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Staff Quotes

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Staff Quotes

“A good manager instills staff with self-confidence, teaches them to believe in themselves and helps them to realise their brilliance. Do not ever treat your staff with disrespect. It is competent until proven incompetent; not incompetent til proven competent.”

BusinessConfidenceRespectManagementStaffWorkplaceCompetentWorkingIncompetentSelf BeliefManagerManaging PeopleManagingCompetencyIncompetencyHow To Manage Staff
Book:Embrace Your Sexual Self: A Practical Guide for Women
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“...executives are often insulated from the scale and variety of problems faced by junior employees. Even when senior leaders try to seek out information, most employees put on a brave face because they’re afraid to show weakness or vulnerability. Top leaders are further handicapped by their own psychology: Research shows that power reduces empathy, which means they identify less with both the frontline employees’ challenges and the middle managers who must deal with these issues daily.”

WorkPsychologyEmpathyWorkersExecutivesProblemsStaffEmployeesCorporate Life
Author:Heidi K. Gardner
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“The USA utility power generation industry subcontracts out their dangerous jobs so that the bad statisitics will not be associated with them. Smart people avoid working for the subcontractors. I have worked directly for a number of subcontractors and overseen subcontractors and their staff were clearly sick, showing behavioral problems and overworked. In some cases they were blatantly breaking OSHA laws. OSHA covers it all up! Unfortunately, the problems can be traced back to OSHA and their wilful lack of enforcement of the law.”

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Author:Steven Magee
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“You know that when ex-military personnel start assassinating their own government's agents that something funky is going on.”

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Author:Steven Magee
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“William Coyne headed research and development at 3M—the company behind Ace bandages, Post-it notes, Scotch tape, and other inventions—for over a decade. Shortly after retiring, Coyne spoke to a group of hundreds of executives about innovation at 3M and his own management style. He said he’d started at 3M as a researcher and learned firsthand how well-meaning but nosy executives who proffer too many questions and suggestions can undermine creative work. So when he became head of R&D, he was determined to allow his teams to work for long stretches, unfettered by intrusions from higher-ups. Coyne understood his colleagues’ curiosity; if successful, an R&D project could generate millions in new revenue. But he limited their interference (and his own) because, he said, “After you plant a seed in the ground, you don’t dig it up every week to see how it is doing.”

CuriosityProtectionExecutivesLeadersStaffInterferenceEmployees3mWilliam Coyne
Author:Robert I. Sutton
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“Good bosses shield their employees from distress and distraction in diverse ways, whether behind the scenes or publicly. They work day after day to enhance their self-awareness; stay in tune with followers’ worries, hot buttons, and quirks; and foster a climate of comfort and safety. They also learn to identify which battles their people consider crucial to fight, and which they see as unimportant. When bosses can’t protect people—for example, from layoffs, pay cuts, or tough assignments—the best ones convey compassion, do small things to allay fears, and find ways to blunt negative consequences. Operating in this way helps bolster your people’s performance and well-being. And a nice by-product is that they will have your back, too.”

Self AwarenessWorkersProtectionManagersLeadersStaffBossesGood Bosses
Author:Robert I. Sutton
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“General staff officer candidates were chosen from the regular army's officer corps to take a rigorous examination. If they passed, they were then sent to the academy system for years of educational studies. If they passed that, they were then full general-staff officers and assigned and administered not by the regular army, but by the general staff itself.”

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Book:On Operations: Operational Art and Military Disciplines
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“Industrial liquid gas containers were left open and venting gas into the indoor environment in high altitude astronomy. On reflection, I realized that I routinely observed mental and physical effects that match those of a low oxygen environment in staff that I supervised.”

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Author:Steven Magee
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