misses the point. It shortcuts the need to learn fundamental lessons, if it acknowledges that fundamental lessons are there to be learned in the first place. In the SabreTech case, maintenance employees inhabited a world of boss-men and sudden firings, and that did not supply safety caps for expired oxygen generators. The airline may have been as inexperienced and under as much financial pressure as people in the maintenance organization supporting it. It was also a world of language difficulties—not only because many were Spanish speakers in an environment of English engineering language: “Here is what really happened. Nearly 600 people logged work time against the three Valujet airplanes in SabreTech’s Miami hangar; of them 72 workers logged 910 hours across several weeks against the job of replacing the ‘expired’ oxygen generators—those at the end of their approved lives. According to the supplied Valujet work card 0069, the second step of the seven-step process was: ‘If the generator has not been expended install shipping cap on the firing pin.’ This required a gang of hard-pressed mechanics to draw a distinction between canisters that were ‘expired’, meaning the ones they were removing, and canisters that were not ‘expended’, meaning the same ones, loaded and ready to fire, on which they were now expected to put nonexistent caps. Also involved were canisters which were expired and expended, and others which were not expired but were expended. And then, of course, there was the simpler thing—a set of new replacement canisters, which were both unexpended and unexpired.”14 These were conditions that existed long before the Valujet accident, and that exist in many places today. Fear of prosecution stifles the flow of information about such conditions. And information is the prime asset that makes a safety culture work. A flow of information earlier could in fact have told the bad news. It could have revealed these features of people’s tasks and tools; these longstanding vulnerabilities that form the stuff that accidents are made of. It would have shown how ‘human error’ is inextricably connected to how the work is done, with what resources, and under what circumstances and pressures.

If humans do not belong in California or Arizona, where do they belong? In Reisner's native Minnesota where there's many lakes? Of course, this is absurd. Very few people could survive in Minnesota without the energy that is produced there from fuel brought from elsewhere without rapidly deforesting it and belching the pollution of numerous wood fires. So what about further south? Just about everywhere you go, humans are out of their "natural" element—which is some place in Africa. Even where they are in their element, they are there in numbers that are unsustainable based on using only very local resources. (Unless we allow trains, trucks, ships, and planes into our "natural" world.) Indeed, most human habitations make little sense in some way, just as Speaker Hastert said of New Orleans. But, yet, there they are. Hastert's remark was just one comment made in the wake of terrible suffering, and was probably driven by his human sympathy, not wanting to see this go on again. But it was insensitive on another level and he was criticized for it. Reisner's whole book is basically saying the same thing about the entire Southwestern United States. The irony is that this book was largely written at a time when it was abundantly clear than energy, not water, was the common denominator in resource policy. A few short years after the oil shocks, the Iranian revolution, during the Iran-Iraq War, and revised months after the First Gulf War, Resiner and other water conservationists must realize they are the junior varsity. This is before all of this activity unleashed the events of the Bush era.

One way that whites protect their positions when challenged on race is to invoke the discourse of self-defense. Through this discourse, whites characterize themselves as victimized, slammed, blamed, and attacked.5 Whites who describe the interactions in this way are responding to the articulation of counternarratives alone; no physical violence has ever occurred in any interracial discussion or training that I am aware of. These self-defense claims work on multiple levels. They identify the speakers as morally superior while obscuring the true power of their social positions. The claims blame others with less social power for their discomfort and falsely describe that discomfort as dangerous. The self-defense approach also reinscribes racist imagery. By positioning themselves as the victim of antiracist efforts, they cannot be the beneficiaries of whiteness. Claiming that it is they who have been unfairly treated—through a challenge to their position or an expectation that they listen to the perspectives and experiences of people of color—they can demand that more social resources (such as time and attention) be channeled in their direction to help them cope with this mistreatment.

The resources committed to Aboriginal language programs are far fewer than what is committed to French in areas where French speakers are in the minority. For example, the federal government provides support to the small minority of francophones in Nunavut in the amount of approximately $4,000 per individual annually. In contrast, funding to support Inuit-language initiatives is estimated at $44 per Inuk per year.

The speaker held a finger up. “I know what some of you are thinking—because it was once my opinion: what does population matter? So what if we have fewer people?” He shrugged theatrically. “Well, consider your own experiences. Consider the towns and cities in your life that have seen gradual population declines. Consider the loss of tax base. The aging population and the lack of resources to deal with those people. And that’s just the tip of the iceberg.