Quotes About Workplace

I really don't know how women in television news do the job. It's a very male-oriented business.

You can get a good handle on a company's culture before you even get inside the building. For example, when companies say, 'We value our employees' but have reserved parking spots, a private cafeteria, and over-the-top offices for the executives, that tells you more than any PR spin.

I am open to working in all southern language - Tamil, Telugu and Malayalam.

My co-workers expect me to be late and temperamental.

An actor has no more right to be temperamental than a bank clerk.

I would not wish to imply that most industrial accidents are due to intemperance. But, certainly, temperance has never failed to reduce their number.

And there was something more, something highly unusual. Strike had never once made her feel physically uncomfortable. Two of them in the office, for a long time the only workers at the agency, and while Robin was a tall woman, he was far bigger, and he'd never made her feel it, as so many men did . . .

He liked Robin; he was grateful to her; he was even (after this morning) impressed by her; but, having normal sight and an unimpaired libido, he was also reminded every day she bent over the computer monitor that she was a very sexy girl.

talented employees who put their needs ahead of their colleagues and the company are dangerous.

If you can't bring yourself to encourage employees to lie down on the job, at least give them plenty of breaks. The ordinary fatigue most of us feel during the workday makes us grouchier—and dumber—as the hours go by.

a twenty-year study that tracked six thousand British civil servants found that when their bosses criticized them unfairly, didn't listen to their problems, and rarely praised them, employees suffered more angina, heart attacks, and deaths from heart disease. You get the idea. It doesn't matter whether the assholes around you are getting ahead or (more likely) screwing up their lives, careers, and companies. They pose a danger to you and others.

better to shoot the messenger than to learn about—and fix—the problems. In contrast to such constructive defiance, I know bosses who employ the opposite strategy to undermine and drive out incompetent superiors. One called it "malicious compliance," following idiotic orders from

But if you want to make a place safe for people to take on culprits, and admit their own bad behaviors too, it's crucial to treat alleged jerks with dignity and respect. That means starting with calm and backstage conversations with them and giving them chances to change. It also means realizing that some people aren't usually jerks, but there is something about the characters they work with, their customers

Performance and humanity are the goals that great bosses aim to achieve. Yet the best bosses devote little energy to thinking about how great it would be to reach these goals, worrying if they can, or even celebrating when they do.

A 2012 study documented how such shit rolled downhill: abusive senior leaders were prone to selecting or breeding abusive team leaders, who in turn, ignited destructive conflict in their teams, which stifled team members' creativity.

The protective powers of such "upward hostility" seem striking: abused employees who fought back harder were less prone to see themselves as victims, more satisfied with their jobs and careers, less distressed, and more committed to their organizations.

las personas no se marchan de las organizaciones, sino que huyen de los malos jefes».

It's sound social psychology because, as I wrote in The No Asshole Rule, "The more time and effort that people put into anything—no matter how useless, dysfunctional, or downright stupid it might be—the harder it is for them to walk away, be it a bad investment, a destructive relationship, an exploitive job, or a workplace filled with browbeaters, bullies, and bastards.

The survival lesson from studies and stories on backstage regions is that, to reduce your exposure and to recharge your defenses, it helps to find—and if necessary, invent—asshole-free zones where you and others can take temporary refuge.

Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.

The manager comes to see all relationships with others by a strict utilitarian calculus and, insofar as he dares, breaks friendships and alliances accordingly.

When people hear 'flourishing,' they think of appreciation and good feelings. But growth and development does not always equal 'feeling good.' Our culture is not about maximizing the minutes you feel good at work. We don't define flourishing by sitting-around-the-campfire moments. We ask people to do seemingly impossible things.

Any honest person working in a DDO will tell you there are times she would like a holiday from the DDO experience, but after you've worked in one, an ordinary workplace becomes for many the nice place to visit and not the place where you want to live.

Chris was vaguely troubled by the revelation that one of America's closest allies was being deceived by the U.S. Government, but he let the thought slip away and accepted an invitation to go to lunch with some of the other TRW employees assigned to Rhyolite. The