Workplace Office Quotes

Lamb said, ‘If you had issues with him, I could have spoken to HR. Arranged an intervention.’ He tapped Moody’s shoulder with his foot. ‘Breaking his neck without going through your line manager, that shit stays on your record.

what is a workplace but a cult where everyone gets paid

While complying can be an effective strategy for physical survival, it's a lousy one for personal fulfillment. Living a satisfying life requires more than simply meeting the demands of those in control. Yet in our offices and our classrooms we have way too much compliance and way too little engagement. The former might get you through the day, but only the latter will get you through the night.

What we are witnessing is the rise of those forms of popular culture that office workers can produce and consume during the scattered, furtive shards of time they have at their disposal in workplaces where even when there’s nothing for them to do, they still can’t admit it openly.

...workplace dynamics are no less complicated or unexpectedly intense than family relations, with only the added difficulty that whereas families are at least well-recognised and sanctioned loci for hysteria reminiscent of scenes from Medea, office life typically proceeds behind a mask of shallow cheerfulness, leaving workers grievously unprepared to handle the fury and sadness continually aroused by their colleagues.

Imposter syndrome” wasn’t coined as a term until the 1970s, but it’s safe to assume women have always felt it: that nagging feeling that, even after you’ve just done something great, maybe you actually don’t deserve the praise.

Remember: white men constitute just 31 percent of the American population. There is no situation in which they should be constituting the majority of the room.

The law cannot do it for us. We must do it for ourselves. Women in this country must become revolutionaries.” —Shirley Chisholm, the first African American woman elected to the U.S. Congress

In one of their last email exchanges, he recommended two management self help books to her, 'The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't' and 'Beyond Bullshit: Straight-Talk at Work', and included their links on Amazon.com. He quit two days later. His resignation email read in part: 'good luck and please do read those books, watch The Office, and believe in the people who disagree with you

What would it mean in practice to eliminate all the 'negative people' from one's life? It might be a good move to separate from a chronically carping spouse, but it is not so easy to abandon the whiny toddler, the colicky infant, or the sullen teenager. And at the workplace, while it's probably advisable to detect and terminate those who show signs of becoming mass killers, there are other annoying people who might actually have something useful to say: the financial officer who keeps worrying about the bank's subprime mortgage exposure or the auto executive who questions the company's overinvestment in SUVs and trucks. Purge everyone who 'brings you down,' and you risk being very lonely, or, what is worse, cut off from reality.

long-ingrained attitudes don’t just evaporate in a generation.

Recognizing sexism is harder than it once was. Like the micro-aggressions that people of color endure daily—racism masked as subtle insults or dismissals—today’s sexism is insidious, casual, politically correct, even friendly. It

Both the veil and makeup are often seen as voluntary behaviours by women, taken up by choice and to express agency. But in both cases there is considerable evidence of the pressures arising from male dominance that cause the behaviours. For instance, the historian of commerce Kathy Peiss suggests that the beauty products industry took off in the USA in the 1920s/1930s because this was a time when women were entering the public world of offices and other workplaces (Peiss, 1998). She sees women as having made themselves up as a sign of their new freedom. But there is another explanation. Feminist commentators on the readoption of the veil by women in Muslim countries in the late twentieth century have suggested that women feel safer and freer to engage in occupations and movement in the public world through covering up (Abu-Odeh, 1995). It could be that the wearing of makeup signifies that women have no automatic right to venture out in public in the west on equal grounds with men. Makeup, like the veil, ensures that they are masked and not having the effrontery to show themselves as the real and equal citizens that they should be in theory. Makeup and the veil may both reveal women’s lack of entitlement.

Difference between a professional and amateur is like a difference between your dominant hand and non-dominant hand.

Fem-i-nist Fight Club / n. Your crew, your posse, your girl gang; your unconditionally helpful professional support system; your ride-or-die homies.

Writing down your successes is another method—so you can look back on them every time you feel a hint of self-doubt coming

skyscraper would remain one of the most peculiarly American of white-collar institutions, much more a symbol of the prowess, even ruthlessness, of American-style capitalism than what it equally was: an especially tall collection of boring offices.

Studies indicate that happy employees are more productive, more creative, and provide better client service. They’re less likely to quit or call in sick. What’s more, they act as brand ambassadors outside the office, spreading positive impressions of their company and attracting star performers to their team.

Apply extreme caution when wearing red in the workplace. Even a simple demure red outfit -- a cashmere twinset -- can turn you into the office lightning rod. If you are crafty, you can use this to your advantage. To gain the upper hand in an upcoming negotiation, try wearing a flaming red silk blouse and painting your nails red.

And so, because business leadership is still so dominated by men, modern workplaces are riddled with these kind of gaps, from doors that are too heavy for the average woman to open with ease, to glass stairs and lobby floors that mean anyone below can see up your skirt, to paving that’s exactly the right size to catch your heels. Small, niggling issues that aren’t the end of the world, granted, but that nevertheless irritate. Then there’s the standard office temperature. The formula to determine standard office temperature was developed in the 1960s around the metabolic resting rate of the average forty-year-old, 70 kg man.1 But a recent study found that ‘the metabolic rate of young adult females performing light office work is significantly lower’ than the standard values for men doing the same type of activity. In fact, the formula may overestimate female metabolic rate by as much as 35%, meaning that current offices are on average five degrees too cold for women. Which leads to the odd sight of female office workers wrapped up in blankets in the New York summer while their male colleagues wander around in summer clothes.

To think the temperature in a building is sexist is absurd.” But it’s not absurd. What’s absurd is reducing workplace productivity by using precious fossil fuels to excessively cool an office building so that men wearing ornamental jackets will feel more comfortable.

Professionalism is not about what work you do, it is about how well you do the work.

Within every woman exists a warrior. Really.

Discipline at the office had long been enforced by the use of three methods: the meeting of the first kind, the meeting of the second kind, and the meeting of the third kind.

Controlling your mindset is one of the most powerful badass things you can do.

I don’t care how old you are—fifty, sixty, or seventy. Your value doesn’t diminish with each birthday.

Don’t be stingy with your praise and support of other women. What goes around comes around. It’s great karma.

Ambition doesn’t end on a particular birthday. Own it and live it.

Try the following: say no to everything that does not provide something crucial in return—so no more “shoulds,” only “musts” and “wants” (and sometimes even “wants” need to be cut back)

You could argue that our country was founded on a bropropriation of sorts: a white man (Columbus) and his crew (more white dudes) claiming credit for discovering a New World that wasn’t actually new (or theirs). In

Workplaces like to celebrate holidays. Not only hospitals. Law firms, city government offices, banks. The opportunity to see your boss sing, to eat something, to pretend we’re all one big family. And if not, then at least friends. Acquaintances. It can’t be that we’re just a group of people closed up together between cement walls, under artificial lighting, from morning until night.

THE LESBIAN AVENGERS Their motto playfully proclaimed “we recruit,” and recruit this group did. Formed in the 1990s to bring attention to lesbian causes, the Lesbian Avengers spent Valentine’s Day handing out chocolate kisses in Grand Central Station that read, “You’ve just been kissed by a lesbian.” In Bryant Park, they unveiled a papier-mâché sculpture of Alice B. Toklas embracing her lover, Gertrude Stein. The Avengers also ate fire, which would become their dramatic trademark—first practiced as an homage to an Oregon gay man and lesbian woman who were burned to death after a Molotov cocktail was thrown into the apartment they shared.

...politically charged punk that combined activism and art. Forged out of a meeting of friends who decided they wanted to start a “girl riot,” the women gave rise to bands like Bikini Kill and Sleater-Kinney, addressing rape and violence in their songs, publishing zines, popularizing “girl power"...

There is no conclusive evidence to support that women are actually more emotional at work. But there is research to support that female emotion is perceived differently than men’s.

The thirty-plus years of marriage between the ceiling and the cement plaster showed signs of weakness by the plaster’s frequently developing cracks and holes.

So I stopped getting mad and started taking notes.*

But those start-up founders don’t hide their failures; to the contrary, they flaunt them—blogging about them, gathering to talk about them at conferences like FailCon.

Named for the early feminist crusader Lucy Stone—the first woman to keep her maiden name

That is, membership was not based on merit but vagina. Which

We work to create workplaces where everyone can bring our whole selves to work every single day.

Thank you for changing the world one cubicle and one workplace at a time.

There isn't enough positive self-talk you can practice in a toxic work environment, and there isn't enough strength you can possess to survive.

it became clearer that if there was any doubt in my mind about leaving my job, it had to be set aside.

that I didn't need to suffer to succeed, and a successful career didn't mean compromising my mental health. 

You build yourself for the 'Workplace' rather than the other way round

Managers who don't allow office gossips and politics understand how to promote happiness in the workplace.

What types of people you attract might give important cues about you. Even at work.

law professor Joan C. Williams in her book What Works for Women at Work:

But find out some basics about the going rate so you don’t throw out something that’s absurd (when in doubt try Glassdoor, PayScale, or Salary.com).

And when a woman does fail, she is more likely to believe it’s personal—she sucked—while men view it as circumstantial (the business sucked). It’s not all bad. Women’s fear of failure may prompt them to become better informed; they take the time to read up on their ideas so they can supply evidence. But then of course there’s the feedback loop: People who fear failure are less likely to put forward ideas, to take intellectual risks, and more likely to quit. They tend to avoid new challenges in favor of sticking to what they’re already good [at].

Diversity training doesn’t solve the problem of women being perceived as “pushy” and unlikable if they dare to seek power; our legal system isn’t equipped to deal with the fact that Americans still prefer male bosses (and politicians). Sexual harassment is still rampant in our modern workplaces, and often HR departments are all but powerless to do anything to stop it.

What's absurd is reducing workplace productivity by using precious fossil fuels to excessively cool an office building so that men wearing ornamental jackets will feel more comfortable.

In his book "Originals," the business professor Adam Grant describes how there are two kinds of failures: those centered on action and those centered on inaction--or, failing by botching the thing you tried, or failing by not trying at all. Most people think, ahead of time, that it's the failed actions they'll regret the most: the anguish of a tanked business or the humiliation of a botched marriage proposal. But guess what? When people reflect on their biggest regrets, what they regret most are the inactions--or the failure to try, not the failure itself.

I daydream - and get paid for it. I recall a scene from An Officer and a Gentleman. At the end of the movie Richard Gere, dressed in his naval whites, goes into a factory, picks up Debra Winger, and carries her out of that depressing place with all of those dirty machines. I wish that would happen to me. Of course the whole time I'd be worried that the guy was trying to guess my weight or something. I realize how truly pathetic I am. Some guy in a uniform drags his woman out of the workplace to stick her in a house to cook and possibly even clip coupons, and I am staring to buy into it, into the anti-female propaganda disguised as romance. As soon as he picks her up, things have to head south from there, because at some point, he has to put her down.

A woman will apply to an open job listing if and only if she thinks she meets all—that is, 100 freaking percent—of the requirements listed for that job. But a man? He’ll apply for that job when he meets just 60 percent.2 Perhaps it’s the product of what one study dubbed “honest overconfidence”—in which men rate their performance as better than it actually is, while women tend to judge theirs as worse.3 Who’s actually more qualified for the job? That’s a great question. But it’s safe to assume most hiring managers will never find out—because you haven’t sent them your résumé.

WOMEN’S LIBERATION ROCK BAND This real (yes real) band formed in New Haven and Chicago in the 1970s and released an album of songs that included “Ain’t Gonna Marry,” “Dear Government,” and “So Fine.

So what is it about the workplace that it might take nine chocolates to get us through a single day? That the woman with the emergency chocolate drawer would have the most popular cubicle in the office?

Decisions taken in the managers’ office remain in there. They do not have the power to affect the way of working of their subordinates unless the manager translates them into visible actions at their subordinates’ workplace.

How do these women do it all?' Tina Fey has declared this "the rudest question you can ask a woman," and it's answer is simple: we're doing it the same way a dude would, except that he doesn't have to answer to answer questions.

The structural foundations of traditional manhood--economic independence, geographic mobility, domestic dominance--have all been eroding. The transformation of the workplace--the decline of the skilled worker, global corporate relocations, the malaise of the middle-class manager, the entry of women into the assembly line and the corporate office--have pressed men to confront their continued reliance on the marketplace as the way to demonstrate and prove their manhood.

Ask one question: Would a Millennial (anyone born between 1980 and 2000) look forward to working here? Try this exercise. Take a group of people into a large, open room with tackable wall surfaces or whiteboards. Give them large sheets of paper, sticky notes, markers, and tape. Ask them to create a concept for a work environment (don't say “office”) using the following words: high-energy, collaborative, healthy, productive, engaging, innovative, interactive, high-tech, and regenerating.

. There were also multiple ways of earning an income that didn't pose a threat to my well-being. But there weren't various options to choose from when it came to life. I simply had one life, and it was up to me to create great experiences for myself. I

LOWELL MILL GIRLS Half a century before the better-known movements for workers’ rights, the women of the Lowell, Massachusetts, textile mills went on strike to protest hellish labor conditions—creating the first union of working women in American history.

I think we should first address conscious and unconscious bias. I believe these conjoined twins set the stage for how office politics erode the workplace, leaving a lot of talented and tenured people overlooked and undervalued—more than likely people of color.

Every job is different--and, as with all the advice here, consider your specific situation--but the point is to veer away from the female tendency to ask instead of take. Don't issue a press release about your plans just 'cause. Sometimes less information is more.

Determining how (and whether) the Slackluster is affecting your job. If he's just annoying, try to tune him out--you've got bigger battles to wage.If he's making your life impossible, if he's jeopardizing your work, then consider speaking up (to him or directly to your boss). If you choose the latter, come prepared. You need a concrete and non-speculative record of Slackluster misconduct, and for delivering that news, there's power in numbers: a solo tattle tale is just a snitch, but a group of people pointing out inefficiencies is in the company's best interest.

We would often lead workshops in offices that were 95-100% white, and yet the participants would bitterly complain about Affirmative Action. This would unnerve me as I looked around these rooms and saw only white people. Clearly these white people were employed - we were in their workplace, after all. There were no people of color here, yet white people were making enraged claims that people of color were taking their jobs. This outrage was not based in any racial reality, yet obviously the emotion was real. I began to wonder how we managed to maintain that reality - how could we not see how white the workplace and its leadership was, at the very moment that we were complaining about not being able to get jobs because people of color would be hired over "us"? How were we, as white people, able to enjoy so much racial privilege and dominance in the workplace, yet believe so deeply that racism had changed direction to now victimize us?

To start building your remote culture, establish and share some basic rules. The first and most important rule is mutual trust between the company and its workers. The rules after that? As few as possible. Tell your employees they will be treated like adults with the flexibility to get the job done however is best for them.

Paul: “If any man aspires to the office of overseer, it is a fine work he desires to do. An overseer, then, must be above reproach, the husband of one wife, temperate, prudent, respectable, hospitable, able to teach, not addicted to wine or pugnacious, but gentle, uncontentious, free from the love of money” (1 Timothy 3:1–3).

If he's simply an obnoxious, heckling colleague--and if undermining the Undermine-Her isn't going to hurt you--then toss the politeness. "My 'pretty little head' outsold your figures by three last month. But thanks fir asking." "I think by 'young lady' you mean 'woman in charge.' That's how we refer to female leaders nowadays.

It's what besties Ann Friedman and Aminatou Sow, hosts of the podcast Call Your Girlfriend, call "Shine Theory"--the idea that another woman's success, or shine, is going to make you look brighter, not duller, by comparison. So instead of competing with awesome women or feeling jealous of their success, surround yourself with them--and bask in their glow.

What do you feel passionately about? What irks you the most at your office, or your campus? Create a protest around it. Ideas: Make stickers that say “FFC IS WATCHING” and place them over the mouths of sexist ads you see on the subway. Organize the women in your office to wear your bulkiest winter gear for a day—to protest how goddamn cold the air conditioning is.

It is clear that Dr. Brown understands that 'command and control leadership' creates even more conflict and that only through open and trustful and honest delegation and empowering, tension is avoidable and team spirit and cohesiveness is achieved..." Alberto DeFeo, Ph.D. (Law) Chief Administrative Officer of Lake Country and Adjunct Professor of University of Northern British Columbia

INFJs believe overly competitive environments are harmful to the creative process. They have a visceral, instinctual aversion to workplace dynamics that set one employee against the other, and they abhor backstabbing and office politics almost as much as they despise social injustice and wasted human potential—probably because they see such behavior as a contributing factor to our society’s dysfunction.

Dr. Brown has the ability to make complex matters easy to understand. His book has taken the topic of communication to a new level. The book is easy to read. The exercises and appendices provide both a practical learning approach and a depth of understanding of the subject..." Alberto DeFeo, Ph.D. (Law) Chief Administrative Officer of Lake Country and Adjunct Professor of University of Northern British Columbia

Thank ’n’ Yank Yank the credit right back—by thanking them for liking your idea. It’s a sneaky yet highly effective self-crediting maneuver that still leaves you looking good. Try any version of: “Thanks for picking up on my idea.” “Yes! That’s exactly the point I was making.” “Exactly. So glad you agree—now let’s talk about next steps.” Sure, sometimes a biting “Is there an echo in here?” may also work, but the thank-n-yank softens the edge.

Carly Fiorina took over Hewlett-Packard shortly before the tech bubble burst. Anne Mulcahy got a shot at being the first female CEO at Xerox—precisely as the company was being investigated by the SEC. What do these leaders have in common? They are women. Women who were given big responsibilities right as the shit hit the fan. Which meant that when they failed—almost inevitably—the problem was blamed on them, not the surrounding circumstances.

Another study on smiles found that seeing a friend’s happy face has a greater impact on our moods then receiving a five-thousand-dollar raise. Did you know your smile is worth that much? After I read the results of that study I went around the church office smiling at the staff. “There’s your raise,” I said. “And there’s your raise, and there’s your raise.” Can you believe they told me they preferred cash? Even so, smilers are work-place winners.

I’m done being polite about this bullshit. My list of professional insecurities entirely stems from being a young woman. Big plot twist there! As much as I like to execute equality instead of discussing the blaring inequality, the latter is still necessary. Everything, everywhere, is still necessary. The more women who take on leadership positions, the more representation of women in power will affect and shift the deep-rooted misogyny of our culture—perhaps erasing a lot of these inherent and inward concerns. But whether a woman is a boss or not isn’t even what I’m talking about—I’m talking about when she is, because even when she manages to climb up to the top, there’s much more to do, much more to change. When a woman is in charge, there are still unspoken ideas, presumptions, and judgments being thrown up into the invisible, terribly lit air in any office or workplace. And I’m a white woman in a leadership position—I can only speak from my point of view. The challenges that women of color face in the workforce are even greater, the hurdles even higher, the pay gap even wider. The ingrained, unconscious bias is even stronger against them. It’s overwhelming to think about the amount of restructuring and realigning we have to do, mentally and physically, to create equality, but it starts with acknowledging the difference, the problem, over and over.

The cubicle had the effect of putting people close enough to each other to create serious social annoyances, but dividing them so that they didn’t actually feel that they were working together. It had all the hazards of privacy and sociability but the benefits of neither. It got so bad that nobody wanted them taken away; even those three walls offered some kind of psychological home, a place one could call one’s own. All of these factors could deepen the frenzied solitude of an office worker.

Yes, in the same way we are not supposed to hedge our language, but research has found that hedging can offset the likability penalty women face when they do negotiate. One script that negotiation expert Hannah Riley Bowles suggests: "I don't know how typical it is for people at my level to negotiate, but I'm hopeful that you'll see my skill at negotiating as something important that I can bring to the job." Basically, you've reframed your greedy, unfeminine need for money as a professional asset.

Cut the word "nice" from your vocabulary--along with all those other nurturing words we use to describe women ("kind," helpful," "a team player). Not only are women more likely to be described by such language, but research has found that those words cause them to be viewed as less qualified--perceived as pushovers, not somebody capable of running a team. So next time you have the urge to describe your female colleague as "sympathetic," try one of these "male" words instead: independent, confident, intelligent, fair.

Dr. Brown's book is able to make the subject matter interesting in a very pragmatic way, without losing the attractiveness and appeal of his academic writing and sound background. I would recommend the use of this book for teaching in leadership, management and organizational behavior courses knowing that it would make a great contribution to the learning experience of the reader." Alberto DeFeo, Ph.D. (Law) Chief Administrative Officer of Lake Country and Adjunct Professor of University of Northern British Columbia

The most decisive and certainly most delicious option for an aggrieved worker in a narcissist’s office is simply quitting. Slamming your resignation letter on the boss’s desk and striding out to take a better job somewhere else is satisfying and in both its finality and its totality. Instantly the feared figure is stripped of all power, reduced to a person of utter inconsequence in your life. Not only does this spell immediate freedom for the exiting employee, it can also contribute to the long-term decline of the boss.

While we are all forced to participate in the games of office politics; it is very defeatist position for a Black woman. Many would argue that White men in America write the rules, mange the courses, and call all the plays. They are trusted to lead organizations and are in key positions to make positive change. I believe that at this moment in time, the onus shouldn't be places on the underdogs to pull themselves up. The onus is on White men in power to create work environments that are both inclusive and sustainable for marginalized people.

Men in offices are, for the most part, Deadly Bores. They suffer from indigestion and ask you to buy their pills in your lunch hour. They seldom think of their girl employees as human beings at all. What they would prefer, if they were procurable and didn’t cost too much, would be a series of automatic machines, into which you put the week’s salary and took out the letters at the other end. They would prefer these to young women, because you can kick a machine, if you happen to be put out about something, without being hauled into court for assault.

He did not smile at his employees, he did not take them out for drinks, he never inquired about their families, their love lives or their church attendance. He responded only to the essence of a man: to his creative capacity. In this office one had to be competent. There were no alternatives, no mitigating considerations. But if a man worked well, he needed nothing else to win his employer’s benevolence: it was granted, not as a gift, but as a debt. It was granted, not as affection, but as recognition. It bred an immense feeling of self-respect within every man in that office.

The world is changing faster than ever in our history. Our best hope for the future is to develop a new paradigm of human capacity to meet a new era of human existence. We need to evolve a new appreciation of the importance of nurturing human talent along with an understanding of how talent expresses itself differently in every individual. We need to create environments—in our schools, in our workplaces, and in our public offices—where every person is inspired to grow creatively. We need to make sure that all people have the chance to do what they should be doing, to discover the Element in themselves and in their own way.

If you’re the dad of a daughter, your job is particularly important, affecting her self-esteem, her autonomy, and her aspirations (according to one study, out of the University of British Columbia, daughters who see their dads doing chores are less likely to limit their career aspirations to stereotypically female industries, like teaching or nursing). But you can’t just talk the talk, you have to actually walk it. We promise, it’ll pay off for you, too! Working dads who spend more time with their kids are happier in their jobs. They’re also more patient, empathetic, and flexible—and at least one study claims it might just help them live longer.

If you can kill it in the bedroom, chances are you can kill it in the kitchen, too—and studies have shown that men who help out more with the chores have more sex with their wives (really!). We know, gender roles run deep, which is why women in hetero relationships still end up doing the vast majority of the domestic work despite being the breadwinners in two-thirds of American homes, leaving them burned out, resentful, and, nope, not really in the mood. But it doesn’t have to be this way—and, in fact, we might want to borrow a page from our LGBTQ sisters and brothers (or those who identify as neither): research shows they split chores, decisions, and finances more evenly

She finds the door wide open and the place empty, another failed dotcom joining the officescape of the time—tarnished metallic surfaces, shaggy gray soundproofing, Steelcase screens and Herman Miller workpods—already beginning to decompose, littered, dust gathering . . . Well, almost empty. From some distant cubicle comes a tinny electronic melody Maxine recognizes as “Korobushka,” the anthem of nineties workplace fecklessness, playing faster and faster and accompanied by screams of anxiety. Ghost vendor indeed. Has she entered some supernatural timewarp where the shades of office layabouts continue to waste uncountable person-hours playing Tetris? Between that and Solitaire for Windows, no wonder the tech sector tanked.

specific attributes that are absent from many modern schools and workplaces. It was social, yet its casual, come-and-go-as-you-please nature left me free from unwelcome entanglements and able to “deliberately practice” my writing. I could toggle back and forth between observer and social actor as much as I wanted. I could also control my environment. Each day I chose the location of my table—in the center of the room or along the perimeter—depending on whether I wanted to be seen as well as to see. And I had the option to leave whenever I wanted peace and quiet to edit what I’d written that day. Usually I was ready to exercise this right after only a few hours—not the eight, ten, or fourteen hours that many office dwellers put in. The way forward,

It seems we have no clue where to draw the line regarding conversations we shouldn't initiate and questions we shouldn't ask. When it comes to matters of the body, there is already enough hell that one is going through; you do not need to add more fuel to it. Although I may not speak for everyone, I know many of us experience body insecurities somehow. It is a struggle for the vast majority. Questioning people about their weight, sexuality, and fertility are conversations that we should refrain from unless initiated by the concerned parties. Even then, when these conversations come up, it is never an invitation for judgment. If ever there was a time when compassion was needed the most, it is when the affected people bring up such topics. What they need the most are compassion and kindness. And sometimes, empathy is just listening

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.

The National Institute of Standards and Technology has provided a preliminary estimation that between 16,400 and 18,800 civilians were in the WTC complex as of 8:46 am on September 11. At most 2,152 individual died in the WTC complex who were not 1) fire or police first responders, 2) security or fire safety personnel of the WTC or individual companies, 3) volunteer civilians who ran to the WTC after the planes' impact to help others or, 4) on the two planes that crashed into the Twin Towers. Out of this total number of fatalities, we can account for the workplace location of 2,052 individuals, or 95.35 percent. Of this number, 1,942 or 94.64 percent either worked or were supposed to attend a meeting at or above the respective impact zones of the Twin Towers; only 110, or 5.36 percent of those who died, worked below the impact zone. While a given person's office location at the WTC does not definitively indicate where that individual died that morning or whether he or she could have evacuated, these data strongly suggest that the evacuation was a success for civilians below the impact zone.

Holding a precious book meant to Mendel what an assignment with a woman might to another man. These moments were his platonic nights of love. Books had power over him; money never did. Great collectors, including the founder of a collection in Princeton University Library, tried in vain to recruit him as an adviser and buyer for their libraries—Jakob Mendel declined; no one could imagine him anywhere but in the Café Gluck. Thirty-three years ago, when his beard was still soft and black and he had ringlets over his forehead, he had come from the east to Vienna, a crook-backed lad, to study for the rabbinate, but he had soon abandoned Jehovah the harsh One God to give himself up to idolatry in the form of the brilliant, thousand-fold polytheism of books. That was when he had first found his way to the Café Gluck, and gradually it became his workplace, his headquarters, his post office, his world. Like an astronomer alone in his observatory, studying myriads of stars every night through the tiny round lens of the telescope, observing their mysterious courses, their wandering multitude as they are extinguished and then appear again, so Jakob Mendel looked through his glasses out from that rectangular table into the other universe of books, also eternally circling and being reborn in that world above our own.

At first glance, professionalism tries to convince you it’s a neutral word, merely meant to signify a collection of behaviors, clothing, and norms “appropriate” for the workplace. We just ask that everyone be professional, the cis white men will say, smiles on their faces, as if they’re not asking for much. We try to maintain a professional office environment. But never has a word in the English language been so loaded with racism, sexism, heteronormativity, or trans exclusion. Whenever someone is telling you to “be professional,” they’re really saying, “be more like me.” If you’re black, “being professional” can often mean speaking differently, avoiding black cultural references, or not wearing natural hair. If you’re not American, “being professional” can mean abandoning your cultural dress for Western business clothes. If you’re not Christian, “being professional” can mean potentially removing your hijab to fit in, sitting by while your officemates ignore your need for kosher or halal food, sucking up the fact that your office puts up a giant Christmas tree every year. If you’re low-income or working class, “being professional” can mean spending money you don’t have on work clothes—“dressing nicely” for a job that may not pay enough for you to really afford to do so. If you’re a woman, “being professional” can mean navigating a veritable minefield of double standards. Show some skin, but don’t be a slut. Wear heels, but not too high, and not too low, either. Wear form-fitting clothes, but not too form-fitting. We offer maternity leave, but don’t “interrupt your career” by taking it. And if you’re trans like me, “being professional” can mean putting your identity away unless it conforms to dominant gender norms.

The Republic of Foo, our high-investment, intangible economy of the future, has significantly overhauled its land-use rules, particularly in major cities, making it easier to build housing and workplaces; at the same time, it invests significantly in the kind of infrastructure needed to make cities livable and convivial, in particular, effective transport and civic and cultural amenities, from museums to nightlife. In some cases, this involves rejecting big development plans that destroy existing places. It has faced political costs in making this change, especially from vested interests opposed to new development or gentrification, but the increased economic benefits of vibrant urban centers have provided enough incentive to tip the balance of power in favor of development. The cities of the Kingdom of Bar have chosen one of two unfortunate paths: in some cases, they have privileged continuity over dynamism in its towns—creating places like Oxford in the UK, which are beautiful and full of convivial public spaces, but where it is very hard to build anything, meaning few people can take advantage of the economic potential the place creates. Other cities resemble Houston, Texas, in the 1990s—a low-regulation paradise where an absence of planning laws keeps home and office prices low, but where the lack of walkable centers and convivial places makes it harder for intangibles to multiply. (To Houston’s credit, it has changed for the better in the last twenty years.) The worst of Bar’s cities fail in both regards, underinvesting in urban amenities and making it hard to build. In all three cases, the economic disadvantage of not having vibrant cities that can grow have become larger and larger as the importance of intangibles has increased.

Type II trauma also often occurs within a closed context - such as a family, a religious group, a workplace, a chain of command, or a battle group - usually perpetrated by someone related or known to the victim. As such, it often involves fundamental betrayal of the relationship between the victim and the perpetrator and within the community (Freyd, 1994). It may also involve the betrayal of a particular role and the responsibility associated with the relationship (i.e., parent-child, family member-child, therapist-client, teacher-student, clergy-child/adult congregant, supervisor-employee, military officer-enlisted man or woman). Relational dynamics of this sort have the effect of further complicating the victim's survival adaptations, especially when a superficially caring, loving or seductive relationship is cultivated with the victim (e.g., by an adult mentor such as a priest, coach, or teacher; by an adult who offers a child special favors for compliance; by a superior who acts as a protector or who can offer special favors and career advancement). In a process labelled "selection and grooming", potential abusers seek out as potential victims those who appear insecure, are needy and without resources, and are isolated from others or are obviously neglected by caregivers or those who are in crisis or distress for which they are seeking assistance. This status is then used against the victim to seduce, coerce, and exploit. Such a scenario can lead to trauma bonding between victim and perpetrator (i.e., the development of an attachment bond based on the traumatic relationship and the physical and social contact), creating additional distress and confusion for the victim who takes on the responsibility and guilt for what transpired, often with the encouragement or insinuation of the perpetrator(s) to do so.

Having studied workplace leadership styles since the 1970s, Kets de Vries confirmed that language is a critical clue when determining if a company has become too cultish for comfort. Red flags should rise when there are too many pep talks, slogans, singsongs, code words, and too much meaningless corporate jargon, he said. Most of us have encountered some dialect of hollow workplace gibberish. Corporate BS generators are easy to find on the web (and fun to play with), churning out phrases like “rapidiously orchestrating market-driven deliverables” and “progressively cloudifying world-class human capital.” At my old fashion magazine job, employees were always throwing around woo-woo metaphors like “synergy” (the state of being on the same page), “move the needle” (make noticeable progress), and “mindshare” (something having to do with a brand’s popularity? I’m still not sure). My old boss especially loved when everyone needlessly transformed nouns into transitive verbs and vice versa—“whiteboard” to “whiteboarding,” “sunset” to “sunsetting,” the verb “ask” to the noun “ask.” People did it even when it was obvious they didn’t know quite what they were saying or why. Naturally, I was always creeped out by this conformism and enjoyed parodying it in my free time. In her memoir Uncanny Valley, tech reporter Anna Wiener christened all forms of corporate vernacular “garbage language.” Garbage language has been around since long before Silicon Valley, though its themes have changed with the times. In the 1980s, it reeked of the stock exchange: “buy-in,” “leverage,” “volatility.” The ’90s brought computer imagery: “bandwidth,” “ping me,” “let’s take this offline.” In the twenty-first century, with start-up culture and the dissolution of work-life separation (the Google ball pits and in-office massage therapists) in combination with movements toward “transparency” and “inclusion,” we got mystical, politically correct, self-empowerment language: “holistic,” “actualize,” “alignment.