Staff Recognition Quotes

Appreciation and recognition are qualities that most leaders forget, but desperately need, to build a positive, passionate and engaged workplace.

Ged saw all these things from outside and apart, alone, and his heart was very heavy in him, though he would not admit to himself that he was sad. As night fell he still lingered in the streets, reluctant to go back to the inn. He heard a man and a girl talking together merrily as they came down the street past him towards the town square, and all at once he turned, for he knew the man's voice. He followed and caught up with the pair, coming up beside them in the late twilight lit only by distant lantern-gleams. The girl stepped back, but the man stared at him and then flung up the staff he carried, holding it between them as a barrier to ward off the threat or act of evil. And that was somewhat more than Ged could bear. His voice shook a little as he said, "I thought you would know me, Vetch." Even then Vetch hesitated for a moment. "I do know you," he said, and lowered the staff and took Ged's hand and hugged him round the shoulders-" I do know you! Welcome, my friend, welcome! What a sorry greeting I gave you, as if you were a ghost coming up from behind– and I have waited for you to come, and looked for you-

One night I got a call from the church’s senior pastor, Bill Hybels. “I heard a nasty rumor about you,” he said. I was taken aback. “Like what?” “That you’re working at the church sixty or seventy hours a week. That you’re there late into the night and all day Sunday.” To be honest, I swelled with pride. That’s right, I wanted to say. I’m the hardest working member of the staff. Finally, it’s time for some recognition and thanks — if not directly from God, then from my pastor.

The single biggest structural problem facing leaders of meetings is the tendency to throw every type of issue that needs to be discussed into the same meeting, like a bad stew with too many random ingredients. Desperate to minimize wasted time, leaders decide that they will have one big staff meeting, either once a week or every other week. They sit down in a room for two or three or four hours and hash everything out—sales strategies, expense policies, potential mergers, employee recognition programs, budgets, and branding—so that everyone can get back to their “real work.

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.

Lastly the corporate office design Gauteng will also require to be planned with particular furniture and tools requirements in mind. It is also important to consideration on sufficient working spaces. Interior office design has turned a little more complex as compare than interior design for residential assignments. This article is all about corporate interiors and project management Gauteng. Interior Office design Floor plans The interior floor plan for an office is first task for space planning. It require skill as well as good creativity for problem solving ability but also special facts of building sets as well as information of the company's needs who will dwell there, normally known as the client as well as tenant. Here the floor plan layout requires to meet all the companies obligations such as how many offices, meeting rooms and storage areas among others and also forces with the applicable regulations as well as standards. The floor plan will also include office designs for different technical and engineering services which include: • Electrical plans for lighting and power • Services designs for Emergency such as exit signs, emergency lighting and mass departure warning methods • Designs related to communications services including phones and computers • Designs related to Fire sprinklers of fire recognition systems and also flames hose reels • Air conditioning Designs • Plumbing services Designs • Designs for safety and entry control systems The corporate interiors and project management needs to be planned with keeping in mind not only all the standards necessary but also the needs of the client's requirements. Office re fit is a general good design perform for work flow and helpful working environments. • Finding the amount of offices, conference rooms and release plan workstations obligatory by the client. • Finding sufficient normal facilities which include storage areas, filing areas, printing areas, and staff facilities including kitchens and toilet facilities. • Office layout for right sitting of offices and workstation work areas to take full advantage of entry to natural light. • Concern of main workflow spaces and flow corridors. • Site of public areas including the reception as well as meeting rooms to keep away from disturbance to the common office work areas. • Area of heavy load luggage compartment systems to make sure structural uprightness of the floor. • Right area for break out as well as staff relaxation areas. • Correct furniture and tools planning

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

Tim Graham Tim Graham has specialized in photographing the Royal Family for more than thirty years and is foremost in his chosen field. Recognition of his work over the years has led to invitations for private sessions with almost all the members of the British Royal Family, including, of course, Diana, Princess of Wales, and her children. Diana had none of the remoteness of some members of royal families. Along with several of my press colleagues, I felt I came to know her quite well. She was a superstar, she was royal, but she was also very approachable. I have had various sessions with members of the Royal Family over the years, but those with her were more informal. I remember photographing Prince William at Kensington Palace when he was a baby. I was lying on the floor of the drawing room in front of the infant prince, trying to get his attention. Not surprisingly, he didn’t show much interest, so, without prompting, Diana lay down on the floor close to me and, using one of those little bottles of bubbles, starting blowing bubbles at him. Perfect. As he gazed in fascination at his mother, I was able to get the picture I wanted. I can’t think of many members of the Royal Family who would abandon protocol and lie on the carpet with you in a photo session! Funnily enough, it wasn’t the only time it happened. She did the same again years when she was about to send her dresses to auction for charity and we were sifting through prints of my photographs that she had asked to use in the catalog. She suggested that we sit on the floor and spread the photographs all around us on the carpet, so, of course, we did. I donated the use of my pictures of her in the various dresses to the charity, and as a thank-you, Diana invited me to be the exclusive photographer at both parties held for the dresses auction--one in London and the other in the United States. The party in New York was held on preview night, and many of the movers and shakers of New York were there, including her good friend Henry Kissinger. It was a big room, but everyone in it gravitated to the end where the Princess was meeting people. She literally couldn’t move and was totally hemmed in. I was pushed so close to her I could hardly take a picture. Seeing the crush, her bodyguard spotted an exit route through the kitchen and managed to get the Princess and me out of the enthusiastic “scrum.” As the kitchen door closed behind the throng, she leaned against the wall, kicked off her stiletto-heeled shoes, and gasped, “Gordon Bennett, that’s a crush!” I would have loved to have taken a picture of her then, but I knew she wouldn’t expect that to be part of the deal. You should have seen the kitchen staff--they were thrilled to have an impromptu sight of her but amazed that someone of her status could be so normal. She took a short breather, said hi to those who had, of course, stopped work to stare at her, and then glided back into the room through another door to take up where she had left off. That’s style!

Tim Graham Tim Graham has specialized in photographing the Royal Family for more than thirty years and is foremost in his chosen field. Recognition of his work over the years has led to invitations for private sessions with almost all the members of the British Royal Family, including, of course, Diana, Princess of Wales, and her children. I donated the use of my pictures of her in the various dresses to the charity, and as a thank-you, Diana invited me to be the exclusive photographer at both parties held for the dresses auction--one in London and the other in the United States. The party in New York was held on preview night, and many of the movers and shakers of New York were there, including her good friend Henry Kissinger. It was a big room, but everyone in it gravitated to the end where the Princess was meeting people. She literally couldn’t move and was totally hemmed in. I was pushed so close to her I could hardly take a picture. Seeing the crush, her bodyguard spotted an exit route through the kitchen and managed to get the Princess and me out of the enthusiastic “scrum.” As the kitchen door closed behind the throng, she leaned against the wall, kicked off her stiletto-heeled shoes, and gasped, “Gordon Bennett, that’s a crush!” I would have loved to have taken a picture of her then, but I knew she wouldn’t expect that to be part of the deal. You should have seen the kitchen staff--they were thrilled to have an impromptu sight of her but amazed that someone of her status could be so normal. She took a short breather, said hi to those who had, of course, stopped work to stare at her, and then glided back into the room through another door to take up where she had left off. That’s style!

She’s here on Blue Ant’s ticket. Relatively tiny in terms of permanent staff, globally distributed, more post-geographic than multinational, the agency has from the beginning billed itself as a high-speed, low-drag life-form in an advertising ecology of lumbering herbivores.

shifting demand patterns that have so often provoked or worsened economic cycles and crises in capitalism. Inventors and innovators in a WSDE-based economic system would, like their counterparts in capitalist systems, face problems to solve and incentives to realize the production of new goods or services. Funds would have to be secured (from public agencies provided with surplus allocations from existing WSDEs and/or from private sources that could include individuals and other WSDEs) when the inventors and innovators did not have sufficient funds of their own. Workers would have to be gathered who would leave existing employments to help start and staff the new WSDE. Similarly, incentives would have to be established, such as tax considerations, temporarily higher personal incomes for the worker/directors in successful new WSDEs, social recognition and rewards, and so on. Interestingly, the WSDE-based system would not need a patent system (nor suffer its constraint on other people’s use of new inventions), since it could provide alternative incentives for innovation just as it

James Juniper is the wild sister, fearless as a fox and curious as a crow; she goes first into the tower. Inside she finds a ruin: snowdrifts of ash and char, the skeleton of the staircase still clinging to the walls, greasy soot blackening every stone. And three women... One of them is pale and fey, with ivory antlers sprouting from matted dark hair and yellowed teeth strung in a necklace around her throat. Her dress is ragged and torn, black as a moonless night. She meets Juniper's eyes and Juniper feels a thrill of recognition. Juniper always loved maiden-stories best. Maidens are supposed to be sweet, soft creatures who braid daisy-crowns and turn themselves into laurel trees rather than suffer the loss of their innocence, but the Maiden is none of those things. She's the fierce one, the feral one, the witch who lives free in the wild woods. She's the siren and the selkie, the virgin and the valkyrie; Artemis and Athena. She's the little girl in the red cloak who doesn't run from the wolf but walks arm in arm with him deeper into the woods. Juniper knows her by the savage green of her eyes, the vicious curve of her smile. An adder drapes over her shoulders like a strip of dark velvet, like the carved-yew snake of Juniper's staff come to life. Juniper's smile could be the Maiden's own, sharp and white, mirrored back across the centuries.

Charismatic authority is best described by a series of negatives—by what it is not.161 The staff of a charismatic leader is not made up of technically-trained officials. Appointment and dismissal, career and promotion have no place here, only the call of the leader himself. There is no hierarchical organization, no defined sphere of competence, and no salary scale. There is “no system of formal rules, of abstract legal principles,” no systematic judicial process, and no recognition of the normative status of precedent. Each judicial decision is arrived at de novo, as if by a fresh oracle of the divine. Charismatic authority repudiates the past and allows no place for tradition. Ordinary economic considerations have no place either, while “‘booty’ and extortion” are “the typical form of charismatic provision for needs.