Quotes of All Topics . Occasions . Authors
It's the way tenure works, together with dismissal protections that tenured teachers have, that no other public employee has, which makes it almost impossible to remove a grossly ineffective and incompetent teacher or, in some cases, even an abusive teacher.
Especially when you're at a high level in an organization, criticism can be devastating to an employee. I prefer to praise employees for what they're doing right, and it tends to lead to them doing more of the same. Not always, but it's the way I choose to bet.
When you have an employee who's innovative in your organization, what are they thinking about in the shower? If they're working in an exciting place, they're not thinking what they're going to do over the weekend. They're thinking: 'How do I solve that problem?'
You must fire bad customers just as you would fire a bad employee. If you do not get rid of your bad employees, the good employees will leave. If I do not fire bad customers, not only will my good customers leave but many of my good employees will leave as well.
It is important to let every employee know where he or she stands throughout his or her time in your business; I would suggest every quarter of the fiscal year. By being honest and open with each team member and their performance, you create value in their efforts.
When determining appropriate levels of compensation, management must determine if the employee turnover rate is too low, too high, or just right. If turnover rate is high enough to adversely impact the entity's performance, then employee compensation is probably too low.
I can assure you that during my tenure as his employee, Bob Ney was the hardest working man in Ohio and Washington. I can further assure you the work that he did and the decisions he made were done with integrity and the highest regard for his office and those he served.
Research has shown that one's level of intelligence is the single most predictive component of professional success - better than any other ability, trait, or even job experience. Yet, too often, employees are selected because of their likeability, presence, or charisma.
I was a hostess in a restaurant in New York when I was 21, and I was too good of an employee. I was putting most of my energy into that instead of acting. But my father told my sister and me to look at whatever needed to be done and do that job well, no matter what it was.
One of the worst things that can happen to an artist is to perceive himself as the owner of his art, and art as his tool. A product of the marketplace sensibility, this attitude barely differs on a psychological plane from the patron's view of the artist as a paid employee.
Six months after we started, in 1964, there was a day when we sold only seven sandwiches. If we'd taken all the money from the register, we couldn't have paid an employee, much less the food or the rent or all that. It could have been a turning point. We could have given up.
We designed both our state employee health plans and the one we created for low-income Hoosiers as Health Savings Accounts, and now in the tens of thousands these citizens are proving that they are fully capable of making smart, consumerist choices about their own health care.
The relationship between you and your boss will change over time. When you just started out, that boss was your mentor and took you under their wing. As a seasoned employee, though, you no longer need your boss to guide you along. You should be able to handle tasks on your own.
Writing screenplays is not my business. I've written half a dozen, and maybe half of those were made. But it was never a satisfying experience. It was just work. You're an employee. You would be told what to do. Studio execs would cross out my dialogue and put in their dialogue.
Engaging in social business is beneficial to a company because it leverages on business competencies to address social issues, involves one-time investment with sustainable results, and produces other positive effects such as employee motivation and improved organizational culture.
At one point, you were that employee who looked like a deer in headlights. Confused, lost, and not understanding your purpose within the organization. Even though you have the appropriate skills, you felt like you were in over your head. That is, until an amazing boss empowered you.
Every employee at Workday thinks about how they are going to help customers be successful. It is a simple formula, but a lot of companies go out, and they don't listen to their customers; they don't try to solve hard problems, making it tougher for themselves to create a great business.
After high school, I worked as a messenger boy at a local bank. I was miserable. I felt like Robin Hood chained in the Sheriff of Nottingham's dungeon. As a would-be writer, I thought it was a catastrophe. As a bank employee, I could barely add or subtract and had to count on my fingers.
Having witnessed the success of Acadian Ambulance firsthand over the years, I became a champion for the employee stock ownership plan business model. This was easy to do based on the evidence that employee stock ownership plans are reliable, high-performing sources of retirement security.
The Bethlehem profit-sharing system is based on my belief that every man should get exactly what he makes himself worth. This is the only plan I know of which is equally fair to the employers and every class of employee. Someday, I hope, all labor troubles will be solved by such a system.
My father worked in a post office and never made probably more than $8,000 a year as an employee of the post office, so when people can rise up from very modest circumstances and do well economically, I think that's a good thing about America, and we should encourage that kind of activity.
To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.
I could try to incorporate or reflect in my models what it is that an employee, manager, or entrepreneur does: to recognize that most are engaged in their work, form expectations and evolve beliefs, solve problems, and have ideas. Trying to put these people into economic models became my project.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
Hiring and retaining talent in the tech industry is expensive and vital. Those people have real power over their bosses, especially because it is often fairly easy for them to find work elsewhere, and employee walkouts are terrible PR for these leaders who are often obsessed with their public image.
Even your most talented employees have room for growth in some area, and you're doing your employee a disservice if the sum of your review is: 'You're great!' No matter how talented the employee, think of ways he could grow towards the position he might want to hold two, five, or 10 years down the line.
I think the first three Rickenbacker basses were imported around 1964. Pete Quaife, the bassist for The Kinks, bought one. Then John Entwistle from The Who bought one. As for the third one, I asked the manager of the store if I could get an employee discount. He said I could, and so I picked up that one.
If you are good enough to compete for a top-level corporate job, you should be smart enough to know what the job pays the other gender and negotiate accordingly. If you are an employer, and you don't pay an employee market wages, regardless of gender or orientation, you will end up with what you deserve.
Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well.
I've built employee perks programs before and it's impossible to manually build a program that makes everyone happy. I'd make a deal with one gym then hear about another gym an employee would prefer. As a small business owner, I didn't have the time or leverage to negotiate and manage dozens of vendor relationships.
I would stay two years in San Francisco, then move to New York in the summer of 1991, for the love of a man who lived there. When I arrived in New York, I had a job waiting for me, courtesy of a bookstore I'd worked at in San Francisco, A Different Light. They had a New York store as well, and arranged an employee transfer.
The sense of loss of control over what happens to you at work (and thus in your life is vital). This further involves a sense of fairness as in, I did my part and look where it got me! "The deal," the contract between employee and employer has eroded and been replaced with unilateral power by the organization over the employee.
In December 1989, my mother died very suddenly, and that sparked a re-evaluation of what I was doing, and I realized I was mediocre at everything. I was a mediocre IBM employee, I was a mediocre entrepreneur, I was a mediocre artist. I decided that, although my mom wouldn't be around to see it, I wanted to be great at something.
Former CIA employee Joseph Weisberg's 'An Ordinary Spy' may attract attention for how much it redacts - whether by authorial choice or by CIA design - but its power comes from the growing frustration Weisberg's fictional alter ego feels at a system designed to betray seeming innocents in the most casual and cruel manner possible.
To claim qualified immunity under the Reforming Qualified Immunity Act, a government employee such as a police officer would have to prove that there was a statute or court case in the relevant jurisdiction showing his or her conduct was authorized: a meaningful change that will help law enforcement and the citizens they protect.
The supermarket chain Whole Foods has quite a radical employee empowerment program, where employees get to decide whether another employee can work in their team or not. If they think this person's a slacker, doesn't have good ideas, they can vote and say, no, we don't want this person to be working with us on the vegetable aisle.
If there is evidence that an employee has broken the law, caused harm to veterans, or have violated the public trust, they should be terminated immediately. Instead, due to overly cumbersome and lengthy arbitrations as well as extensive bureaucratic red tape, VA has not been able to remove employees as quickly as we would have liked.
The promoters of big data would like us to believe that behind the lines of code and vast databases lie objective and universal insights into patterns of human behavior, be it consumer spending, criminal or terrorist acts, healthy habits, or employee productivity. But many big-data evangelists avoid taking a hard look at the weaknesses.
Anyone who thinks sports are ruled by athletes need only think of American sports' most enduring tradition: Immediately after a championship, as the champagne sprays and the confetti falls, the trophy is passed not to the team captain but most often to the team owner, handed to him by his highest-ranking employee, the league commissioner.
American managers often say they would like to pay their employees more, they argue that they can't afford to do so and, at the same time, keep the prices of their products competitive. As one CEO recently explained, "I would treat my employees as well as Starbuck's treats theirs, if I could charge the equivalent for my product of three dollars for a cup of latte!"
When I go to T-Mobile retail stores, I jokingly tell the employees that everybody between me and them is the enemy. In effect, what I mean is that in my paramilitary hierarchy, if I can hear them and they can hear me, everything will be fine. All we need to do is make sure the entire company understands that it's their job to pass information between us. And so far so good.
I would tell startups to just keep your head down, keep building. Your contingency plan, if you have one, should be because you are still spending more than you make and you still don't have a line of sight for that J curve. That is the most important contingency. Because otherwise you are betraying that equation to your cofounders, to your investors, to your employees and to your customers.
"Benghazi happened a long time ago. We are unaware of any agency blocking an employee who would like to appear before Congress to provide information related to Benghazi." This is the modus operandi of the regime - any Democrat regime, actually. You stonewall it for a few months, and then after a few months go by you say, "It's an old story." Didn't Watergate happen a long time ago? It still seems to be really relevant, Watergate.