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Ducks in a Row: Educating For The Future

June 27th, 2017 by Miki Saxon

St. John’s College

Education focuses on developing and boosting inherent smarts for career purposes, but the definition of smarts is radically changing.

“The new smart will be determined not by what or how you know but by the quality of your thinking, listening, relating, collaborating, and learning.” –Ed Hess, Professor of Business Administration and Batten Executive-in-Residence at the Darden Graduate School of Business and co-author of Humility Is the New Smart: Rethinking Human Excellence in the Smart Machine Age,

The new smart will include a high degree of empathy — not a common trait in highly educated men.

A growing real-world demand for workers with empathy and a talent for making other people feel at ease requires a serious shift in perspective. (…) SEL programmes in the US explicitly teach students strategies for developing empathy, managing their own emotions and working with others.

“The need for imagination, a sense of truth, and a feeling of responsibility — these three forces are the very nerve of education.” –Rudolf Steiner

Waldorf schools are private (not cheap) and based on Steiner’s ideas. The schools have no tech — no computers, no iPads, no iPhones. There’s one in San Francisco and 75% of its student body are the children of tech executives.

Three of my sister’s grand kids attended the Waldorf in Denver; according to my sister, “Waldorf kids are usually ahead of other kids when they reach regular school.  It’s a very impressive regimen they follow.”

There is no argument that education is critical, but is education about learning specifics that fit kids for jobs today or should it be more?

Shouldn’t it, in fact, fit them for the yet-to-be imagined careers of tomorrow.

Put another way, AI can be taught to code, taking programmer jobs in another kind of outsourcing, but, on its own, AI can’t conceptualize what to code.

Just as importantly, or perhaps even more so, is the need for education to offset helicopter parents, who have followed their kids from college to the workplace. From the comments…

There are many young millennials employed where I work. Many are unable to navigate the most basic work interactions and have no idea about professional or workplace etiquette. (…) These young folks typically have a very difficult time when faced with any conflict because they have never had to think for themselves or handle difficult life situations by themselves.

What does it take to educate kids to think for themselves in spite of over-involved parents and the world they live in? What is needed to live and work successfully in 2030 and beyond?

A recent Pew Research Center survey of 1,408 technology and education professionals suggested that the most valuable skills in the future will be those that machines can’t yet easily replicate, like creativity, critical thinking, emotional intelligence, adaptability and collaboration. In short, people need to learn how to learn, because the only hedge against a fast-changing world is the ability to think, adapt and collaborate well.

Is that the secret sauce that makes the Ivies so prestigious and expensive? Not really.

Ever heard of St John’s College?

Like Waldorf, St John’s specializes in learning how to learn and has done so since 1696..

St. John’s offers only the Program; it’s prix fixe is a higher education world of a la carte. Four years of literature, language, philosophy, political science and economy, and math. Three years of laboratory science, and two of music. That’s it. No contemporary social studies. No accounting. No computer classes. No distinct majors or minors. (…)

This curriculum is carefully designed not only to build knowledge, but also to understand how knowledge is ultimately created; it is teaching students how to learn. In this respect, St. John’s students de facto major in epistemology. And for those of us who never studied Ancient Greek (a St. John’s requirement for two years), epistemology is the philosophy of knowledge, or the investigation of what distinguishes substantiated and supportable belief from mere opinion.

These are the skills that abound in true leaders, but are feared and despised by pundits, ideologues, despots. politicians, command and control bosses, and others too numerous to list.

Image credit: Preservation Maryland

Golden Oldies: Does Education = Thinking?

June 26th, 2017 by Miki Saxon

It’s amazing to me, but looking back over more than a decade of writing I find posts that still impress, with information that is as useful now as when it was written.

Golden Oldies are a collection of what I consider some of the best posts during that time.

With the rise of tech and AI, there’s a big question on what education will give kids a leg up in the future. Pundits and media focus almost exclusively on STEM to boost career opportunities, but is STEM really the answer? What should Gen Z and the following generations study now to assure themselves of a career path in the future? And what is the downside of continuing our current approach?

Join me tomorrow for a look at the kind of education that solves the future, while assuring the continuation of our democracy.

Read other Golden Oldies here.

https://www.flickr.com/photos/jeanlouis_zimmermann/3042615083/Today I have a question for you, what is the real point of education?

Bill Gates emphasizes “work-related learning, arguing that education investment should be aimed at academic disciplines and departments that are “well-correlated to areas that actually produce jobs.””

Steve Jobs says, “It’s in Apple’s DNA that technology alone is not enough — it’s technology married with liberal arts, married with the humanities, that yields us the result that makes our heart sing…”

So is the end goal of education to provide the knowledge, skills and tools to work or to teach critical thinking.

The choice is likely to be described as pragmatic and based on available funding.

Years ago a successful business executive I know commented that if people had full bellies, a job and a bit left over to see a movie now and then at the time of the election, then the party in power would be reelected, but if the reverse was happening they would “throw the bums out.”

There are more sinister reasons to find a positive way to avoid graduating legions of critical thinkers.

  • Non-thinkers don’t make waves.
  • Non-thinkers follow the pack.
  • Non-thinkers are easier to control.
  • Thinkers are more creative and innovative.
  • Thinkers are more likely to reject ideology.
  • Thinkers are more willing to take risks.

You have only to look at what is going on in the world to see the effects of an empty belly and education, formal or not, grounded in questions, not answers.

What do you think?

Flickr image credit: jean-louis Zimmermann

If The Shoe Fits: Glassdoor’s Most Loved CEOs

June 23rd, 2017 by Miki Saxon

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here.

5726760809_bf0bf0f558_mThe last thing you need today is yet another autopsy of Travis Kalanick. If you indulge in any form of media you know TK isn’t the first to founder to go down in flames (and he won’t be the last)for creating a rotten culture.

A larger question is where was the adult oversight that kept other young founders from similar shenanigans?

Steve Jobs didn’t want to create a Windows-compatible version of the iPod or an app store for the iPhone; it was his lieutenants who pushed him to do it. Facebook’s Mark Zuckerberg and the Google founders, Larry Page and Sergey Brin, were guided by strong, experienced and extremely sober operators — Sheryl Sandberg and Eric Schmidt, respectively. Mr. Kalanick, meanwhile, was allowed to operate more or less solo, to micromanage a company that grew to enormous scale, and was left alone even when the firm’s problems became plain to see.

In its fifth year, Facebook had net income of $200 million in 2009 on revenue of $777 million; in its seventh year Uber lost $3 billion.

So instead, I thought I’d point you to a Glassdoor’s 2017 list of best CEOs as rated by their employees, so you could find positive role models.

In the large company category the top slot went to Benno Dorer, CEO of The Clorox Company.

“Excellent communication on vision, strategy, and where we are going. Constant access to leadership through round tables and other company events that allow all employees to feel like they are part of our decision making and strategy.”

In the small/medium category it’s Justyn Howard, CEO of Sprout Social.

There are many reasons why Sprout Social is an amazing place to work. Some of the pros include sensible managers that really care about you and your goals, and help you grow and advance your career. The company culture is inclusive, open and friendly. I have honestly not seen this many talented and hardworking people together prior to working here. Both individual and team initiatives are highlighted and praised often, communication is very transparent and you feel like your voice is heard.

Notice that the employee comments all focus on similar things.

They are what people of all ages want from their bosses.

Founders/bosses set the tone and values.

They shouldn’t be surprised when the people they hire have similar views.

Image credit: HikingArtist

Ryan’s Journal: A Tale of Two Cultures

June 22nd, 2017 by Ryan Pew

https://www.flickr.com/photos/anthonyalbright/4650310001/

I had an opportunity to witness two distinct cultures in action in my personal life this past week. I am in the Tampa Bay area of Florida. Like most mid-market cities there are several startups and rising companies throughout. I have friends at two that have had events transpire as of late that had two completely different outcomes and I wanted to share my observations.

One company that is located here is backed by VC’s and has been growing rapidly. They have a great culture from how I understand it. Very laid back, treat you like a friend and encourage all team members to go beyond their own role to take on more responsibility.

My friends who work there always talk about the company with pride and enjoy working there. The CEO is a thought leader in the community and can cut to the core of what is needed to accomplish the job.

In my current role, I also use this company as a customer. They provide data on prospects from several databases. It is not unique as there are many in this space, but they provide an excellent customer experience and the data is usually accurate.

Last week we were told that we would no longer be able to access the application. I reached out to my friends and it was the worst news you could hear.

The company was not able to secure another round of funding and they had to close their doors.

This happened basically overnight. They were brought in on a Tuesday told the bad news and sent on their way.

My first reaction is that the folks who worked there would be bitter about the company and the way they were let go. That could not be further from the truth.

Are they out of jobs? Yes. Do they need to scramble to pay bills? Yes. However, they also felt like they were a part of something bigger than themselves.

President Theodore Roosevelt famously spoke about the man in the arena, “The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming….”

These folks were in the arena and were honored to have strived. They spoke positively of the company and its CEO, realized sometimes you lose and looked at the opportunity to learn as a valuable experience.

In my opinion life is about balance. In the same week as the above news broke I had some friends at another company I am familiar with share some news.

This company is no longer a startup; I would call them a rising company. No VC backing, the CEO started with his own money and they have been profitable through customer acquisition for some time. (I realize if you are in Silicon Valley you may find the concept foreign, but it does still happen.) This company started out with a great culture. Awesome offices, snacks and coffee, smart folks to work with. From the outside looking in it is very desirable.

This company has been on the decline with sales in recent years. It could be the industry it serves or that the products haven’t adapted to the needs of the marketplace.

Speculation from my friends has ranged as they truly believe in the company and its founder. He is a thought leader as well, spends a lot of time with Richard Branson and other luminaries, and is extraordinarily intelligent.

However, sales have been down and it has caused strain on the company.

They recently released the new comp plan for the sales team.

We could discuss how releasing a comp plan in month five and making it retroactive to January is a problem, but that’s not the point of this post.

The team was excited to hear what the new plan would be as some of the teams hit and surpassed their goals last year and figured they would be honored for that.

This could not be further from the truth. The new comp plan essentially cut their income by as much as 30%.

Now the average income for these folks was between $100,000-$150,000 annually. 30% is a huge cut and most may not be able to absorb that. Six figure deals that would bring in commissions of five figures dropped in some cases to the hundreds in commission earned on that deal. I’ll let that sink in for a moment. What’s the incentive to work!

The reaction from my friends there was as expected. They felt betrayed.

This company strives in being inclusive, expecting hard work from the team and tries to create a fun atmosphere.

These folks are invested, they love the company and the friends.

However, when you sign on and are told that you will make X amount and the company flips that on you halfway through the year it causes issues.

I cannot imagine how you would expect a great effort out of team members who feel betrayed and are now worried about paying bills.

Two different companies, two different outcomes.

How would you do it differently?

Flickr image credit: Anthony Albright

Ducks in a Row: Mindful Living

June 20th, 2017 by Miki Saxon

https://www.flickr.com/photos/136920307@N06/32426377540/

I really enjoy the oddball columns in the New York Times, especially considering how depressing the news is these day.

There is a feature called Metropolitan Diary where people write short accounts of things that happen to them in their everyday life in the city.

A few days ago John Cunningham wrote about seeing celebrities daily during his lunch time.

His co-workers didn’t believe him, because they didn’t see any.

One day Tracey joined him to see if it was true. They walked to the corner and he asked if she had seen any yet.

She said no.

So he asked the guy standing next to her if he could shake his hand.

It was Henry Winkler.

Tracey didn’t see him, because she wasn’t paying attention — not mindful in today’s lingo.

I had a habit of looking into the face of every person who walked by me or stood next to me on the street, something that maybe most people did not do.

All this happened in 1988.

Before smartphones, before iPods, before all the distractions of our digital age.

I hope you remember this the next time you find yourself staring at your phone, instead of noticing the world through which you are moving.

Who knows who you might see or what adventures await you if you only notice.

Image credit: Skinny Casual Lover

Golden Oldies: If the Shoe Fits: Wave Deafness

June 19th, 2017 by Miki Saxon

It’s amazing to me, but looking back over more than a decade of writing I find posts that still impress, with information that is as useful now as when it was written.

Golden Oldies are a collection of what I consider some of the best posts during that time.

When I wrote this originally it was aimed directly at entrepreneurs, especially the ones who don’t seem to hear their people very often — if at all.

Coming across it five years later I decided it’s so apropos across the board that it definitely qualified as a golden oldie.

Read other Golden Oldies here.

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

5726760809_bf0bf0f558_mLast year I wrote about Tony Hsieh’s approach to employee empowerment, featuring some great quotes from him.

As I said then, the thing that sets Hsieh apart is security.

Hsieh is comfortable in his own skin; secure in his own competency and limitations, so he doesn’t need to be the font from which all else flows.

Entrepreneurs can learn from this.

Startup hiring usually comes in waves as the company progresses.

While most founders will listen to their initial team and first few hires, those hired later often find it difficult to get their ideas heard.

Unfortunately, this behavior often sets a pattern, with the ideas and comments of each successive wave becoming fainter and fainter and those employees less and less engaged—and that translates to them caring less and less about your company’s success—call it wave deafness.

Wave deafness is costly.

Costly in productivity and passion, but even more costly in lost opportunities.

As Hsieh points out, there is no way he can think of as many good ideas as are produced if each employee has just one good idea in a year.

And not just from certain positions. I never heard of a manager, let alone a founder, admit to hiring dummies for any position, no matter the level.

So if you hire smart people and don’t listen to them, who is the dummy?

Image credit: HikingArtist

If The Shoe Fits: Quantitative Data and Self-Deception

June 16th, 2017 by Miki Saxon

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here.

5726760809_bf0bf0f558_mThe following post is reprinted in full with Wally’s blessings. I e-met Wally when we both blogged for b5 Media — I think. It’s so long ago I’m not sure, but over the years I’ve read and appreciated Wally for both his insights and independence from accepted leadership-speak. I highly recommend adding his blog to your reading list.

Quantitative Data and Self-Deception

If you need someone to blame this on, it might as well be Rene Descartes. The 23-year-old Descartes was serving in the army when was visited in a dream by the Spirit of Truth who told him that “Conquest of nature is to come through number and measure.”

Numbers were power. That effect was amplified during the Industrial Revolution. That’s when the engineers took charge, measuring and calculating. Soon, Frederick Taylor and the efficiency experts showed up with their stopwatches and clipboards. Now we’re in the Digital Age, where computers spit out numbers by the mountain load.

Today, companies trumpet the claim that they’re “data-driven.” The Economist proclaims that “data is the new oil.” If there is a golden calf to worship today, it’s probably digitized.

We love numbers so much that we don’t think about where they come from or how we’re using them. We can summon them from our vast databases, manipulate them, and turn them into equations that give us “answers. It makes us feel like we’re in control. We’re not, really. We’re only in control of the data.

The map is not the territory and data is not reality

Data is not reality. At best, data can only represent reality. Reality is complex and messy and we can use data to simplify parts of it so we can understand it better. To do that we must leave out part of reality, assign numbers to things that aren’t inherently quantifiable, and approximate relationships with equations.

If, after all that, we treat data like reality we commit what Alfred North Whitehead called “the fallacy of misplaced concreteness.” We get lost in the wonder of our calculations and think we’re describing the elephant, when we’ve only got hold of one leg.

It’s a good idea to apply George Box’s observation about models to our data. All are flawed, but some are useful.

Quantitative data is not objective

No matter what you or your boss thinks, quantitative data is no more objective than qualitative data. Someone, somewhere, sometime decided what would be counted and tracked and what would not. Someone, somewhere, sometime decided how and how often data would be gathered and how it would be presented.

That’s obvious when you talk about qualitative data. We usually get qualitative data in the form of a story. This happened when we observed it this way. With quantitative data, the questions, assumptions, and decisions that lie behind the data are usually behind the curtain and invisible to the people who receive and use the data.

Dig into the history of things to find out why you use certain measures and not others, how the raw data is gathered and manipulated, and why it is presented in the way that it is.

Quantitative data is not enough

Quantitative data is important, it’s just not enough for a successful business or a satisfying life. The most important things in life and business can’t be counted or calculated. Relationships drive much that happens in business. More than half a century ago, Mason Haire demonstrated that emotions influence buying decisions of all kinds. Knowledge workers trade in conversations and tacit knowledge.

There’s one more thing about quantitative data. It’s easy for us to manipulate and “understand” quickly, so we’re likely to pay attention to what we can count and ignore what we can’t. That’s part of the reason why the long term is often sacrificed to the short term and why numerical accounting data gets more attention than “soft” human stuff. As one friend of mine said years ago, “When the pressure’s on to make the numbers, people almost always take a hit.”

Bottom Line

Quantitative data is important. You can’t run a successful operation today without paying attention to it. Remember that quantitative data is always a flawed representation of reality. Look behind the curtain to discover the whys and hows behind the data. Remember that human choices drive quantitative data as much as qualitative data. And, please, remember that the most important things in life and business cannot be force-fit into a dataset.

Copyright © 2017 Wally Bock, All rights reserved.

Image credit: HikingArtist

Ryan’s Journal: How To Start A Cultural Revolution

June 15th, 2017 by Ryan Pew

I had the opportunity to spend some time in Raleigh, NC this week in the Research Triangle. If you haven’t had an opportunity to spend some time here, I highly recommend it. Not only is the area full of beauty, it’s a melting pot of diversity that exemplifies the best of America. The hub of elite universities and top ranked tech companies make this a desirable place to raise a family, but also pursue a career with meaning.

I was here to spend some time with BMC software and was able to sit in and watch first hand on how they train their inside sales teams. I was thinking about how I wanted to approach this topic and this forum allowed for me to point out some real world examples of how a cultural revolution can be started.

A little background on BMC. They are one of the largest private software companies in the world and create products for enterprise IT systems to do everything from track assets, create help desk tickets, manage capacity and sit on top of complex environments to manage jobs.

In a real world example Starbucks is a customer and if BMC’s software failed at any time then Starbucks would be unable to accept any form of plastic.

I say all of this to say they are in big spaces doing the behind the scenes work that is required for us to live this modern life. They were acquired by Bain Capital a few years ago and have been in a massive growth trajectory lately.

One major change that Bain made was the expansion of inside sales teams, BDR’s and inside sales reps.

When you think of sales you think of someone wining and dining with customers and comping their dinners; these guys don’t live that life. They manage the sales cycles through phone, email and LinkedIn.

It is a special skill that is required and it can be taught. These teams add great value to the organization by sourcing leads, closing business and creating value for the customers and field representatives. 

An entry level role is as a BDR, Business Development Representative. My experience at other companies has been that these are young college grads that are hungry.

You have some of that at BMC, but they also have folks that have years of experience in other industries who are starting out in software.

You also have some that just enjoy that role and have done it for years. BMC takes these folks from all different backgrounds and shapes them to its vision and culture.

How do they do this?

One way they do it is by constant feedback and coaching opportunities. Now, this can be done the wrong way, but they seem to balance it well here where people seek out opportunities to learn and improve.

They also spend time highlighting team members who are doing something unique that works for them. They take folks that are young in their career and allow them to teach others. This does wonders for morale and also inspires others.

The last thing that I saw that helps is that they like to have fun as a team. They have happy hours, Vegas trips, president’s clubs. Constant incentives to allow people to reach their full potential.

I was impressed with the way they won as a team and built on mutual successes. They were not afraid to share best practices and they helped each other out as much as possible. 

Now, maybe we can’t all go to Vegas but some of the things they are doing are very scaleable, not rocket science, and can be repeated at any org. 

And then start the revolution.

Image credit: BMC

Privilege, Bootstraps, And Reality

June 14th, 2017 by Miki Saxon

https://www.flickr.com/photos/littlehuw/9410579316/

Yesterday we looked at the hypocritical nature of Walmart’s culture, but perhaps it’s a reflection of what’s happening across the US, as opposed to an attitude unique to Walmart.

In the last half century, economic, political and social changes have altered not only the makeup of the workforce, but also what it takes to get a job and support oneself, let alone a family. 

Public policy does little to mitigate what’s happening, and much of enterprise is retreating.

“You end up with this perfect storm where workplace and public policies are mismatched to what the workforce and families need,” said Vicki Shabo, vice president at the non-partisan National Partnership for Women & Families (NPWF). (…) Overall progress for workers has been slow, because the country is attached to an “ideal myth of America.” One where you pull yourself up by your bootstraps [emphasis mine].

Assuming bootstraps were once real, do they still exist?

Of course, there is no doubt that privilege is real — no matter how often and how much people deny it.

We all need to remind ourselves of our advantages: whether it’s straight privilege, or financial privileges, or able-bodied privilege, or whatever extra boost we’ve gotten. Humans are prone to credit our successes to our own ingenuity, true or not. Researchers at the University of California, Berkeley, asked randomly selected subjects to play Monopoly. But the game was rigged. The winner of a coin toss got twice the starting cash and higher bonuses for passing Go.

Not surprisingly the advantaged players won. But as they prospered, their behavior changed. They moved their pieces more loudly than their opponents, reveled in triumphs and even took more snacks. Some, when asked about their win, talked about how their strategy helped them succeed. They began to think they earned their success, even though they knew the game was set up in their favor [emphasis mine].

Bootstraps depend on who you are.

Thorstein Veblen’s The Theory of the Leisure Class was published in 1899 and in it he coined the term “conspicuous consumption” — no definition required.

Although you still find that in the 1%, Elizabeth Currid-Halkett, a sociologist, has a new book, The Sum of Small Things: A Theory of the Aspirational Class — a new term that better represents the far-reaching consequences of what’s happening today.

Who is the aspirational class?

Highly educated and defined by cultural capital rather than income bracket, these individuals earnestly buy organic, carry NPR tote bags, and breast-feed their babies. They care about discreet, inconspicuous consumption—like eating free-range chicken and heirloom tomatoes, wearing organic cotton shirts and TOMS shoes, and listening to the Serial podcast. They use their purchasing power to hire nannies and housekeepers, to cultivate their children’s growth [emphasis mine], and to practice yoga and Pilates.

These kids grow up with better health, better education, more enrichment, a solid belief of their place in life.

No matter how liberal their parents’ politics, they consider the world they inhabit the norm.

Few consider it privileged — after all, their parents aren’t actually rich.

Most of these kids are white.

And so the cycle continues.

(Thanks to KG for sending me the first article.)

Image credit: Huw

Ducks in a Row: Culture Of Hypocrisy

June 13th, 2017 by Miki Saxon

Whttps://www.flickr.com/photos/bonniesducks/4395202521/almart loves showing off all they do for their employees and it has a lot of them.

From its website (emphasis mine).

Walmart employs 2.3 million associates around the world. About 75% of our store management teams started as hourly associates, and they earn between $50,000 and $170,000 a year. Walmart is investing $2.7 billion over two years in higher wages, education and training.

What isn’t mentioned is that around the same time

Walmart lifted wages [to $10/hr], it cut merit raises and introduced a training program that could keep hourly pay at $9 an hour for up to 18 months.

Walmart especially loves to brag about its special efforts, such as those for military workers and defines its culture as “our values in action.”

However…

What kind of values enable the following scenarios?

The report says that Walmart uses a point system to discipline workers, and too many points results in firing. Walmart reportedly gives workers disciplinary points for any absence they consider unauthorized, and working less than half of a scheduled shift is considered an absence.

  • ‘I passed out at work. They sent me to the hospital. The next day, they fired me for it.’
  • “I got into a car wreck on my way to work and was sent by ambulance to the hospital. I had two fractured ribs and a concussion. I reached a manager from the hospital, who said it would be ok, and I came into work the next day with wrapped ribs and a concussion. The front manager then said that they wouldn’t accept the doctor’s note from the hospital, and they fired me for missing that day.”
  • “My appendix ruptured while at work and because I already had eight points, I could not leave work to go to the ER without pointing out and losing my job. I should have been able to leave to go to the ER and not worry about losing my job. I had even said to management, ‘So if I fall out because of my appendix and have to go out in an ambulance…I will get a point and lose my job?’ The response from management was, ‘Yes.'”
  • “I was vomiting blood and had to go to the ER. I was there for two days and each day was a point. I then had two days off, and I brought my hospital notes in when I went back. They would not accept them.”

Of course, Walmart’s well-known attitude towards women is front and center

  • “My daughter was having seizures, I had to take time off to monitor her. They counted it against me. I passed out at work. They sent me to the hospital. The next day, they fired me for it.
  • Katie Orzehowski was forced to return to work still bleeding after a miscarriage or face being fired.

It would be funny if it wasn’t so grim, but apparently Walmart expects events, such as heart attacks and car accidents, to be scheduled.

If an employee does not call in to report an absence at least an hour in advance, they receive four points, the report says.

Most ironic of all is Walmart’s tag line, which reads, “Save money. Live better.”

More accurately, it should read “Save money. Live better — unless you work here.”

All of this proves once again that there is a major difference between words and actions.

Image credit: Duck Lover

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