Staff Inspirational Quotes

Somewhere in the background of magnificence lurks the kitchen staff. But a magnificent person only forgets about his origins, never his brunch.

They call themselves believers and thereby signify that they are pilgrims, strangers and aliens in the world. Indeed, a staff in the hand does not identify a pilgrim as definitely as calling oneself a believer publicly testifies that one is on a journey, because faith simply means: What I am seeking is not here, and for that very reason I believe it. Faith expressly signifies the deep, strong, blessed restlessness that drives the believer so that he cannot settle down at rest in this world, and therefore the person who has settled down completely at rest has also ceased to be a believer, because a believer cannot sit still as one sits with a pilgrim's staff in one's hand – a believer travels forward

If bread - the staff of life - feeds the body; stories nourish the soul.

Hand to hand, no swords or staffs?" "I figured that was the only fair way for us to fight." She crosses to the ladder and steps onto the top rung. "Seeing as I possess superior skill in armed combat." I snort and reach for my pants, suddenly more inspired about this sparring match. "In your dreams, runt." "In your nightmares," she says with a wink as she disappears down the ladder.

Frodo raised his head, and then stood up. Despair had not left him, but the weakness had passed. He even smiled grimly, feeling now as clearly as a moment before he had felt the opposite, that what he had to do, he had to do, if he could, and that whether Faramir or Aragorn or Elrond or Galadriel or Gandalf or anyone else knew about it was beside the purpose. He took his staff in one hand and the phial in his other. When he saw that the clear light was already welling through his fingers, he thrust it into his bosom and held it against his heart. Then turning from the city of Morgul, now no more than a grey glimmer across a dark gulf, he prepared to take the upward road.

You will never get the best out of anyone professionally unless you understand what motivates and makes them tick personally - as a human being

Tears were coursing down the faces of Kennedy’s moonstruck recruits. John Kennedy had inspired us with his vision. One by one, we left work to grieve in private. The flag was at half-staff in our hearts.

The reason most of your staff are asleep and disengaged, is because you have boring, and bully managers, and no REAL Leaders to inspire and unleash potential.

I regularly tell our seminary students that if I happen to visit the church in which one of them serves, I will not ask first, “Is this man a good preacher?” Rather, first of all I will ask the secretaries, office staff, janitors, and cleaners what it is like to work for this pastor. I will ask, “What kind of man is he? Is he a servant? Is he demanding and harsh, or his he patient, kind, and forbearing as a man in authority?” One of our graduates may preach great sermons, but if he is a pain to work for, then you know he will cause major problems in any congregation. Leaders in the church are required by Scripture to set an example in the areas of love, kindness, gentleness, patience, and forbearance before they are appointed to preach, teach, and rule. If we obediently require these attitudes and character traits of our leaders, what will our “new community” look like

It remains one of the great inequalities of the world that some children are born light years ahead of others. They may come from more stable homes, from wealthy homes, from homes with cleaners and domestic staff, cooks and tutors. Everything is easier, more streamlined, more conducive to educational and career success. Others will come from one-bedroom huts with no running water and no electricity, little chance of a good education, and little time to do anything besides work. The child born into a rich family will, no doubt, progress at a faster rate and develop the sort of self-assurance that comes from stability. This is the case wherever you’re from; it is as true of communist societies as it is of capitalist ones. I have travelled the world and seen these inequalities. I have witnessed the problems such different starting blocks can bring. But if I’ve learned anything, it is that success is possible, whatever your situation and however your life begins. I hope that this story, my story, will prove inspirational and that it will encourage others to dream big, take a plunge, use whatever resources are available. If a small poor boy fishing for prawns on a lake in Ningbo can do it, then so can you.

Good attitudes are contagious; they inspire and encourage others. Bad attitudes are also contagious; they create a negative and hostile work environment and make others feel uncomfortable - like they have to walk on eggshells all the time.

Well, hello there. And welcome. You must be the German gal.” I nodded, still not trusting myself to speak. “It's nice to meet you,” she said in a loud voice. “She's German, not deaf,” Henry murmured. “This is Mrs. Price. She takes care of the staff.

A picture of the world, nothing more than a casting stone set in the heavens, intruded on Errol's dismay. World without end. Was Illustra, their entire world, nothing more than a lot for the ultimate reader, too small and insignificant a thing to care about?

1. Providing a unique interface between members of the organization 2. Delivering unique creativity 3. Managing a situation or organization of great complexity 4. Leading customers 5. Inspiring staff 6. Providing deep domain knowledge 7. Possessing a unique talent

And that brings me to one last point. I've got a simple message for all the dedicated and patriotic federal workers who have either worked without pay, or who have been forced off the job without pay for these last few weeks. Including most of my own staff. Thank you. Thanks for your service. Welcome back. What you do is important. It matters. You defend our country overseas, you deliver benefits to our troops who earned them when they come home, you guard our borders, you protect our civil rights, you help businesses grow and gain footholds in overseas markets. You protect the air we breathe, and the water our children drink, and you push the boundaries of science and space, and you guide hundreds of thousands of people each day through the glories of this country. Thank you. What you do is important, and don't let anybody else tell you different.

to love Grace unconditionally—to be blind to her condition. Bonnie had already reached that point. In fact, as she realized that our culture would not affect Grace in the same way as other girls, she began to see the advantage of having a daughter with Down syndrome. On the day of her surgery, Bonnie could not bear to be the one to hand her over to the medical staff. As I held Grace in the early morning hours prior to her surgery and then eventually walked down the hall to the operating room with her, my heart swelled with emotion. I was falling in love. Suddenly, I couldn’t imagine losing my baby girl.

Walking into a bookshop is a depressing thing. It’s not the pretentious twats, browsing books as part of their desirable lifestyle. It’s not the scrubby members of staff serving at the counter: the pseudo-hippies and fucking misfits. It’s not the stink of coffee wafting out from somewhere in the building, a concession to the cult of the coffee bean. No, it’s the books. I could ignore the other shit, decide that maybe it didn’t matter too much, that when consumerism meets culture, the result is always going to attract wankers and everything that goes with them. But the books, no, they’re what make your stomach sink and that feeling of dark syrup on the brain descend. Look around you, look at the shelves upon shelves of books – for years, the vessels of all knowledge. We’re part of the new world now, but books persist. Cheap biographies, pulp fiction; glossy covers hiding inadequate sentiments. Walk in and you’re surrounded by this shit – to every side a reminder that we don’t want stimulation anymore, we want sedation. Fight your way through the celebrity memoirs, pornographic cook books, and cheap thrills that satisfy most and you get to the second wave of vomit-inducing product: offerings for the inspired and arty. Matte poetry books, classics, the finest culture can provide packaged and wedged into trendy coverings, kidding you that you’re buying a fashion accessory, not a book. But hey, if you can stomach a trip further into the shop, you hit on the meatier stuff – history, science, economics – provided they can stick ‘pop.’ in front of it, they’ll stock it. Pop. psychology, pop. art, pop. life. It’s the new world – we don’t want serious anymore, we want nuggets of almost-useful information. Books are the past, they’re on the out. Information is digital now; bookshops, they’re somewhere between gallery and museum.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

There is something that assaults God even more directly. It is the subtle sense that grows in us, usually unconsciously, that the real effectiveness of our spiritual acts is at the horizontal level among people, not before the face of God. In other words, if my children see me pray at meals, it will do them good. If the staff sees me fasting, they may be inspired to fast. If my roommate sees me read my Bible, he may be inspired to read his. And soon. Now that’s not all bad. Jesus’ public prayers certainly inspired the disciples (Luke 11:1). But the danger is that all of our life—including our spiritual life—starts to be justified and understood simply on the horizontal level for the effects it can have because others see it happening. And so God subtly and slowly can become a secondary Person in the living of our lives. We may think that he is important to us because all these things that we are doing are the kinds of things he wants us to do. But, in fact, he himself is falling out of the picture as the focus of it all.

Its chief covering seemed to me to be composed of large wings folded over its breast and reaching to its knees; the rest of its attire was composed of an under tunic and leggings of some thin fibrous material. It wore on its head a kind of tiara that shone with jewels, and carried in its right hand a slender staff of bright metal like polished steel. But the face! it was that which inspired my awe and my terror. It was the face of man, but yet of a type of man distinct from our known extant races. The nearest approach to it in outline and expression is the face of the sculptured sphinx—so regular in its calm, intellectual, mysterious beauty. Its colour was peculiar, more like that of the red man than any other variety of our species, and yet different from it—a richer and a softer hue, with large black eyes, deep and brilliant, and brows arched as a semicircle. The face was beardless; but a nameless something in the aspect, tranquil though the expression, and beauteous though the features, roused that instinct of danger which the sight of a tiger or serpent arouses. I felt that this manlike image was endowed with forces inimical to man.

In November 1914, the British government issued the first war bond, aiming to raise £350 million from private investors at an interest rate of 4.1% and a maturity of ten years. Surprisingly, the bond issue was undersubscribed, and the British public purchased less than a third of the targeted sum. To avoid publicizing this failure, the Bank of England granted funds to its chief cashier and his deputy to purchase the bonds under their own names. The Financial Times, ever the bank’s faithful mouthpiece, published an article proclaiming the loan was oversubscribed. John Maynard Keynes worked at the Treasury at the time, and in a secret memo to the bank, he praised them for what he called their “masterly manipulation.” Keynes’s fondness for surreptitious monetary arrangements would go on to inspire thousands of economic textbooks published worldwide. The Bank of England had set the tone for a century of central bank and government collusion behind the public’s back. The Financial Times would only issue a correction 103 years later,7 when this matter was finally uncovered after some sleuthing in the bank’s archives by some enterprising staff members and published on the bank’s blog.8

O that today you would hearken to his voice! —Psalm 95:7 (RSV) MARIA, INSPIRATION BEHIND HOLY ANGELS HOME Maria was nine in 1965 when I first wrote about her, a bright, little girl with an impish smile. Born hydrocephalic, without legs, a “vegetable” who could not survive, she’d dumbfounded experts and become the inspiration behind a home for infants with multiple handicaps. Now I was back at Holy Angels in North Carolina to celebrate Maria’s fiftieth birthday. I had to trot to keep up with Maria’s motorized wheelchair through a maze of new buildings, home now for adults as well as infants. At each stop, Maria introduced me to staff and volunteers who simply exuded joy. And yet the people they were caring for had such cruel limitations! How could everyone seem so happy, I asked, working day after day with people who’ll never speak, never hold a spoon, never sit up alone? “None of us would be happy,” Maria said, “if we looked way off into the future like that.” Here, she explained, they looked for what God was doing in each life, just that one day. “That’s where God is for all of us, you know. Just in what’s happening right now.” How intently one would learn to look, I thought, to spot the little victories. In my life too…. What if I memorized just the first stanza of Millay’s “Renascence”? What if I understood just one more function on my iPhone? What if just one morning I didn’t comment about my husband’s snoring? “Thank you, Maria,” I said as we hugged good-bye, “for showing me the God of the little victories.” Through what small victory, Father, will You show me Yourself today? —Elizabeth Sherrill Digging Deeper: Ps 118:24; Mt 6:34

A fierce battle was taking place at Tobruk, and nothing thrilled him more than spirited warfare and the prospect of military glory. He stayed up until three-thirty, in high spirits, “laughing, chaffing and alternating business with conversation,” wrote Colville. One by one his official guests, including Anthony Eden, gave up and went to bed. Churchill, however, continued to hold forth, his audience reduced to only Colville and Mary’s potential suitor, Eric Duncannon. Mary by this point had retired to the Prison Room, aware that the next day held the potential to change her life forever. — IN BERLIN, MEANWHILE, HITLER and Propaganda Minister Joseph Goebbels joked about a newly published English biography of Churchill that revealed many of his idiosyncrasies, including his penchant for wearing pink silk underwear, working in the bathtub, and drinking throughout the day. “He dictates messages in the bath or in his underpants; a startling image which the Führer finds hugely amusing,” Goebbels wrote in his diary on Saturday. “He sees the English Empire as slowly disintegrating. Not much will be salvageable.” — ON SUNDAY MORNING, a low-grade anxiety colored the Cromwellian reaches of Chequers. Today, it seemed, would be the day Eric Duncannon proposed to Mary, and no one other than Mary was happy about it. Even she, however, was not wholly at ease with the idea. She was eighteen years old and had never had a romantic relationship, let alone been seriously courted. The prospect of betrothal left her feeling emotionally roiled, though it did add a certain piquancy to the day. New guests arrived: Sarah Churchill, the Prof, and Churchill’s twenty-year-old niece, Clarissa Spencer-Churchill—“looking quite beautiful,” Colville noted. She was accompanied by Captain Alan Hillgarth, a raffishly handsome novelist and self-styled adventurer now serving as naval attaché in Madrid, where he ran intelligence operations; some of these were engineered with the help of a lieutenant on his staff, Ian Fleming, who later credited Captain Hillgarth as being one of the inspirations for James Bond. “It was obvious,” Colville wrote, “that Eric was expected to make advances to Mary and that the prospect was viewed with nervous pleasure by Mary, with approbation by Moyra, with dislike by Mrs. C. and with amusement by Clarissa.” Churchill expressed little interest. After lunch, Mary and the others walked into the rose garden, while Colville showed Churchill telegrams about the situation in Iraq. The day was sunny and warm, a nice change from the recent stretch of cold. Soon, to Colville’s mystification, Eric and Clarissa set off on a long walk over the grounds by themselves, leaving Mary behind. “His motives,” Colville wrote, “were either Clarissa’s attraction, which she did not attempt to keep in the background, or else the belief that it was good policy to arouse Mary’s jealousy.” After the walk, and after Clarissa and Captain Hillgarth had left, Eric took a nap, with the apparent intention (as Colville

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

Healing and protection are long-standing themes for the serpent: the wand of Asclepius, Greek god of medicine, wrapped by a single serpent, inspires the symbols of the American Medical Association and the World Health Organization. Hermes’ winged staff, entwined by a pair of snakes, forms the caduceus, a symbol of alchemy and commerce, and a second symbol of medicine. Jung considered ouroboros, the snake swallowing its own tail, to be the one archetypal symbol that explained absolutely everything.

Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

What happened to the troubled young reporter who almost brought this magazine down The last time I talked to Stephen Glass, he was pleading with me on the phone to protect him from Charles Lane. Chuck, as we called him, was the editor of The New Republic and Steve was my colleague and very good friend, maybe something like a little brother, though we are only two years apart in age. Steve had a way of inspiring loyalty, not jealousy, in his fellow young writers, which was remarkable given how spectacularly successful he’d been in such a short time. While the rest of us were still scratching our way out of the intern pit, he was becoming a franchise, turning out bizarre and amazing stories week after week for The New Republic, Harper’s, and Rolling Stone— each one a home run. I didn’t know when he called me that he’d made up nearly all of the bizarre and amazing stories, that he was the perpetrator of probably the most elaborate fraud in journalistic history, that he would soon become famous on a whole new scale. I didn’t even know he had a dark side. It was the spring of 1998 and he was still just my hapless friend Steve, who padded into my office ten times a day in white socks and was more interested in alphabetizing beer than drinking it. When he called, I was in New York and I said I would come back to D.C. right away. I probably said something about Chuck like: “Fuck him. He can’t fire you. He can’t possibly think you would do that.” I was wrong, and Chuck, ever-resistant to Steve’s charms, was as right as he’d been in his life. The story was front-page news all over the world. The staff (me included) spent several weeks re-reporting all of Steve’s articles. It turned out that Steve had been making up characters, scenes, events, whole stories from first word to last. He made up some funny stuff—a convention of Monica Lewinsky memorabilia—and also some really awful stuff: racist cab drivers, sexist Republicans, desperate poor people calling in to a psychic hotline, career-damaging quotes about politicians. In fact, we eventually figured out that very few of his stories were completely true. Not only that, but he went to extreme lengths to hide his fabrications, filling notebooks with fake interview notes and creating fake business cards and fake voicemails. (Remember, this was before most people used Google. Plus, Steve had been the head of The New Republic ’s fact-checking department.) Once we knew what he’d done, I tried to call Steve, but he never called back. He just went missing, like the kids on the milk cartons. It was weird. People often ask me if I felt “betrayed,” but really I was deeply unsettled, like I’d woken up in the wrong room. I wondered whether Steve had lied to me about personal things, too. I wondered how, even after he’d been caught, he could bring himself to recruit me to defend him, knowing I’d be risking my job to do so. I wondered how I could spend more time with a person during the week than I spent with my husband and not suspect a thing. (And I didn’t. It came as a total surprise). And I wondered what else I didn’t know about people. Could my brother be a drug addict? Did my best friend actually hate me? Jon Chait, now a political writer for New York and back then the smart young wonk in our trio, was in Paris when the scandal broke. Overnight, Steve went from “being one of my best friends to someone I read about in The International Herald Tribune, ” Chait recalled. The transition was so abrupt that, for months, Jon dreamed that he’d run into him or that Steve wanted to talk to him. Then, after a while, the dreams stopped. The Monica Lewinsky scandal petered out, George W. Bush became president, we all got cell phones, laptops, spouses, children. Over the years, Steve Glass got mixed up in our minds with the fictionalized Stephen Glass from his own 2003 roman à clef, The Fabulist, or Steve Glass as played by Hayden Christiansen in the 2003

Faith isn’t a crutch used by the frail to prevent them from falling over. Faith is our mighty staff which we wield as we walk through the valley of our personal shadow of death.

There is also some value to inspiring a certain amount of fear in the people who work for you. When Clinton began as president, one White House veteran gave him a sage piece of advice: “Your own staff won’t take you seriously until you fire someone.” Clinton demurred, “I’m not very good at that.” He wasn’t, and it hurt him. His administration was plagued by leaks to the press. Had he made an example of even one staffer, they might have stopped, or at least slowed. In a fit of rage Clinton sometimes demanded that someone be fired. Because he didn’t have the heart to fire them himself, he’d tell a staffer to do it, but then unfire them the next day. In

The participatory economics (Parecon) project, for instance, envisions direct democracy at every level of society; but this vision for a postcapitalist world translates into endlessly ramifying staff meetings over every detail of life – hardly the inspiring stuff of utopian visions.35 Under Occupy, many general assemblies devolved into similar situations in which even the most mundane of issues had to be painstakingly addressed by a collective.36 The acrimonious debates over drummers making too much noise in the Zuccotti Park occupation are just one particularly farcical example of this. The more general point is that direct democracy requires a significant amount of participation and effort – in other words, it entails increasing amounts of work. During brief moments of revolutionary enthusiasm, this extra work can become inconsequential; yet after the return to normality it is simply added to the ordinary pressures of everyday life.37 The extra work of direct democracy is problematic especially because of the constitutive exclusions it entails – particularly for those who are unable to attend physically, those who do not feel comfortable in large groups and those who lack public speaking skills (with all the gendered and racialised biases inherent to these factors).38 As the Occupy movement went on, the general assemblies simply collapsed, often under the weight of exhaustion and boredom. The conclusion to be drawn from this is that the problem of democracy today is not that people want a say over every single aspect of their lives. The real issue of democratic deficit is that the most significant decisions of society are out of the hands of the average person.39 Direct democracy responds to this problem, but attempts to solve it by making democracy an immediate and bodily experience that rejects mediation.

With no middle management and little staff, Teal Organizations dispense with the usual control mechanisms; they are built on foundations of mutual trust. Zobrist has written a book outlining FAVI’s practices that is subtitled: L’entreprise qui croit que l’Homme est bon (“The organization that believes that mankind is good”). The heart of the matter is that workers and employees are seen as reasonable people that can be trusted to do the right thing. With that premise, very few rules and control mechanisms are needed. Before

Then the heavy lifting began. For the next six months, our employees rarely saw their families. We worked deep into the night, seven days a week. Despite two hit movies, we were conscious of the need to prove ourselves, and everyone gave everything they had. With several months still to go, the staff was exhausted and starting to fray. One morning in June, an overtired artist drove to work with his infant child strapped into the backseat, intending to deliver the baby to day care on the way. Some time later, after he’d been at work for a few hours, his wife (also a Pixar employee) happened to ask him how drop-off had gone—which is when he realized that he’d left their child in the car in the broiling Pixar parking lot. They rushed out to find the baby unconscious and poured cold water over him immediately. Thankfully, the child was okay, but the trauma of this moment—the what-could-have-been—was imprinted deeply on my brain. Asking this much of our people, even when they wanted to give it, was not acceptable. I had expected the road to be rough, but I had to admit that we were coming apart. By the time the film was complete, a full third of the staff would have some kind of repetitive stress injury. In the end, we would meet our deadline—and release our third hit film. Critics raved that Toy Story 2 was one of the only sequels ever to outshine the original, and the total box office would eventually top $500 million. Everyone was fried to the core, yet there was also a feeling that despite all the pain, we had pulled off something important, something that would define Pixar for years to come. As Lee Unkrich says, “We had done the impossible. We had done the thing that everyone told us we couldn’t do. And we had done it spectacularly well. It was the fuel that has continued to burn in all of us.” T

Compare the following Synoptic (see Synoptic Gospels) accounts of Jesus’ command to his seventy missionaries. • “Take . . . no bag for your journey, or two tunics, or sandals, or a staff; for laborers deserve their food” (Matt. 10:9–10). • “Take nothing for [your] journey except a staff; no bread, no bag, no money in [your] belts; but to wear sandals and not to put on two tunics” (Mark 6:8–9). • “Take nothing for your journey, no staff, nor bag, nor bread, nor money—not even an extra tunic” (Luke 9:3). The three accounts obviously do not completely agree. Did Jesus say to take a staff, as Mark reports, or not to take a staff, as Matthew and Luke report? Did Jesus say to wear sandals, as Mark’s account says, or not to wear sandals, as Matthew’s account suggests? Such disagreements clearly do not affect the basic teaching all three accounts seek to relay—namely, that disciples were to trust God the Father, not their own provisions, as they carried out the work of expanding God’s kingdom. But just as clearly, the three accounts do disagree and thus cannot in any literal sense be labeled “inerrant.” As a matter of fact, minor inconsistencies such as these occur throughout the Bible. Sometimes they can be explained away; other times they cannot. Even when they cannot be explained, however, they never affect anything important. Minor contradictions in the Bible become a concern only when someone embraces a theory of inspiration that stipulates that such contradictions should not occur—namely, that the Bible is inerrant. If we focus our attention on the infallible teaching of Scripture on matters of faith and practice, however, rather than on whether the Bible is meticulously accurate and consistent in matters of history or science, we are free to see that these inconsistencies and scientific or historical inaccuracies are irrelevant to our faith. Supporting

In the old machine metaphor of organizations, staff functions are like levers that the C-suite leaders use to steer the ship—levers that are conveniently close at hand, just a few doors down the hall at headquarters. Yet it is often an illusion of control: from the perspective of headquarters, rules and procedures always make sense; one must be in the field to experience the counterproductive and dispiriting results they often produce and to realize how often people find creative ways around them or simply ignore them.

Miss Dunlap, you see, put on quite a dramatic display after she went back to the ballroom, far more dramatic than anything that dreary production she was trying to direct could have achieved. You won’t like hearing this, but the woman actually took to the stage and told everyone the rehearsal, as well as the final production, had been canceled. Then she told everyone in the ballroom about you and Miss Plum—and that Miss Plum had been the very unattractive Miss Fremont—and that Miss Plum had obviously gone to great lengths to pull the wool over everyone’s eyes, embarrassing the good folk of Tarrytown in the process by mocking their theatrical efforts.” “Oh . . . no,” Bram said. “Indeed,” Tilda agreed. “And unfortunately, it gets worse.” “Maybe you shouldn’t tell me everything all in one sitting, Tilda,” Bram said a little weakly. “Don’t be a coward, Mr. Haverstein. It’s always best to hear all the bad instead of parceling it out bit by painful bit.” Retaking his seat, he buried his face in his hands. “Very well, carry on.” “Well, you see, Miss Dunlap was clearly distraught, as well as disappointed, that you’d been discovered kissing Miss Plum. Because of that, she said some very disparaging things about Miss Plum, and before long Mr. Skukman joined her on stage.” “Oh . . . no.” “Exactly. Well, Miss Dunlap didn’t take kindly to him arguing with her, and she . . . attacked him.” Bram lifted his head. “She . . . attacked him?” Tilda nodded. “She did, but to give Mr. Skukman credit, he didn’t bat an eye as she went about the unpleasant business of pummeling him. It wasn’t harming him at all, of course, but when she started throwing things—and not just at him but at members of your staff as well—Mr. Skukman saved quite a few people from suffering injuries by picking up Miss Dunlap, tossing her over his shoulder, and carting her offstage.” “Should I ask what happened next?” “He was run out of Tarrytown by a horde of angry townswomen, and . . . to add further chaos to the evening, someone let Geoffrey out of the barn again and he chased Miss Dunlap and Miss Cooper all the way down the drive, until they were rescued by Ernie. Although . . . he was apparently in the process of creating some new gravestones for the back graveyard in case you needed some disturbing inspiration some night, and . . . there is now a rumor swirling about town that we’re up to some concerning shenanigans here at Ravenwood.” “The

The best managers inspire passion and dedication among their staff, they cultivate a culture of success, and they make their team feel valued and supported. And the best managers enable their employees to perform beyond their own expectations.

The author deduces the best way James Baker serve Reagan as Chief of Staff was to continually remind him why he wanted to be president.

When motivation flows, people see work as interesting as music. They enjoy it till they do more than they could have done. Leaders motivate people to do greater things.

John by Maisie Aletha Smikle John the baptizer Son of Liza Ate no appetizer And had nothing with fertilizer Chosen to lead He took heed Filled with glory He told the story To get a flannel They disrobe a camel John wore it's skin To keep warm within While they lavish in castles And ate lambs laced with honey John lived among bristles Eating locusts glazed with honey John had no land Nor a band He kept no herd Nor flocks of bird Called he was indeed None could do his deed And keep up to speed Paving the way to lead John had no money But he had honey John used a staff And kept no arms God's enemies hated John He threatened their insidious wrong John called out the wretched For light to expose their throng Indeed none could do the deed of John Who took martyrdom For the Kingdom Then ascended for his mission on earth was done

Rachael dropped her handbag on the kitchen bench and sat on a stool. “How do you cope with everything?” “I have staff. Donna is still here. She helps in the gift shop. Pete and Courtney work on the farm. They work longer hours when the lavender is harvested. Karen and Sue - you haven’t met them - help me make lavender candles and pot pourri

I once worked for a 3-star general who was exceptionally smart, extremely competent, and the consummate gentleman. He never raised his voice in anger. One day, a colonel on our staff told me that the general was the 'toughest boss he had ever worked for.' Perplexed, I asked him why. He replied: 'Because I never wanted to disappoint him.' I knew exactly what he meant.

I suppose that a lot of people thought my "Make 'em Squeal" campaign ad was just a clever way of getting public attention, and it surely did that. But I really meant it, too. So, in the early days of my term, I sat down with my staff and laid out the way I saw it. "Iowans sent me to the Senate with the mission of cutting wasteful spending- and making Washington squeal," I told them. "Let's do it.

On 24 July, Captain La Corne Saint-Luc left with another body of nearly four hundred Indians and two hundred Canadians. His departure had been delayed for two days – because of a lacrosse tournament between the Abenakis and Iroquois. The game was played with a ball and sticks curved in the shape of a crosier; it was this fancied resemblance to a bishop’s staff that inspired the French name for the tribal sport. The stakes in this grudge-match were high: one thousand crowns worth of wampum in belts and strings. Amongst the Indians, lacrosse was a serious business; it could result in broken bones and even the occasional death; it was not for nothing that the Cherokees dubbed it the little brother of war. The mission communities clustered around Montréal were particular aficionados; a 1743 plan of the settlement at the Lake of the Two Mountains shows an extensive lacrosse field. The neighbouring Caughnawagas were no less dedicated to the game and long remained so; a team of Mohawks from the village toured Britain in 1876. Their dazzling exhibition matches sparked the interest that led to the sport’s adoption, in a slightly less violent form, by British schoolgirls. Even that glum widow Queen Victoria considered the game very pretty to watch. It is unlikely that she would have used the same words to describe the Abenaki-Iroquois clash of July 1758.

it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals.

The school’s staff had become convinced that “in order to produce 21st century learners, we could not use 18th century methods.

Third, and relatedly, Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success. Not only did they drive the discussion in meaningful ways, but their involvement also paid its own dividends. Seeing

It's essential to do exhaustive due diligence and consult with specialized legal counsel before committing your technology to a VC contract. Interview management and staff at other companies in the VC firm's portfolio including some that failed. Research the history of how employees and other common stock holders fared as the companies grew. When in doubt, listen to your gut and speak up-and get any promises in writing.

Leaders need to watch for the following indicators that their school environment is becoming toxic: Gossip Staff complaints, criticism, or distrust of leadership Staff use of negative language to describe children or their parents Negative subgroups within the staff Lack of focus on the positive things happening in the program

Every product begins with the people on the cross‐functional product team. How you define the roles, and the people you select to staff the team, will very likely prove to be a determining factor in its success or failure.

Edison epitomized the new entrepreneur at the heart of a brand-new phase in the development of market societies: an inventor who innovated in order to create monopoly power for himself – not so much for the riches that it provided, but for its own sake; for the sheer glory and the sheer power of it all. He was an entrepreneur who inspired, in equal measure, incredible loyalty from his overworked staff and loathing from his adversaries. He was a friend of Henry Ford, who also famously played a key role in bringing machinery into the lives of ordinary people while, at the same time, turning workers into the nearest a person can come to a machine.

Asoka World School is a reputed international school in Kochi affiliated with CBSE. We have a student-friendly environment and has a very interesting syllabus. The STEM enriched curriculum helps to provide an in-depth learning experience for the students. We have a wide range of extracurricular activities for nurturing and developing a child’s creativity and imagination. Asoka World School can be an ideal option for your child. Here are some key reasons why Asoka World School is the best for your kid. Individualized attention in classes: Our student-teacher ratio arrangement is standardised in such a way that teachers are able to give individual attention to each child. Our teachers are well educated, experienced and constantly inspires their students. We follow the golden teacher-student ratio of 1:20. This helps students to gain the concepts of each subject easily hence they become more confident. This also enriches their knowledge, and they get more quality time to interact with their teachers. image Child Safe Environment: At Asoka World School, you will find your child is in extremely safe hands. Our classrooms are aesthetically designed and technologically equipped to disseminate learning through very many fun ways. Asoka World School has a world-class building design, infrastructure, fully integrated wireless network, climate-controlled smart classrooms, security features and no compromise hygiene and safeguarding policy that offers everything you have been dreaming for your child. Updated Curriculums: We have 4 levels of programmes prepared for our children. Foundational - KG - IInd Preparatory - IIIrd - Vth Middle School - VIth - VIIIth Senior School - IXth - XIIth These programs are framed by our school to focus on developing various vital skills in the students. Our teachers adopt a customised teaching approach that can help students of every category. Our flexible curriculum enhances the communication between the teachers and students to a great extent. Our school has result-oriented teaching methods, qualified and responsible teaching staff to help facilitate a learning environment that is both safe and nurturing. As the best CBSE school in Kochi, Asoka World School is a leader in its sector and we hope to continue rising and come out as the best school in Kochi.

organizations feel pressure to be relevant in the digital era, stories have become a hot topic in marketing communication. Many firms have added processes and structures that enable them to find, create and evaluate strong stories. They have also added journalists and filmmakers to their staffs to present these stories in a compelling way.

In the course of history, kings have welcomed more and more people to their courts, which became more and more brilliant. Is it not obvious that these courtiers and the "officers" were stolen from the feudal lords, who just lost at one fell swoop, their retinues and their administrators? The modern state nourishes a vast bureaucracy. Is not the corresponding decline in the staff of the employer patent to all? Putting the mass of the people to productive work makes possible at any given moment of technical advance the existence of a given number of non-producers. These non-producers will either be dispersed in a number of packets or concentrated in one immense body, according as the profits of productive work accrue to the social or to the political authorities. The requirement of Power, its tendency and its raison d'etre, is to concentrate them in its own service. To this task, it brings us so much ardour, instinctive rather than designed that in course of time it does to a natural death the social order which gave it birth. This tendency is due not to the form taken by any particular state but to the inner essence of Power, which is the inevitable assailant of the social authorities and sucks the very lifeblood. And the more vigorous a particular power is a more virile it is to the role of vampire. When it falls to weak hand, which gives aristocratic resistance a chance to organize itself, the state's revolutionary nature becomes for the time being effaced. This happens either because the forces of aristocracy opposed to the now enfeebled statocratic onslaught a barrier capable of checking it, or, more frequently, because they put a guard on their assailant, by laying hands on the apparatus which endangers them; they guarantee their own survival by installing themselves in the seat of government. This is exactly what did happen to the two epochs when the ideas of Montesquieu and Marx took shape. The counter-offensive of the social authorities cannot be understood unless it is realized that the process of destroying aristocracy goes hand in hand with a tendency in the opposite sense. The mighty are put down - if they are independent of the state; but simultaneously, a statocrcy is exalted, and the new statocrats do more than lay a collective hand on the social forces - they laid them on the lay them each his own hand; in this way, they divert them from Power and restore them again to society, in which thereafter the statocrats join forces, by reason of the similarity of their situations and interests, with the ancient aristocracies in retreat. Moreover, the statocratic acids, in so far as they break down the aristocratic molecules, do not make away with all the forces which they liberate. Part of them stays unappropriated, and furnishes new captains of society with the personnel necessary to the construction of new principates. In this way, the fission of the feudal cell at the height of the Middle Ages released the labour on which the merchant-drapers rose to wealth and political importance. So also in England, with a greed of Henry VIII had fallen on the ecclesiastical authorities to get from their wealth, the wherewithal to carry out his policies, the greater part of the monastic spoils, stuck to the fingers of hands, which had been held out to receive them. These spoils founded the fortunes of the nascent English capitalism. In this way, new hives are forever being built, in which lie hidden a new sort of energies; these will in time inspire the state to fresh orgies of covetousness. That is why the statocratic aggression seemed never to reach its logical conclusion - the complete atomization of society, which should contain henceforward nothing but isolated individuals whom the state alone rules and exploits.

Writing to Gov. Nicholas Cooke on October 12, 1776, he explained, The Advantages arising from a judicious appointment of Officers, and the fatal consequences that result from the want of them, are too obvious to require Arguments to prove them; I shall, therefore, beg leave to add only, that as the well doing, nay the very existence of every Army, to any profitable purposes, depend upon it, that too much regard cannot be had to the choosing of Men of Merit and such as are, not only under the influence of a warm attachment to their Country, but who also possess sentiments of principles of the strictest honor. Men of this Character, are fit for Office, and will use their best endeavours to introduce that discipline and subordination, which are essential to good order, and inspire that Confidence in the Men, which alone can give success to the interesting and important contest in which we are engaged. 50 Washington consistently underscored his view of the “immense consequence” of having “men of the most respectable characters” as the officers surrounding the commanderin chief. He wrote years later to Secretary of War, James McHenry as a new army was being contemplated to address the post-French Revolutionary government: To remark to a Military Man how all important the General Staff of an Army is to its well being, and how essential consequently to the Commander in Chief, seems to be unnecessary; and yet a good choice is of such immense consequence, that I must be allowed to explain myself. The Inspector General, Quartermaster General, Adjutant General, and Officer commanding the Corps of Artillerists and Engineers, ought to be men of the most respectable characters, and of first rate abilities; because, from the nature of their respective Offices, and from their being always about the Commander in Chief who is obliged to entrust many things to them confidentially, scarcely any movement can take place without their knowledge. It follows then, that besides possessing the qualifications just mentioned, they ought to have those of Integrity and prudence in

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

studio, and a bar and restaurant. The staff is professional and friendly, and like the hotel in the book, the real hotel is located on the edge of town within easy walking distance of not only shopping, restaurants, museums, and galleries but also Children’s Beach, Jetties Beach, and Brant Point Light. Website: Thenantuckethotel.com; Instagram: @thenantucket. The only accommodation that is directly on the beach is the Cliffside Beach Club, which was the inspiration for my first novel, The Beach Club.

Connection: building social bonds between teammates, coaches, and support staff

Making others happy can give us happiness. I treated the staff in a restaurant to a plate of Momos. Little things can make our World a better place.

The truth is, most entrepreneurs pivot many times before they find their footing. And often, even after they find their footing. And it can feel perilous. You have to steer toward a new opportunity, often before it comes into clear focus. And, equally challenging, you have to turn away from something—specifically, an idea that previously inspired hopes, dreams, and investment of time and money. Human beings don’t let go of old ideas easily. In pivoting, you risk blowback from your co-founders, your staff, your investors, and your users. For those reasons, it can be the single greatest test of your leadership skills.

The Memo Master” is how some on the staff referred to Pete. In his hands, the lowly memorandum approached an art form, each one efficient and oddly inspiring.

While it was once possible to simply identify people in relation to a more powerful figure, as assistant, wife, staff, servant, serf, slave or other, the Internet provided the opportunity for all to have an equal voice free of relation to others.

Behind them, filling the roads that converged on Liège came the infantry of Emmich’s assault force, rank after rank. Only the red regimental number painted on helmet fronts broke the monotony of field-gray Horse-drawn field artillery followed. The new leather of boots and harness creaked. Companies of cyclists sped ahead to seize road crossings and farmhouses and lay telephone wires. Automobiles honked their way through, carrying monocled Staff officers with orderlies holding drawn pistols sitting up front and trunks strapped on behind. Every regiment had its field kitchens on wheels, said to be inspired by one the Kaiser had seen at Russian maneuvers, with fires kindled and cooks standing up stirring the stew as the wagons moved. Such was the perfection of the equipment and the precision of the marching that the invaders appeared to be on parade.

The British Chiefs of Staff advanced a proposition which, in spite of its inspired lunacy, has remained to this day at the heart of much of what passes for military thinking in this country . . . We are, in other words, here because we’re here because we’re here. Those who subscribe to the theory that armed forces should be designed to implement the nation’s chosen external policies should therefore rid their minds of such childish delusions; it is the size and shape of the armed forces, their recruiting rate, their equipment and their conditions of service which matter, and those charged with the formulation of foreign and defence policy had better order their affairs accordingly.1 In the period between the wars the shape and the equipment, if not the size, of the armed forces were partly determined by a number of curious military attitudes.

For that particular session, everyone said they picked it because of the word entitled in the descriptor. They’d all encountered people who acted entitled at Pixar—people who insisted on having their own piece of equipment, even if it could be shared, or who groused that they couldn’t bring their dogs to work. “This is a job,” one animator said. “A great job. We are well paid. These people need to wake up.” What was most striking to those in attendance at the “Great Workplace” session was how much they had in common. The Systems guy told a story about answering a frantic call for tech support. He rushed over to assess the problem, only to be told by the aggrieved artist that the machine should be fixed during lunch—because that’s when it would be most convenient for her. “I need to eat lunch, too,” he told the group, as everyone nodded their heads. The chef told a similar story about a last-minute request to cater a working lunch that came without any acknowledgement of the hassle (and hustle) it would require of her staff.

Stephen Dewar, vice president of operations, cofounded WhalePower with Frank Fish, Bill Bateman and Phil Watts. I've known Stephen for several years and have watched with interest the challenges faced by the company since it was incorporated. I recently asked him if he had advice for aspiring biomimicry entrepreneurs. His number one message: Have a clear vision of why you're taking on your project and where you want to go. Then, like nature, be flexible and adaptable. his staff even made T-shirts that quote one of his favorite sayings: "For every vision, there is an equal and opposite revision." Second: Do your homework. Be deeply interested in the science, so you can clearly differentiate what's not just a good biomimetic idea but one for which there is a strong market demand.

Over the next couple of years, we built and tested a series of prototypes, started dialogues with leading manufacturers, and added business development and technical staff to our team, including mechanical and aerospace engineers. Our plan was that PAX scientific would be an intellectual-property-creating R & D company. When we identified appropriate market sectors, we would license our patents to outside entrepreneurs or to our own, purpose-built, subsidiaries. Given my previous experience on the receiving end of hostile takeovers, we were determined to maintain control of PAX Scientific and its subsidiaries in their development stages. Creating subsidiaries that were market specific would help, since new investors could buy stock in a more narrowly focused business, without direct dilution of the parent company. We were introduced to fellow Bay Area resident Paul Hawken. A successful entrepreneur, author, and articulate advocate for sustainability and natural capitalism, Paul understood our vision of a parent company that concentrated on research and intellectual property, while separate teams focused on product commercialization. With his own angel investment backing, Paul established a series of companies to market computer, industrial, and automotive fans. PAX assigned worldwide licenses to these companies in exchange for up-front fees and a share of revenue; Paul hired managers and set off to sell fan designs to manufacturers.

Alignment of vision, mission, values and attitudes need to be matched between you and those you choose to surround yourself with. The cost of training or replacing will be very minimal and less painful if recruitment, selection and positioning are done well. This applies even to general employment processes, whether at leadership or staff levels.

Wishes I wish you sunshine on your path and storms to season your journey. I wish you peace—in the world in which you live and in the smallest corner of the heart where truth is kept. I wish you faith—to help define your living and your life. More I cannot wish you—except perhaps love—to make all the rest worthwhile. ROBERT A. WARD

For the investigative staff of the Globe, however, Law’s 2001 court filing was a turning point: a story about a priest who was accused of molesting children was now a story about a bishop who protected that priest.

Great societies understand the importance of symbols as a way of reinforcing their values, of capturing their beliefs. Dictators understand the importance of symbols all too well. But in their case, the symbols are usually of them and not of a larger belief. Symbols help us make tangible that which is intangible. And the only reason symbols have meaning is because we infuse them with meaning. That meaning lives in our minds, not in the item itself. Only when the purpose, cause or belief is clear can a symbol command great power. The flag, for example, is nothing more than a symbol of our nation’s values and beliefs. And we follow the flag into battle. That’s some serious power. Ever notice the patch of the American flag on a soldier’s right arm? It’s backward. There was no mistake made, it’s like that on purpose. A flag flying on a staff, as an army was rushing into battle, would appear backward if viewed from the right side. To put it the other way around on the right shoulder would appear as if the soldier were in retreat. Our flag is infused with so much meaning that some have tried to pass laws banning its desecration. It’s not the material out of which the flag is sewn that these patriots aim to protect. The laws they propose have nothing to do with the destruction of property. Their goal is to protect the meaning the symbol represents: the WHY. The laws they drafted tried to protect the intangible set of values and beliefs by protecting the symbol of those values and beliefs. Though the laws have been struck down by the Supreme Court, they have spurred contentious and emotionally charged debates. They pit our desire for freedom of expression with our desire to protect a symbol of that freedom.

It isn't enough merely to be open to ideas from others. Engaging the collective brainpower of the people you work with is an active, ongoing process. As a manager, you must coax ideas out of your staff and constantly push them to contribute.

I fear our sad culture has replaced the servants with the stars and that we need to refocus. If you've been unfortunate enough to read scandalous headline in the checkout line lately, I think you agree. Recently I began receiving phone calls from the editorial staff st Life & Style, a Hollywood tabloid, asking me to comment on various goings-on in the unnatural lives of celebrities like Brad Pitt, Britney Spears, and Angelina Jolie. I joked with them a little, then asked why they'd called me. "You're on file as one of our experts," an editor said. I'm not sure if she could hear me laughing. At this time in my life, I cannot afford to be sidetracked by the trivial. If I am going to write about people, there needs to be some depth, some honor, something bothering on nobility. And that's what I found in the lives of [people] whose love for others propels me to love deeper.

Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success.

My first Bible was one of those Precious Moments volumes that boasted blond, doe-eyed David on the cover, two baby lambs resting in his arms, and a sparrow perched on his staff, the shepherd boy blissfully unaware that in a few short years he'd be delivering 200 Philistine foreskins to his father-in-law as a bride price. Inside were all my favorite biblical heroes and heroines depicted as children. (Well, almost all of them. The artists failed to include Jael, whose precious moment involved assassinating a general by driving a tent peg through his skull.)

Consider the story of Moses and his rescue of the children of Israel. Moses brings with him his staff and leads everyone to the edge of the Red Sea. He hits his staff on the water, and the sea opens a dry path for the people to escape through. When everyone gets to the other end, they see the Egyptians coming through the divided sea.  Moses hits his staff on the shore, and the sea closes up. Like the formation of a cell, it is a good story. The question, however, remains: How is the trick done?

so he can be reached by the Justice Department or White House in seconds, any time of day or night. But nobody called. Not the attorney general. Not the deputy attorney general. Nobody. I actually had seen the attorney general the day before. Days earlier, I had met alone with the newly confirmed deputy attorney general at his request so he could ask my advice on how to do his job—which I held from 2003 to 2005. In late October, shortly before the election, the now-DAG had been serving as the United States Attorney in Baltimore, and he invited me to speak to his entire staff about leadership and why I made the decisions I did in July about the Clinton email case. He praised me then as an inspirational leader. Now, he not only didn’t call me, he had authored a memo to justify my firing, describing my conduct during 2016 as awful and unacceptable. That made absolutely no sense to me in light of our recent contacts.

Maintenance will keep us where we are, growth will put us where we are going

An effective vision statement should evoke a sense of inspiration and motivation, rallying stakeholders around shared ideals and aspirations for the future.

A vision statement encapsulates the long-term aspirations and goals of the school, inspiring stakeholders and providing a clear direction for growth and development

While the vision should be aspirational and inspiring, the mission statement must be concise yet clearly articulating the school's purpose and how it plans to achieve its goals.

A vision inspires and a mission guides.

Crafting compelling vision and mission statements demands a delicate balance between aspiration and realism, ensuring they are both inspiring and achievable.

A marketing consultant I knew was hired by a family-owned agency because he was dating one of the family members. Clients were leaving the agency in droves and this person didn't understand his duties or how to execute them. The agency owner's solution was to encourage the consultant to spend more time with senior staff who were more experienced; hoping this exposure would give the consultant insight and dedication. This consultant did not change or grow so the agency owner asked several of us for input. I told the agency owner that until this employee was shown direct benefits and need to improve there was no motivation for him to do so. Until there is a perceived need for growth, there isn't likely to be actual growth.