Biblio
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(1994). Jobshift.
"The integrity I am talking about is psychological rather than ethical. It means 'wholeness', and its opposite is disintegration and not dishonesty. With so much change and fragmentation in the new career world, you need a solid core of self. You have to be true to who you are—to your identity." (p. 129)
(2005). Joy at work: a revolutionary approach to fun on the job.
"As Rob Lebow and Randy Spitzer wrote in Accountability: Freedom and Responsibility Without Control, 'Too often, appraisal destroys human spirit and, in the span of a 30-minute meeting, can transform a vibrant, highly committed employee into a demoralized, indifferent wallflower who reads the want ads on the weekend....They don't work because most performance appraisal systems are a form of judgement and control.'" (p. 110)
(2008). Just Enough Anxiety: the hidden driver of business success.
"Compassionate leaders assume goodwill. They respect and see the good in others, and in themselves. They honor people's feelings as true for them. And they try to minimize people's pain and fear while maximizing their sense of well-being. In the words of George Washington Carver: 'How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic with the striving, and tolerant of the weak and strong. Because someday in life you will have been all of these.'" (p. 84)
(1994). Keeping the Rabble in Line: Interviews with David Barsamian.
"Any form of concentrated power, whatever it is, is not going to want to be subjected to popular democratic control or, for that matter, to market discipline. Powerful sectors, including corporate wealth, are naturally opposed to functioning democracy, just as they're opposed to functioning markets, for themselves, at least. It's just natural. They do not want external constraints on their capacity to make decisions and act freely. It entails that the elites will be extremely undemocratic." (p. 242)
(1992). Kohler Economics.
"Although short-term involuntary unemployment may be viewed as a welcome vacation, prolonged unemployment wreaks havoc within the affected families. It erodes the self-worth of the affected individuals and possibly even their skills. Eventually, unemployment benefits cease, savings are used up, appliances, cars, and clothes wear out, and despair moves in. Various studies have linked rising unemployment rates with increased incidence of divorce, suicide, disease (notably cardiovascular failure and cirrhosis of the liver), crime, and more. The personal costs just cited, when sufficiently widespread, can tear apart civilized society." (p. 166)
(2003). The Lazy Way to Success.
222.
"Any individual or business that wants great success must take the concept of play seriously. For that matter, play should be the only thing taken seriously. Play in the workplace is not frivolous, as the hard work advocates would have you believe. Quite the contrary, play has enormous practical value...Play allows the mind to flow without restrictions—to explore, to experiment, to question, to take risks, to be adventurous, to create to innovate, and to accomplish—without fear of rejection or disapproval. Thus a business that regards fun as "unprofessional" or "improper" or "trivial" or "out of place" stifles the creative and progressive process. That’s like running a highly competitive race with one foot stuck in a bucket."
(1996). Leader as coach: strategies for coaching and developing others.
"Unlike soft clay that can be pressed into infinite shapes, people evolve from a stable core. They can change in degree and bend in new directions, but they are unlikely to change in dramatic ways, at least not quickly. Respect their judgement about their own limits. Carefully evaluate how much change and what kind of change is fair to expect, especially if you are aware of changes or problems in other parts of their life or if they begin to appear distressed and confused." (p. 48)
(2003). Leaders: strategies for taking charge.
"We must learn to perceive power for what it really is. Basically, it's the reciprocal of leadership." (p. 16)
(1994). Leadership and the New Science: Learning About Organization from an Orderly Universe.
"For many years, the prevailing maxim of management stated: 'Management is getting work done through others.' The important thing was the work; the 'others' were nuisances that needed to be managed into conformity and predictability. Managers have recently been urged to notice that they have people working for them. They have been advised that work gets done by humans like themselves, each with strong desires for recognition and connectedness. The more they (we) feel part of the organization, the more work gets done." (p. 144)
(1987). The Leadership Challenge.
"Still another way to build trust is by being open about your own actions and intentions. You don't find it easy to trust someone who is secretive or who 'plays the cards close to the vest.' Scrupulously avoiding 'secret' meetings and closed-door sessions is essential, because such secrecy fuels images of organizational politics and chicanery." (p. 152)
(1990). Leadership Is an Art.
"Leadership is not an easy subject to explain. A friend of mine characterizes leaders simply like this: 'Leaders don't inflict pain; they bear pain.'" (p. 11)
(1993). Leadership jazz.
"Vulnerability is the opposite of self-expression. Vulnerable leaders trust in the abilities of other people; vulnerable leaders allow the people who follow them to do their best. An invulnerable leader can be only as good as her own performance—what a terrifying thought! One caveat: Remember that there is no such thing as safe vulnerability." (p. 220)
(2002). Leadership Skills For Managers.
"W. Edwards Deming, one of the founding fathers of the quality movement, asserted that employees are rightfully entitled to the 'pride of workmanship'. Essential to that pride are job security, expectations, clear communications, and the proper tools." (p. 7)
(1996). Learn to Earn: A Beginner's Guide to the Basics of Investing and Business.
"Chewing gum and candy companies, such as Wrigley's, can thrive on recessions, because as Mr. Wrigley himself once said: 'The sadder they are, the more the people chew.'" (p. 84)
(1992). Learned Optimism.
"It's a disturbing idea, that depressed people see reality correctly while nondepressed people distort reality in a self-serving way. As a therapist I was trained to believe that it was my job to help depressed patients both to feel happier and to see the world more clearly. I was supposed to be the agent of happiness and of truth. But maybe truth and happiness antagonize each other. Perhaps what we have considered good therapy for a depressed patient merely nurtures benign illusions, making the patient think his world is better than it actually is." (p. 108)
(2000). Life Strategies : Doing What Works, Doing What Matters.
"Remember, I said earlier the number-one need in all people is acceptance. The number-one fear in all people is rejection." (p. 100)
(2005). Life's a Bitch and Then You Change Careers: 9 Steps to Get You Out of Your Funk & on to Your Future.
"I define career as a combination of:
- The particular occupation you choose to pursue and train for that is a significant part of your life and may or may not fit who you are
- The activities, experience, and knowledge you accumulate; skills you develop and progress you make while you're in that occupation" (p. 13)
(1982). Living, Loving and Learning.
(1999). The Long Road to Forgiveness.
"In contrast to justice and acceptance, forgiveness is not only the recovery of our spirit, but also the enlargement of that spirit—somehow, some way—to imagine the humanity of the injuring person. And why would we want that?
In a great injury, something is broken, psychologically or spiritually. The break not only erodes our sense of living in a fair world, corrupts our experience of our own worth, and fragments our control over our own lives and emotions; it also fundamentally damages our faith in the worthiness of others. It is that loss of the other that we absorb, and somehow transform, in forgiveness."
In a great injury, something is broken, psychologically or spiritually. The break not only erodes our sense of living in a fair world, corrupts our experience of our own worth, and fragments our control over our own lives and emotions; it also fundamentally damages our faith in the worthiness of others. It is that loss of the other that we absorb, and somehow transform, in forgiveness."
(2008). Love the work, hate the job: why America's best workers are unhappier than ever.
"Although [Dan Pink] did cite the use of long-term temporary workers at companies like Microsoft as examples of a problem, not a promising new trend, he exaggerated the extent to which short-term employment and self-employment were voluntary. After all, how many downsized executives, professionals, and technicians describe themselves as 'consultants,' rather than as job hunters, because admitting they were laid off sounds perilously close to labeling themselves 'losers'?" (p. 53)
(1996). The Loyalty Effect : The Hidden Force Behind Growth, Profits, & Lasting Value.
"Loyalty is indeed a two-way street, and companies that dump people when earnings are down (much less when earnings are up) are sowing the seeds of their own failure. Every company falls on hard times now and then, and it's the loyal dedication of key employees that pulls most of them through. By showing people that the company won't stick by them in adversity, a firm can almost guarantee that the next time it's in trouble, its most talented employees will jump ship just when they're needed most." (p. 96)
(1979). Lying : Moral Choice in Public and Private Life.
"Self-defensive lies can permeate all one does, so that life turns into 'living a lie.' Professionals involved in collective practices of deceit give up all ordinary assumptions about their own honesty and that of others." (p. 79)
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