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“Employees aren't inanimate objects that can just be moved around like bricks. They're people with emotions and goals and comittments and more. They should be treated like stakeholders, because they are.”
― Hendrith Vanlon Smith Jr

“As a manager in the Ivy League, I discovered that the upper management team were seriously undermining my ability to manage my own staff. It was so bad that I eventually left. I now advise people not to work for the Ivy League.”
― Steven Magee

“It took less than a year from first detection of COVID-19 for it to rampage through the White House staff and the President of the USA.”
― Steven Magee

“President Trump’s COVID-19 infected staff are probably wondering if ‘China Virusâ€� is going to maim or kill them.”
― Steven Magee

“I avoid traveling on budget airlines.”
― Steven Magee

“If you are an individual employed by a corporation or an institution, he said, then the odds are leveraged against you. The larger party always wins. It can't see you, but it can crush you. And if that's the working world, then I don't want to be a part of it.”
― Ling Ma, Severance

“When reporting behavioral problems in all staff to the upper management team, expect them to engage in a cover up at your expense.”
― Steven Magee

“The people most at harm from satellite radiation are airline staff followed by those at high altitudes.”
― Steven Magee

“When those who truly pushed the box have no say in which direction the box goes, our home is left with one of the most common problems in the known world.

With even the boxes, scratching their heads.”
― Monaristw

“It is very hard to manage staff when you are suffering from the toxic effects of workplace mercury poisoning.”
― Steven Magee

“There was no monitoring of astronomy staff for central sleep apnea, even when we would sleep at high altitude.”
― Steven Magee

“A great leader unlocks people's potential to become better”
― Dax Bamania

“Isabella Janke, If you are kind to your junior staff they will never let you down.”
― Isabella Janke

“Were companies units or loose, ever-shifting alliances of individuals? Still didn't know.”
― Jeff VanderMeer, Hummingbird Salamander

“I routinely observed health symptoms in high altitude staff that matched oxygen enrichment and oxygen depletion while working in professional astronomy.”
― Steven Magee, Summit Brain

“How hazardous are high powered industrial sodium LASER exposures to night shift summit staff working at very high altitudes across their full lifespan?”
― Steven Magee, Summit Brain

“Professional astronomy summit staff are known to die in accidents.”
― Steven Magee

“I requested more staff to help me troubleshoot the dangerous Desoto Solar Farm, but I was a lone worker for the duration of my time there.”
― Steven Magee

“The next time I pass through the high altitude Denver International Airport in Colorado, I will be wearing a recording body camera for my own personal protection! The staff there are bizarre!!!”
― Steven Magee

“It seems Elon Musk follows a policy of halving the staff and making the remaining staff work twice as many hours in companies he acquires!”
― Steven Magee

“I study high altitude effects on humans. Denver International Airport (DIA) is at high altitude and I have personally witnessed behavioral problems in their staff.”
― Steven Magee

“After the horrendous way the high altitude Denver International Airport staff treated me on my vacation, it is unlikely I will ever go to Colorado again!”
― Steven Magee

“I had an unfortunate encounter with mean staff at the high altitude Denver International Airport that ruined my vacation and I now avoid Colorado.”
― Steven Magee

“How do you keep a business running that you cannot staff due to a labor shortage?”
― Steven Magee

“Operational art is what military staffs do to support tactics and strategy.”
― B.A. Friedman, On Operations: Operational Art and Military Disciplines

“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.”
― B.A. Friedman, On Operations: Operational Art and Military Disciplines

“If you aren't hiring, the only way for your business to grow is for your people to grow.”
― Fresia Jackson

“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 colleaguesâ€� 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.”
― Robert I. Sutton

“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 followersâ€� 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.”
― Robert I. Sutton

“...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 employeesâ€� challenges and the middle managers who must deal with these issues daily.”
― Heidi K. Gardner