Treat Your Employees Right Quotes

The best way to help your consumers with your business is to treat your employees right so they give better customer service, empower them so they can provide faster solutions, and to treat your vendors and partners fairly and with respect so they can continually provide the best product and services to their ability. - Strong by Kailin Gow

I think maybe, when I was very young, I witnessed a chaste cheek kiss between the two when it was impossible to avoid. Christmas, birthdays. Dry lips. On their best married days, their communications were entirely transactional: 'We're out of milk again.' (I'll get some today.) 'I need this ironed properly.' (I'll do that today.) 'How hard is it to buy milk?' (Silence.) 'You forgot to call the plumber.' (Sigh.) 'Goddammit, put on your coat, right now, and go out and get some goddamn milk. Now.' These messages and orders brought to you by my father, a mid-level phonecompany manager who treated my mother at best like an incompetent employee.

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

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

This means, a woman might think, that the law will treat her fairly in employment disputes if only she does her part, looks pretty, and dresses femininely. She would be dangerously wrong, though. Let’s look at an American working woman standing in front of her wardrobe, and imagine the disembodied voice of legal counsel advising her on each choice as she takes it out on its hanger. “Feminine, then,” she asks, “in reaction to the Craft decision?” “You’d be asking for it. In 1986, Mechelle Vinson filed a sex discrimination case in the District of Columbia against her employer, the Meritor Savings Bank, on the grounds that her boss had sexually harassed her, subjecting her to fondling, exposure, and rape. Vinson was young and ‘beautiful’ and carefully dressed. The district court ruled that her appearance counted against her: Testimony about her ‘provocative’ dress could be heard to decide whether her harassment was ‘welcome.’” “Did she dress provocatively?” “As her counsel put it in exasperation, ‘Mechelle Vinson wore clothes.’ Her beauty in her clothes was admitted as evidence to prove that she welcomed rape from her employer.” “Well, feminine, but not too feminine, then.” “Careful: In Hopkins v. Price-Waterhouse, Ms. Hopkins was denied a partnership because she needed to learn to ‘walk more femininely, talk more femininely, dress more femininely,’ and ‘wear makeup.’” “Maybe she didn’t deserve a partnership?” “She brought in the most business of any employee.” “Hmm. Well, maybe a little more feminine.” “Not so fast. Policewoman Nancy Fahdl was fired because she looked ‘too much like a lady.’” “All right, less feminine. I’ve wiped off my blusher.” “You can lose your job if you don’t wear makeup. See Tamini v. Howard Johnson Company, Inc.” “How about this, then, sort of…womanly?” “Sorry. You can lose your job if you dress like a woman. In Andre v. Bendix Corporation, it was ruled ‘inappropriate for a supervisor’ of women to dress like ‘a woman.’” “What am I supposed to do? Wear a sack?” “Well, the women in Buren v. City of East Chicago had to ‘dress to cover themselves from neck to toe’ because the men at work were ‘kind of nasty.’” “Won’t a dress code get me out of this?” “Don’t bet on it. In Diaz v. Coleman, a dress code of short skirts was set by an employer who allegedly sexually harassed his female employees because they complied with it.

That a third of all employees want to leave their jobs but don’t tells us two things. One, it says that an uncomfortably high number of people would rather be working somewhere else, and two, that they see no other option to improve how they feel about their jobs beyond quitting. There is an alternative route, however. One much simpler and potentially more effective, and it doesn’t require us to quit our jobs. Quite the contrary. It requires that we stay. But that doesn’t mean we can get away with doing nothing. We will still need to change the way we do things when we show up at work. It will require us to turn some of our focus away from ourselves to give more attention to those to the left of us and those to the right of us. Like the Spartans, we will have to learn that our strength will come not from the sharpness of our spears but from our willingness to offer others the protection of our shields. Some say a weak job market or bad economy is the reason to stick it out, in which case leaders of companies should want to treat their people better during hard times to prevent a mass exodus as soon as things improve. And in a good economy, leaders of companies should also want to treat their people well so that their people will stop at nothing to help the company manage when the hard times return (which, inevitably, they will). The best companies almost always make it through hard times because the people rally to make sure they do. In other words, from a strictly business standpoint, treating people well in any economy is more cost effective than not. Too many leaders are managing organizations in a way that is costing them money, hurting performance and damaging people’s health. And if that’s not enough to convince us that something has to change, then perhaps our love for our children will. A study by two researchers at the Graduate School of Social Work at Boston College found that a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy. This is the influence our jobs have on our families. Working late does not negatively affect our children, but rather, how we feel at work does. Parents may feel guilty, and their children may miss them, but late nights at the office or frequent business trips are not likely the problem. Net-net, if you don’t like your work, for your kids’ sake, don’t go home.

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The meeting was cordial, though, as Levoisier had guessed, he had fallen a few notches in the pecking order and he was treated as such. Letting their snobbish attitude go, he pressed on. “I suggest that you and I meet on the ground once we are settled,” he said to them. “Oh, really? Now why is that?” asked Aldrich. “I have some information I’m sure will interest you and your future plans.” Detrick was not in the best control of himself after their computer controlled fall through the thin atmosphere. “Of course we’ll meet you. We are staying at the Bradbury in the New Settlements. “Ambassador, I’m afraid they won’t let you stay there. Mr. Aldrich, yes, but not you.” Levoisier informed him. “What do you mean, won’t let me?! I’m the Ambassador from the United States!” barked Detrick. “I’m afraid he’s right, Conan, they won’t serve your type there. You’ll have to stay in the NASA dormitories.” Aldrich chuckled. “I’m sorry Ambassador, but I’m afraid you don’t understand the mood toward government employees on the Frontier,” said Levoisier. Detrick shouted, “I’m not a government employee, I’m the goddamned American Ambassador!” Malcolm Aldrich III looked at Detrick and said, “Conan, just look to see who signs your paycheck – I mean your official paycheck.

They will watch how you treat other employees; who gets the "good" schedule and who goes on break first. They will watch how you handle yourself in times of stress. They will evaluate your character when the rules are disobeyed. They will wait to see what you do when they feel they are deserving of recognition or when they have screwed up. They will see if you jump in and help when it's busy or if you hide in the office? So yeah, they are watching. This is why acting with integrity, building trust, doing the right thing, being honest, and accepting the role of role model is critical. When you know people are watching, you tend to be more aware of what you are doing. If you need just one more reason to do the right things, think about this. Picture yourself on the witness stand in a courtroom. A lawyer is asking you to defend some specific actions you took as a leader. Can you defend yourself? Can you justify what you did and convince a jury of your peers, beyond a reasonable doubt, that what you did was right and just? If the lawyer brought up other witnesses to corroborate your story, would they? Are you confident that your actions were observed and judged by others as right and just? It's one thing for you to say it, even to believe it. It's quite another for someone else to back you up. That's a pretty high standard to hold yourself to, but that's the job of a leader. You no longer get to wallow in anonymity. You are front and center, in the spotlight, and it's showtime.

If you treat your employees with respect, they return it right back.

Within any organization, there are two groups of people you must focus on: your employees and your customers. The most important group is your employees. You need to create enthusiasm among your team members, because they’re the people who are interacting with your customers day in and day out. If they’re happy with their job, their pay, and how they’re treated, and they believe in what the company is doing, they’ll be excited about your products. They’ll be full of enthusiasm. And what do we know about enthusiasm? It’s contagious. We all want to be where enthusiasm is. Employees transfer enthusiasm to customers if they’re in the right position and do their job. And when that happens, customers instill enthusiasm in other prospective buyers by spreading the word on your behalf. That carries much greater weight than any ad.

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In a world overflowing with online shops, tech stores, and fast delivery services, it's easy to get lost in the noise. Everyone promises "the best" prices, "unbeatable" service, and "quick" delivery—but few actually live up to the hype. For me, one brand consistently proves that it's more than just a retail chain. That brand is Best Buy. Whether it's upgrading my home office setup, helping a family member find the perfect TV, or getting a gaming console fixed at the last minute, Best Buy has been a go-to destination. And after years of shopping both in-store and online, I can say this with confidence: Best Buy never disappoints—and I highly recommend them to anyone. Here’s why. 1. A Reliable Shopping Experience—Every Single Time From the moment you walk into a Best Buy store, you know what to expect. Clean, well-organized aisles. Bright, welcoming lighting. And, more importantly, staff who actually know what they're talking about. Unlike some retail chains where it feels like you're interrupting someone’s break when you ask a question, Best Buy employees engage. They ask the right questions. They listen. They care. Whether you're a tech expert or someone who's just dipping their toes into a new hobby, you’re treated with respect and understanding. I remember walking into Best Buy to buy my first DSLR camera. I had done some research but was overwhelmed with the options. A Best Buy associate named Jeremy took almost 40 minutes to walk me through the differences between Canon and Nikon, helped me understand lens types, and even showed me how to clean the camera properly. That level of patience and genuine interest? Rare. 2. The Geek Squad – Tech Help When You Need It Most Let’s be honest: tech issues never happen at a convenient time. Whether it's a dead laptop right before a deadline or a broken sound system hours before your party, tech problems are stressful. That’s where Geek Squad truly shines. Best Buy’s Geek Squad isn’t just a clever name; it's a lifeline. The team is fast, responsive, and knowledgeable. They've helped me with: Recovering data from a crashed hard drive (saved years of photos!) Setting up a smart home system from scratch Fixing a game console just days before a birthday party Their in-store support is top-notch, but what really impressed me was their home visit service. Scheduling is easy, and technicians always show up on time—rare for any in-home service these days. They explain everything clearly, never push unnecessary upgrades, and leave things working better than before. 3. Honest Advice, Not Just a Sales Pitch Let’s talk about trust. When you walk into a store, you don’t want to feel like you’re being sold something you don’t need. And yet, in many places, that’s exactly what happens. What sets Best Buy apart? Their employees don’t work on commission. That means when they recommend a product, it’s not because they’ll make an extra buck—it’s because it’s right for you. That’s a game-changer. A few months ago, I was looking for a new laptop. I had my eyes on a higher-end model, but the associate asked me how I planned to use it. After hearing I mostly write, browse the web, and do light photo editing, he recommended a mid-tier laptop that was hundreds of dollars cheaper—and just right for my needs. That honesty? Priceless. 4. Seamless Online and In-Store Integration We live in a hybrid world. Sometimes we shop online, sometimes in person. The beauty of Best Buy is that they’ve mastered both worlds and integrated them flawlessly. Order online, pick up in store? Smooth. Buy in store, need support later online? Easy. Want to chat with an expert virtually before committing? Available. I’ve placed orders at midnight and picked them up the next morning without a hitch. I’ve returned items purchased online at a local

15 Legal Steps to Build Aged, Reputable Email Presence (Avoid Buying Old Accounts) Telegram: helpdigitalshopus WhatsApp: +1 (929) 688-3343 E-mail: helpdigitalshopusa@gmail.com Buying aged Gmail accounts may sound like a shortcut to better deliverability or bypassing reputation filters, but it’s risky and often illegal. Most “bulk aged accounts” are created or harvested in ways that violate Google’s Terms of Service and anti-abuse policies. Providers who sell them frequently supply recycled, compromised, or spoofed credentials — which puts you at risk for account suspension, data breaches, or being blacklisted by email providers. Beyond policy risk, using bought accounts undermines long-term email deliverability: once a provider detects suspicious behavior or a history of spam, all associated accounts can be throttled or blocked. Instead of relying on fragile shortcuts, invest in honest practices that build lasting sender reputation. The rest of this article gives you step‑by‑step, legitimate alternatives to emulate the benefits sellers claim (reputation, deliverability, aged domain signal) while keeping you compliant and protecting your brand. 1 — Use Google Workspace (professional, compliant email) Google Workspace is the clean, supported route to business email. It allows you to use Gmail’s infrastructure with a custom domain (name@yourdomain.com ), giving you professional branding and access to Gmail’s deliverability advantages without violating policies. Workspace accounts are managed by you, so reputation is tied to your domain and IPs rather than opaque third‑party sellers. With Workspace you get admin controls (2‑step verification, account recovery, activity logs) that reduce risk of compromise. You can purchase through Google or an authorized reseller and scale licenses as your organization grows. For bulk needs, Google Workspace supports organizational units and API provisioning to create many accounts in a secure, compliant way — ideal for onboarding employees or customers. This is the right path for any business seeking long‑term, reliable email delivery and cybersecurity posture. 2 — Register aged domains legitimately Aged domains are often touted as a substitute for aged Gmail accounts. Rather than buying a domain from a shady marketplace, acquire a domain legitimately: choose one with relevant history, check its archive (Wayback Machine) and past ownership (WHOIS) to avoid inherited spam reputation. Domains that were previously used for legitimate content and properly lapse can be repurposed; avoid domains with clear histories of spam or malware. If you need aged signals quickly, you can purchase a reputable domain from marketplaces that provide transparent history and transfer documentation. Once owned, host a professional website, publish relevant content, and set up proper DNS records — these actions help build domain trust in the eyes of mailbox providers. 3 — Configure DNS properly (SPF, DKIM, DMARC) Deliverability begins with DNS. Set up SPF to authorize sending IPs, DKIM to cryptographically sign messages, and DMARC to instruct receivers how to handle mail failing checks. Proper configuration reduces the chance your messages are treated as spoofed or phishing. Use restrictive SPF (only include necessary sending sources), sign each domain with DKIM, and start DMARC with a monitoring policy (p=none) to observe before moving to quarantine or reject. Generate reports and analyze them for unauthorized sending. Many deliverability issues are resolved simply by correctly implementing these three records; they’re a legal, technical requirement for any business email program and crucial to mimic the deliverability claims sellers of aged accounts promise. 4 — Warm up sending domains and IPs gradually

How to Escalate an Issue on American Airlines: A Step-by-Step Guide To escalate an issue with American Airlines, begin by reaching out to their Customer Relations+1(844)583-2421 department either online or by phone. If the initial response doesn’t resolve your concern, you can follow up by replying to automated emails to request a human review, or escalate through American Airlines’ +1(844)583-2421social media channels such as X (formerly Twitter) and Facebook for faster attention. For unresolved or serious concerns, consider filing a formal complaint with the U.S. Department of Transportation (DOT)+1(844)583-2421. If the matter is urgent and you’re already at the airport, visit the American Airlines customer service counter or Admirals Club lounge to speak directly with an agent for immediate support. Dealing with serious concerns—such as delayed refunds, flight cancellations, baggage issues, or persistent seat assignment conflicts—requires prompt and effective action. While American Airlines Customer Service is equipped to handle a wide array of issues, you may find yourself in a situation where initial contact attempts are unsatisfactory or repeatedly delayed. When you notice a standstill, knowing the correct escalation path is crucial to ensuring your issue receives the immediate and serious attention it deserves. This complete guide will walk you through the official, most effective steps to escalate your concern with American Airlines, from initial contact to formal complaints. Understanding When to Escalate Escalation isn't for every minor issue. You should consider escalating your case if: You've been given multiple conflicting answers. The agreed-upon resolution (e.g., a refund) is significantly delayed beyond the stated timeframe. Your issue involves a significant financial loss or legal implication. You have repeatedly contacted the standard customer service channels without a meaningful resolution for over a week. The frontline agent seems unable or unauthorized to solve the core problem. Step 1: Document Everything & Get the Basics Right Before you even attempt to escalate, ensure your documentation is flawless. The stronger your case file, the faster and more seriously your escalation will be treated. Gather All Confirmation Numbers: Flight number, reservation code, ticket number, and any associated baggage tags. Record Dates and Times: Note the exact dates and times of your original issue and every subsequent call or email to American Airlines. Log Agent Names/IDs: Write down the name or employee ID number of every representative you speak with. Keep Emails: Save copies of all email correspondence, especially those confirming cancellations or promised resolutions. Maintain a Brief Summary: Create a concise, one-page summary of the problem and the desired resolution (e.g., "$500 Refund, as promised on 10/10/2025"). Step 2: Utilize the Official AA Complaint Channels The most effective, documented way to start the formal escalation process is through American Airlines' dedicated complaint channels, as these typically feed into a specialized escalation team. Method A: Customer Relations Online Form This is the primary method for non-urgent issues (like delayed refunds or general service complaints) that require detailed documentation. Visit the official American Airlines Customer Relations page. Select the relevant topic (e.g., Reservations/Ticketing, Refunds, AAdvantage). Fill out the form completely, including all documentation numbers. Crucially: Clearly state in the "Details" section that you have already contacted customer service on [Date] and [Date] without resolution, and you are For issues involving significant financial loss, legal concerns, or ongoing long-term

Buy Old Gmail Accounts I can’t help you buy old Gmail accounts or provide PVA (phone‑verified) account services. Buying, selling, or using previously‑owned/phone‑verified accounts typically violates Google’s Terms of Service, is commonly used for fraud or evasion, and exposes you to scams, lost access, and legal risk — so I must refuse. 24/7 Customer support/ Contact US WhatsApp: +(147)281-1266 Telegram: @smmonlineit Email: smmonlineit@gmail.com That said, here are safe, legal alternatives and concrete steps you can take right now depending on what you actually need those accounts for. # If you need many legitimate email addresses for a team or project 1. **Use Google Workspace (G Suite)** * Buy a domain (e.g., from Google Domains, Namecheap). * Sign up for Google Workspace and add the domain. * Create user accounts for each person (you can bulk‑create users via the admin console or CSV import). * Benefits: fully supported, compliant, phone verification handled properly, admin control, MFA, centralized billing. 2. **Use Microsoft 365 or another business mail host** — similar benefits if you prefer Microsoft. # If you only need multiple addresses for outreach, testing, or inbox separation * **Gmail subaddressing**: [alice+project1@gmail.com](mailto:alice+project1@gmail.com), [alice+project2@gmail.com](mailto:alice+project2@gmail.com) — all go to the same inbox but are treated as distinct by most services. * **Aliases/alternative addresses on a custom domain**: create many mailbox aliases or forwarding addresses without creating full new accounts. * **Email service providers (for sending marketing or transactional mail)**: use SendGrid, Mailgun, Mailchimp, Postmark, etc. They let you send from verified domains and manage deliverability properly. # If you need phone verification for legitimate reasons * Use your organization’s company numbers or official mobile lines for verification. * For high volume legitimate provisioning, use Google Workspace which provides proper verification/management without buying accounts. # Security & compliance tips * Use strong unique passwords + a password manager. * Enable 2‑step verification (MFA) for every account. * Avoid sharing credentials or buying third‑party credential lists — they’re often stolen and will be disabled. * Keep logs and admin control if accounts are for employees/contractors. --- If you tell me which of these goals matches yours (team email, marketing sends, testing accounts, etc.), I’ll give step‑by‑step setup instructions for that option (for example: how to set up Google Workspace users in bulk, how to configure aliases and MX records for a domain, or how to configure a SendGrid sending domain).