Services Management Quotes

Live your life in such a way that you'll be remembered for your kindness, compassion, fairness, character, benevolence, and a force for good who had much respect for life, in general.

She managed a smile. "You're kind of pushy, you know." He shrugged. "I have a fetish for damsels in distress." "Don't be sexist." "Not at all. My services are also available to gentlemen in distress. It's an equal opportunity fetish," he said, and with a flourish, offered his arm again.

I don’t care how great your products or services are, if the company’s finances aren’t managed well, it’s doomed to fail.

Our Investments should be consistent with our values.

We must be ready to allow ourselves to be interrupted by God... It is a strange fact that Christians and even ministers frequently consider their work so important and urgent that they will allow nothing to disturb them. They think they are doing God a service in this but actually they are disdaining God's "crooked but straight path". It is part of the discipline of humility that we must not spare our hand where it can perform service and that we do not assume that our schedule is our own to manage, but allow it to be arranged by God.

At Mayflower-Plymouth, we are trying to mimic the intelligence of fungi and mycelium to add value in service to businesses.

God did not give Joseph any special information about how to get from being the son of a nomad in Palestine to being Pharaoh's right hand man in Egypt. What He did give Joseph were eleven jealous brothers, the attention of a very loose and vengeful woman, the ability to do the service of interpreting dreams and managing other people's affairs and the grace to do that faithfully wherever he was.

I shall destroy capitalism! Do you hear! I shall destroy every single capitalist! And I shall start with you, you dog, if you don't help us with the bomb!' Allan noted that the had managed to be both a rat and a dog in the course of a minute or so. And that Stalin was being rather inconsistent, because now he wanted to use Allan's services after all. But Allan wasn't going to sit there and listen to this abuse any longer. He had come to Moscow to help them out, not to be shouted at. Stalin would have to manage on his own. 'I've been thinking,' said Allan. 'What,' said Stalin angrily. 'Why don't you shave off that moustache?' With that the dinner was over, because the interpreter fainted.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

You can’t sell it outside if you can’t sell it inside.

The most common emotional defense is avoidance (an ineffective coping skill for any stressor) as expressed through denial (e.g., "That wasn't really bad, I barely remember it").

Leadership is not just some empty formulas but establishing deep connection at soul levels through service, integrity, passion, perseverance and equanimity.

At Mayflower-Plymouth, we’re helping businesses and cities make significant improvements with our management consulting services. And for that, we’re making the world a better place. And we’re making a lot of money - many millions of dollars - by helping others and making their lives better.

Leadership is service, not position.

Business management requires its own skill set separate from being skilled at whatever service or product the business provides.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.

Every business can benefit from good quality management consulting services. Consultants are able to gather, assemble and utilize data in unique ways. Consultants also have perspectives that are likely to be unique compared to the perspectives you find internal to your business.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

It is surely significant that the adults who feature in children's books are rarely, if ever, Regional Sales Managers or Building Services Engineers.

The first step to solving any problem is to accept one’s own accountability for creating it.

Thinking there had to be a better way was a brilliant stroke of serendipity!

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Effective consulting is about gathering and presenting actionable data, and helping businesses solve problems, implement solutions, and innovate.

Efficient supply chain management is essential for individual businesses, specific markets, and for the economy as a whole - especially when we're talking about Permaculture Economics. A global economy where products and services are moved from source to destination with maximum efficiency.... That's a win for everyone.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

The heart of the leader is manifested through service to others.

True leaders live their values everywhere, not just in the workplace.

Nothing consoles and comforts like certainty does.

...while extraordinary products and unique services still afford a competitive advantage, the one advantage that stands the test of time...is people.

A portfolio that exists in service to God is a portfolio blessed by God.

If your business is serious about becoming the best version of itself, consult with Mayflower-Plymouth. If the company or government you lead has major problems that need major solutions or major opportunities that inspire action, consult with Mayflower-Plymouth. We provide holistic solutions with our consulting services.

At Mayflower-Plymouth, we pride ourselves on providing holistic solutions. Businesses have problems, cities have problems, society has problems… and we have solutions to those problems. And me being a polymath and the founder of the company means that polymath spirit is embedded in the company’s nature. We like to solve all kinds of problems and present all kinds of solutions across various industries.

Yet the French have managed to be involved without becoming obsessive. They assume that even good parents aren't at the constant service of their children, and that there's no need to feel guilty about this. "For me, the evenings are for the parents." one Parisian mother tells me. "My daughter can be with us if she wants, but it's adult time.

A few years ago, for instance, the AARP asked some lawyers if they would offer less expensive services to needy retirees, at something like $30 an hour. The lawyers said no. Then the program manager from AARP had a brilliant idea: he asked the lawyers if they would offer free services to needy retirees. Overwhelmingly, the lawyers said yes. What was going on here? How could zero dollars be more attractive than $30? When money was mentioned, the lawyers used market norms and found the offer lacking, relative to their market salary. When no money was mentioned they used social norms and were willing to volunteer their time. Why didn’t they just accept the $30, thinking of themselves as volunteers who received $30? Because once market norms enter our considerations, the social norms depart.

Universal military service may be compared to the efforts of a man to prop up his falling house who so surrounds it and fills it with props and buttresses and planks and scaffolding that he manages to keep the house standing only by making it impossible to live in it.

Two things happen when your objectives are too broad—you don’t achieve the right results and you lose a lot of your resources. You want to avoid both of those.

If your objectives are too broad, they can dilute your project.

Discovering a cure for a disease is one thing, but making that cure available to everyone so it can actually be used to eradicate the problem is another thing.

To competently perform rectifying security service, two critical incident response elements are necessary: information and organization.

Hiring a management consulting company is an investment into the success of your business. Even if your business is the best, it can be better. And good consultants help businesses to be better.

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend.

Do you know," he said, "there are men who would like very much to see me dead. Powerful men. Obscenely wealthy me. Men who can afford to be patient and engage the services of large, ruthless brutes. I've managed to evade them all. But you...God's truth, I think you'll be the very death of me.

As long as management is quick to take credit for a firm’s successes but equally swift to blame its workers for its failures, no surefire remedy for low productivity can be expected in American manufacturing and service industries.

In Venezuela Chavez has made the co-ops a top political priority, giving them first refusal on government contracts and offering them economic incentives to trade with one another. By 2006, there were roughly 100,000 co-operatives in the country, employing more than 700,000 workers. Many are pieces of state infrastructure – toll booths, highway maintenance, health clinics – handed over to the communities to run. It’s a reverse of the logic of government outsourcing – rather than auctioning off pieces of the state to large corporations and losing democratic control, the people who use the resources are given the power to manage them, creating, at least in theory, both jobs and more responsive public services. Chavez’s many critics have derided these initiatives as handouts and unfair subsidies, of course. Yet in an era when Halliburton treats the U.S. government as its personal ATM for six years, withdraws upward of $20 billion in Iraq contracts alone, refuses to hire local workers either on the Gulf coast or in Iraq, then expresses its gratitude to U.S. taxpayers by moving its corporate headquarters to Dubai (with all the attendant tax and legal benefits), Chavez’s direct subsidies to regular people look significantly less radical.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

Let us take you into a deeper experience, make a moment a lasting conveyable memory. Let us help build your tribe.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

Together we made our way from the service entrances in back to the front, Jenks shedding clothes and handing them to me to stuff in my bag every few yards. It was terribly distracting, but I managed to avoid running into the Dumpsters and recycling bins.

The idealized market was supposed to deliver ‘friction free’ exchanges, in which the desires of consumers would be met directly, without the need for intervention or mediation by regulatory agencies. Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers’ performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself. Indeed, an anthropological study of local government in Britain argues that ‘More effort goes into ensuring that a local authority’s services are represented correctly than goes into actually improving those services’. This reversal of priorities is one of the hallmarks of a system which can be characterized without hyperbole as ‘market Stalinism’. What late capitalism repeats from Stalinism is just this valuing of symbols of achievement over actual achievement. […] It would be a mistake to regard this market Stalinism as some deviation from the ‘true spirit’ of capitalism. On the contrary, it would be better to say that an essential dimension of Stalinism was inhibited by its association with a social project like socialism and can only emerge in a late capitalist culture in which images acquire an autonomous force. The way value is generated on the stock exchange depends of course less on what a company ‘really does’, and more on perceptions of, and beliefs about, its (future) performance. In capitalism, that is to say, all that is solid melts into PR, and late capitalism is defined at least as much by this ubiquitous tendency towards PR-production as it is by the imposition of market mechanisms.

If the research is done for brand awareness and the results don't show any rosy picture, then maybe you want to share those results with your marketing head who can include more brand awareness strategies in her marketing plan.

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

Despite its affective packaging, the disposition to catalogue and aggregate neatly rounded-off identities is in no meaningful way radical. Not only is it evocative of nineteenth-century essentialisms, it also reproduces the mindset of the mass information industry, which, though public opinion and market research, sorts the population into the demographic equivalent of sound bites—market shares, taste communities—all in service to the corporate sales effort and management of the national political agenda.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Values are deeply held personal beliefs that form your own priority code for living.

When he’d joined the Service he’d been in Psych Eval, which had involved evaluating operational strategies for psychological impact – on targets as well as agents – but had also meant carrying out individual assessments; who was stressed, who’d benefit from a change of routine, and who was a psychopath. Every organisation had a few, usually at management level, and it was handy to know who they were in case there was an emergency, or an office party.

Being a skilled professional at something does not automatically equate to being skilled at leading a business in that same profession. Someone could be a phenomenal hair stylist, but that doesn’t mean that they would be a great manager of a Salon. Business management requires its own skill set separate from being skilled at whatever service or product the business provides.

We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all.

There seems to be a vicious cycle at work here, making ours not just an economy but a culture of extreme inequality. Corporate decision makers, and even some two-bit entrepreneurs like my boss at The Maids, occupy an economic position miles above that of the underpaid people whose labor they depend on. For reasons that have more to do with class — and often racial — prejudice than with actual experience, they tend to fear and distrust the category of people from which they recruit their workers. Hence the perceived need for repressive management and intrusive measures like drug and personality testing. But these things cost money — $20,000 or more a year for a manager, $100 a pop for a drug test, and so on — and the high cost of repression results in ever more pressure to hold wages down. The larger society seems to be caught up in a similar cycle: cutting public services for the poor, which are sometimes referred to collectively as the 'social wage,' while investing ever more heavily in prisons and cops. And in the larger society, too, the cost of repression becomes another factor weighing against the expansion or restoration of needed services. It is a tragic cycle, condemning us to ever deeper inequality, and in the long run, almost no one benefits but the agents of repression themselves.

If you think poor people are entitled, try denying a rich person with an attitude some service they think they’ve earned. It’s like grief—there are phases. Anger and denial are first. Then comes “do you understand how fucked you are if I don’t get the thing I want?” Followed by “I demand to see your manager” and “I’ve never been treated so poorly in my life.” The final stage is bargaining, where they try to give you extra money because all of life is like valet service to them, and an extra five bucks can change the world. If

Economist Marvin Harris described women as a "literate and docile" labor pool, and "therefore desirable candidates for the information- and people-processing jobs thrown up by modern service industries." The qualities that best serve employers in such a labor pool's workers are: low self-esteem, a tolerance for dull repetitive tasks, lack of ambition, high conformity, more respect for men (who manage them) than women (who work beside them), and little sense of control over their lives.

If my targets seem to skew “left,” it is for a reason. The left makes huge claims about government and its capabilities. Those who manage the government and other publicly funded social services all too often persuade themselves of their virtuousness, even if their virtue is subsidized with other people’s money. Given their idealism, they refuse to cast judgment on their mission and tolerate almost no judgment from others.

The Army's new pitch was simple. Good pay, good benefits, a manageable amount of adventure... but don't worry, we're not looking to pick fights these days. For a country that had paid so dear a price for its recent military buccaneering, the message was comforting. We still had the largest and most technologically advanced standing army in the world, the most nuclear weapons, the best and most powerful conventional weapons systems, the biggest navy. At the same time, to the average recruit the promise wasn't some imminent and dangerous combat deployment; it was 288 bucks a month (every month), training, travel, and experience. Selling the post-Vietnam military as a career choice meant selling the idea of peacetime service. It meant selling the idea of peacetime. Barf.

I think the sorts of people who honestly think that service workers should be more smiley and gracious just don’t get it. They don’t get it because they can take so much for granted in their own lives—things like respect, consideration, and basic fairness on the job. Benefits. Insurance. They’re used to the luxury of choosing the most aesthetically pleasing item on the shelf, of caring what color their car is rather than simply whether it runs or not. They don’t understand how depressing it is to be barely managing your life at any given moment of the day. So forgive me if I don’t tell you to have a pleasant day with unfeigned enthusiasm when I hand you your fucking hamburger. You’ll have to settle for the fake sort.

In the popular imagination, Asian Americans inhabit a vague purgatorial status: not white enough nor black enough; distrusted by African Americans, ignored by whites, unless we’re being used by whites to keep the black man down. We are the carpenter ants of the service industry, the apparatchiks of the corporate world, we are math-crunching middle managers who keep the corporate wheels greased but who never get promoted since we don’t have the right ‘face’ for leadership. We have a content problem. They think we have no inner resources. But while I may look impassive, I'm frantically paddling my feet underwater, always overcompensating to hide my devouring feelings of inadequacy. There's a ton of literature on the self-hating Jew and the self-hating African American, but not enough has been said about the self-hating Asian. Racial self hatred is seeing yourself whites see you, which turns you into your own worst enemy. Your only defence is to be hard on yourself, which becomes compulsive, and therefore a comfort: to peck yourself to death.

Young people have a marvelous faculty of either dying or adapting themselves to circumstances. Even if they are unhappy - very unhappy - it is astonishing how easily they can be prevented from finding it out, or at any rate from attributing it to any other cause than their own sinfulness. To parents who wish to lead a quiet life I would say: Tell your children that they are naughty - much naughtier than most children. Point to the young people of some acquaintances as models of perfection and impress your own children with a deep sense of their own inferiority. You carry so many more guns than they do that they cannot fight you. This is called moral influence, and it will enable you to bounce them as much as you please. They think you know and they will not have yet caught you lying often enough to suspect that you are not the unworldly and scrupulously truthful person which you represent yourself to be; nor yet will they know how great a coward you are, nor how soon you will run away if they fight you with persistency and judgment. You keep the dice and throw them both for your children and yourself. Load them then, for you can easily manage to stop your children from examining them. Tell them how singularly indulgent you are; insist on the incalculable benefit you conferred upon them, firstly in bringing them into the world at all, but more particularly in bringing them into it as your own children rather than anyone else's... You hold all the trump cards, or if you do not you can filch them; if you play them with anything like judgment you will find yourselves heads of happy, united, God-fearing families... True, your children will probably find out all about it some day, but not until too late to be of much service to them or inconvenience to yourself.

The Warrior archetype is hard-wired into our brain structure. Socialization means repression, which only keeps aggressiveness in an all the more volatile, compressed, and explosive form. But aggression is not, in and of itself, a bad thing. In many ways legitimate aggression contributes vitally to our lives. In aggression we find our drives for life, career, social contact, self-definition, and service. Perseverance and fidelity are products of the Warriors determination. Though the Lover initiates a relationship, it is the Warrior who maintains it-without the Warrior the Lover is merely promiscuous. The answer then is not to banish any of the archetypes, but to work on achieving the maturity necessary to manage them.

And yet it bewildered him that people truly believed capitalism to be about making things or providing services at a profit. He found it extraordinary how most people disliked speculators but thought of them as peripheral, as harmless bubbles on a steady stream of enterprise. They fail to recognize the very opposite is true, […] that enterprise long ago became a bubble on a whirlpool of speculation. That, in reality, workers, inventors and managers resemble driftwood buffeted hither and thither on a manic torrent of runaway finance.

Some individuals have what can be considered to be an ‘abusive personality.’ Although they can be somewhat charming at times and sometimes manage to put on a false front in public when it is absolutely necessary, their basic personality is characterized by: 1. A need to dominate and control others 2. A tendency to blame others for all their problems and to take all their frustrations out on other people. 3. Verbal abuse 4. Frequent emotional and sometimes physical outbursts, and 5. An overwhelming need to retaliate and hurt other for real and imagined slights or affronts They insist on being ‘respected’ while giving no respect to others. Their needs are paramount, and they show a blatant disregard for the needs and feelings of others. These people wreak havoc with the lives of nearly every person they come in contact with. They verbally abuse their coworkers or employees, they are insulting and obnoxious to service people, they constantly blame others when something goes wrong. When this type of person becomes intimately involved with a partner, there is absolutely nothing that partner can do to prevent abuse from occurring. Their only hope is to get as far away from the person as possible.

Several years ago, researchers at the University of Minnesota identified 568 men and women over the age of seventy who were living independently but were at high risk of becoming disabled because of chronic health problems, recent illness, or cognitive changes. With their permission, the researchers randomly assigned half of them to see a team of geriatric nurses and doctors—a team dedicated to the art and science of managing old age. The others were asked to see their usual physician, who was notified of their high-risk status. Within eighteen months, 10 percent of the patients in both groups had died. But the patients who had seen a geriatrics team were a quarter less likely to become disabled and half as likely to develop depression. They were 40 percent less likely to require home health services. These were stunning results. If scientists came up with a device—call it an automatic defrailer—that wouldn’t extend your life but would slash the likelihood you’d end up in a nursing home or miserable with depression, we’d be clamoring for it. We wouldn’t care if doctors had to open up your chest and plug the thing into your heart. We’d have pink-ribbon campaigns to get one for every person over seventy-five. Congress would be holding hearings demanding to know why forty-year-olds couldn’t get them installed. Medical students would be jockeying to become defrailulation specialists, and Wall Street would be bidding up company stock prices. Instead, it was just geriatrics. The geriatric teams weren’t doing lung biopsies or back surgery or insertion of automatic defrailers. What they did was to simplify medications. They saw that arthritis was controlled. They made sure toenails were trimmed and meals were square. They looked for worrisome signs of isolation and had a social worker check that the patient’s home was safe. How do we reward this kind of work? Chad Boult, the geriatrician who was the lead investigator of the University of Minnesota study, can tell you. A few months after he published the results, demonstrating how much better people’s lives were with specialized geriatric care, the university closed the division of geriatrics.

Dense urban environments may do away with nature altogether—there are many vibrantly healthy neighborhoods in Paris or Manhattan that lack even a single tree—but they also perform the crucial service of reducing mankind’s environmental footprint. Compare the sewage system of a midsized city like Portland, Oregon, with the kind of waste management resources that would be required to support the same population dispersed across the countryside. Portland’s 500,000 inhabitants require two sewage treatment plants, connected by 2,000 miles of pipes. A rural population would require more than 100,000 septic tanks, and 7,000 miles of pipe. The rural waste system would be several times more expensive than the urban version.

This tub is for washing your courage...When you are born your courage is new and clean. You are brave enough for anything: crawling off of staircases, saying your first words without fearing that someone will think you are foolish, putting strange things in your mouth. But as you get older, your courage attracts gunk and crusty things and dirt and fear and knowing how bad things can get and what pain feels like. By the time you're half-grown, your courage barely moves at all, it's so grunged up with living. So every once in awhile, you have to scrub it up and get the works going or else you'll never be brave again. Unfortunately, there are not many facilities in your world that provide the kind of services we do. So most people go around with grimy machinery, when all it would take is a bit of a spit and polish to make them paladins once more, bold knights and true. ... This tub is for washing your wishes...For the wishes of one's old life wither and shrivel like old leaves if they are not replaced with new wishes when the world changes. And the world always changes. Wishes get slimy, and their colors fade, and soon they are just mud, like all the rest of the mud, and not wishes at all, but regrets. The trouble is, not everyone can tell when they ought to launder their wishes. Even when one finds oneself in Fairyland and not at home at all, it is not always so easy to catch the world in its changing and change with it. ... Lastly, we must wash your luck. When souls queue up to be born, they all leap up at just the last moment, touching the lintel of the world for luck. Some jump high and can seize a great measure of luck; some jump only a bit and snatch a few loose strands. Everyone manages to catch some. If one did not have at least a little luck, one would never survive childhood. But luck can be spent, like money, and lost, like a memory; and wasted, like a life. If you know how to look, you can examine the kneecaps of a human and tell how much luck they have left. No bath can replenish luck that has been spent on avoiding an early death by automobile accident or winning too many raffles in a row. No bath can restore luck lost through absentmindedness and overconfidence. But luck withered by conservative, tired, riskless living can be pumped up again--after all, it is only a bit thirsty for something to do.

1. Where in your life or your work are you currently pursuing comfort, when what’s called for is a little discomfort? Pursuing the life projects that matter to you the most will almost always entail not feeling fully in control of your time, immune to the painful assaults of reality, or confident about the future. It means embarking on ventures that might fail, perhaps because you’ll find you lacked sufficient talent; it means risking embarrassment, holding difficult conversations, disappointing others, and getting so deep into relationships that additional suffering—when bad things happen to those you care about—is all but guaranteed. And so we naturally tend to make decisions about our daily use of time that prioritize anxiety-avoidance instead. Procrastination, distraction, commitment-phobia, clearing the decks, and taking on too many projects at once are all ways of trying to maintain the illusion that you’re in charge of things. In a subtler way, so too is compulsive worrying, which offers its own gloomy but comforting sense that you’re doing something constructive to try to stay in control. James Hollis recommends asking of every significant decision in life: “Does this choice diminish me, or enlarge me?” The question circumvents the urge to make decisions in the service of alleviating anxiety and instead helps you make contact with your deeper intentions for your time. If you’re trying to decide whether to leave a given job or relationship, say, or to redouble your commitment to it, asking what would make you happiest is likely to lure you toward the most comfortable option, or else leave you paralyzed by indecision. But you usually know, intuitively, whether remaining in a relationship or job would present the kind of challenges that will help you grow as a person (enlargement) or the kind that will cause your soul to shrivel with every passing week (diminishment). Choose uncomfortable enlargement over comfortable diminishment whenever you can.

When I consider the men (like my father) I have treated in psychotherapy, I recognize the challenge I face as a counselor. These men are in counseling due to an insistent wife, troubled child or their own addiction. They suffer a lack of connection with the people they say they love most. Chronically accused of being over controlling or emotionally absent, they feel at sea when their wives and children claim to be lonely in their presence. How can these people feel “un-loved” when (from his perspective) he has dedicated his life to their welfare? Some of these men will express their lack of vitality and emotional engagement though endless service. They are hyperaware of the moods, needs and prefer-ences of loved ones, yet their self-neglect can be profound. This text examines how a lack of secure early attachment with caregivers can result in the tendency to self-abandon while managing connections with significant others. Their anxiety and distrust of the connection of others will manifest in anxious monitoring, over-giving, passive aggressive approaches to anger and chronic worry. For them, failure to anticipate and meet the needs of others equals abandonment.

in English and Arabic. Clearly, even personal shoppers had him pegged as a complete geek. The shopper also managed to find some supplies for our magic bags—blocks of wax, twine, even some papyrus and ink—though I doubt Bes explained to her what they were for. After she left, Bes, Carter and I ordered more food from room service. We sat on the deck and watched the afternoon go by. The breeze from the Mediterranean was cool and pleasant. Modern Alexandria stretched out to our left—an odd mix of gleaming high-rises, shabby, crumbling buildings, and ancient ruins. The shoreline highway was dotted with palm trees and crowded with every sort of vehicle from BMWs to donkeys. From our penthouse suite, it all seemed a bit unreal—the raw energy of the city, the bustle and congestion below —while we sat on our veranda in the sky eating fresh fruit and the last melting bits of Lenin’s head.

It was a common complaint amongst the Arts students that their library was in dire need of refurbishment. To call the old building shabby chic was being kind. It didn’t have automated stacks or self-service machines like the Management and Sciences library the other side of campus and the carpets and bookcases looked like they were probably the Victorian originals. But on days like this one, where the springtime sunshine streamed in through the high windows and set the dust motes dancing, Harriet sincerely felt that those BSc lot could stuff their vending machines and state of the art study pods. The Old Library was clearly suited for those who had poetry in their souls, rather than numbers in their heads.

I've been living like this for a long time - about twenty years. I'm forty now. I used to be in the civil service; I no longer am. I was a wicked official. I was rude, and took pleasure in it. After all, I didn't accept bribes, so I had to reward myself at least with that. (A bad witticism, but I won't cross it out. I wrote it thinking it would come out very witty; but now, seeing for myself that I simply had a vile wish to swagger - I purposely won't cross it out!) When petitioners would come for information to the desk where I sat - I'd gnash my teeth at them, and felt an inexhaustible delight when I managed to upset someone. I almost always managed. They were timid people for the most part: petitioners, you know. But among the fops there was one officer I especially could not stand. He simply refused to submit and kept rattling his sabre disgustingly. I was at war with him over that sabre for a year and a half. In the end, I prevailed. He stopped rattling. However, that was still in my youth. But do you know, gentlemen, what was the main point about my wickedness? The whole thing precisely was, the greatest nastiness precisely lay in my being shamefully conscious every moment, even in moments of the greatest bile, that I was not only not a wicked but was not even an embittered man, that I was simply frightening sparrows in vain, and pleasing myself with it. I’m foaming at the mouth, but bring me some little doll, give me some tea with a bit of suger, and maybe I’ll calm down. I’ll even wax tenderhearted, though afterwards I’ll certainly gnash my teeth at myself and suffer from insomnia for a few months out of shame. Such is my custom. And I lied about myself just now when I said I was a wicked official. I lied out of wickedness. I was simply playing around both with the petitioners and with the officer, but as a matter of fact I was never able to become wicked.

I consider myself a “social ecologist,” concerned with man’s man-made environment the way the natural ecologist studies the biological environment.....the discipline itself boasts an old and distinguished lineage. Its greatest document is Alexis de Tocqueville’s Democracy in America. But no one is as close to me in temperament, concepts, and approach as the mid-Victorian Englishman Walter Bagehot. Living (as I have) in an age of great social change, Bagehot first saw the emergence of new institutions: civil service and cabinet government, as cores of a functioning democracy, and banking as the center of a functioning economy. A hundred years after Bagehot, I was first to identify management as the new social institution of the emerging society of organizations and, a little later, to spot the emergence of knowledge as the new central resource, and knowledge workers as the new ruling class of a society that is not only “postindustrial” but postsocialist and, increasingly, post-capitalist. As it had been for Bagehot, for me too the tension between the need for continuity and the need for innovation and change was central to society and civilization.

If the case isn't plea bargained, dismissed or placed on the inactive docket for an indefinite period of time, if by some perverse twist of fate it becomes a trial by jury, you will then have the opportunity of sitting on the witness stand and reciting under oath the facts of the case-a brief moment in the sun that clouds over with the appearance of the aforementioned defense attorney who, at worst, will accuse you of perjuring yourself in a gross injustice or, at best, accuse you of conducting an investigation so incredibly slipshod that the real killer has been allowed to roam free. Once both sides have argued the facts of the case, a jury of twelve men and women picked from computer lists of registered voters in one of America's most undereducated cities will go to a room and begin shouting. If these happy people manage to overcome the natural impulse to avoid any act of collective judgement, they just may find one human being guilty of murdering another. Then you can go to Cher's Pub at Lexington and Guilford, where that selfsame assistant state's attorney, if possessed of any human qualities at all, will buy you a bottle of domestic beer. And you drink it. Because in a police department of about three thousand sworn souls, you are one of thirty-six investigators entrusted with the pursuit of that most extraordinary of crimes: the theft of a human life. You speak for the dead. You avenge those lost to the world. Your paycheck may come from fiscal services but, goddammit, after six beers you can pretty much convince yourself that you work for the Lord himself. If you are not as good as you should be, you'll be gone within a year or two, transferred to fugitive, or auto theft or check and fraud at the other end of the hall. If you are good enough, you will never do anything else as a cop that matters this much. Homicide is the major leagues, the center ring, the show. It always has been. When Cain threw a cap into Abel, you don't think The Big Guy told a couple of fresh uniforms to go down and work up the prosecution report. Hell no, he sent for a fucking detective. And it will always be that way, because the homicide unit of any urban police force has for generations been the natural habitat of that rarefied species, the thinking cop.

Has Stalin understood correctly?’ asked Stalin. ‘You were on Franco’s side, you have fought against Comrade Mao, you have… saved the life of the pig in London and you have put the deadliest weapon in the world in the hands of the arch-capitalists in the USA. ‘I might have known,’ Stalin mumbled and in his anger forgot to talk in the third person. ‘And now you are here to sell yourself to Soviet socialism? One hundred thousand dollars, is that the price for your soul? Or has the price gone up during the course of the evening?’ Allan no longer wanted to help. Of course, Yury was still a good man and he was the one who actually needed the help. But you couldn’t get away from the fact that the results of Yury’s work would end up in the hands of Comrade Stalin, and he was not exactly Allan’s idea of a real comrade. On the contrary, he seemed unstable, and it would probably be best for all concerned if he didn’t get the bomb to play with. ‘Not exactly,’ said Allan. ‘This was never about money…’ He didn’t get any further before Stalin exploded again. ‘Who do you think you are, you damned rat? Do you think that you, a representative of fascism, of horrid American capitalism, of everything on this Earth that Stalin despises, that you, you, can come to the Kremlin, to the Kremlin, and bargain with Stalin, and bargain with Stalin?’ ‘Why do you say everything twice?’ Allan wondered, while Stalin went on: ‘The Soviet Union is prepared to go to war again, I’ll tell you that! There will be war, there will inevitably be war until American imperialism is wiped out.’ ‘Is that what you think?’ asked Allan. ‘To do battle and to win, we don’t need your damned atom bomb! What we need is socialist souls and hearts! He who knows he can never be defeated, can never be defeated!’ ‘Unless of course somebody drops an atom bomb on him,’ said Allan. ‘I shall destroy capitalism! Do you hear! I shall destroy every single capitalist! And I shall start with you, you dog, if you don’t help us with the bomb!’ Allan noted that he had managed to be both a rat and a dog in the course of a minute or so. And that Stalin was being rather inconsistent, because now he wanted to use Allan’s services after all. But Allan wasn’t going to sit there and listen to this abuse any longer. He had come to Moscow to help them out, not to be shouted at. Stalin would have to manage on his own. ‘I’ve been thinking,’ said Allan. ‘What,’ said Stalin angrily. ‘Why don’t you shave off that moustache?’ With that the dinner was over, because the interpreter fainted

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

The R6 Resilience Change Management Framework is a cyclical framework that consists of six iterative puzzle pieces: 1. Review the Macro/Micro Changes: This iteration emphasizes the importance of scanning (mostly) the external environment to identify emerging trends, disruptions, and opportunities. By understanding the broader context in which the organization operates, leaders can anticipate future challenges and proactively adapt their strategies. There should never be a time in the organizations existence where it stops reviewing the macro changes. There are times, though, when micro changes (internal) are where the focus needs to be. 2. Reassess the Business’ Capabilities in the Context of Macro Changes: This iteration is fundamentally about “who are we, and how can we really add value?” It also involves a critical evaluation of the organization's strengths, weaknesses, opportunities, and threats in light of the identified macro changes. This reassessment helps to identify areas where the organization needs to adapt or transform its capabilities to remain competitive. This iteration is largely inward-looking, focused on the organization. But it tempered with the idea that “how do our capabilities allow us to add value to our customers lives (existing or new).” 3. Redefine Target Market(s) Based on Reassessment of Capabilities: This iteration focuses on aligning the organization's target markets with the evolving needs and preferences of customers, the changing competitive landscape, and the new reality of the businesses capabilities. This may involve identifying new customer segments, developing personalized offerings, creating seamless omnichannel experiences, or approaching the same target market in new ways (offering them new kinds of value, or the same kind of value in new ways). 4. Redirect Capabilities Toward Redefined Target Market: This iteration involves realigning the organization's resources, processes, and strategies to effectively serve the redefined target markets. This may require investments in new technologies, optimization of supply chains, or the development of innovative products and services. 5. Restructure the Organization: This iteration focuses on adapting the organization's structure, culture, and talent to support the desired changes. This may involve creating agile teams, fostering a culture of innovation, or empowering employees to make decisions through new policies. 6. Repeat in Perpetuity – or – Render Paradigm Shift [R6-RPS]: This iteration underscores the importance of continuous monitoring, evaluation, and adaptation. The R6 framework is not a one-time process in response to a change event, but an iterative cycle that enables organizations to remain agile and resilient in the face of ongoing change. Additionally, there are times when before repeating the cycle, a business may want/need to render an external paradigm shift by introducing a product or service or way of doing things that fundamentally changes the market – fundamentally changes the value exchange between customers, employees and organizations.

Have you heard the songs they sing here in Kilanga?” he asked. “They’re very worshipful. It’s a grand way to begin a church service, singing a Congolese hymn to the rainfall on the seed yams. It’s quite easy to move from there to the parable of the mustard seed. Many parts of the Bible make good sense here, if only you change a few words.” He laughed. “And a lot of whole chapters, sure, you just have to throw away.” “Well, it’s every bit God’s word, isn’t it?” Leah said. “God’s word, brought to you by a crew of romantic idealists in a harsh desert culture eons ago, followed by a chain of translators two thousand years long." Leah stared at him. “Darling, did you think God wrote it all down in the English of King James himself?” “No, I guess not.” “Think of all the duties that were perfectly obvious to Paul or Matthew in that old Arabian desert that are pure nonsense to us now. All that foot washing, for example. Was it really for God’s glory, or just to keep the sand out of the house?” Leah sat narrow-eyed in her chair, for once stumped for the correct answer. “Oh, and the camel. Was it a camel that could pass through the eye of a needle more easily than a rich man? Or a coarse piece of yarn? The Hebrew words are the same, but which one did they mean? If it’s a camel, the rich man might as well not even try. But if it’s the yarn, he might well succeed with a lot of effort, you see?” He leaned forward toward Leah with his hands on his knees. “Och, I shouldn’t be messing about with your thinking this way, with your father out in the garden. But I’ll tell you a secret. “When I want to take God at his word exactly, I take a peep out the window at His Creation. Because that, darling, He makes fresh for us every day, without a lot of dubious middle managers.

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She sorted through the clothes. “Do you mind wearing Emilio’s underwear?” She turned back to him with the two different styles that she’d found. “You’re about the same size. And they’re clean. They were wrapped in a paper package, like from a laundry service.” Max gave her a look, because along with the very nice, very expensive pair of black silk boxers she’d pilfered from Emilio, she’d also borrowed one of his thongs. “What?” Gina said. It was definitely a man-thong. It had all that extra room for various non-female body parts. “Don’t be ridiculous.” “I’m not,” she said, trying to play it as serious. “One, it’s been a while, maybe your tastes have changed. And two, these might actually be more comfortable, considering the placement of your bandage and—” He took the boxers from her. “Apparently I was wrong.” She turned away and started sorting through the pairs of pants and Bermuda shorts she’d grabbed, trying not to be too obvious about the fact that she was watching him out of the corner of her eye. To make sure he didn’t fall over. Right. After he got the boxers on, he took off the bathrobe and . . . Okay, he definitely wasn’t as skinny as he’d been after his lengthy stint in the hospital. Emilio’s pants probably weren’t going to fit him, after all. Although, there was one pair that looked like they’d be nice and loose . . . There they were. The Kelly green Bermuda shorts. Max gave her another one of those you’ve-got-to-be-kidding glances as he put the bathrobe over the back of another chair. “Do I really look as if I’ve ever worn shorts that color in my entire life?” She tried not to smile. “I honestly don’t think you have much choice.” She let herself look at him. “You know, you could just go with the boxers. At least until your pants dry. You know what would really work with that, though? A bowtie.” She turned, as if to go back to the closet. “I’m sure Emilio has a tux. Judging from his other clothes, it’s probably polyester and chartreuse, but maybe the bowtie is—” “Gina.” Max stopped her before she reached the door. He motioned for her to come back. She held out the green shorts, but instead of taking them, he took her arm, pulled her close. “I love you,” Max said, as if he were dispatching some terrible, dire news that somehow still managed to amuse him at least a little. Gina had been hoping that he’d say it, praying even, but the fact that he’d managed to smile, even just a bit while he did, was a miracle. And then, before her heart even had a chance to start beating again, he kissed her. And oh, she was also beyond ready for that particular marvel, for the sweet softness of his mouth, for the solidness of his arms around her. There was more of him to hold her since he’d regained his fighting weight—and that was amazing, too. She skimmed her hands across the muscular smoothness of his back, his shoulders, as his kiss changed from tender to heated. And, God. That was a miracle, too. Except she couldn’t help but wonder about those words, wrenched from him, as if it cost him his soul to speak them aloud. Why tell her this right now? Yes, she’d been waiting for years for him to say that he loved her, but . . . Max laughed his surprise. “No. Why do you . . .?” He figured it out himself. “No, no, Gina, just . . . I should’ve said it before. I should have said it years ago, but I really should have said it, you know, instead of hi.” He laughed again, clearly disgusted with himself. “God, I’m an idiot. I mean, hi? I should have walked in and said, ‘Gina, I need you. I love you, don’t ever leave me again.’” She stared at him. It was probably a good thing that he hadn’t said that at the time, because she might’ve fainted. It was obvious that he wanted her to say something, but she was completely speechless.

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