A Quote by Tom Perez
I've learned that it's important to listen to employees at all levels, to engage them, to empower them. Whether you're a first-line supervisor or the head of an entire agency, you should be asking career staffers, 'What do you think?'
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Many priests and employees at temples work for pay. No one should judge religion on the basis of the shortcomings of such workers. We should frame suitable rules and regulations for preventing them from falling prey to material temptations. The true guiding spirits of religion are those who engage in selfless service while dedicating their entire lives to attaining the vision of God.
Giving employees agency over their workspace encourages them to think carefully about the conditions in which they work best, and it gives them the tools to forge that environment.
I try not to respond to trolls. I've learned blocking. If anybody is truly mean to me, or says something arrogant - don't respond, you'll only empower them. If you give them anything! So I'll block 'em. Or, if someone's annoying, but yet I still kind of like them, I mute them. Because they don't know! So then, it still looks like we're connected, but I don't have to listen.
The EPA historically has been an agency where people go to work at the agency and spend their entire career, 30, 40 years at the agency.
People judge you really quickly, at first just on your facial features. There are two dimensions - warmth and competence. You can think of them as trustworthiness and strength. They're first judging you on warmth; evaluating whether or not you are trustworthy. That's much more important to them than whether or not you're competent.
If you are a cabaret artist and you are mostly singing other people's songs, you're asking them to rethink a song, listen to it in a different way. The most impact you can have while asking them to re-listen to a song is if it's a song they know very well.
What I have never been afraid of is to be a little silly, and you can engage people that way. My view is, first you get them to laugh, then you get them to listen.
When people are motivated by principles larger than themselves, you don't have to beat them over the head to get them to act. You simply empower them, you inform them, you give them tools, and they take it upon themselves to act.
Even when there's not a joke or a hook, the first line has to be good and snapem to attention. Songs ain't novels. You don't have 30 pages to slowly wrap somebody in. They're more like short stories or poems. If the first line hasn't grabbed them, you won't get to the second line. Once you've developed an audience, you may have some luxury and trust, so you don't have to knock 'em over the head with line one.
I respect unions, I think they have an important role to pay and I listen to them, we meet with them, and they raise valid points on a lot of issues like worker safety and so forth, but I also respect the right of individual workers to decide whether they want to pay that fee and whether they want to join a union.
On a personal level, I send out about 20 thank-you notes a day to staffers, on all levels. And every six weeks I have lunch with a group of a dozen or so employees, to get their perspective on the business, to address problems and to get feedback.
The question should not be whether or not police are allowed to confront suspects; it should be about how we train them. The question should not be whether we have police; it should be how we use them. The question should not be whether judges should have the ability to protect New Yorkers from violent offenders; it should be how we let them.
From my three loses in my entire career I've always learned from them and came back stronger.
With all my employees, I listen to them, trust in them, believe in them, respect them and let them have a go! I never believe I know better than they do and have been fortunate over the years to build up a very strong management team whom I can trust and take advice from.
I think you'll be surprised at how much more production you can get out of employees if you respect them, befriend them, let them know they're crucial to the company - and then show by example how important it is to put their nose to the grindstone.
I have learned lessons in America about how you go about things, and what I know is that you find the best people, empower them, give them the resources, and hold them accountable.
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