Supervisor Quotes

When people we love are suffering, we want to make it better. But sometimes - often, in fact - you can't make it better. I'm reminded of something my supervisor said to me when I was a student chaplain: "Don't just do something. Stand there.

Life always gives us exactly the teacher we need at every moment. This includes every mosquito, every misfortune, every red light, every traffic jam, every obnoxious supervisor (or employee), every illness, every loss, every moment of joy or depression, every addiction, every piece of garbage, every breath. Every moment is the guru.

Efficiency' has come to mean vesting more and more power to managers, supervisors, and presumed 'efficiency experts,' so that actual producers have almost zero autonomy.

Mostly something called Sanctuary Moon.” He shook his head, dismissing it. “It’s probably using it to encode data for the company. It can’t be watching it, not in that volume; we’d notice.” I snorted. He underestimated me. Ratthi said, “The one where the colony’s solicitor killed the terraforming supervisor who was the secondary donor for her implanted baby?” Again, I couldn’t help it. I said, “She didn’t kill him, that’s a fucking lie.” Ratthi turned to Mensah. “It’s watching it.

Who is your supervisor?” she asks, glancing around the room as if suddenly realizing she’s the only adult here. “God,” I say.

The great thing about treating borderline patients is that it is like having a supervisor always in the room.

Active racism is telling a nurse supervisor that an African American nurse can’t touch your baby. It’s snickering at a black joke. But passive racism? It’s noticing there’s only one person of color in your office and not asking your boss why. It’s reading your kid’s fourth-grade curriculum and seeing that the only black history covered is slavery, and not questioning why. It’s defending a woman in court whose indictment directly resulted from her race…and glossing over that fact, like it hardly matters.

you can’t put something as dumb as a hauler bot in charge of security for anything without spending even more money for expensive company-employed human supervisors. So they made us smarter. The anxiety and depression were side effects.

All the games were selected for them by supervisors and had to have some useful, educational purpose. The children learned these new games but unlearned something else in the process: they forgot to be happy, how to take pleasure in little things and last, but not least, how to dream

What was behind this smug presumption that what pleased you was bad or at least unimportant in comparison to other things? … Little children were trained not to do “just what they liked’ but … but what? … Of course! What others liked. And which others? Parents, teachers, supervisors, policemen, judges, officials, kings, dictators. All authorities. When you are trained to despise “just what you like” then, of course, you become a much more obedient servant of others — a good slave. When you learn not to do “just what you like” then the System loves you.

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

My present self is formed almost completely of the people around me. I am currently made up of 30 percent Mrs. Izumi, 30 percent Sugawara, 20 percent the manager, and the rest absorbed from past colleagues such as Sasaki, who left six months ago, and Okasaki, who was our supervisor until a year ago. My speech is especially infected by everyone around me and is currently a mix of that of Mrs. Izumi and Sugawara. I think the same goes for most people. When some of Sugawara’s band members came into the store recently they all dressed and spoke just like her. After Mrs. Izumi came, Sasaki started sounding just like her when she said, “Good job, see you tomorrow!” Once a woman who had gotten on well with Mrs. Izumi at her previous store came to help out, and she dressed so much like Mrs. Izumi I almost mistook the two. And I probably infect others with the way I speak too. Infecting each other like this is how we maintain ourselves as human is what I think.

It is never too late to be who you might have been." George Elliot

The little people will get even, which is one of a thousand reasons why they are not little people at all. If you're a jerk as a leader, you will be torpedoed. And usually it won't be by your vice presidents; it will be on the loading dock at 3am when no supervisors are around.

What we try to suppress defines us (more on this in the vulnerability chapter), or, in the words of one of my psychology supervisors, “Anything unspeakable to you is affecting you.” That’s why we don’t heal shame by hiding it.

Supervisors routinely fabricated statistics on agricultural production and industrial output because they were so fearful of telling their own bosses the truth. Lies were built upon lies, all the way to the top, so it is in fact conceivable that Kim Il-sung himself didn't know when the economy crashed

When constructs were first developed, they were originally supposed to have a pre-sentient level of intelligence, like the dumber variety of bot. But you can’t put something as dumb as a hauler bot in charge of security for anything without spending even more money for expensive company-employed human supervisors. So they made us smarter. The anxiety and depression were side effects.

The things we do when we expect our lives to continue are naturally and properly different than the things we might do if we expected them to end abruptly. We go easy on the lard and tobacco, smile dutifully at yet another of our supervisor's witless jokes, read books like this one when we could be wearing paper hats and eating pistachio macaroons in the bathtub, and we do each of these things in the charitable service of the people we will soon become.

Because,” said the hunger artist, lifting his head a little and, with his lips pursed as if for a kiss, speaking right into the supervisor’s ear so that he wouldn’t miss anything, “because I couldn’t find a food which I enjoyed. If had found that, believe me, I would not have made a spectacle of myself and would have eaten to my heart’s content, like you and everyone else.” Those were his last words, but in his failing eyes there was the firm, if no longer proud, conviction that he was continuing to fast.

The reason why they were trying to kill, maim, etc., each other wasn’t the SecUnit’s problem, it was for the humans’ supervisor to deal with. (Or to willfully ignore until the whole project devolved into a giant clusterfuck and your SecUnit prayed for the sweet relief of a massive accidental explosive decompression, not that I’m speaking from experience or anything.)

WHAT’S THE ONE thing that most affects how much people enjoy their jobs? First and foremost, people thrive when they feel appreciated by their supervisors and colleagues—and that means they sense the appreciation is heartfelt and authentic.

In some cases, you can tell how somebody is being treated by their own boss from the way they are treating someone to whom they are a boss.

The script supervisor wasn’t pleased, but Quincy told him that sex wasn’t needed to show love.” “Wow,” Josy said. “That’s deep. My name is Josiah Erickson, and I approve this message.

Intrusive, thoughtless people!" said K. as he turned back into the room. The supervisor may have agreed with him, at least K. thought that was what he saw from the corner of his eye. But it was just as possible that he had not even been listening as he had his hand pressed firmly down on the table and seemed to be comparing the length of his fingers.

stood a supervisor, another Stone, and he had this look on his face—they must practice it in front of mirrors, all the supervisors had this look on their faces—they looked at you as if you were a hunk of human shit.

The ‘Islamic State’, that strange miscegenation of Medina with Westphalia, is always in mortal danger of linking the moral austerity of monotheism with the repressive and supervisor powers of the modern nation state.

A supervisor once likened doing psychotherapy to undergoing physical therapy. It can be difficult and cause pain, and your condition can worsen before it improves, but if you go consistently and work hard when you’re there, you’ll get the kinks out and function so much better.

quality control departments have taken the job of quality away from the people that can contribute most to quality—management, supervisors, managers of purchasing, and production workers.

Target Four seemed shocked. “SecUnits aren’t supposed to talk back,” Target Five said weakly. Tell me about it. “Cargo ship crews aren’t supposed to take Port Authority supervisors as hostages, but here we all are.

The daughter of Lithuanian immigrants, born with a precocious scientific intellect and a thirst for chemical knowledge, Elion had completed a master's degree in chemistry from New York University in 1941 while teaching high school science during the day and preforming her research for her thesis at night and on the weekends. Although highly qualified, talented, and driven, she had been unable to find a job in an academic laboratory. Frustrated by repeated rejections, she had found a position as a supermarket product supervisor. When Hitchings found Trudy Elion, who would soon become on of the most innovative synthetic chemists of her generation (and a future Nobel laureate), she was working for a food lab in New York, testing the acidity of pickles and the color of egg yolk going into mayonnaise. Rescued from a life of pickles and mayonnaise…

I have always had the suspicion that officers assigned to front desk duty were chosen by cunning supervisors because of their skills in obfuscation and disinformation.

Our effort was mocked by some police supervisors: has the computer caught Ted yet?

Little children were trained not to do “just what they liked” but…but what?…Of course! What others liked. And which others? Parents, teachers, supervisors, policemen, judges, officials, kings, dictators. All authorities. When you are trained to despise “just what you like” then, of course, you become a much more obedient servant of others—a good slave. When you learn not to do “just what you like” then the System loves you.

Half my life is over, I would say, seemingly out of nowhere, in our very first session—and Wendell would jump right on this. He was picking up where my internship supervisor had left off years earlier. You won’t get today back. And the days were flying by.

I had grown comfortable at the thought of my body as a public resource that I was responsible for holding in trust. I had been charged with its maintenance and general upkeep, and on the strength of such a relationship had been able to develop a certain vague fondness for it, while also maintaining a pleasant distance. Don’t ask me; I just work here, was my attitude. I can let the supervisors know when there’s a problem and they tell me how to fix it.

These days, many well-meaning school districts bring together teachers, coaches, curriculum supervisors, and a cast of thousands to determine what skills your child needs to be successful. Once these "standards" have been established, pacing plans are then drawn up to make sure that each particular skill is taught at the same rate and in the same way to all children. This is, of course, absurd. It gets even worse when one considers the very real fact that nothing of value is learned permanently by a child in a day or two.

Gallup found that the key drivers of productivity for employees include whether they feel cared for by a supervisor or someone at work; whether they have received recognition or praise during the past seven days; and whether someone at work regularly encourages their development. Put another way, the ability to communicate consistently positive energy lies at the heart of effective management.

The word attitude doesn’t mean you should be committed and loyal to your supervisor. Attitude means dedicated, committed and more clinical to the work you do and the company you’re doing the work for.

His supervisor, a well-liked ranger by the name of Dick McLaren, gave Randy a line of advice to which he would adhere for the rest of his career: 'The best way to teach the public isn't with a citation, it's with communication.

No,” Oort said simply. He took off his glasses (Ultraviolet didn’t wear glasses, but it appeared that Englishblokeman did) and cleaned them on the hem of his blazer, shaking his head briskly. “Nope. Incorrect. Bzzzzt. Try again. Not you, not here, not now. I refuse. I disagree. Unsubscribe. Survey says: absolutely not. I 100 percent reject this, and I would like to speak to a supervisor about exchanging the entire situation for something in better condition. This is shit, I won’t be a part of it, you can’t make me. Nil points.

Hey, Murph! What gives, man?” I jump and drop the letter. Melonhead, my “supervisor,” is standing at the crest of the hill, wiping a sweat-soaked handkerchief across his brow. His last name isn’t really Melonhead, any more than mine is Murph. But if he’s going to take liberties with Murphy, I’m going to do the same with Melendez. Only difference is that I don’t say it to his face.

Rule #1: No cut or compromise should be suggested by ANY member of the community. This includes the music coalition, music educators, and the music supervisor. Suggest a cut or compromise, and you become responsible for the decision.

Self-control is an exhaustible resource. This is a crucial realization, because when we talk about “self-control,” we don’t mean the narrow sense of the word, as in the willpower needed to fight vice (smokes, cookies, alcohol). We’re talking about a broader kind of self-supervision. Think of the way your mind works when you’re giving negative feedback to an employee, or assembling a new bookshelf, or learning a new dance. You are careful and deliberate with your words or movements. It feels like there’s a supervisor on duty. That’s self-control, too.

They all stared. Still woozy, Target Four said, “It’s a slitting SecUnit, you pussers, how stupid are you?” Yeah, these Targets are going to be fun to chat with, I can tell already. I told him, “You’re the one who got yourself bodyslammed into station detention, so let’s talk about how dumb you are.” Target Four seemed shocked. “SecUnits aren’t supposed to talk back,” Target Five said weakly. Tell me about it. “Cargo ship crews aren’t supposed to take Port Authority supervisors as hostages, but here we all are.

But a highly competitive or unstructured job, or a highly critical supervisor, can trigger the intense, uncontrolled anger and the hypersensitivity to rejection to which the borderline is susceptible. The rage can permeate the workplace and literally destroy a career.

To lead by example is to offer your life as a living diarry for others to read. Never make your life pages blank; make some marks there. Many people are reading you.

A joy-filled workplace gives people the freedom to use their talents and skills for the benefit of society, without being crushed or controlled by autocratic supervisors.

I was in the meat locker, unhooking the next carcass when I ran into my shift supervisor, who should have been on vacation, as well as right side up.

He'd seen this babe before--her many counterparts, that is. He knew her kin, distant and near. All her mamas, sisters, aunts, cousins and what have you. And he knew the name was Lowdown with a capital L. He wasn't at all surprised to find her in a setup like this. Not after encountering her as a warden's sister-in-law, the assistant treasurer of a country bank, and a supervisor of paroles. This babe got around. She was the original square-plug-in-a-round-hole kid. But she never changed any. She had that good old Lowdown blood in her, and the right guy could bring it out.

The living cell is the most complex system of its size known to mankind. Its host of specialized molecules, many found nowhere else but within living material, are themselves already enormously complex. They execute a dance of exquisite fidelity, orchestrated with breathtaking precision. Vastly more elaborate than the most complicated ballet, the dance of life encompasses countless molecular performers in synergetic coordination. Yet this is a dance with no sign of a choreographer. No intelligent supervisor, no mystic force, no conscious controlling agency swings the molecules into place at the right time, chooses the appropriate players, closes the links, uncouples the partners, moves them on. The dance of life is spontaneous, self-sustaining, and self-creating.

That truth set me free, along with other truths like leaning daily on God’s grace and realizing that God’s children are never victims. Everything that touches their lives, he permits. The irony is, you can’t imagine a more victimized person than Jesus. Yet when he died, he didn’t say, “I am finished” but “It is finished.” He did not play the victim, and thus he emerged the victor. Forget the self-pity. True, your supervisor may be trying to push you out of your job. Your marriage may be a fiery trial. You might be living below the poverty level. But victory is ours in Christ. His grace is sufficient. Know this truth and it will set you free. This day, Jesus, I can feel sorry for myself or victorious in you. Show me how to choose the latter.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

Aue sent an office boy with a message to the company’s original accountant, a Polish Jew named Itzhak Stern, who was at home with influenza. Aue was a political appointee with little accounting experience. He wanted Stern to come into the office and resolve the impasse over the bolts of linen. He had just sent the message off to Stern’s house in Podgórze when his secretary came into the office and announced that a Herr Oskar Schindler was waiting outside, claiming to have an appointment. Aue went into the outer room and saw a tall young man, placid as a large dog, tranquilly smoking. The two had met at a party the night before. Oskar had been there with a Sudeten German girl named Ingrid, Treuhänder, or supervisor, of a Jewish hardware company, just as Aue was Treuhänder of Buchheister’s. They were a glamorous couple, Oskar and this Ingrid, frankly in love, stylish, with lots of friends in the Abwehr.

Cecilia didn’t care what the fine print said about free will and God’s mysterious ways and blahdy-blah. If God had a supervisor, she would have sent off one of her famous letters of complaint a long time ago. “You have lost me as a customer.

Financial stability cannot depend on omniscient supervisors identifying and preemptively defusing any potential source of crisis; it requires safeguards that can help the system withstand the force of a severe storm, and tools the government can use to limit the damage.

When you realize that incompetent police officers are harassing you, you need to call 911 and demand that a police supervisor be immediately dispatched to the scene. In the mean time you need to be video recording everything, as police officers are known for their blatant lies and fabrications.

I have not made up my mind about Marian (another M! I heard the supervisor call her name), this time it won't be love, it would just be for the interest of the thing . . . and the clothes would fit. Of course I would make it clear from the start who's boss and what I expect . . . but it is still just an idea.

But once in a while you can have a little fun, especially if the supervisor who reviews your work has a reputation for being inattentive. So if you’re investigating a case where one person threw a house cat at the head of another, you may be able to sneak the phrase “feline projectile” into your subsequent police report.

IN 1953, STANLEY Miller, a graduate student at the University of Chicago, took two flasks—one containing a little water to represent a primeval ocean, the other holding a mixture of methane, ammonia, and hydrogen sulphide gases to represent Earth’s early atmosphere—connected them with rubber tubes, and introduced some electrical sparks as a stand-in for lightning. After a few days, the water in the flasks had turned green and yellow in a hearty broth of amino acids, fatty acids, sugars, and other organic compounds. “If God didn’t do it this way,” observed Miller’s delighted supervisor, the Nobel laureate Harold Urey, “He missed a good bet.

Again and again workers told me that they are under tremendous pressure not to report injuries. The annual bonuses of plant foremen and supervisors are often based in part on the injury rate of their workers. Instead of crating a safer workplace, these bonus schemes encourage slaughterhouse managers to make sure that accidents and injuries go unreported. Missing fingers, broken bones, deep lacerations and amputated limbs are difficult to conceal from authorities. But the dramatic and catastrophic injuries in a slaughterhouse are greatly outnumbered by less visible, though no less debilitating, ailments: torn muscles, slipped disks, pinched nerves.

Dedication is a great trait. It’s also the trait most abused by superiors. In short, you are an asset that can be easily replaced. Your proficiency is profitable to the company and makes life easier for supervisors. But the constant imbalance may result in a divorce or decline in health. Is that what you agreed to when you were hired?

Cooperatives have lower absentee rates and less worker turnover than their conventional competitors. (For instance, the annual rate of turnover in the Mondragon cooperatives in 1974 was two percent, while in comparable capitalist firms it was 14 percent.)94 Members show relatively high individual work effort, tending to act as their own supervisors, at least to a greater degree than employees do elsewhere. Job rotation, where it happens, enhances the attractiveness of the work. And there are greater incentives to help one another than in a competitive environment.

Sooner or later, someone will say a no to us that we can’t ignore. It’s built into the fabric of life. Observe the progression of nos in the life of the person who resists others’ limits: the no of parents the no of siblings the no of schoolteachers the no of school friends the no of bosses and supervisors the no of spouses the no of health problems from overeating, alcoholism, or an irresponsible lifestyle the no of police, the courts, and even prison Some people learn to accept boundaries early in life, even as early as stage number one. But some people have to go all the way to number eight before they get the picture that we have to accept life’s limits: “Stop listening to instruction, my son, and you will stray from the words of knowledge” (Prov. 19:27). Many out-of-control adolescents don’t mature until their thirties, when they become tired of not having a steady job and a place to stay. They have to hit bottom financially, and sometimes they may even have to live on the streets for a while. In time, they begin sticking with a career, saving money, and starting to grow up. They gradually begin to accept life’s limits.

During my training, a supervisor once told me, “There’s something likable in everyone,” and to my great surprise, I found that she was right. It’s impossible to get to know people deeply and not come to like them. We should take the world’s enemies, get them in a room to share their histories and formative experiences, their fears and their struggles, and global adversaries would suddenly get along. I’ve found something likable in literally everyone I’ve seen as a therapist, including the guy who attempted murder. (Beneath his rage, he turned out to be a real sweetheart.)

Empowering people to effect change • Communicate a sensible vision to employees: If employees have a shared sense of purpose, it will be easier to initiate actions to achieve that purpose. • Make structures compatible with the vision: Unaligned structures block needed action. • Provide the training employees need: Without the right skills and attitudes, people feel disempowered. • Align information and personnel systems to the vision: Unaligned systems also block needed action. • Confront supervisors who undercut needed change: Nothing disempowers people the way a bad boss can.

A long time ago, psychopathy used to be called simply ‘evil’. People who were evil – who took a delight in hurting or killing others – were written about ever since Medea took an axe to her children, and probably long before that. The word ‘psychopath’ was coined by a German psychiatrist in 1888 […] from the German word psychopastiche, literally meaning ‘suffering soul’. For Mariana this was the clue – the suffering – the sense that these monsters were also in pain. […] Psychopathy or sadism never appeared from nowhere. It was not a virus, infecting someone out of the blue. It had a long prehistory in childhood. […] Yet many children grow up in terribly abusive environments – and they don’t end up as murderers. Why? Well, as Mariana’s old supervisor used to say, ‘It doesn’t take much to save a childhood.’ A little kindness, some understanding or validation: someone to recognise and acknowledge a child’s reality – and save his sanity.

Most of any job consists of “pro forma” activity, or tasks designed to keep up the appearance of being productive. The actual job is a few hours a week where your input is actually needed. The rest is designed to make your supervisors, and her managers all the way up to the top, look good because all the workers appear engaged in “important” activity. Remember that being successful entails looking successful. Creating “important” tasks makes people look successful, so they do it to their underlings. This is why you will work all night on projects that never see the light of day, or spend hours each week filling out forms that no one sees. Appearance is more important than reality in dying civilizations.

The factory of love encompasses all, but on some days, does it seem to be one of suffocation, squeezing its target too tightly? And on other days not tight enough? Or maybe that is the breath of a living love knowing when to protect, when to release, and when to protect again. For we are the products of an active love - the Father the creator, the Son the perfecter, the Spirit the supervisor - but just like in a factory, to deny the process is to ultimately create a defect of oneself.

Why are boys so difficult? I mean, really. When they aren't drinking directly out of the carton or leaving the toilet seat up, they are getting all offended because you won't go out with them and threatening to rat you out to your supervisor. Hasn't it occurred to any of them that this is not the way to our hearts? And the problem is, they are just going to keep on doing it, as long as stupid girls like Kelly Prescott keep agreeing to go out with them anyway, in spite of their defects.

In an early study on power and management, supervisors who felt powerless used more coercive power — threats of punishment or even being fired — when dealing with a “problem worker,” whereas supervisors who felt powerful used more personal persuasion approaches, such as praise or admonishment.26 In another study, managers who felt powerless were more ego-defensive, causing them to solicit less input. In fact, managers who felt powerless judged employees who voiced opinions more negatively.27

His wife would never admit it to him, but Billy’s guess was that interns killed patients all the time, and their supervisors, with an eye for the long-term healer to come, mainly looked the other way. Well, it was the same with him. In order to get the greater job done, to mold your people as you saw fit and prepare them to effectively do the job in the years to come, you tolerated error, you turned a not-quite-blind eye to the actions of others and to your own actions. You created secrets and you kept secrets. Out on the streets, same thing: depending on the individual and the situation, sometimes you threw the Thor hammer at a misdemeanor, other times you let an individual walk who had no right to sleep in his own bed that night. You did all these things and more because as a boss, if you weren’t willing to play fast and loose when required, if you weren’t willing to make a discreet hash of the rule book now and then, on this job you might as well call in sick. That’s just the way it was. *

I’ll never forget one of the first families I visited. The father was a railroad man who had lost his job. I was told by my supervisor that I really had to see the poverty. If the family needed clothing, I was to investigate how much clothing they had at hand. So I looked into this man’s closet—(pauses, it becomes difficult)—he was a tall, gray-haired man, though not terribly old. He let me look in the closet—he was so insulted. (She weeps angrily.) He said, “Why are you doing this?” I remember his feeling of humiliation . . . this terrible humiliation. (She can’t continue. After a pause, she resumes.) He said, “I really haven’t anything to hide, but if you really must look into it. . ..” I could see he was very proud. He was so deeply humiliated. And I was, too. . ..

I wanted to tell Sam this. I wanted to tell him all of it, in beautiful handwritten letters or at least in long, rambling emails that we would later save and print out and that would be found in the attic of our house when we had been married fifty years for our grandchildren to coo over. But I was so tired those first few weeks that all I did was email him about how tired I was. I'm so tired. I miss you. Me too. No, like really, really tired. Like cry at TV advertisements and fall asleep while brushing my teeth and end up with toothpaste all over my chest tired. Okay, now you got me. I tried not to mind how little he emailed me. I tried to remind myself that he was doing a real, hard job, saving lives and making a difference, while I was sitting outside manicurists' studios and running around Central Park. His supervisor had changed the rota. He was working four nights on the trot and still waiting to be assigned a new permanent partner. That should have made it easier for us to talk but somehow it didn't. I would check in on my phone in the minutes I had free every evening but that was usually the time he was heading off to begin his shift. Sometimes I felt curiously disjointed, as if I had simply dreamt him up. One week, he reassured me. One more week. How hard could it be?

I also see how essential a comprehensive treatment plan is, a plan that incorporates education, understanding, empathy, structure, coaching, a plan for success and physical exercise as well as medication. I see how important the human connection is every step of the way: connection with parent or spouse; with teacher or supervisor; with friend or colleague; with doctor, with therapist, with coach, with the world “out there.” In fact, I see the human connection as the single most powerful therapeutic force in the treatment of ADHD.

Good employees are skilled; great employees are talented. Good employees are friendly; great employees are devoted. Good employees are cautious; great employees are brave. Good employees are calm; great employees are confident. Good employees are educated; great employees are experienced. Good managers are encouraging; great supervisors are forgiving. Good managers are calm; great supervisors are caring. Good managers are truthful; great supervisors are sincere. Good managers are compassionate; great supervisors are generous. Good managers are likable; great supervisors are loving. Good leaders are intelligent; great leaders are wise. Good leaders are bold; great leaders are fearless. Good leaders are artful; great leaders are kind. Good leaders are warriors; great leaders are servants. Good leaders are managers; great leaders are innovators.

Robert Rubin, a former Secretary of the United States Treasury, one of those who sign their names on the banknote you just used to pay for coffee, collected more than $120 million in compensation from Citibank in the decade preceding the banking crash of 2008. When the bank, literally insolvent, was rescued by the taxpayer, he didn’t write any check—he invoked uncertainty as an excuse. Heads he wins, tails he shouts “Black Swan.” Nor did Rubin acknowledge that he transferred risk to taxpayers: Spanish grammar specialists, assistant schoolteachers, supervisors in tin can factories, vegetarian nutrition advisors, and clerks for assistant district attorneys were “stopping him out,” that is, taking his risks and paying for his losses. But the worst casualty has been free markets, as the public, already prone to hating financiers, started conflating free markets and higher order forms of corruption and cronyism, when in fact it is the exact opposite: it is government, not markets, that makes these things possible by the mechanisms of bailouts. It is not just bailouts: government interference in general tends to remove skin in the game.

the reactor had gone on Aten Base, his partner and supervisor had both panicked, and Havelock remembered the overwhelming fear in his own gut. When the riots had started on Ceres after the ice hauler Canterbury had been destroyed, his partner had been more weary than fearful, and Havelock had faced the situation with the same grim resignation. When the Ebisu had been quarantined for nipahvirus, his boss had been energized—almost elated—running the ship like a puzzle that had to be solved, and Havelock had been caught up in the pleasure of doing an important thing well.

Chapulier's Rule (the law of least resistance). If the machine is not too bright and incapable of reflection, it does whatever you tell it to do. But a smart machine will first consider which is more worth its while: to perform the given task or, instead, to figure some way out of it. ... The Great Mendacitor, for example, for nine years in charge of the Saturn meliorization project, did absolutely nothing on that planet, sending out piles of fake progress reports, invoices, requisition forms, and either bribed his supervisors or kept them in a state of electronic shock.

As I was editing this chapter, a survey of more than thirty-five hundred Australian surgeons revealed a culture rife with bullying, discrimination, and sexual harassment, against women especially (although men weren’t untouched either). To give you a flavor of professional life as a woman in this field, female trainees and junior surgeons “reported feeling obliged to give their supervisors sexual favours to keep their jobs”; endured flagrantly illegal hostility toward the notion of combining career with motherhood; contended with “boys’ clubs”; and experienced entrenched sexism at all levels and “a culture of fear and reprisal, with known bullies in senior positions seen as untouchable.”68 I came back to this chapter on the very day that news broke in the state of Victoria, Australia, where I live, of a Victorian Equal Opportunity and Human Rights Commission report revealing that sexual discrimination and harassment is also shockingly prevalent in the Victorian Police, which unlawfully failed to provide an equal and safe working environment.69 I understand that attempts to identify the psychological factors that underlie sex inequalities in the workplace are well-meaning. And, of course, we shouldn’t shy away from naming (supposedly) politically unpalatable causes of those inequalities. But when you consider the women who enter and persist in highly competitive and risky occupations like surgery and policing—despite the odds stacked against them by largely unfettered sex discrimination and harassment—casual scholarly suggestions that women are relatively few in number, particularly in the higher echelons, because they’re less geared to compete in the workplace, start to seem almost offensive. Testosterone

When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone. My rapture was widely shared. Like many of my countrymen, I went out to buy the best liquors for a celebration with my family and friends, only to find the shops out of stock there was so much spontaneous rejoicing. There were official celebrations as well exactly the same kinds of rallies as during the Cultural Revolution, which infuriated me. I was particularly angered by the fact that in my department, the political supervisors and the student officials were now arranging the whole show, with unperturbed self-righteousness. The new leadership was headed by Mao's chosen successor, Hua Guofeng, whose only qualification, I believed, was his mediocrity. One of his first acts was to announce the construction of a huge mausoleum for Mao on Tiananmen Square. I was outraged: hundreds of thousands of people were still homeless after the earthquake in Tangshan, living in temporary shacks on the pavements. With her experience, my mother had immediately seen that a new era was beginning. On the day after Mao's death she had reported for work at her depas'uuent. She had been at home for five years, and now she wanted to put her energy to use again. She was given a job as the number seven deputy director in her department, of which she had been the director before the Cultural Revolution. But she did not mind. To me in my impatient mood, things seemed to go on as before. In January 1977, my university course came to an end. We were given neither examinations nor degrees. Although Mao and the Gang of Four were gone, Mao's rule that we had to return to where we had come from still applied. For me, this meant the machinery factory. The idea that a university education should make a difference to one's job had been condemned by Mao as 'training spiritual aristocrats.

When I first took this job at the factory it was not my intention to work there very long, for I once possessed higher hopes for my life, although the exact nature of these hopes remained rather vague in my youthful mind. While the work was not arduous, and my fellow workers congenial enough, I did not imagine myself standing forever at my designated assembly block, fitting together pieces of metal into other pieces of metal, with a few interruptions throughout that day for breaks that were supposed to refresh our minds from the tedium of our work or for meal breaks to allow us to nourish our bodies. Somehow it never occurred to me that the nearby town where I and the others at the factory lived, travelling to and from our jobs along the same fog-strewn road, held no higher opportunities for me or anyone else, which no doubt accounts for the vagueness, the wispy insubstantiality, of my youthful hopes.

The ditch we were digging cut through the middle of an olive grove. Our supervisor gave us instructions to be careful not to damage the roots of the trees. The minute he was out of sight, overseeing work at another ditch, Carlo would take his pickaxe or shovel and hack at the uncovered roots with a satisfied malice and then mask the destruction he had achieved with a new layer of earth. At the time I thought it madness that someone could believe he was thwarting the fascist war effort by mutilating the roots of a few olive trees. But the world still seemed relatively sane to me in those days before the Nazis arrived in Florence.

From Hobbes to the slaveholders to the neoconservatives, the right has grown increasingly aware that any successful defense of the old regime must incorporate the lower orders in some capacity other than underlings or starstruck fans. The masses must either be able to locate themselves symbolically in the ruling class or be provided with real opportunities to become faux aristocrats themselves in the family, the factory, and the field. The former path makes for an upside-down populism, in which the lowest of the low see themselves projected in the highest of the high; the latter makes for a democratic feudalism, in which the husband or supervisor plays the part of a lord. The former path was pioneered by Hobbes, Maistre, and various prophets of racism and nationalism, the latter by Southern slaveholders, European imperialists, and Gilded Age apologists. (And neo–Gilded Age apologists: “There is no single elite in America,” writes David Brooks. “Everyone can be an aristocrat within his own Olympus.” 105) Occasionally, as in the writing of Werner Sombart, the two paths converge: ordinary people get to see themselves in the ruling class by virtue of belonging to a great nation among nations, and they also get to govern lesser beings through the exercise of imperial rule.

Learning how to do psychotherapy is a complex process, much of which is transacted in the relationship between the beginning therapists and experienced supervisors. When the beginning therapists encounter problems that are beyond their range of experience, the supervisors usually assist in several ways. First, the supervisors offer an intellectual framework in which to understand the problem. References to the professional literature are often suggested. Second, the supervisors offer practical, problem-solving help with the strategies of therapy. Third and most important, the supervisors help the less experienced therapists to deal with feelings of their own that have been evoked by the patients. With the support of competent supervisors, the therapists are usually able to master their own troubled feelings and put them in perspective. This done, the therapists are better able to attend to patients with empathy, and with a confidence in their ability to offer help.

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

I went around to four finance companies and borrowed a hundred bucks from each one so we could get married. Then when the collectors came around I persuaded them that they couldn’t find me. One of them that I convinced had my case taken over by his supervisor, who decided not to cooperate with my disappearance and showed up one night at Wagner’s looking for Frank Sheeran. He didn’t know it was me at the door. I said to follow me and I’d take him in to see Mr. Sheeran. He followed me into the bathroom and I gave him a shot to the body and a shot to the jaw and down he went. I didn’t give him the boot or anything. I just wanted to make sure he understood that Mr. Sheeran was too busy to see him that night or any other night. He got the message. Mary had a good job with the Philadelphia

For two nights we had shelters to ourselves, and on the third we were just exchanging congratulations on this remarkable string of luck when we heard a cacophony of voices approaching through the woods. We peeked around the corner and found a Boy Scout troop marching into the clearing. They said hello and we said hello, and then we sat with our legs dangling from the sleeping platform and watched them fill the clearing with their tents and abundant gear, pleased to have something to look at other than each other. There were three adult supervisors and seventeen Boy Scouts, all charmingly incompetent. Tents went up, then swiftly collapsed or keeled over. One of the adults went off to filter water and fell in the creek. Even Katz agreed that this was better than TV. For the first time since we had left New Hampshire, we felt like masters of the trail.

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

listen, he said, you ever seen a bunch of crabs in a bucket? no, I told him. well, what happens is that now and then one crab will climb up on top of the others and begin to climb toward the top of the bucket, then, just as he's about to escape another crab grabs him and pulls him back down. really? I asked. really, he said, and this job is just like that, none of the others want anybody to get out of here. that's just the way it is in the postal service! I believe you, I said. just then the supervisor walked up and said, you fellows were talking. there is no talking allowed on this job. I had been there for eleven and one-half years. I got up off my stool and climbed right up the supervisor and then I reached up and pulled myself right out of there. it was so easy it was unbelievable. but none of the others followed me. and after that, whenever I had crab legs I thought about that place. I must have thought about that place maybe 5 or 6 times before I switched to lobster.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

I shall report this, and in the meantime the animal can be taken away by one of the porters.’ ‘Don’t you dare,’ said Emmy fiercely. ‘I’ll not allow it. You are—’ It was unfortunate that she was interrupted before she could finish. ‘Ah,’ said Professor ter Mennolt, looming behind the supervisor. ‘My kitten. Good of you to look after it for me, Ermentrude.’ He gave the supervisor a bland smile. ‘I am breaking the rules, am I not? But this seemed the best place for it to be until I could come and collect it.’ ‘Miss Foster has just told me…’ began the woman. ‘Out of the kindness of her heart,’ said the professor outrageously. ‘She had no wish to get me into trouble. Isn’t that correct, Ermentrude?’ She nodded, and watched while he soothed the supervisor’s feelings with a bedside manner which she couldn’t have faulted. ‘I will overlook your rudeness, Miss Foster,’ she said finally, and sailed away. ‘Where on earth did you find it?’ asked the professor with interest. She told him, then went on, ‘I’ll take him home. He’ll be nice company for Snoodles and George.’ ‘An excellent idea. Here is your relief. I shall be outside when you are ready.’ ‘Why?’ asked Emmy. ‘You sometimes ask silly questions, Ermentrude. To take you both home.

Assess The Environment Ask yourself these questions: How would you rate your own trustworthiness? How would you rate the trustworthiness of your co-workers? How would you rate your immediate supervisor? What about your company’s top management? My colleagues and I asked these questions in a survey where: on a scale of 1-10, where ten equals “can always be trusted in all situations” and one equals “can rarely or never be trusted. Respondents rated: Their own trustworthiness at an average 8.72; All of the other people they work with as a group averaging 7.59; Their immediate supervisors a bit higher, at an average 8.33; Their company’s top management the lowest, at an average 6.43. The results indicate that we generally judge others to be less trustworthy than ourselves. If most of the people you work with are also like our survey respondents, they are making the same judgments. That means it is very likely some of the people you work with judge you to be less trustworthy than you consider yourself to be. Your first thought may be that they are mistaken. Certainly you don’t intend to act in ways others view as untrustworthy, so they must be misinterpreting your intentions. But the fact is people act on their assessments of your trustworthiness, not yours. Your best intentions can’t change their opinion. Only by changing what you say and how you act can affect how others assess your trustworthiness.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Amy found out she had cancer not long after finishing Textbook, and she called me. She knew that in the years after my book The Fault in Our Stars was published, I’d come to know many young people who were gravely ill, and she wanted to know if I had advice for her. I told her what I think is true—that love survives death. But she wanted to know how young people react to death. How her kids would. She wanted to know if her kids and her husband would be okay, and that ripped me up. Although I’m usually quite comfortable talking with sick people, with my friend I found myself stumbling over words, overwhelmed by my own sadness and worry. They won’t be okay, of course, but they will go on, and the love you poured into them will go on. That’s what I should’ve said. But what I actually said, while crying, was, “How can this be happening? You do so much yoga.” In my experience, dying people often have wonderful stories of the horrible things healthy people say to them, but I’ve never heard of anybody saying something as stupid as, “You do so much yoga.” I hope that Amy at least got some narrative mileage out of it. But I also know I failed her, after she was there for me so many times. I know she forgives me—present tense—but still, I desperately wish I could’ve said something useful. Or perhaps not said anything at all. When people we love are suffering, we want to make it better. But sometimes—often, in fact—you can’t make it better. I’m reminded of something my supervisor said to me when I was a student chaplain: “Don’t just do something. Stand there.

Put your glasses on mate ….. Come down from there, you’re gonna kill yourself …. Well, what does your Method Statement say? …. Right, let’s get you re-inducted. You need a reminder of site rules ….. Where are your outriggers, mate? ….. Put your glasses on ….. Put your glasses on …. Put your glasses on …. Oh, they steam up, do they? I’ve never heard that one before …. Where’s your mask? If you breathe this shit in you’re going to kill yourself. Silicosis is incurable ….. Right STOP! Do not reverse another inch without a banksman ….. Don’t put your glasses on just because you see me walk around the corner. They won’t protect MY eyes …. Hook yourself on, what’s the matter with you? Are all you scaffolders superhuman or something? ….. Put your glasses on ….. Oi! What stops me walking right in there? Where’s your barriers and signage? ….. Oi! I’m getting showered in fucking sparks here. And so is that can of petrol ….. Put your glasses on …. Where’s the flashback arrestor on this bottle of propane? ….. Hey, pal, stop welding until you’ve sheeted up ….. What are you doing climbing up there? Where’s your supervisor? What did he say about access in this morning’s Safe Start briefing? Nothing? Right, he can sit through another induction tomorrow ….. Where are the retaining pins to the joint clamps in this concrete pump line? SEAMUS! Fucking deal with this, will you? ….Put your glasses on …. Hey! Hey! Come here! Why have you got a nail instead of an ‘R’ clip to the quick-hitch system on your excavator bucket? NO! IT WON’T DO! WHAT THE FUCK IS WRONG WITH YOU? If that bucket falls on someone they’re not going to get up again. And you trust a fucking nail to hold it in position! Take this machine out of service immediately until you’ve got the proper ‘R’ clip! ….. Put your glasses on …. Where’s the edge protection. Who removed the edge protection? Right, let me phone for a scaffolder ….. Put your glasses on ….. Oi! Get out from under there! Never, ever stand underneath a suspended load. Even if all the equipment’s been inspected, which it obviously has, you can never trust the crane driver. He can be taken ill suddenly ….. Come here, mate, let’s have a little chat. Why are you working on Fall Arrest? You’re supposed to be working on Fall Restraint (FR ‘restrains’ you going near the perimeter edge of the building, FA ‘arrests’ your fall if, well, if you fall. If you’re hanging off a building we’ve got less than ten minutes to reach you before you start going into toxic shock brought on by suspension trauma. In other words, we need a Rescue Plan, which is why we’d prefer people work on Fall Restraint)

Story time. In September of 1869, there was a terrible fire at the Avondale coal mine near Plymouth, Pennsylvania. Over 100 coal miners lost their lives. Horrific conditions and safety standards were blamed for the disaster. It wasn’t the first accident. Hundreds of miners died in these mines every year. And those that didn’t, lived in squalor. Children as young as eight worked day in and out. They broke their bodies and gave their lives for nothing but scraps. That day of the fire, as thousands of workers and family members gathered outside the mine to watch the bodies of their friends and loved ones brought to the surface, a man named John Siney stood atop one of the carts and shouted to the crowd: Men, if you must die with your boots on, die for your families, your homes, your country, but do not longer consent to die, like rats in a trap, for those who have no more interest in you than in the pick you dig with. That day, thousands of coal miners came together to unionize. That organization, the Workingmen’s Benevolent Association, managed to fight, for a few years at least, to raise safety standards for the mines by calling strikes and attempting to force safety legislation. ... Until 1875, when the union was obliterated by the mine owners. Why was the union broken so easily? Because they were out in the open. They were playing by the rules. How can you win a deliberately unfair game when the rules are written by your opponent? The answer is you can’t. You will never win. Not as long as you follow their arbitrary guidelines. This is a new lesson to me. She’s been teaching me so many things, about who I am. About what I am. What I really am. About what must be done. Anyway, during this same time, it is alleged a separate, more militant group of individuals had formed in secret. The Molly Maguires. Named after a widow in Ireland who fought against predatory landlords, the coal workers of Pennsylvania became something a little more proactive, supposedly assassinating over two dozen coal mine supervisors and managers. ... Until Pinkerton agents, hired by the same mine owners, infiltrated the group and discovered their identities. Several of the alleged Mollies ended up publicly hanged. Others disappeared. You get the picture. So, that’s another type of secret society. The yeah-we’re-terrorists-but-we-strongly-feel-we’re-justified-and-fuck-you-if-you-don’t-agree society. So, what’s the moral of this little history lesson? This sort of thing happens all day, every day across the universe. It happens in Big Ways, and it happens in little ways, too. The strong stomp on the weak. The weak fight back, usually within the boundaries of the rat trap they find themselves confined. They almost always remain firmly stomped. But sometimes, the weak gather in secret. They make plans. They work outside the system to effect change. Like the Mollies, they usually end up just as stomped as everyone else. But that’s just life. At least they fucking tried. They died with their boots on, as much as I hate that expression. They died with their boots on for their people, their family, not for some rich, nameless organization that gives no shits whether they live or die. Or go extinct. Or are trapped for a millennia after they’re done being used. In my opinion, that’s the only type of society that’s worth joining, worth fighting for. Sure, you’re probably gonna die. But if you find yourself in such a position where such an organization is necessary, what do you have to lose? How can you look at yourself if you don’t do everything you can? And that brings us to the door you’re standing in front of right now. What does all this have to do with what you’re going to find on the other side? Nothing!

The men in grey were powerless to meet this challenge head-on. Unable to detach the children from Momo by bringing them under their direct control, they had to find some roundabout means of achieving the same end, and for this they enlisted the children's elders. Not all grown-ups made suitable accomplices, of course, but plenty did. [....] 'Something must be done,' they said. 'More and more kids are being left on their own and neglected. You can't blame us - parents just don't have the time these days - so it's up to the authorities.' Others joined in the chorus. 'We can't have all these youngsters loafing around, ' declared some. 'They obstruct the traffic. Road accidents caused by children are on the increase, and road accidents cost money that could be put to better use.' 'Unsupervised children run wild, declared others.'They become morally depraved and take to crime. The authorities must take steps to round them up. They must build centers where the youngsters can be molded into useful and efficient members of society.' 'Children,' declared still others, 'are the raw material for the future. A world dependent on computers and nuclear energy will need an army of experts and technicians to run it. Far from preparing children from tomorrow's world, we still allow too many of them to squander years of their precious time on childish tomfoolery. It's a blot on our civilization and a crime against future generations.' The timesavers were all in favor of such a policy, naturally, and there were so many of them in the city by this time that they soon convinced the authorities of the need to take prompt action. Before long, big buildings known as 'child depots' sprang up in every neighborhood. Children whose parents were too busy to look after them had to be deposited there and could be collected when convenient. They were strictly forbidden to play in the streets or parks or anywhere else. Any child caught doing so was immediately carted off to the nearest depot, and its parents were heavily fined. None of Momo's friends escaped the new regulation. They were split up according to districts they came from and consigned to various child depots. Once there, they were naturally forbidden to play games of their own devising. All games were selected for them by supervisors and had to have some useful, educational purpose. The children learned these new games but unlearned something else in the process: they forgot how to be happy, how to take pleasure in the little things, and last but not least, how to dream. Weeks passed, and the children began to look like timesavers in miniature. Sullen, bored and resentful, they did as they were told. Even when left to their own devices, they no longer knew what to do with themselves. All they could still do was make a noise, but it was an angry, ill-tempered noise, not the happy hullabaloo of former times. The men in grey made no direct approach to them - there was no need. The net they had woven over the city was so close-meshed as to seem inpenetrable. Not even the brightest and most ingenious children managed to slip through its toils. The amphitheater remained silent and deserted.

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.