Retain Talent Quotes

From the first time he’d met her, he’d sensed an air of contradiction about her. She was very much a woman, but still retained a waiflike quality. She could be brash, and at times deliberately suggestive, yet she was painfully shy. She was incredibly easy to get along with, yet she had few friends. She was a talented artist in her own right, but so self-conscious about her work that she rarely completed a piece and preferred to work with other people’s art and ideas...

A leader who screams at his employees or belittles them will not attract and retain great talent over the long term.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams at his employees or belittles them will not attract and retain great talent over the long term.

One common refrain I’ve heard from Gifted and Talented kids is how none of us really learned how to think,” he said. “We could just retain information so much easier, and most importantly, we had great reading comprehension, which is 90 percent of school assignments. Once I got to college, I realized how little I really know about studying and effectively learning and thinking rather than just reading and knowing.

The management no longer depends upon the talents or skills of its workers---those things are built into the operating systems and machines. Jobs that have been "deskilled" can be filled cheaply. The need to retain any individual worker is greatly reduced by the ease with which he or she can be replaced.

Despite all the heartaches, tears and misunderstandings, you can still attract and retain top talent.

Rather than focusing on attracting and retaining talent, as they do today, institutional leaders must shift their attention to accessing and developing talent.

Leonardo’s willingness to question and then abandon the enticing analogy between the circulation of water on the earth and the circulation of blood in the human body shows his curiosity and ability to be open-minded. Throughout his life, he was brilliant at discerning patterns and abstracting from them a framework that could be applied across disciplines. His geology studies show an even greater talent: not letting these patterns blind him. He came to appreciate not only nature’s similarities but also its infinite variety. Yet even as he abandoned the simplistic version of the microcosm-macrocosm analogy, he retained the aesthetic and spiritual concept underlying it: the harmonies of the cosmos are reflected in the beauty of living creatures.

I know people who read interminably, book after book, from page to page, and yet I should not call them 'well-read people'. Of course they 'know' an immense amount; but their brain seems incapable of assorting and classifying the material which they have gathered from books. They have not the faculty of distinguishing between what is useful and useless in a book; so that they may retain the former in their minds and if possible skip over the latter while reading it, if that be not possible, then--when once read--throw it overboard as useless ballast. Reading is not an end in itself, but a means to an end. Its chief purpose is to help towards filling in the framework which is made up of the talents and capabilities that each individual possesses. Thus each one procures for himself the implements and materials necessary for the fulfilment of his calling in life, no matter whether this be the elementary task of earning one's daily bread or a calling that responds to higher human aspirations. Such is the first purpose of reading. And the second purpose is to give a general knowledge of the world in which we live. In both cases, however, the material which one has acquired through reading must not be stored up in the memory on a plan that corresponds to the successive chapters of the book; but each little piece of knowledge thus gained must be treated as if it were a little stone to be inserted into a mosaic, so that it finds its proper place among all the other pieces and particles that help to form a general world-picture in the brain of the reader. Otherwise only a confused jumble of chaotic notions will result from all this reading. That jumble is not merely useless, but it also tends to make the unfortunate possessor of it conceited. For he seriously considers himself a well-educated person and thinks that he understands something of life. He believes that he has acquired knowledge, whereas the truth is that every increase in such 'knowledge' draws him more and more away from real life, until he finally ends up in some sanatorium or takes to politics and becomes a parliamentary deputy. Such a person never succeeds in turning his knowledge to practical account when the opportune moment arrives; for his mental equipment is not ordered with a view to meeting the demands of everyday life. His knowledge is stored in his brain as a literal transcript of the books he has read and the order of succession in which he has read them. And if Fate should one day call upon him to use some of his book-knowledge for certain practical ends in life that very call will have to name the book and give the number of the page; for the poor noodle himself would never be able to find the spot where he gathered the information now called for. But if the page is not mentioned at the critical moment the widely-read intellectual will find himself in a state of hopeless embarrassment. In a high state of agitation he searches for analogous cases and it is almost a dead certainty that he will finally deliver the wrong prescription.

Companies that prioritise their employees' well-being, growth, and development are the ones that will attract and retain the best talent. The logo may catch the eye, but it's the treatment of employees that captures the heart.

Autonomy, the ability to have control over some part of your work, is an important element of motivation. This is why micromanagers find it so difficult to retain great teams. When you strip creative and talented people of their autonomy, they lose motivation very quickly. There’s nothing worse than feeling like you can’t make a single decision on your own, or feeling like every single piece of work you do has to be double- and triple-checked by your manager.

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

My Wish The talents which the Lord gave me, Not great or many are But what he gave I know I’ll save, By spreading them afar. And should great riches come to me, At some bright future hour, T’would be my call with man to share, My fortune and my power. I could not be a happy man, Nor have a peaceful soul, Should I retain each thing I gain, Within my small control. If fame a distant happy goal, Should ever be my fate, The golden crown would bear me down, Should I not share its weight. My wish is ever to divide, The good things that I gain, Could I not give, I would not live, I could not stand the pain. If I should have a king’s great power, I’d have to share my throne, I’d give you most, no idle boast, Of everything I own. Good health has blessed me all my life, So conscious of that gift, I’ll use that strength throughout life’s length, My sweetheart’s cares to lift. Mosey

Interestingly enough, creative geniuses seem to think a lot more like horses do. These people also spend a rather large amount of time engaging in that favorite equine pastime: doing nothing. In his book Fire in the Crucible: The Alchemy of Creative Genius, John Briggs gathers numerous studies illustrating how artists and inventors keep their thoughts pulsating in a field of nuance associated with the limbic system. In order to accomplish this feat against the influence of cultural conditioning, they tend to be outsiders who have trouble fitting into polite society. Many creative geniuses don’t do well in school and don’t speak until they’re older, thus increasing their awareness of nonverbal feelings, sensations, and body language cues. Einstein is a classic example. Like Kathleen Barry Ingram, he also failed his college entrance exams. As expected, these sensitive, often highly empathic people feel extremely uncomfortable around incongruent members of their own species, and tend to distance themselves from the cultural mainstream. Through their refusal to fit into a system focusing on outside authority, suppressed emotion, and secondhand thought, creative geniuses retain and enhance their ability to activate the entire brain. Information flows freely, strengthening pathways between the various brain functions. The tendency to separate thought from emotion, memory, and sensation is lessened. This gives birth to a powerful nonlinear process, a flood of sensations and images interacting with high-level thought functions and aspects of memory too complex and multifaceted to distill into words. These elements continue to influence and build on each other with increasing ferocity. Researchers emphasize that the entire process is so rapid the conscious mind barely registers that it is happening, let alone what is happening. Now a person — or a horse for that matter — can theoretically operate at this level his entire life and never receive recognition for the rich and innovative insights resulting from this process. Those called creative geniuses continuously struggle with the task of communicating their revelations to the world through the most amenable form of expression — music, visual art, poetry, mathematics. Their talent for innovation, however, stems from an ability to continually engage and process a complex, interconnected, nonlinear series of insights. Briggs also found that creative geniuses spend a large of amount of time “doing nothing,” alternating episodes of intense concentration on a project with periods of what he calls “creative indolence.” Albert Einstein once remarked that some of his greatest ideas came to him so suddenly while shaving that he was prone to cut himself with surprise.

This is the trait constituting the soulful, inner, higher ideal which enters here in place of the quiet grandeur and independence of the figures of antiquity. The gods of the classical ideal too do not lack a trait of mourning, of a fateful negative, present in the cold necessity imprinted on these serene figures, but still, in their independent divinity and freedom, they retain an assurance of their simple grandeur and power. But their freedom is not the freedom of that love which is soulful and deeply felt because this depends on a relation of soul to soul, spirit to spirit. This depth of feeling kindles the ray of bliss present in the heart, that ray of a love which in sorrow and its supreme loss does not feel sang-froid or any sort of comfort, but the deeper it suffers yet in suffering still finds the sense and certainty of love and shows in grief that it has overcome itself within and by itself. It is only the religious love of romanticism which has an expression of bliss and freedom. This oneness and satisfaction is in its nature spiritually concrete because it is what is felt by the spirit which knows itself in another as at one with itself. Here therefore if the subject-matter portrayed is to be complete, it must have two aspects because love necessarily implies a double character in the spiritual personality. It rests on two independent persons who yet have a sense of their unity; but there is always linked with this unity at the same time the factor of the negative. Love is a matter of subjective feeling, but the subject which feels is this self-subsistent heart which, in order to love, must desist from itself, abandon itself, and sacrifice the inflexible focus of its own private personality. This sacrifice is what is moving in the love that lives and feels only in this self-surrender. Yet on this account a person in this sacrifice still retains his own self and in the very cancelling of his independence acquires a precisely affirmative independence. Nevertheless, in the sense of this oneness and its supreme happiness there still remains left the negative factor, the moving sense not so much of sacrifice as rather of the undeserved bliss of feeling independent and at unity with self in spite of all the self-surrender. The moving emotion is the sense of the dialectical contradiction of having sacrificed one’s personality and yet of being independent at the same time; this contradiction is ever present in love and ever resolved in it. So far as concerns the particular human individual personality in this depth of feeling, the unique love which affords bliss and an enjoyment of heaven rises above time and the particular individuality of that character which becomes a matter of indifference. in the pure ray of bliss which has just been described, particular individuality is superseded: in the sight of God all men are equal, or piety, rather, makes them all actually equal so that the only thing of importance is the expression of that concentration of love which needs neither happiness nor any particular single object. It is true that religious love too cannot exist without specific individuals who have some other sphere of existence apart from this feeling. But here the strictly ideal content is provided by the soulful depth of spiritual feeling which does not have its expression and actuality in the particular difference of a character with its talent, relationships, and fates, but is rather raised above these.

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers.

the only way to generate a competitive advantage and long-term profitability is to attract, develop, and retain talented employees.

The simple but transformative act of a leader expressing appreciation to a person in a meaningful and memorable way is the missing accelerator that can do so much and yet is used so sparingly.

Brod had already proclaimed the "fanatical veneration" with which he surrounded each of Kafka's words. The editors of Kafka's work show the same absolute veneration for everything their author touched. But understand the mystery of absolute veneration: it is also, and inevitably, the absolute denial of the author's aesthetic wishes. For aesthetic wishes show not only by what an author has written but also by what he has deleted. Deleting a paragraph calls for even more talent, cultivation, and creative power than writing it does. Therefore, publishing what the author deleted is the same act of rape as censoring what he decided to retain.

Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear. The great coaches of team sports are almost always people who simply need to say, in a quiet voice, “That wasn’t our best, now was it?” and his players melt. They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer. A leader who screams at his employees or belittles them will not attract and retain great talent over the long term.

For example, regressions support workforce planning to ensure adequate staffing, or the identification of the talents that an organization should retain based on relevant traits, practices, and skills. Other applications include predicting the level of liquidity required for a finance department based on trends in disbursement.

We have nothing but our wills only; all the rest belongs elsewhere. Disease removes life and health; riches make to themselves wings; intellectual talents depend upon the state of the body. The only thing that really belongs to us is our will, and it is of this, therefore, that God is especially jealous, for He gave it to us, not that we should retain it, but that we should return it to Him, whole as we received it, and without the slightest reservation.

cliff. You should seek realistic and challenging goals, which are at the upper end of your talent and the lower end of hopes. To be credible, the venture’s goals should be consistent with the scale of the opportunity and the track record of management. A venture that depends on achieving an overly optimistic (based on history and the industry) growth rate or capturing an unrealistic market share (based on history and advantage) may not be credible.

But there were also pressures from within to grow revenues. During my interviews with partners, one of the recurring themes was the need for Goldman to “increase the size of the pie.” This means that revenues, and consequently the firm, had to expand for the firm to be successful in recruiting and retaining talented people. If the pie stayed the same size, then as more people became partners, each partner would keep getting a smaller slice of the financial rewards, making partnership less attractive.

We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.”21

Companies are realizing that in order to retain talent, they need to allow the flexibility to work smarter. This

Arts Council England estimates that every ₤1 of salary paid by the arts and culture industry generates an additional ₤2.01 in the wide economy by “attracting visitors; creating jobs and developing skills; attracting and retaining businesses revitalizing places; and developing talent.

The strategy was brilliant – it pushed for marketization rather than for privatization – and was intended to retain control of the economy while giving free play to entrepreneurial talent.

Recognition of hard work matters, especially when it comes to retaining talent. A decades-long study of two hundred thousand managers and employees conducted by OC Tanner found that 79 percent of people who leave their jobs cite “lack of appreciation” as a primary reason.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

The bedrock challenge for directors, nevertheless, remains constant: Find and retain a talented CEO — possessing integrity, for sure — who will be devoted to the company for his/her business lifetime. Often, that task is hard. When directors get it right, though, they need to do little else. But when they mess it up, . . . . . .

Here’s a little secret in leadership development: Your talent retention problem is always an issue of your leadership. As much as leaders like to fight it, it’s not your “entitled employees”; it’s you. Your job is to select and retain the best talent possible. If you aren’t doing that, there is something to explore in your leadership style.

My hypothesis is that passionate people are more likely to take big risks in the pursuit of unlikely goals, and so you would expect to see more failures and more huge successes among the passionate. Passionate people who fail don’t get a chance to offer their advice to the rest of us. But successful passionate people are writing books and answering interview questions about their secrets for success every day. Naturally those successful people want you to believe that success is a product of their awesomeness, but they also want to retain some humility. You can’t be humble and say, “I succeeded because I am far smarter than the average person.” But you can say your passion was a key to your success, because everyone can be passionate about something or other. Passion sounds more accessible. If you’re dumb, there’s not much you can do about it, but passion is something we think anyone can generate in the right circumstances. Passion feels very democratic. It is the people’s talent, available to all.

Recruitment is not a one-time event; it's an ongoing strategy to attract and retain top talent.

Retaining top talent isn't merely a strategy, it's an art. The canvas is Trust, the palette is Accountability, Love is the brush, Empowerment the colors, No micromanagement is the space, and Teamwork is the picture we create. The masterpiece of retention is, in fact, spelled T.A.L.E.N.T.

The real secret of Silicon Valley is that it’s really all about the people. Sure, there are plenty of stories in the press about the industry’s young geniuses, but surprisingly few about its management practices. What the mainstream press misses is that Silicon Valley’s success comes from the way its companies build alliances with their employees. Here, talent really is the most valuable resource, and employees are treated accordingly. The most successful Silicon Valley businesses succeed because they use the alliance to recruit, manage, and retain an incredibly talented team of entrepreneurial employees

The desire for increase is inherent in all nature; it is the fundamental impulse of the universe. All human activities are based on the desire for increase; people are seeking more food, more clothes, better shelter, more luxury, more beauty, more knowledge, more pleasure—increase in something, more life. Every living thing is under this necessity for continuous advancement; where increase of life ceases, dissolution and death set in at once. Man instinctively knows this, and hence he is forever seeking more. This law of perpetual increase is set forth by Jesus in the parable of the talents; only those who gain more retain any; from him who hath not shall be taken away even that which he hath. The normal desire for increased wealth is not an evil or a reprehensible thing; it is simply the desire for more abundant life; it is aspiration. And because it is the deepest instinct of their natures, all men and women are attracted to him who can give them more of the means of life. In following the Certain Way as described in the foregoing pages, you are getting continuous increase for yourself, and you are giving it to all with whom you deal. You are a creative center, from which increase is given off to all. Be sure of this, and convey assurance of the fact to every man, woman, and child with whom you come in contact. No matter how small the transaction, even if it be only the selling of a stick of candy to a little child, put into it the thought of increase, and make sure that the customer

In 2002, with a new understanding of what makes a great place to work, Patty and I made a commitment. Our number one goal, moving forward, would be to do everything we could to retain the post-layoff talent density and all the great things that came with it. We would hire the very best employees and pay at the top of the market. We would coach our managers to have the courage and discipline to get rid of any employees who were displaying undesirable behaviors or weren’t performing at exemplary levels. I became laser-focused on making sure Netflix was staffed, from the receptionist to the top executive team, with the highest-performing, most collaborative employees on the market.

and do not question His existence. With blind faith come humility and a willingness to obey and serve. The majority of good law-abiding citizens never move out of the second stage. The third stage is the stage of scientific scepticism and inquisitivity. In this stage, a person will have faith in God but only after examination. People working in scientific research belong to this stage. In the fourth stage, an individual starts enjoying the mystery and beauty of Nature. While retaining scepticism, he/she starts perceiving grand patterns in Nature. Their religiousness and spirituality differ significantly from that of a second stage person, in the sense that they do not accept things through blind faith but out of genuine belief.

But let me be clear: What Indiana ultimately showed me is that no one person is in charge of the moral compass of a business. The phone calls and messages from my employees proved that if the leadership won’t act, they’ll have to face the bayonets poking up from below. Gone are the days when companies can recruit and retain top talent without upholding a commitment to values.

By avoiding pay-per-performance bonuses you can offer higher base salaries and retain your highly motivated employees. All this increases talent density. But nothing increases talent density more than paying people high salaries and increasing them over time to assure they remain top of market.

In a high-performance environment, paying top of market is most cost-effective in the long run. It is best to have salaries a little higher than necessary, to give a raise before an employee asks for it, to bump up a salary before that employee starts looking for another job, in order to attract and retain the best talent on the market year after year. It costs a lot more to lose people and to recruit replacements than to overpay a little in the first place.

So why does Tesla stand out in the field? They can point to the advantage of a "bigger" Big E. Their product line's end use has benefits, and they are not shy about talking about it. There is something here for your organization as well. Ask yourself what the impacts of the actual use of your product or service are versus alternatives, and you are well on your way.

I can picture purchasing a product, such as a vehicle, a bicycle, or even grocery items, and seeing the emissions to produce the item and transport it to its location on its product tag, or by scanning its bar code. Items with top quartile emissions or high ESG performance for the category may have a different color-coded tag. The price tag will become a product tag and information about the item and the producer would be available in its online description,

The experience of working through the four-level process does more than develop an understanding of our impacts. It changes the conversation. Understanding benefits enables everyone to make a seamless transition from feature selling to sales and marketing based on value creation and sustainability. And it at this altitude, high above the typical transaction sales process, that great things can occur for an organization.

Levi Strauss & Co. invented the first blue jeans in 1873. They were built to withstand the daily rigor of construction, agricultural, and industrial work. As a youngster visiting my grandparents on the family dairy farm, I remember standing beside my grandfather fixing his tractor in his Levi's, and asking him if I could get a pair, He said, "Sure but jeans are meant for the fields and the barn." Over the years, Levi's played a role in making America and worked themselves into mainstream fashion. How times have changed.

In these meetings, far away from my home office in a dusty room, with 30 or so people gathered from various local, regional, and corporate vantages, the benefits of inclusion became starkly apparent. We were all in.

The dividing lines are fading, If we've observed anything over the last several years, it has to be the large eraser we've taken to the stark lines that neatly compartmentalize our lives. For many, the tall wooden dresser, with its many drawers that housed each section of their lives, has been replaced with a large glass box. And we needn't look very far to find examples.

I managed to find a small spot to squeeze my bike's handlebars in between a few other fast-looking machines. As I set my helmet and shoes in position for a quick getaway, one of my new neighbors stepped up. He introduced himself and asked me how I thought I would do in the race. Not a standard question, I thought. I told him I just wanted to finish and end the race with a smile. He was not impressed.

Successful leaders understand their image reflects what and who they are as opposed to what they plan to become. If you would like to be known as a sustainable organization, there are four things you can do. Think and act in ways that support long-term viability and ESG ideals. Help stakeholders understand how you think and act. Help stakeholders see how you think and act. Continuously reinforce all of the above with stakeholders.

Recognize that strategies shift and can change the underlying dynamics of your organization. Effective leaders are constantly reinventing and disrupting their organizations to take advantage of the next growth wave. They realize the dangers of maintaining the status quo when disruptive forces, trends, and customer requirements change.

What I found most interesting about Session C was the unique window it provided the CEO into the business. It was "boundaryless" before the word came into favor as a GE company value. It was functionally agnostic and part of a more extensive system managed by the top executive with ties to the board of directors, corporate and operating executives, and various management levels. No one could claim outright ownership for it, but everyone was intimately involved.

Effective leaders understand that managing sustainability and ESG both involves work and creates opportunity, It;s a horizontal versus a vertical organizational process, with spectacular range and ability to drop to incredible depths if need be. It's the submarine effect. It shares specific characteristics with initiatives cutting across you organization's vertical business units, such as your digitization and talent management efforts.

As we approached our fifth small hill and were well into the Powerline Road, fatigue started to take hold. Just below the crest, my legs turned heavy, and I was losing ground. In the moment before I was going to concede, I felt something on the small of my back. My Italian friend has timed his reach perfectly and was guiding me to the top. It turns out that those 10 seconds of help were all I needed to finish with the pack. As we gathered, post-ride, and mingled around the cars, I thanked my ride saver for the assistance. After denying he had any role a few times, he smiled and said, "Sometimes, a helping hand is all we need to improve.

Enviva used impact quantification in its introduction and later under its climate change theme. It makes the point that it has avoided the release of 31 million metric tons of carbon dioxide equivalent emissions since its inception and equates them to four equivalent metrics. 3.5 billion gallons of gasoline not consumed. 34.5 billion pounds of coal not burned. 72.4 million barrels of oil not consumed. 5.3 million homes not using electricity for one year. This use of impacts is part of the straight line it draws from the 16 million metric tons of coal displaced to the avoided emissions and the equivalent measures. All of this illustrates its role in providing biomass to help customers reduce their carbon footprint.

You can start weaving your purpose into your vocabulary right away. Use every opportunity to talk to current and new stakeholders. Remind them of who you are, why you exist, and continually renew their enthusiasm around working with you. With some work up front, your message will be compelling.

Saipem, an Italian-based company founded in 1957, has built some of the world's largest energy and infrastructure projects. It is organized into five business divisions that focus on onshore and offshore drilling, engineering and construction, and conceptual design services. Given its connection to oil and gas contracts, which effectively collapsed in 2014 with a plunge in oil prices, it has had to set a course beyond fossil fuels and rethink everything about its business. This "change or die" scenario sets the tone for its reporting and disclosure. Its 2019 sustainability report acknowledges the scenario it is facing and tackles the issue of the low-carbon transition head-on. At its core is the organziations rallying call, or "the four challenges," which describe the context and frame the opportunities it must capture to remain competitive.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose, However, for this to happen, we need a purpose in the first place.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose. However, for this to happen, we need a purpose in the first place.

The 99 always watch the one

I believe that all organizations, as with people, make a difference.

Don't you think it's incredible, given all the interest, that this temperature target of 15.4 degrees Celcius and the baseline of 13.9 degrees Celcius, as the preindustrial average global air temperature, are not plastered on billboards and posted on social media everywhere?

Are you an employer of choice in the minds of your employees? How do they feel about your sustainability and ESG efforts? Have you ever asked? You may want to think about the upcoming battle for talent. And that battle is on a personal level.

Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My

The fact is that 79 percent of employees who quit their jobs cite a lack of appreciation as a key reason for leaving. Sixty-five percent of North Americans report that they weren’t recognized in the least bit the previous year.

SAS Institute, where the cofounder and CEO Jim Goodnight evaluates managers by their ability to attract and retain talent, and where people can lose their jobs if their units experience excessive voluntary turnover.

The compensation philosophy must actively reinforce the company’s strategy and vision to achieve its objectives.      •   Compensation programs must be consistent with legal and regulatory requirements.      •   Compensation should be consistent with the financial requirements and administrative capabilities of the company.      •   Compensation must be consistent with both internal equity and external requirements to attract, retain, and motivate talented employees.      •   Compensation program details must be based on clearly defined jobs and their role within the buying and selling process.

Instead of complaining about adapting for millennials, it’s imperative for leaders and managers to acknowledge the role of millennial behavior as an indication of the needs of the modern workplace to attract, leverage, and retain modern talent.

As pope, with his charismatic appeal and with the theatrical talent that he had retained from his youth, he brought to the Vatican what Ronald Reagan brought to the White House: a media-wise great communicator who understood how to use his charm, his athletic image and his symbolic gestures to make even the most conservative teaching or practice seem palatable.

The specific type of Roman character rather repelled him. Sulla had nothing of the blunt hauteur which the grandees of Rome were fond of displaying in presence of the Greeks, or of the pomposity of narrow-minded great men; on the contrary he freely indulged his humour, appeared, to the scandal doubtless of many of his countrymen, in Greek towns in the Greek dress, or induced his aristocratic companions to drive their chariots personally at the games. He retained still less of those half-patriotic, half-selfish hopes, which in countries of free constitution allure every youth of talent into the political arena, and which he too like all others probably at one time felt. In such a life as his was, oscillating between passionate intoxication and more than sober awaking, illusions are speedily dissipated. Wishing and striving probably appeared to him folly in a world which withal was absolutely governed by chance, and in which, if men were to strive after anything at all, this chance could be the only aim of their efforts.

Foreshadowing a decisive shift in the balance of power from elected to nonelected institutions, a mentally and physically unfit Ghulam Mohammed mocked parliamentary practice by appointing a “cabinet of talents” that included General Ayub Khan as defense minister and Iskander Mirza as interior minister with the doyen of the civil bureaucracy, Chaudhri Mohammad Ali, retaining the all- important finance portfolio

That true sanctity which becomes the gospel minister will keep him near to God, the source of all real strength and success. He cannot retain any measure of spirituality unless he walks with God. But from that holy presence he will go out amongst his fellow-men clothed in a might that no human training or talents could give him. Then may his soul beam with a glory like that which irradiated the face of Moses as he came down from Sinai. He would carry with him an indescribable atmosphere of sacredness that would tell effectively on all his ministry. With almost the authority of the Master could he speak. From the source from which he received communications of grace would he also receive communications of power, and as he ministered in the name of the Lord, would the strength of that name go with him, and bring forth results that would be the crown of his rejoicing.