Retaining Staff Quotes

A lady must retain always her composure. Even in a rainstorm, she must appear joyous and dry. When she loses her composure, then the respect of her peers and her staff will follow in short order.

In fact, Lig never formally resigned his editorship—he merely left his office late one morning, and has never returned since. Though well over a century has now passed, many members of the Guide staff still retain the romantic notion that he has simply popped out for a sandwich and will yet return to put in a solid afternoon's work. Strictly speaking, all editors since Lig Lury Jr., have therefore been designated acting editors, and Lig's desk is still preserved the way he left it, with the addition of a small sign that says LIG LURY, JR., EDITOR, MISSING, PRESUMED FED.

We cats are the most habitual of creatures. Preferred sun loungers, meal times, hidey holes, and scratching posts are among the considerations in which we take daily satisfaction. And it is exactly because many humans embrace routine that we even consider allowing them to share our homes, let alone retain them as members of our staff.

Don’t let comparison kill your creativity.

Nurturing a donation is unlocking a donor’s desire to express their joy for caring for others.

Emotions play the biggest part of moving a donor to give, but statistics and impact reinforce the decision to give to reduce donor’s remorse.

Major donors want you to be effective and efficient — but most of all, they want to know you understand and value their partnership.

Thanking your donor should be an opportunity to brag about the donor instead of your organization.

If you hate asking for a donation, you don’t understand your donor. You’re stealing their joy.

Donors don’t give to your organization, they give to make the world a better place.

People aren’t giving you money to fund programs. They’re donating to see results.

Leadership isn’t just about deciding what to do, it’s also about knowing what not to do.

Fundraising isn’t about the money, that’s just one outcome. Fundraising is about people.

Retain the Knowledge; Return the Book

Now Larry encourages his own staff to take those calls from the recruiters: “But I also don’t wait for them to come to me. If I see someone could make more money somewhere else, I give them the raise right away.” To retain your top employees, it’s always better to give them the raise before they get the offers.

announced that the forty-three-year-old Alexandre Berthier, a former engineer who had fought in the American War of Independence, was now Napoleon’s chief-of-staff, a position he was to retain until 1814. Berthier had fought well in the Argonne campaign in 1792 and in the Vendée over the next three years, and his brother had been in the Topographical Bureau with Napoleon. Napoleon was the first commander to employ a chief

The Retainers are bound to the Checquy through a variety of means. Legal contracts. Religious oaths. Oaths of fealty. Penalties under the Official Secrets Act. Penalties under various unofficial secrets acts. Vaguely worded threats of nebulously horrible vengeance. People don’t learn the real secrets of the Checquy until they’re a part of the group, and then they can’t get out. Of course, there’s no real reason why they would want to. They’re doing good and earning well, and we provide an excellent and understanding staff of therapists.

In fact, Lig never formally resigned his editorship—he merely left his office late one morning, and has never returned since. Though well over a century has now passed, many members of the Guide staff still retain the romantic notion that he has simply popped out for a sandwich and will yet return to put in a solid afternoon’s work. Strictly speaking, all editors since Lig Lury, Jr., have therefore been designated acting editors, and Lig’s desk is still preserved the way he left it, with the addition of a small sign that says LIG LURY, JR., EDITOR, MISSING, PRESUMED FED.

As I pointed out, feudalism is essentially a redistributive system. Peasants and craftsmen produce things to a large extent autonomously; lords siphon off a share of what they produce, usually by dint of some complex set of legal rights and traditions ("direct-juro-political extraction" is the technical phrase I learned in college), and then go about portioning out shares of the loot to their own staff, flunkies, warriors, retainers - and to a lesser extent, by sponsoring feasts and festivals and by occasional gifts and favours, giving some of it back to the craftsmen and peasants once again. In such an arrangement, it makes little sense to speak of separate spheres of "politics" and "the economy" because the goods are extracted through political means and distributed for political purposes.

Vim?” “Sweetheart?” The whispered endearment spoken with sleepy sensuality had Sophie’s insides fluttering. Was this what married people did? Cuddled and talked in shadowed rooms, gave each other bodily warmth as they exchanged confidences? “What troubles you about going home?” He was quiet for a long moment, his breath fanning across her neck. Sophie felt him considering his words, weighing what to tell her, if anything. “I’m not sure exactly what’s amiss, and that’s part of the problem, but my associations with the place are not at all pleasant, either.” Was that…? His lips? The glancing caress to her nape made Sophie shiver despite the cocoon of blankets. “What do you think is wrong there?” Another kiss, more definite this time. “My aunt and uncle are quite elderly, though Uncle Bert and Aunt Essie seem the type to live forever. I’ve counted on them living forever. You even taste like flowers.” Ah, God, his tongue… a slow, warm, wet swipe of his tongue below her ear, like a cat, but smoother than a cat, more deliberate. “Nobody lives forever.” The nuzzling stopped. “This is lamentably so. My aunt writes to me that a number of family heirlooms have gone missing, some valuable in terms of coin, some in terms of sentiment.” His teeth closed gently on the curve of her ear. What was this? He wasn’t kissing her, exactly, nor fondling the parts other men had tried to grope in dark corners—though Sophie wished he might try some fondling. “Do you think you might have a thief among the servants?” He slipped her earlobe into his mouth and drew on it briefly. “Perhaps, though the staff generally dates back to before the Flood. We pay excellent wages; we pension those who seek retirement, those few who seek retirement.” “Is some sneak thief in the neighborhood preying on your relations, then?” It was becoming nearly impossible to remain passively lying on her side. She wanted to be on her back, kissing him, touching his hair, his face, his chest… “Or has some doughty old retainer merely misplaced some of the silver?” Vim muttered right next to her ear. “You’ll sort it out.

When she arrived in Castine the USS Comfort was a tired, World War II vintage Hospital Ship. Her keel had been laid as a Maritime Commission C1-B hull, which was most frequently used in the construction of troop ships. Built by the Consolidated Steel Corporation in Wilmington, California, she was launched on March 18, 1943. As the USS Comfort (AH-6), a naval hospital ship, she served in the South Pacific during World War II, having a U.S. Navy crew and an Army medical staff. In 1945, the USS Comfort took part in the battle of Okinawa, and was struck by a kamikaze pilot, killing 28 of the ship’s personnel, including six nurses, and wounding 48 additional people. When she was decommissioned and struck from the Naval Vessel Register, her title was retained by the U.S. Army. Not being needed, she was taken up to the Hudson River Reserve Fleet near Bear Mountain in New York. In 1949 her title was returned to the Maritime Commission, who on August 24, 1953, assigned her to Maine Maritime Academy for use as a training ship.

A Guaranteed Way To Find A Great Skin Care Specialist In One Day You should always be as honest and communicative as possible when explaining health conditions to your doctor; in response, they are going to offer effective alternatives during your visit. In order to communicate effectively with your Skincare specialist, you need to interact by asking educated questions. If you're unhappy with your Skincare specialist, follow our recommendations to help find a much better one. When your healthcare professional practitioner announces their retirement, immediately request a referral for a new New York City Dermatologist. Searching for a new New York City Dermatologist is difficult even when you set aside the time to start your search. Do not delay in asking for referrals from your healthcare professional practitioner or his or her personnel members. It's advisable to have a list of several health care providers you could select from. Everyone looks for a Skincare specialist with knowledge, particular skills, and a lot of experience practicing medicine, as well as an appealing manner. Many patients believe that their New York City Dermatologist's age is also an important factor. Older Skincare specialists are regarded as more experienced, although they might be too old school to simply accept new technologies. In contrast, people see younger Skincare specialists as more open-minded and technologically-experienced. In every state, there is a Healthcare professional Board that exists to handle patients' complaints about health care professionals. It is within your legal rights to contact the board if you certainly are a victim of malpractice or poor treatment. The healthcare professional board handles and investigates all cases against a Skincare specialist about malpractice or negligence claims. Legally, healthcare professional records have to be maintained for a certain amount of time because it's vital to your overall health care. You ought to be aware of where your healthcare professional records are being held and how long they'll be there in the event you need to access them. It's suggested that you retain your own information, so make sure to request duplicates of your healthcare professional history, even though you are required to pay a fee in order to receive them. Some New York City Dermatologists will charge a fee for making copies of your records. Truly dedicated healthcare staff make an effort to improve the physical and emotional state of each and every person they meet by treating them with compassion and respect. A qualified healthcare professional professional can provide you with the best treatments to improve your health. Taking the time to listen to concerns and afterwards to find the best possible treatment options are two things that every great New York City Dermatologist does. If your healthcare professional professional does not fit these general rules, you should seek a new one immediately. Bobby Buka, MD For more information, Visit us at : Best Dermatologist in NYC Address : 220 Front St New York, NY 10038 Phone : (212) 385-3700

Mentalization-based milieu therapy is not least a focus on management and the staff. The model provides practical help to support clinicians working with the most distressed patients and families in a way that helps them retain their own humanity, their own capacity to empathize and act sympathetically. We need structures to help the therapists to retain their ability to create a coherent image of the patient’s perspective. A main aim is to create a “mind-minded” mind.

Grand Slam Offer: Pay one time. (No recurring fee. No retainer.) Just cover ad spend. I’ll generate leads and work your leads for you. And only pay me if people show up. And I’ll guarantee you get 20 people in your first month, or you get your next month free. I’ll also provide all the best practices from the other businesses like yours. ● Daily sales coaching for your staff ● Tested scripts ● Tested price points and offers to swipe and deploy ● Sales recordings . . . and everything else you need to sell and fulfill your customers. I’ll give you the entire play book for (insert industry), absolutely free just for becoming a client. In a nutshell, I'm feeding people into your business, showing you, exactly, how to sell them so that you can get the highest prices, which means that you make the most money possible . . . sound fair enough? It’s clear these are drastically different offers . . .  but so what? Where’s the money!? Let’s compare both in the below chart. Breakdown: You spend the same amount of money for the same eyeballs. Then, you get 2.5x more people to respond to your advertisement because it’s a more compelling offer. From there, you close 2.5x as many people because the offer is so much more compelling. From there, you are able to charge a 4x higher price up front. The end result is 2.5 x 2.5 x 4 = 22.4x more cash collected up front. Yes, you spent $10,000 to make $112,000. You just made money getting new customers.

Total Cost Analysis When the purchasing staff considers switching to a new supplier or consolidating its purchases with an existing one, it cannot evaluate the supplier based solely on its quoted price. Instead, it must also consider the total acquisition cost, which can in some cases exceed a product’s initial price. The total acquisition cost includes these items: • Material. The list price of the item being bought, less any rebates or discounts. • Freight. The cost of shipping from the supplier to the company. • Packaging. The company may specify special packaging, such as for quantities that differ from the supplier’s standards and for which the supplier charges an extra fee. • Tooling. If the supplier had to acquire special tooling in order to manufacture parts for the company, such as an injection mold, then it will charge through this cost, either as a lump sum or amortized over some predetermined unit volume. • Setup. If the setup for a production run is unusually lengthy or involves scrap, then the supplier may charge through the cost of the setup. • Warranty. If the product being purchased is to be retained by the company for a lengthy period of time, it may have to buy a warranty extension from the supplier. • Inventory. If there are long delays between when a company orders goods and when it receives them, then it must maintain a safety stock on hand to guard against stock-out conditions and support the cost of funds needed to maintain this stock. • Payment terms. If the supplier insists on rapid payment terms and the company’s own customers have longer payment terms, then the company must support the cost of funds for the period between when it pays the supplier and it is paid by its customers. • Currency used. If supplier payments are to be made in a different currency from the company’s home currency, then it must pay for a foreign exchange transaction and may also need to pay for a hedge, to guard against any unfavorable changes in the exchange rate prior to the scheduled payment date. These costs are only the ones directly associated with a product. In addition, there may be overhead costs related to dealing with a specific supplier (see “Sourcing Distance” later in the chapter), which can be allocated to all products purchased from that supplier.

Campers handwrite letters on a form that is scanned into Walden’s computer as PDF files and e-mailed home three days later. Parents can e-mail Walden with notes for their child, and these are printed and delivered to campers three days after being received. The delay of three days on either end was designed to intentionally mimic the same lag that Canada Post experiences, which is crucial, according to Birenbaum, to preserve something he referred to as “the transfer of authority.” “Let’s say a kid is getting bullied in a cabin by another camper,” he said, using a recent example. “If she writes an e-mail home on her phone, her mother reacts immediately, advising action to her daughter, and contacting me to remedy the problem. The mother retains authority. But with a six-day delay from the time the daughter sends her letter to the mother’s response, the camper has to deal with the problem of the bully. Eventually, the camper realizes that ‘Hey, maybe this eighteen-year-old staff member taking care of me is someone who I should talk with,’” and you suddenly achieve that transfer of authority from parent to counselor that is crucial for Walden’s social cohesion.

Mr. Hazlit, won’t you please, please help me find my reticule? It is one of my dearest possessions. I feel horrid for having lost track of it, and I’m too embarrassed to prevail upon anybody else but you to aid me in my hour of need.” She turned her best swain-slaying gaze on him in the moonlight, the look Val had told her never to use on his friends. For good measure, she let a little sincerity into her eyes, because she’d spoken nothing but the truth. “God help me.” Hazlit scrubbed a hand over his face. “Stick to quoting the law with me, please. I might have a prayer of retaining my wits.” She dropped the pleading expression. “You’ll keep our bargain, then?” “I will make an attempt to find this little purse of yours, but there are no guarantees in my work, Miss Windham. Let’s put a limit on the investigation—say, four weeks. If I haven’t found the thing by then, I’ll refund half your money.” “You needn’t.” She rose, relieved to have her business concluded. “I can spare it, and this is important to me.” “Where are you going?” He rose, as well, as manners required. But Maggie had the sense he was also just too… primordial to let a woman go off on her own in the moonlight. “I’m going back to the ballroom. We’ve been out here quite long enough, unless you’re again trying to wiggle out of your obligations?” “No need to be nasty.” He came closer and winged his arm at her. “We’ve had our bit of air, but you’ve yet to tell me anything that would aid me in attaining your goal. What does this reticule look like? Who has seen you with it? Where did you acquire it? When did you last have it?” “All of that?” “That and more if it’s so precious to you,” he said, leading her back toward the more-traveled paths. “That is just a start. I will want to establish who had access to the thing, what valuables it contained, and who might have been motivated to steal it.” “Steal?” She went still, dropping his arm, for this possibility honestly hadn’t occurred to her. She realized, as he replaced her hand on his arm, that she’d held the thought of theft away from her awareness, an unacknowledged fear. “You think somebody would steal a little pin money? People are hung for stealing a few coins, Mr. Hazlit, and transported on those awful ships, and… you think it was a thief?” “You clearly do not.” She was going to let him know in no uncertain terms that no, she could not have been victimized by a thief. She was too careful, too smart. She’d hired only staff with the best references, she seldom had visitors, and such a thing was utterly… “I did not reach that conclusion. I don’t want to.” Voices

Duran argues for the need for healing institutions to retain culturally competent staff and that the adherence to strictly Western models of treatment maintains the colonization process. Hodge, Limb, and Cross claim that the Western therapeutic project is inconsistent with many Indigenous cultures and often serves as a form of Western colonization.

was a formative presence in global diplomacy.86 Cousin Alice pronounced calling and card-leaving “a Washington mania that no sane human beings should let themselves in for.”87 It was also work: it took patience and stamina and kindness; Alice did not want the authority of donkey work, nor did she have the impulse to be kind. Her object was to be feared—to be the alpha female whose invitations to her own select circle were coveted.88 Eleanor’s authority rested on being in earnest and in her instinct for knowing just when someone needed a bunch of violets or a small present for a voyage to France. She never shirked from the toil of the card case; she never claimed “delicacy,”89 or “a brief illness,” code among official ladies for marital strain, excessive menstruation, or depression.90 She made one exception to her all-in cooperation as a naval wife. To staff the gloomy house on N Street, she had brought from New York four servants, all white, who joined Auntie Bye’s two oldest retainers, both African-American. But Franklin’s boss, devoutly Christian, had also been North Carolina’s all too effective collaborator in resisting Reconstruction’s political empowerment of formerly enslaved African Americans.91 In 1898, as editor of the state’s most prominent newspaper, Daniels served as the propaganda wing of a conspiracy to overthrow the elected multiracial government

Loneliness thus leads to meanness. As the saying goes, pain that is not transformed gets transmitted. The data I just cited about social isolation and sadness is, no surprise, accompanied by other sorts of data about rising hostility and callousness. In 2021, hate-crime reports surged to their highest levels in twelve years. In 2000, roughly two-thirds of Americans gave to charity; by 2021, fewer than half did. One restaurant owner recently told me that he has to ban somebody from his place for rude behavior almost every week these days. That didn’t use to happen. A friend of mine who is a nurse says her number one problem is retaining staff. Her nurses want to quit because the patients have become so abusive, even violent. As the columnist Peggy Noonan put it, “People are proud of their bitterness now.

Adopting a partnering approach to governance, aligning the retained organization with outsourced processes and provider staff and resolving issues together fairly keep BPO relationships on target for delivering world-class performance.

As I pointed out, feudalism is essentially a redistributive system. Peasants and craftsmen produce things to a large extent autonomously; lords siphon off a share of what they produce, usually by dint of some complex set of legal rights and traditions ("direct-juro-political extraction" is the technical phrase I learned in college), and then go about portioning out shared of the loot to their own staff, flunkies, warriors, retainers - and to a lesser extent, by sponsoring feasts and festivals and by occasional gifts and favours, giving some of it back to the craftsmen and peasants once again. In such an arrangement, it makes little sense to speak of separate spheres of "politics" and "the economy" because the goods are extracted through political means and distributed for political purposes.

Residents and interns are the grunts of the medical profession, tasked, simply, with getting everything done. The practical side of the clinical buck stops with them (even if the ultimate clinical and legal responsibility rests with the attendings), and the house staff do whatever it takes to get everything done. With their scut lists in hand, their coat pockets doubling as supply cabinets, they are the embodiment of the pragmatic. While many still retain their interest in the theories and mechanisms of disease, the overriding modus operandi is utilitarian, because unlike the electricians, housekeepers, therapists, technicians, orderlies, dietitians, even the nurses and senior doctors, their job description has no bounds.

If he was going arrayed as a lord of war, she would go not only as light of the world, wearing her beads and rings and cross, jewels and gold crusting even her horse’s harness, but as Butcherbird, with her seax and staff; as Cath Llew in her furs; and as Hild Yffing, lady of Elmet, wife to Cian Boldcloak and mother-to-be, with her big belly, bodywoman, retainer, runner, and Hounds.

Think about this. What would it take for you (or your staff) to move on from your current organization? Would you leave to feel valued, empowered, and largely left to your skills without being micromanaged but with the occasional “Hey, thanks for doing a great job!” from your manager? Organizational leaders: are you doing the little things to retain people? Are these attributes inherent and apparent in your organizational culture? If you are not asking yourselves these questions, you’d be wise to start doing so immediately. We should never underestimate how important it is for people to feel they are valued, respected, and heard. They want to know their voices matter and be met with a high level of responsiveness. All these needs rely on effective communication as the glue to bind them together.

Etymologically, paroikia (a compound word from para and oikos) literally means “next to” or “alongside of the house” and, in a technical sense, meant a group of resident aliens. This sense of “parish” carried a theological context into the life of the Early Church and meant a “Christian society of strangers or aliens whose true state or citizenship is in heaven.” So whether one’s flock consists of fifty people in a church which can financially sustain a priest or if it is merely a few people in a living room whose priest must find secular employment, it is a parish. This original meaning of parish also implies the kind of evangelism that accompanies the call of a true parish priest. A parish is a geographical distinction rather than a member-oriented distinction. A priest’s duties do not pertain only to the people who fill the pews of his church on a Sunday morning. He is a priest to everyone who fills the houses in the “cure” where God as placed him. This ministry might not look like choir rehearsals, rector’s meetings, midweek “extreme” youth nights, or Saturday weddings. Instead, it looks like helping a battered wife find shelter from her abusive husband, discretely paying a poor neighbor’s heating oil bill when their tank runs empty in the middle of a bitter snow storm, providing an extra set of hands to a farmer who needs to get all of his freshly-baled hay in the barn before it rains that night, taking food from his own pantry or freezer to help feed a neighbor’s family, or offering his home for emergency foster care. This kind of “parochial” ministry was best modeled by the old Russian staretzi (holy men) who found every opportunity to incarnate the hands and feet of Christ to the communities where they lived. Perhaps Geoffrey Chaucer caught a glimpse of the true nature of parish life through his introduction of the “Parson” in the Prologue of The Canterbury Tales. Note how the issues of sacrifice, humility, and community mentioned above characterize this Parson’s cure even when opportunities were available for “greater” things: "There was a good man of religion, a poor Parson, but rich in holy thought and deed. He was also a learned man, a clerk, and would faithfully preach Christ’s gospel and devoutly instruct his parishioners. He was benign, wonderfully diligent, and patient in adversity, as he was often tested. He was loath to excommunicate for unpaid tithes, but rather would give to his poor parishioners out of the church alms and also of his own substance; in little he found sufficiency. His parish was wide and the houses far apart, but not even for thunder or rain did he neglect to visit the farthest, great or small, in sickness or misfortune, going on foot, a staff in his hand… He would not farm out his benefice, nor leave his sheep stuck fast in the mire, while he ran to London to St. Paul’s, to get an easy appointment as a chantry-priest, or to be retained by some guild, but dwelled at home and guarded his fold well, so that the wolf would not make it miscarry… There was nowhere a better priest than he. He looked for no pomp and reverence, nor yet was his conscience too particular; but the teaching of Christ and his apostles he taught, and first he followed it himself." As we can see, the distinction between the work of worship and the work of ministry becomes clear. We worship God via the Eucharist. We serve God via our ministry to others. Large congregations make it possible for clergy and congregation to worship anonymously (even with strangers) while often omitting ministry altogether. No wonder Satan wants to discredit house churches and make them “odd things”! Thus, while the actual house church may only boast a membership in the single digits, the house church parish is much larger—perhaps into the hundreds as is the case with my own—and the overall ministry is more like that of Christ’s own—feeding, healing, forgiving, engaging in all the cycles of community life, whether the people attend

UK Concrete are the premier supplier of commercial and domestic ready mixed concrete and screed in London and the south east. Providing a variety of customers across the region with an unmatchable service at unbeatable prices. Supplying concrete for all applications from shed bases to retaining walls, with our highly trained staff and our fleet of volumetric concrete lorries and hi-tech concrete pumping equipment we can ensure that all jobs are carried out with the up most professionalism and that customer satisfaction is met every time.

Normally, at the end of each shift, the staff would normally write up a report on each patient. I found this odd, because most of the time the staff appeared to spend much of their working day in the staff room, smoking with the door closed. It always seemed wrong to me that it was the staff evaluating the patient’s performance and not vice-versa. So I removed the door to the staff room and I got the patients to start writing daily performance reviews on the staff. But I found that this isn’t the ideal way of retaining paid employment.

And it is exactly because many humans embrace routine that we even consider allowing them to share our homes, let alone retain them as members of our staff.