Latest Judith M Bardwick Quotes from Interviews

Quotes about:

• The balanced life is a goal, but for us it is mostly a myth.

  Judith M Bardwick

  Goal, Myth

  Source: bobmorris.biz

• The sense of loss of control over what happens to you at work (and thus in your life is vital). This further involves a sense of fairness as in, I did my part and look where it got me! "The deal," the contract between employee and employer has eroded and been replaced with unilateral power by the organization over the employee.

  Judith M Bardwick

  Loss, Fairness, Employee

  Source: bobmorris.biz

• I was appalled at how children had become the focus and gravitational center of the nuclear family around which parents orbited instead of the traditional arrangement in which children orbited around their parents. This is a huge change because a critical job in early childhood is to get children weaned away from the total narcissism normal to infancy. With the children as the center of the family's actions and decisions, narcissism is at a minimum prolonged and may never significantly decline.

  Judith M Bardwick

  Children, Focus, Childhood

  Source: bobmorris.biz

• Most people think of a balanced life in terms of how much time is given to the various sectors of a life. While time is one measure of involvement, I think the critical variable is passion. How energized, fascinated and absorbed are you in each sphere in which you are engaged? They are rarely, and usually only briefly, equal.

  Judith M Bardwick

  Passion, Thinking, People

  Source: bobmorris.biz

• The Psychological Recession is the cluster of feelings that the present is really scary and the future will likely be worse. It comes from the sense you have no control over what's happening to you and you don't see a way to get your life back under control. It's the feeling that life is unfair; you paid your dues, you worked hard, and you ended up naked and vulnerable. There is no comfort to be found in the dismissal of the Psychological Recession as being just an idea; it is a real phenomenon with real consequences, all of them bad.

  Judith M Bardwick

  Real, Scary, Feelings

  Source: bobmorris.biz

• There are still many women - and their spouses and children - who view a reflected self - I'm Mrs. Smith, not Mary Smith - as psychologically healthy. Those people are not motivated to change. But it is really dangerous to live through others'. What ever your circumstances, it is not a good idea to be wholly dependent on responses from others to like, respect or love yourself. Your children will grow up and start their own families; the divorce rate has remained at 50 percent for decades.

  Judith M Bardwick

  Children, Growing Up, Love You

  Source: bobmorris.biz

• Self is a construct, a feeling, an identity that is internal and can neither be given nor taken away by others. We develop and nurture that identity by embracing inter-dependence.

  Judith M Bardwick

  Taken, Feelings, Identity

  Source: bobmorris.biz

• When employees don't really care about the work they do and they take no pride in being in the specific organization where they work, they bring no enthusiasm, energy or passion to what they're doing. If, in addition, they feel abused, resentful, insignificant, betrayed, or taken advantage of...they want out. Naturally.

  Judith M Bardwick

  Taken, Passion, Pride

  Source: bobmorris.biz

• For most women being other-directed, focused on how other people feel and nurturing them, was (and can still be) a quality that girls were (are) heavily pressured to become. The unselfish or Self-less woman was (is) seen as ideal. The realization and articulation that the cultural ideal of the perfect woman was someone who had no sense of Self and was a key part of the angry energy that drove Feminism to its swift success.

  Judith M Bardwick

  Girl, People, Perfect

  Source: bobmorris.biz

• Women's self didn't die; it had never been born. And when women insisted on their right to have a self, they weren't understood even by their husbands who cried, Haven't I given you enough? And by their parents who joined the crowd who deemed them selfish and responsible for all the problems in their marriage. I remember it all too well.

  Judith M Bardwick

  Husband, Selfish, Parent

  Source: bobmorris.biz

• The best worst example of making people feel unappreciated today lies in the casualness, indeed indifference with regard to massive lay-offs even when there isn't a financial crisis. That is a message to employees that they are expendable, interchangeable, easily dismissed and replaced, often by younger, less experienced and cheaper employees. The essential message being conveyed to people is, You are worthless. What an incredibly dumb thing that is for management to say!

  Judith M Bardwick

  Lying, People, Dumb

  Source: bobmorris.biz

• The ways in which management can express appreciation for an employee's contribution are without end; the key is to act in ways that communicate Thanks! That was a great job! We can really count on you! It's great having you here! While some people love having plaques to hang on their personal Wall of Fame and they adore being acknowledged at a formal Recognition Banquet and some people are only interested in money, I find the most effective forms of recognition are personal and either spontaneous or very close in time to a significant accomplishment.

  Judith M Bardwick

  Appreciation, Wall, People

  Source: bobmorris.biz

• Trust is perhaps the most critical single building block underlying effectiveness. Without trust leaders do not have followers. Without trust, leaders are impotent despite great rhetoric or splendid ideas. Trust rests on the belief among followers that the leader is transparent: What you see is what there is. Trust means followers believe there is no duplicity; no manipulation just to satisfy the leader's ego. Very simply: The effective leader is transparent; that's why that person is trusted.

  Judith M Bardwick

  Block, Believe, Mean

  Source: bobmorris.biz

• Nothing motivates like success. While academics, consultants and gurus are preoccupied with coming up with great insights and seminal ideas, usually they don't realize that making things happen, achieving operational excellence, moving the organization from uncertainty to clarity, from red ink to black, is what really creates hope for a better future. Therefore, great leadership always involves great ideas and real actions that reinforce a strong belief in the excellence of the decision makers and in the viability of the organization itself.

  Judith M Bardwick

  Strong, Real, Moving

  Source: bobmorris.biz

• The subject matter of Entitlement remains relevant. Entitlement is an attitude: it is the assumption, I am owed what I get. It's a nasty attitude because people are not grateful for what they get. Instead, greed prevails and is expressed as, What have you done for me lately?

  Judith M Bardwick

  Attitude, Grateful, People

  Source: bobmorris.biz

• I think the characteristics of really effective leaders when people are frightened and depressed are the same qualities that leaders need when people are optimistic. The difference is when people are frightened the need for these few qualities becomes much stronger because frightened people are desperate to have someone they can trust and believe in and who seems to be able to create a better future.

  Judith M Bardwick

  Believe, Optimistic, Thinking

  Source: bobmorris.biz