Staff Motivation Quotes

He was a better fighter than I was, but he wasn’t faster than me. Nor was he as motivated, and I think he underestimated me. He thought he was fighting a girl with a stick when he was fighting Adam’s mate, Coyote’s daughter, armed with Lugh’s staff.

The night I shaved it off altogether, a Staff named Mark, whose take-no-prisoners approach I respected and feared, pulled me aside, looked me hard in the face, and said, Marya, your hair. I said, Yeah, so? crossing my arms in front of me. He said, It’s harsh. I said, Yeah, well. He leaned down and whispered to me: No matter how thin you get, no matter how short you cut your hair, it’s still going to be you underneath. And he let go of my arm and walked down the hall. I didn’t want it to be me underneath. I wanted to kill the me underneath. The fact haunted my days and nights. When you realize you hate yourself so much, when you realize that you cannot stand who you are, and this deep spite has been the motivation behind your behaviour for many years, your brain can’t quite deal with it.

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

Rephrase the words "staff members" into team members. Because the people in our team are far more than employees, or colleagues. We are a unit!

Oh, the wondrous places through which I wander: woodlands, meadows, and green hillsides yonder. I hike over mossy, meandering paths. Dead branches serve nicely as walking staffs. The sunset paints scenery crimson and gold. Oh, wondrous nature dyed in colors bold.

Micromanagement is mismanagement. … [P]eople micromanage to assuage their anxieties about organizational performance: they feel better if they are continuously directing and controlling the actions of others—at heart, this reveals emotional insecurity on their part. It gives micromanagers the illusion of control (or usefulness). Another motive is lack of trust in the abilities of staff—micromanagers do not believe that their colleagues will successfully complete a task or discharge a responsibility even when they say they will.”108

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

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.

I'm often called in as a coach and speaker to motivate staff, teams, the public and leaders. The key to this is simple; you cannot truly, deeply and sustainably motivate anybody until you know what their motives are...what motivates them...?

Trusting other people and giving them the freedom to make technical decisions (even ones that you disagree with!), understanding other people’s motivations, learning to give difficult feedback, knowing when to pick your battles - these are all useful skills to have.

Most churches do not grow beyond the spiritual health of their leadership. Many churches have a pastor who is trying to lead people to a Savior he has yet to personally encounter. If spiritual gifting is no proof of authentic faith, then certainly a job title isn't either. You must have a clear sense of calling before you enter ministry. Being a called man is a lonely job, and many times you feel like God has abandoned you in your ministry. Ministry is more than hard. Ministry is impossible. And unless we have a fire inside our bones compelling us, we simply will not survive. Pastoral ministry is a calling, not a career. It is not a job you pursue. If you don’t think demons are real, try planting a church! You won’t get very far in advancing God’s kingdom without feeling resistance from the enemy. If I fail to spend two hours in prayer each morning, the devil gets the victory through the day. Once a month I get away for the day, once a quarter I try to get out for two days, and once a year I try to get away for a week. The purpose of these times is rest, relaxation, and solitude with God. A pastor must always be fearless before his critics and fearful before his God. Let us tremble at the thought of neglecting the sheep. Remember that when Christ judges us, he will judge us with a special degree of strictness. The only way you will endure in ministry is if you determine to do so through the prevailing power of the Holy Spirit. The unsexy reality of the pastorate is that it involves hard work—the heavy-lifting, curse-ridden, unyielding employment of your whole person for the sake of the church. Pastoral ministry requires dogged, unyielding determination, and determination can only come from one source—God himself. Passive staff members must be motivated. Erring elders and deacons must be confronted. Divisive church members must be rebuked. Nobody enjoys doing such things (if you do, you should be not be a pastor!), but they are necessary in order to have a healthy church over the long haul. If you allow passivity, laziness, and sin to fester, you will soon despise the church you pastor. From the beginning of sacred Scripture (Gen. 2:17) to the end (Rev. 21:8), the penalty for sin is death. Therefore, if we sin, we should die. But it is Jesus, the sinless one, who dies in our place for our sins. The good news of the gospel is that Jesus died to take to himself the penalty of our sin. The Bible is not Christ-centered because it is generally about Jesus. It is Christ-centered because the Bible’s primary purpose, from beginning to end, is to point us toward the life, death, and resurrection of Jesus for the salvation and sanctification of sinners. Christ-centered preaching goes much further than merely providing suggestions for how to live; it points us to the very source of life and wisdom and explains how and why we have access to him. Felt needs are set into the context of the gospel, so that the Christian message is not reduced to making us feel better about ourselves. If you do not know how sinful you are, you feel no need of salvation. Sin-exposing preaching helps people come face-to-face with their sin and their great need for a Savior. We can worship in heaven, and we can talk to God in heaven, and we can read our Bibles in heaven, but we can’t share the gospel with our lost friends in heaven. “Would your city weep if your church did not exist?” It was crystal-clear for me. Somehow, through fear or insecurity, I had let my dreams for our church shrink. I had stopped thinking about the limitless things God could do and had been distracted by my own limitations. I prayed right there that God would forgive me of my small-mindedness. I asked God to forgive my lack of faith that God could use a man like me to bring the message of the gospel through our missionary church to our lost city. I begged God to renew my heart and mind with a vision for our city that was more like Christ's.

The blitzkrieg, in short, had been perfected for a sleek, hard-muscled, superbly trained, and passionately motivated army, such as the German General Staff had fashioned during the decades between the wars. It was quite unsuited for a ponderous, top-heavy army of ill-trained soldiers led by timid officers, overseen by inexperienced party ideologues, and sent forth to conquer a country whose terrain consists of practically nothing but natural obstacles to military operations.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

The first port of call was the Americans. In 1974, an initial agreement was reached by which the US agreed to sell two reactors, as well as enriched uranium, to Iran. The scope of the arrangement was expanded further in 1975, when a $15 billion trade deal was agreed between the two countries, which included provision for Iran to purchase eight reactors from the United States at a fixed price of $6.4 billion.55 The following year, President Ford approved a deal that allowed Iran to buy and operate a US-built system that included a reprocessing facility that could extract plutonium from nuclear reactor fuel, and therefore enable Teheran to operate a ‘nuclear fuel cycle’. President Ford’s Chief of Staff had no hesitation in approving this sale: in the 1970s, Dick Cheney did not find it difficult to ‘figure out’ what Iran’s motivations were.

During the march an orderly came to inform me that General Krymov, who was marching at the head of our column, wanted me. I found him with our General Staff near a wood-house, busily reading a letter which had just come. Whilst I was still some way off he called out to me: "Great news! At last they've killed that scoundrel Rasputin!" The newspapers announced the bare fact, letters from the capital gave the details. Of the three assassins, I knew two intimately: the Grand Duke Dimitri Pavlovitch and Prince Youssoupoff. What had been their motive? Why, having killed a man whom they regarded as a menace to the country, had they not admitted their action before everyone? Why had they not relied on justice and public opinion instead of trying to hide all trace of the murder by burying the body under the ice? We thought over the news with great anxiety.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

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

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

In addition to political will, UHC requires sufficient numbers of well-trained and motivated staff with adequate resources for prevention, diagnosis, treatment, and professional development, and—to thrive—a culture of good governance and aspirational attitudes.

DEVOTION TO GOD’S KINGDOM OVER SELF OR TRIBE ENABLES SACRIFICE People in a church with movement dynamics put the vision ahead of their own interests and needs. What matters to the members and staff is not their own individual interests, power, and perks, but the fulfillment of the vision. They want to see it realized through them, and this satisfaction is their main compensation. The willingness to sacrifice on the part of workers and members is perhaps the key practical index of whether you have become a movement or have become institutionalized. Members of a church with movement dynamics tend to be more self-motivated and need less direct oversight. They are self-starters. How does this happen? Selfless devotion is not something that leaders can create — indeed, it would be dangerous emotional manipulation to try to bring this about directly. Only leaders who have the vision and devotion can kindle this sacrificial spirit in others. A dynamic Christian movement convinces its people — truthfully — that they are participating in God’s redemptive plan in a profoundly important and practical way. Participants say things like, “I’ve never felt more useful to the Lord and to others.” Church meetings in movement-oriented churches feel deeply spiritual. There is much more “majoring in the majors” — the cross, the Spirit, the grace of Jesus. People spend more time in worship and prayer.

We know and believe in our hearts that children become more engaged, motivated, and successful when they have choice over what they read, what they write, and the order in which they schedule their days. Nevertheless we have found it hard to give up being in control of their literacy choices. Then we think about our own need for choice. We realize we have much in common with our children. There are days when we come to school ready to settle in and get right down to business. Other days, working alone doesn't seem as enticing, so we collaborate with our teaching partners. Our needs tend to dictate how we organize our time and activities. If a quiet morning of preparation is interrupted by a staff meeting, our minds and bodies resist. We are motivated, engaged, and productive when we are in control of our schedules. We know the expectations of our jobs and want to be trusted to choose the order of our daily schedules and the approaches we take to meeting them. Why should our children feel any differently?

Churches are notorious for creating competing systems, wherein unclear direction and conflicting information threaten to cause a breakdown and paralyze the ministry. Instead of replacing old systems, we tend to just download and add whatever is new to what already exists. Soon our capacity becomes fragmented and we find ourselves confronted with the signs of ineffectiveness: some ministries seem routine and irrelevant; the teaching feels too academic; calendars are saturated with mediocre programs; staff members pull in opposite directions; volunteers lack motivation; departments viciously compete for resources; and it becomes harder and harder to figure out if we are really being successful. Too many churches desperately need an upgrade. They need to reformat their hard drives and install a clean system. They need to rewrite their code so everyone is clear about what is important and how they should function.

This strategy goes against the established management practice of “holding people accountable,” and thus deserves some additional discussion. If people aren’t even asked to commit on a given task, won’t they relax too much, slow down, and lose focus? It turns out that the answer is no— people, as a rule, enjoy being highly productive— and tend to have even higher motivation when they can manage their own pace of work. Especially in high-risk environments like projects, it actually helps build unity of purpose and trust when staff see that managers above them are assuming responsibility for project risk, and buffering the task-level risk as needed. The aggregated risk approach frees everyone from the need to have the “how aggressively can you commit?” conversation, and allows all team members to focus instead on how to be a high-performing team. And if certain team members decide to take advantage of the “no-commitment” approach by slowing things down, it won’t take long for managers and other team members to notice it and take appropriate action.

the school leadership team should specifically: • Build consensus for the school’s mission of collective responsibility • Create a master schedule that provides sufficient time for team collaboration, core instruction, supplemental interventions, and intensive interventions • Coordinate schoolwide human resources to best support core instruction and interventions, including the site counselor, psychologist, speech and language pathologist, special education teacher, librarian, health services, subject specialists, instructional aides, and other classified staff • Allocate the school’s fiscal resources to best support core instruction and interventions, including school categorical funding • Assist with articulating essential learning outcomes across grade levels and subjects • Lead the school’s universal screening efforts to identify students in need of Tier 3 intensive interventions before they fail • Lead the school’s efforts at Tier 1 for schoolwide behavior expectations, including attendance policies and awards and recognitions (the team may create a separate behavior team to oversee these behavioral policies) • Ensure that all students have access to grade-level core instruction • Ensure that sufficient, effective resources are available to provide Tier 2 interventions for students in need of supplemental support in motivation, attendance, and behavior • Ensure that sufficient, effective resources are available to provide Tier 3 interventions for students in need of intensive support in the universal skills of reading, writing, number sense, English language, motivation, attendance, and behavior • Continually monitor schoolwide evidence of student learning

As Olivier Serrat of the Asian Development Bank wrote, “Micromanagement is mismanagement.… [P]eople micromanage to assuage their anxieties about organizational performance: they feel better if they are continuously directing and controlling the actions of others—at heart, this reveals emotional insecurity on their part. It gives micromanagers the illusion of control (or usefulness). Another motive is lack of trust in the abilities of staff—micromanagers do not believe that their colleagues will successfully complete a task or discharge a responsibility even when they say they will.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

For observers of American policing (and, in particular, of troubled police departments), the Department of Justice report contains two major surprises. Not so much the racism, corruption, and patterns of excessive force that the federal investigators uncovered. That such phenomena persist in some departments is sad indeed, but no great surprise. The first real surprise is what motivated the Ferguson police staff. For many American police departments, the primary imperative is to show a reduction in reported crime rates. That mission—controlling crime—would strike most members of the public as an appropriate one for any police department to embrace.

Church leaders, especially those who serve as the “main minister” or “pastor,” have difficult jobs. In many contexts they are expected to wear the multiple hats of social coordinator, superb orator (several times a week), sensitive and insightful counselor, administrator, motivator, teacher, evangelist, mender of relationships, “marryer,” and “buryer”—all the while cultivating an exemplary personal, spiritual, and family life. The pressure to spend hours in study, hours in the community, hours in visiting prospects, hours in counseling, hours in training the staff, and hours in prayer all add up to unrealistic expectations on the part of the church. The effect can be overwhelming.

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.

replied, and thought of Cathy Jones. “Touch that door handle, and I’ll let go,” she’d said, whilst balancing herself on the extreme edge of a chair, her fingers tucked beneath a noose she’d fashioned from torn bedsheets. It had taken ninety minutes to talk her out of it, he recalled, and when he’d finally left the room, he’d vomited until there was nothing but acid left in his stomach. Acid, and the burning shame of knowing that a part of him had wanted her to die. Even while he’d talked her out of it, employing every trick he knew to keep her alive, the deepest, darkest part of his heart had hoped his efforts would fail. Connor watched some indefinable emotion pass across Gregory’s face, and decided not to press it. “Briefing’s about to start,” he said, and left to join his brother at the front of the room. Casting his eye around, Gregory could see officers from all tiers of the Garda hierarchy, as well as various people he guessed were support staff or members of the forensics team. At the last minute, an attractive, statuesque woman with a sleek blonde bob flashed her warrant card and slipped into the back of the room. Precautions had been taken to ensure no errant reporters found their way inside, and all personnel were required to show their badge before the doors were closed. Niall clapped his hands and waited while conversation died down. “I want to thank you all for turning out,” he said. “It’s a hell of a way to spend your weekend.” There were a few murmurs of assent. “You’re here because there’s a killer amongst us,” he said. “Worse than anything we’ve seen in a good long while—not just here, but in the whole of Ireland. There’s no political or gang-related motivation that we’ve found, nor does there seem to be a sexual motivation, but we can’t be sure on either count because the killer leaves nothing of themselves behind. No blood, no fingerprints, no DNA that we’ve been able to use.” He paused, gathering his thoughts. “Contrary to what the press have started calling him, the ‘Butcher’ isn’t really a butcher at all. It’s our view that the murders of Claire Kelly and her unborn child, and of Aideen McArdle were perpetrated by the same person. It’s also our view that this person planned the murders, probably weeks or months in advance, and executed their plans with precision. There was little or no blood found, either at the scene or on the victims’ bodies, which were cleaned with a careful eye for detail after the killer dealt one immobilising blow to the head, followed by a single knife wound to the heart. These were no frenzy attacks, they were premeditated crimes.” One of the officers raised a hand. “Is there any connection between the victims?” she asked. “Aside from being resident in the same town, where they were casual acquaintances but shared no immediate family or friends, they were both female, both married homemakers and both mothers.” “Have you ruled out a copycat?” another one asked, and Niall

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

You’ll come home to a clean, fresh house that will make you feel like the queen’s own cleaning staff has come through your house.” Or “You’ll be wearing the tux you got married in within a few weeks!” Can you see how this kind of language is more motivating than “Your house will be clean” or “You’ll lose weight”?

Self-motivated people thrive when granted independence. Managers who want better performance must provide what their staff needs.

Kennedy picked Clark Clifford, who’d been President Truman’s counselor, to be his liaison with the outgoing Eisenhower staff. An astute observer of men and power, Clifford recognized early on John Kennedy’s ability to detach himself from himself. You’d see him sitting at meetings, Clifford once told me, and you could almost imagine JFK’s spirit assuming a form of its own and rising up, the better to look down on the group and assess its various members’ motives and agendas. It was the same uncanny detachment Chuck Spalding had seen in Jack on his wedding day.

Are they creating new offers? Motivating sales staff? Increasing lifetime customer value? Whatever it is, you need to figure it out.

summarized as follows: Sunday: Favor with God (spiritual revelation, anointing, holiness). Monday: Favor with others (congregations, ministry staff, unsaved). Tuesday: Increased vision (wisdom and enlightenment, motives, guidance). Wednesday: Spirit, Soul, Body (health, appearance, attitudes,

This was a personal and direct attack on the assembled senators. Caligula presented a historical analysis of the behavior of the aristocracy under Tiberius, evidently supported by the advance work and documentary research of his freedmen. He confronted the senators with the fact that members of their own body, motivated by opportunistic desires to win the emperor’s favor, had denounced other members. Furthermore, they themselves had pronounced the sentences of death against their colleagues. One can vividly imagine how the members of that august body felt as the freedmen on the imperial staff quoted from the records the statements they themselves had made during the trials for treason and then read the verdicts that the whole Senate had handed down. It must have been even worse, however, that in their presence—to their consternation, being senators—Caligula broached the subject of the opportunism and flattery that had characterized the Senate’s communication with the emperor since the time of Augustus. By confronting the aristocrats in the Senate first with the honors they had bestowed on Tiberius and Sejanus and then with their completely contrary behavior after the two men’s deaths—actions no one could deny—he exposed their behavior toward the emperor as consisting of hypocrisy, deception, and lies. Yet

One can only wonder what the motivation is for Mauna Kea astronomers to subject their nighttime support staff to extremely long and fatiguing night shifts when they are easily avoidable.

How a person treats wait staff speaks volumes about their character and values. If they misbehave in this scenario, you can likely predict how they will react when cut off in traffic, when their luggage is lost, or when life doesn’t go their way. It is also an indicator to CEOs and hiring managers as to whether a person is a viable candidate for being a considerate team player.

Raising awareness of the tight connection between sales and production also helps guard against one of the great evils of traditional selling and order-taking systems, namely the resort to bonus systems to motivate a sales force working with no real knowledge of or concern about the capabilities of the production system. These methods produce periodic surges in orders at the end of each bonus period (even though underlying demand hasn’t changed) and an occasional “order of the century” drummed up by a bonus-hungry sales staff, which the production system can’t possibly accommodate. Both lead to late deliveries and bad will from the customer. In other words, they magically generate muda.

In fact, the Nazis did not have a euthanasia program, in the proper sense of the word. Their so-called euthanasia program was not motivated by concern for the suffering of those killed. If it had been, they would not have kept their operations secret, deceived relatives about the cause of death of those killed, or exempted from the program certain privileged classes, such as veterans of the armed services or relatives of the euthanasia staff. Nazi ‘euthanasia’ was never voluntary and often was involuntary rather than nonvoluntary. ‘Doing away with useless mouths’ – a phrase used by those in charge – gives a better idea of the objectives of the program than ‘mercy-killing’. Both racial origin and ability to work were among the factors considered in the selection of patients to be killed. It was the Nazi belief in the importance of maintaining a pure Aryan Volk – a quasi-mystical racist concept that was thought of as more important than mere individuals’ lives – that made both the so-called euthanasia program and later the entire holocaust possible. Proposals for the legalization of euthanasia, on the other hand, are based on respect for autonomy and the goal of avoiding pointless suffering.

Fortunately for Hypo, and the navy, and the United States, Chester Nimitz was not such an admiral. He was briefed each morning at eight o’clock by his fleet intelligence officer, Lieutenant Commander Edwin Layton. Layton also had a standing invitation to walk into Nimitz’s office at any hour of any day if he believed he had important information for the C-in-C. (No one else on the staff, except perhaps the chief of staff, had this privilege.) Hypo provided a daily briefing to Layton, who in turn drew on other sources and briefed Nimitz. Layton and Rochefort had known one another when both men were stationed in Tokyo as language officers in the 1920s. They had shared in the long trial of learning Japanese. They counted one another as friends, and this tended to smooth the contours of their professional partnership, which might otherwise had been complicated by the organizational rivalry between the Fourteenth Naval District (of which Hypo was a part) and the Pacific Fleet staff. Nimitz paid close attention to all the intelligence products that crossed his desk. On his first day as CINCPAC, he told Layton, “I want you to be the Admiral Nagumo of my staff. I want your every thought, every instinct as you believe Admiral Nagumo might have them. You are to see the war, their operations, their aims, from the Japanese viewpoint and keep me advised what you are thinking about, what you are doing, and what purpose, what strategy, motivates your operations. If you can do this, you will give me the kind of information needed to win this war.

Your staff is not motivated by how much you know, but by how much you know, they know.

ANNE THORNDIKE, A primary care physician at Massachusetts General Hospital in Boston, had a crazy idea. She believed she could improve the eating habits of thousands of hospital staff and visitors without changing their willpower or motivation in the slightest way. In fact, she didn’t plan on talking to them at all. Thorndike and her colleagues designed a six-month study to alter the “choice architecture” of the hospital cafeteria. They started by changing how drinks were arranged in the room. Originally, the refrigerators located next to the cash registers in the cafeteria were filled with only soda. The researchers added water as an option to each one. Additionally, they placed baskets of bottled water next to the food stations throughout the room. Soda was still in the primary refrigerators, but water was now available at all drink locations. Over the next three months, the number of soda sales at the hospital dropped by 11.4 percent. Meanwhile, sales of bottled water increased by 25.8 percent. They made similar adjustments—and saw similar results—with the food in the cafeteria. Nobody had said a word to anyone eating there. BEFORE AFTER FIGURE 8: Here is a representation of what the cafeteria looked like before the environment design changes were made (left) and after (right). The shaded boxes indicate areas where bottled water was available in each instance. Because the amount of water in the environment was increased, behavior shifted naturally and without additional motivation. People often choose products not because of what they are, but because of where they are. If I walk into the kitchen and see a plate of cookies on the counter, I’ll pick up half a dozen and start eating, even if I hadn’t been thinking about them beforehand and didn’t necessarily feel hungry. If the communal table at the office is always filled with doughnuts and bagels, it’s going to be hard not to grab one every now and then. Your habits change depending on the room you are in and the cues in front of you.

Nimitz paid close attention to all the intelligence products that crossed his desk. On his first day as CINCPAC, he told Layton, “I want you to be the Admiral Nagumo of my staff. I want your every thought, every instinct as you believe Admiral Nagumo might have them. You are to see the war, their operations, their aims, from the Japanese viewpoint and keep me advised what you are thinking about, what you are doing, and what purpose, what strategy, motivates your operations. If you can do this, you will give me the kind of information needed to win this war.

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.

If you give employees more freedom instead of developing processes to prevent them from exercising their own judgment, they will make better decisions and it’s easier to hold them accountable. This also makes for a happier, more motivated workforce as well as a more nimble company. But to develop a foundation that enables this level of freedom you need to first increase two other elements: + Build up talent density. At most companies, policies and control processes are put in place to deal with employees who exhibit sloppy, unprofessional, or irresponsible behavior. But if you avoid or move out these people, you don’t need the rules. If you build an organization made up of high performers, you can eliminate most controls. The denser the talent, the greater the freedom you can offer. + Increase candor. Talented employees have an enormous amount to learn from one another. But the normal polite human protocols often prevent employees from providing the feedback necessary to take performance to another level. When talented staff members get into the feedback habit, they all get better at what they do while becoming implicitly accountable to one another, further reducing the need for traditional controls.

Our President holds the ultimate public trust. He is vested with powers so great that they frightened the Framers of our Constitution; in exchange, he swears an oath to faithfully execute the laws that hold those powers in check. This oath is no formality. The Framers foresaw that a faithless President could destroy their experiment in democracy. As George Mason warned at the Constitutional Convention, held in Philadelphia in 1787, “if we do not provide against corruption, our government will soon be at an end.”1 Mason evoked a well-known historical truth: when corrupt motives take root, they drive an endless thirst for power and contempt for checks and balances. It is then only the smallest of steps toward acts of oppression and assaults on free and fair elections. A President faithful only to himself—who will sell out democracy and national security for his own personal advantage—is a danger to every American. Indeed, he threatens America itself.

The country will starve, not next year, but this winter, unless a few of us act and act fast. There are no grain reserves left anywhere. With Nebraska gone, Oklahoma wrecked, North Dakota abandoned, Kansas barely subsisting—there isn’t going to be any wheat this winter, not for the city of New York nor for any Eastern city. Minnesota is our last granary. They’ve had two bad years in succession, but they have a bumper crop this fall—and they have to be able to harvest it. Have you had a chance to take a look at the condition of the farm-equipment industry? They’re not big enough, any of them, to keep a staff of efficient gangsters in Washington or to pay percentages to pull-peddlers. So they haven’t been getting many allocations of materials. Two-thirds of them have shut down and the rest are about to. And farms are perishing all over the country—for lack of tools. You should have seen those farmers in Minnesota. They’ve been spending more time fixing old tractors that can’t be fixed than plowing their fields. I don’t know how they managed to survive till last spring. I don’t know how they managed to plant their wheat. But they did. They did.” There was a look of intensity on his face, as if he were contemplating a rare, forgotten sight: a vision of men—and she knew what motive was still holding him to his job. “Dagny, they had to have tools for their harvest. I’ve been selling all the Metal I could steal out of my own mills to the manufacturers of farm equipment. On credit. They’ve been sending the equipment to Minnesota as fast as they could put it out. Selling it in the same way—illegally and on credit. But they will be paid, this fall, and so will I. Charity, hell! We’re helping producers—and what tenacious producers!—not lousy, mooching ‘consumers.’ We’re giving loans, not alms. We’re supporting ability, not need. I’ll be damned if I’ll stand by and let those men be destroyed while the pull-peddlers grow rich!” He

The country will starve, not next year, but this winter, unless a few of us act and act fast. There are no grain reserves left anywhere. With Nebraska gone, Oklahoma wrecked, North Dakota abandoned, Kansas barely subsisting—there isn’t going to be any wheat this winter, not for the city of New York nor for any Eastern city. Minnesota is our last granary. They’ve had two bad years in succession, but they have a bumper crop this fall—and they have to be able to harvest it. Have you had a chance to take a look at the condition of the farm-equipment industry? They’re not big enough, any of them, to keep a staff of efficient gangsters in Washington or to pay percentages to pull-peddlers. So they haven’t been getting many allocations of materials. Two-thirds of them have shut down and the rest are about to. And farms are perishing all over the country—for lack of tools. You should have seen those farmers in Minnesota. They’ve been spending more time fixing old tractors that can’t be fixed than plowing their fields. I don’t know how they managed to survive till last spring. I don’t know how they managed to plant their wheat. But they did. They did.” There was a look of intensity on his face, as if he were contemplating a rare, forgotten sight: a vision of men—and she knew what motive was still holding him to his job. “Dagny, they had to have tools for their harvest. I’ve been selling all the Metal I could steal out of my own mills to the manufacturers of farm equipment. On credit. They’ve been sending the equipment to Minnesota as fast as they could put it out. Selling it in the same way—illegally and on credit. But they will be paid, this fall, and so will I. Charity, hell! We’re helping producers—and what tenacious producers!—not lousy, mooching ‘consumers.’ We’re giving loans, not alms. We’re supporting ability, not need. I’ll be damned if I’ll stand by and let those men be destroyed while the pull-peddlers grow rich!

Influential educational school in Abu Dhabi: Reach British School Selecting schools that speak about the type of education you want to impart to your kid is an important decision. Like all other difficult decisions that parenthood brings with it, this one too cannot be decided based on one impulsive thought. School is an important part of any child's growth. They learn, they giggle, and grow into beautiful individuals. Thus, schools build them into responsible beings. However, finding the right school can be research-heavy and hectic. International education in the United Arab Emirates is not cheap, and this adds to an extra load of pressure on deciding parents. Yet, Abu Dhabi is known to host an excellent range of international schools that are somewhat budget-friendly. The British International School is one such example, they surely secure a place in the list of best schools in Abu Dhabi. Why choose Reach British School? Reading through different curriculums, and googling into millions of school websites is a part of this decision-making. You look for that spark, one that you look for in any relationship. Yes, choosing a school is the beginning of a life-long relationship, an important part of your child’s life. This article will push you towards decision making, as it lists the points on why you should choose Reach British School. The following reasons will convince you that it fits into the best schools in Abu Dhabi. English proficiency The staff is filled with native English-speaking teachers. Thus, they bring with them, years of experience in the language field and absolute English proficiency. Being native English speakers, they can showcase experience in the UK or other international schools. Excellent facilities Schooling is a part of a child's overall growth, and there is more to it than just academics. Being one of the best schools in Abu Dhabi, they support an exciting curriculum. It includes sports, arts, academic subjects, and a bunch of other extra-curricular activities. High Academic standards and behavioral expectations A child grows into a successful human being, who is also a responsible citizen. Thus, the school sets a strong focus on the academic depth and the behavioral patterns of the child. They ensure that your child reaches their fullest potential in a safe and secure environment. Student progress tracking You will get a chance to be deeply involved in your child's progress. The school will provide regular reports on your child's growth that will give you a fair idea about their needs, likes, and dislikes. Thus, you can take an active part in their academic progress, social and emotional well-being. Secondary scholarships The school funds a scholarship program to motivate students to achieve their dreams. The program attracts bright minds and pushes them to reach their potential in the fields they are passionate about. Amazing learning Not just the staff, but also the environment of the school will enable your child to go through an amazing learning experience. Your child will be motivated and encouraged to perform better as that is the base for amazing learning. Endnotes Reach British School wants to let your child shine, in the truest sense possible. Keeping the tag of being one of the best schools in Abu Dhabi, is difficult. Thus, they aspire to be better every day and sculpt new souls into responsible adults, while protecting their innocence and childhood.

The participants were twenty-six men engaged in a variety of professional occupations: sixteen engineers, one engineer-physicist, two mathematicians, two architects, one psychologist, one furniture designer, one commercial artist, one sales manager, and one personnel manager. At the time of the study, there were few women in senior scientific positions, and none was found who wished to participate. Nineteen of the subjects had no previous experience with psychedelics. They were selected on the basis of the following criteria: The participant’s occupation required problemsolving ability. The participant was psychologically stable, as determined by a psychiatric interview examination. The participant was motivated to discover, verify, and apply solutions within his current employment. Six groups of four and one group of three met in the evening several days before the session.a The sequence of events to be followed was explained in detail. In this initial meeting, we sought to allay any apprehension and establish rapport and trust among the participants and the staff.

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

I’ve never had such mixed-up feelings about anyone. I don’t understand him. Tonight in bed, he—” “Wait,” Leo said. “Some things are better discussed between sisters. I’m sure this is one of them. We’ll reach Ramsay House by morning, and you can ask Amelia anything you like.” “I don’t think she would know anything about this.” “Why not? She’s a married woman.” “Yes, but it’s . . . well . . . a masculine problem.” Leo blanched. “I wouldn’t know anything about that, either. I don’t have masculine problems. In fact, I don’t even like saying the phrase ‘masculine problems.’ ” “Oh.” Crestfallen, Poppy pulled a lap blanket over herself. “Damn it. What exactly are we calling a ‘masculine problem’? Did he have trouble running the flag up? Or did it fall to half-staff?” “Do we have to speak about this metaphorically, or—” “Yes,” Leo said firmly. “All right. He . . .” Poppy frowned in concentration as she searched for the right words, “. . . left me while the flag was still flying.” “Was he drunk?” “No.” “Did you do or say something to make him leave?” “Just the opposite. I asked him to stay, and he wouldn’t.” Shaking his head, Leo rummaged in a side compartment beside his seat and swore. “Where the blazes is my liquor? I told the servants to stock the carriage with drink for the journey. I’m going to fire the bloody lot of them.” “There’s water, isn’t there?” “Water is for washing, not drinking.” He muttered something about an evil conspiracy to keep him sober, and sighed. “One can only guess as to Rutledge’s motivations. It’s not easy for a man to stop in the middle of lovemaking. It puts us in a devil of a temper.

Gentile’s office in downtown Las Vegas, I got on the elevator and turned around and there was a TV camera. It was just the two of us in the little box, me and the man with the big machine on his shoulder. He was filming me as I stood there silent. “Turn the camera off,” I said. He didn’t. I tried to move away from him in the elevator, and somehow in the maneuvering he bumped my chin with the black plastic end of his machine and I snapped. I slugged him, or actually I slugged the camera. He turned it off. The maids case was like a county fair compared with the Silverman disappearance, which had happened in the media capital of the world. It had happened within blocks of the studios of the three major networks and the New York Times. The tabloids reveled in the rich narrative of the case, and Mom and Kenny became notorious throughout the Western Hemisphere. Most crimes are pedestrian and tawdry. Though each perpetrator has his own rap sheet and motivation and banged-up psyche, the crime blotter is very repetitive. A wife beater kills his wife. A crack addict uses a gun to get money for his habit. Liquor-store holdups, domestic abuse, drug dealer shoot-outs, DWIs, and so on. This one had a story line you could reduce to a movie pitch. Mother/Son Grifters Held in Millionaire’s Disappearance! My mother’s over-the-top persona, Kenny’s shady polish, and the ridiculous rumors of mother-son incest gave the media a narrative it couldn’t resist. Mom and Kenny were the smart, interesting, evil criminals with the elaborate, diabolical plan who exist in fiction and rarely in real life. The media landed on my life with elephant feet. I was under siege as soon as I returned to my office after my family’s excursion to Newport Beach. The deluge started at 10 A.M. on July 8, 1998. I kept a list in a drawer of the media outlets that called or dropped by our little one-story L-shaped office building on Decatur. It was a tabloid clusterfuck. Every network, newspaper, local news station, and wire service sent troops. Dateline and 20/20 competed to see who could get a Kimes segment on-air first. Dateline did two shows about Mom and Kenny. I developed a strategy for dealing with reporters. My unusual training in the media arts as the son of Sante, and as a de facto paralegal in the maids case, meant that I had a better idea of how to deal with reporters than my staff did. They might find it exciting that someone wanted to talk to them, and forget to stop at “No comment.” I knew better. So I hid from the camera crews in a back room, so there’d be no pictures, and I handled the calls myself. I told my secretary not to bother asking who was on the line and to transfer all comers back to me. I would get the name and affiliation of the reporter, write down the info on my roster, and

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

Mistakes are made at businesses, hospitals, and government departments all the time. It is an inevitable part of our everyday interaction with a complex world. And yet if professionals think they are going to be blamed for honest mistakes, why would they be open about them? If they do not trust their managers to take the trouble to see what really happened, why would they report what is going wrong, and how can the system adapt? And the truth is that companies blame all the time. It is not just because managers instinctively jump to the blame response. There is also a more insidious reason: managers often feel that it is expedient to blame. After all, if a major company disaster can be conveniently pinned on a few “bad apples,” it may play better in PR terms. “It wasn’t us; it was them!” There is also a widespread management view that punishment can exert a benign disciplinary effect. It will make people sit up and take notice. By stigmatizing mistakes, by being tough on them, managers think that staff will become more diligent and motivated.

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

Knowing and understanding your organization’s purpose is essential to making important organizational decisions. It’s also a fundamental tool to use when asking for money, recruiting additional board members, hiring and motivating staff, and publicizing your activities. Also, remember that your governing board’s input in developing the mission statement is not an option. Buy-in begins with inclusion!

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.