Workforce Inspirational Quotes

Girls, here's the truth about the Ban Bossy campaign: It's being spearheaded by a privileged group of elite feminists who have a very vested interest in stoking victim politics and exacerbating the gender divide. They actually encourage dependency and groupthink while paying lip service to empowerment and self-determination. They traffic in bogus wage disparity statistics, whitewashing the fact that what's actually left of that dwindling pay gap is due to the deliberate, voluntary choices women in the workforce make.

Throughout history, the life of a businessperson always involves some risk; the higher the risk, the greater the reward. On the other hand, the life of an employee in any workforce involves minimal to no risk at all, resulting in a lifetime full of steadiness with little to no accomplishments during this lifetime. However, there is a crucial factor which can also be considered as a trait or characteristic that made many remarkable men and women throughout history reach high levels of their career paths, which is considered to be “success” in our modern world: Audacity.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

With its rapidly increasing population, religious and royal wars, Irish ethnic cleansing, and fear of rising crime, Britain excelled among the European imperial powers in shipping its people into bondage in distant lands. An original inspiration had flowed from small-scale shipments of Portuguese children to its Asian colonies before the Dutch supplanted the Portuguese as the world's premier long-range shippers. Vagrant minors, kidnapped persons, convicts, and indentured servants from the British Isles might labor under differing names in law and for longer or shorter terms in the Americas, but the harshness of their lives dictated that they be, in the worlds of Daniel Defoe, "more properly called slaves." First in Barbados, then in Jamaica, then in North America, notably in Virginia, Maryland, and Pennsylvania, bound Britons, Scots, and Irish furnished a crucial workforce in the Americas in the seventeenth and eighteenth centuries. In 1618, the City of London and the Virginia Company forged an agreement to transport vagrant children. London would pay £5 per head to the company for shipment on the Duty, hence the children's sobriquet "Duty boys." Supposedly bound for apprenticeship, these homeless children—a quarter of them girls—were then sold into field labor for twenty pounds of tobacco each.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

Academic failure contributes to poverty and poor health and undermines workforce productivity in ways that harm the entire society.

The world is administered by rich but it is constructed by poor.

Toy Story 2 was a case study in how something that is usually considered a plus—a motivated, workaholic workforce pulling together to make a deadline—could destroy itself if left unchecked.

The story of the global workforce is a sad tale of wasted talent and energy.

The worst place an employee can be, is stuck in an organization with a micromanager who doesn't care about his/her development and where there are no opportunities for growth and advancement.

Many people believe that humility is the opposite of pride when, in fact, it is a point of equilibrium.

To be humble, one needs confidence and self-restraint. Humility is the ceasing to fight for your own agenda, but rather for that of the multitude. The humble leader is not occupied with self.

Humility doesn’t mean a lack of confidence. It is being confident enough to admit that you were wrong.

Give employees a reason to care. They shouldn’t just think of innovation as something only senior management thinks about.

Physical wellness: Employees spend over half of their lives at work. They want to be in a healthy and comfortable environment.

always look at the bright side of things to maintain a good mood and a positive mindset.

Show Respect — Wanting employees to come in early and leave late on a daily basis shows a lack of respect for their personal lives. Additionally, contacting them after work hours or while they are on vacation should be avoided.

The world will not be destroyed by those who do evil, but by those who watch them without doing anything. - Albert Einstein

Rich can live better than poor but they cannot live without poor.

I could not be where I am today without the help and support of others. I run for a higher purpose. My greatest joy comes from hearing the words, “You have helped me.

People on the land rely heavily on family for everything. They form our closest allies, workforce and advisors; they are our inspiration and confidants. They accept our love and understanding and, unfortunately at times, they bear the brunt of our frustration and anger. We learn to accept and adapt to those times.

company’s managers are often labelled executives who passively execute routine activities. It’s little wonder that the public objects to CEO pay if millions are given to managers who simply execute. We sometimes use the word leaders to highlight how they can pursue new strategic directions and inspire their workforce.

We are Inspirent. We are a business growth agency. But we are more than that: because we have a bigger agenda. From start-ups to businesses who aspire to grow, we are driven to help businesses thrive. Because if we can help to create successful businesses, we help to create successful and fulfilled owners with a thriving, prosperous workforce. In turn, those people will spend more money in their local communities. And create more successful businesses in the local economy. And this is our purpose. Thriving businesses for thriving lives and communities.

When a vision is inspirational, such as putting a man on the moon, it can unify a team toward a common goal.

Toy Story 2 was a case study in how something that is usually considered a plus—a motivated, workaholic workforce pulling together to make a deadline—could destroy itself if left unchecked. Though I was immensely proud of what we had accomplished, I vowed that we would never make a film that way again. It was management’s job to take the long view, to intervene and protect our people from their willingness to pursue excellence at all costs. Not to do so would be irresponsible.

If you want to contribute to developing your country, transform yourself into a skilled workforce" - Somen Kanungo, Founder of DEC - D Engineers' Club

Even the most influential person in a company's workforce will not be able to permanently compensate for the deficiencies of the corporate culture demonstrated by the company's management.

The size of the individual company is irrelevant when it comes to the conscious development of the desired corporate culture. For example, if a company has three employees and one person resigns because of poor company culture, the company still loses one-third of its workforce as a result.

On the most basic level, Toy Story 2 was a wakeup call. Going forward, the needs of a movie could never again outweigh the needs of our people. We needed to do more to keep them healthy. As soon as we wrapped the film, we set about addressing the needs of our injured, stressed-out employees and coming up with strategies to prevent future deadline pressures from hurting our workers again. These strategies went beyond ergonomically designed workstations, yoga classes, and physical therapy. Toy Story 2 was a case study in how something that is usually considered a plus—a motivated, workaholic workforce pulling together to make a deadline—could destroy itself if left unchecked. Though I was immensely proud of what we had accomplished, I vowed that we would never make a film that way again. It was management’s job to take the long view, to intervene and protect our people from their willingness to pursue excellence at all costs. Not to do so would be irresponsible.

Less than 10% of the mainstream workforce can achieve their dreams where they currently work.

Tomorrow’s workforce is flopping the relationship lens: They see companies as vehicles to achieve their goals and dreams — vehicles that can amplify their passions, achievements and community relationships beyond what they could have done on their own or elsewhere. Companies that they will join are seen as communities that explore and resource and fund making a difference in the world in ways that align with their personal approach and values.

Which is where the next ambitious ALG project comes in: African Leadership Unleashed, or ALU. Led by Fred Swaniker, ALU is a plan to establish a network of 25 universities across the continent by the end of the decade—Africa’s Ivy League—each of which will have 10,000 students. The first ALU has already opened in Mauritius. The idea is to apply the exact same boutique model of the African Leadership Academy to tertiary education. Once the 25 colleges are built and running, it will mean that every four years 250,000 young Africans trained in business, government, ethics, social policy, medicine and the arts will be entering the workforce. Among them will be the new generation of Africa’s leaders. Says Swaniker, “Hundreds of thousands of university graduates on the continent today are not equipped with the skills to lead change. About 45 percent of university graduates in Africa today are unemployed. This is a tragedy. I want to change this by applying ALA’s model in a tertiary space to provide the critical skills and leadership experience necessary for success.” Swaniker announced the project in a powerful talk at TEDGlobal 2014 in Rio de Janeiro titled “The Leaders Who Ruined Africa, and the Generation Who Can Fix It.” The talk has been downloaded over 1 million times and is a powerful and inspiring manifesto for this, the African Century.

The current relationship between companies and the workforce is like marrying into a dysfunctional family. Only you don't get to escape when the holiday meal is over.

People should not have to sacrifice so much of their personal lives, hopes, dreams and goals just to keep up with corporate pressured morebetterfaster. And tomorrow’s workforce won’t.

The continuous transformation of a school into an elite Science, Technology, Engineering and Mathematics (STEM) institution prepares students to become 21st century-ready. STEM embeds college-, career-, and citizen-ready skills into the curriculum. For our nation, we must succeed. Yet we cannot step into this new world without inspiration and commitment. So we cobble together ideas and actions to create our own recipe for success.

Dear Amy: Eighteen years ago, I left my career to stay home. Now, I have two seniors heading to college and too much free time. I am happily married to a man who has a successful business and works from home. I have friends and volunteer, but I'm bored. I don't want to return to work full time because my youngest is still in school. I spend time thinking about small businesses I could start or jobs to apply for, but I can't seem to pick one and get going. How can I decide what to do and actually make it happen? In the Doldrums You don't need to map out the rest of your life right now; you need only to get unstuck. Start by applying for part-time jobs, any part-time job. It might take you a while to get something because you've been out of the workforce. If it were me, I'd try to work the lunch shift at a busy diner. The tiring workday, responsibilities and glancing interaction with people from all walks of life could be good for you and might inspire your next phase. Read "I Could Do Anything If I Only Knew What It Was: How to Discover What You Really Want and How to Get It," by Barbara Sher with Barbara Smith (Dell). The authors offer thoughtful and practical suggestions for getting unstuck. Amy's column appears seven days a

suggested to the entire workforce that they read Martin Luther King Jr.’s “Letter from Birmingham Jail,” one of the most important things I ever read. Inspired in part by theologian Reinhold Niebuhr, King’s letter is about seeking justice in a deeply flawed world. I have reread it several times since first encountering it in college. Because I knew that the FBI’s interaction with the civil rights movement, and Dr. King in particular, was a dark chapter in the Bureau’s history, I wanted to do something more. I ordered the creation of a curriculum at the FBI’s Quantico training academy. I wanted all agent and analyst trainees to learn the history of the FBI’s interaction with King, how the legitimate counterintelligence mission against Communist infiltration of our government had morphed into an unchecked, vicious campaign of harassment and extralegal attack on the civil rights leader and others. I wanted them to remember that well-meaning people lost their way. I wanted them to know that the FBI sent King a letter blackmailing him and suggesting he commit suicide. I wanted them to stare at that history, visit the inspiring King Memorial in Washington, D.C., with its long arcs of stone bearing King’s words, and reflect on the FBI’s values and our responsibility to always do better. The FBI Training Division created a curriculum that does just that. All FBI trainees study that painful history and complete the course by visiting the memorial. There, they choose one of Dr. King’s quotations from the wall—maybe “Injustice anywhere is a threat to justice everywhere” or “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy”—and then write an essay about the intersection of that quotation and the FBI’s values. The course doesn’t tell the trainees what to think. It only tells them they must think, about history and institutional values. Last I checked, the course remains one of the highest-rated portions of their many weeks at Quantico.

I know of one gaming company in Los Angeles that had a stated goal of turning over 15 percent of its workforce every year. The reasoning behind such a policy was that productivity shoots up when you hire smart, hungry kids fresh out of school and work them to death. Attrition was inevitable under such conditions, but that was okay, because the company’s needs outweighed those of the worker. Did it work? Sure, maybe. To a point. But if you ask me, that kind of thinking is not just misguided, it is immoral.