A Quote by Karl Albrecht

If the frontline people do count, you couldn't prove it by examining the reward systems in most organizations. — © Karl Albrecht
If the frontline people do count, you couldn't prove it by examining the reward systems in most organizations.
I walk into all these organizations, and I'm always puzzled when I realize that people still want to be there. Most people really want to love their organizations. We need that level of commitment ... Yet organizations have done very little to deserve that kind of staying-power.
Not everything that counts can be counted. You can count sales. You can count fans and followers. You can count pins and tweets. But you can't count passion. You can't count commitment. You can't count engagement. You can't count relationships.
However, optimism is highly valued, socially and in the market; people and firms reward the providers of dangerously misleading information more than they reward truth tellers. One of the lessons of the financial crisis that led to the Great Recession is that there are periods in which competition, among experts and among organizations, creates powerful forces that favor a collective blindness to risk and uncertainty.
Human experience shows that people, not organizations or management systems, get things done
Reaching a conclusion has to start with what the parties are arguing, but examining in all situations carefully the facts as they prove them or not prove them, the record as they create it, and then making a decision that is limited to what the law says on the facts before the judge.
I'm not saying that you need a State Department that looks like the litigation department of a major law firm. But you need people who are not afraid to make the case for the United States, who are not afraid to stand their ground, not afraid to be isolated in international organizations when that's the correct approach for our diplomacy. This is a cultural change that has to be effected through incentive systems, promotion systems, career training systems. This is not something that you can do with the stroke of a magic wand, it's going to take years to make this change.
Is it not a strange blindness on our part to teach publicly the techniques of warfare and to reward with medals those who prove to be the most adroit killers?
It is a great honor to become Executive Producer of 'Frontline.' David Fanning's mentorship and partnership over the past fifteen years has been extraordinary. I am inspired by his legacy and honored to guide 'Frontline's future.
Doubt not but angling will prove to be so pleasant that it will prove to be, like virtue, a reward to itself.
It turns out that dopamine is a chemical on double duty in the brain. Along with its role in motor commands, it also serves as the main messenger in the reward systems, guiding a person toward food, drink, mates, and all things useful for survival. Because of its role in the reward system, imbalances in dopamine can trigger gambling, overeating, and drug addiction - behaviors that result from a reward system gone awry.
Most organizations do not value imagination, do not encourage it, do not reward it. In many cases, they don't even think about it. But if you're not thinking about imagination, I guarantee you're not going to have meaningful innovation.
If we find ourselves becoming critical of other people we should stop examining them, and start examining ourselves.
Why do people think that we’re degraded when we’re examining positions of degradation, or examining the cycle of our own degradation?
Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant.
We chase the reward, we get the reward and then we discover that the true reward is always the next reward. Buying pleasure is a false end.
I know a lot of great success stories of those who were excellent problem-solvers because they had found a need that they could fill well. As a result, they built organizations around them and those organizations had belief systems that could be described as a form of leadership.
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