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Credo definition is - creed. How to use credo in a sentence. Did You Know?

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I believe life is good.

I believe God is in everything.

I believe we're all equal.

I believe we can help people.

I believe everyone is weird in their own way.

I believe hate is a cause for love.

I believe that when I meditate I feel peaceful.

I believe we should be generous.

I believe brothers and sisters should be kind to each other.

I believe kids should respect their parents.

I believe I should not whine.

I believe people should wake up early.

I believe people should go outside more.

I believe in nature.

I believe people should use less trees.

I believe we should help the Arctic and rainforest animals.

I believe people shouldn't throw litter on the ground.

I believe people should not smoke.

I believe God is in good and bad.

I believe in magic.

I believe people should not give up.

I believe love is everywhere.

I believe that God helps us to have a good time.

I believe we live best in a community.

I believe we can protect people in danger.

I believe we should help the poor.

I believe it's OK to die but not to kill.

I believe war should not have started.

I believe war should stop.

I believe we can make peace.

Independently produced for Weekend Edition Sunday by Jay Allison and Dan Gediman with John Gregory and Viki Merrick.

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When Tarak McLain's kindergarten group celebrated their 100th day of class, some kids brought 100 nuts or cotton balls. Tarak brought a list of 100 things he believes. Now a first-grader, Tarak shares his top beliefs about God, life, nature and war.

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This I believe: Be Cool to the Pizza Dude!

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This I believe: Be Cool to the Pizza Dude!

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If I have one operating philosophy about life it is this: "Be cool to the pizza delivery dude; it's good luck." Four principles guide the pizza dude philosophy.

Principle 1: Coolness to the pizza delivery dude is a practice in humility and forgiveness. I let him cut me off in traffic, let him safely hit the exit ramp from the left lane, let him forget to use his blinker without extending any of my digits out the window or towards my horn because there should be one moment in my harried life when a car may encroach or cut off or pass and I let it go. Sometimes when I have become so certain of my ownership of my lane, daring anyone to challenge me, the pizza dude speeds by me in his rusted Chevette. His pizza light atop his car glowing like a beacon reminds me to check myself as I flow through the world. After all, the dude is delivering pizza to young and old, families and singletons, gays and straights, blacks, whites and browns, rich and poor, vegetarians and meat lovers alike. As he journeys, I give safe passage, practice restraint, show courtesy, and contain my anger.

Principle 2: Coolness to the pizza delivery dude is a practice in empathy. Let's face it: We've all taken jobs just to have a job because some money is better than none. I've held an assortment of these jobs and was grateful for the paycheck that meant I didn't have to share my Cheerios with my cats. In the big pizza wheel of life, sometimes you're the hot bubbly cheese and sometimes you're the burnt crust. It's good to remember the fickle spinning of that wheel.

Principle 3: Coolness to the pizza delivery dude is a practice in honor and it reminds me to honor honest work. Let me tell you something about these dudes: They never took over a company and, as CEO, artificially inflated the value of the stock and cashed out their own shares, bringing the company to the brink of bankruptcy, resulting in 20,000 people losing their jobs while the CEO builds a home the size of a luxury hotel. Rather, the dudes sleep the sleep of the just.

Principle 4: Coolness to the pizza delivery dude is a practice in equality. My measurement as a human being, my worth, is the pride I take in performing my job - any job - and the respect with which I treat others. I am the equal of the world not because of the car I drive, the size of the TV I own, the weight I can bench press, or the calculus equations I can solve. I am the equal to all I meet because of the kindness in my heart. And it all starts here - with the pizza delivery dude.

Tip him well, friends and brethren, for that which you bestow freely and willingly will bring you all the happy luck that a grateful universe knows how to return.

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If I have one operating philosophy about life it is this: "Be cool to the pizza delivery dude; it's good luck." Four principles guide the pizza dude philosophy. Principle 1: Coolness to the pizza delivery dude is a practice in humility and forgiveness.

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Getty Images

This post is in partnership with Knowledge@Wharton, the online research and business analysis journal of the Wharton School of the University of Pennsylvania. The article below was originally published at knowledge.wharton.upenn.edu.
James Burke received the Presidential Medal of Freedom in 2000 and was named one of history's 10 greatest CEOs by Fortune magazine in 2003. But it was for his handling of the Tylenol tragedy back in 1982 that Burke, CEO of Johnson & Johnson from 1976 to 1989, will be remembered most. Burke died last week at age 87.

In 1982, seven people died after taking cyanide-laced extra-strength Tylenol capsules sold in five Chicago stores. Before that happened, Tylenol, sold by J&J's McNeil Consumer Products division, had 35% of the $1.2 billion analgesic market. After the deaths, J&J's market share dropped to 7%.

Under Burke's leadership, the company spent $100 million to recall 31 million bottles of Tylenol and re-launched the product two months later in tamper-proof packaging. Burke's actions have become a legendary example of good crisis management, serving as the basis for case studies in numerous business schools and management books.

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Burke not only saved the reputation of the company, but he also saved the brand as well. By mid-1983, Tylenol's share of the analgesic market had climbed to 30%, reaching 35% by the end of the year.

In a 2004 Wharton School Publishing Book titled, Lasting Leadership: What You Can Learn from the Top 25 Business People of Our Times, Burke emphasized the value of the J&J credo, dating back to the company's founding in 1887, which stated that the company is responsible first to its customers, then to its employees, the community and the stockholders, in that order. "The credo is all about the consumer," Burke said. When those seven deaths occurred, "the credo made it very clear at that point exactly what we were all about. It gave me the ammunition I needed to persuade shareholders and others to spend the $100 million on the recall. The credo helped sell it."

In his interview for Lasting Leadership, Burke also spoke about trust. "Trust has been an operative word in my life. [It] embodies almost everything you can strive for that will help you to succeed. You tell me any human relationship that works without trust, whether it is a marriage or a friendship or a social interaction; in the long run, the same thing is true about business."

Ironically, Johnson & Johnson has recently experienced a number of setbacks that "have caused many to question whether the firm has lost sight of that credo," according to a Knowledge@Wharton article earlier this year. The company's problems with plants in Fort Washington, Pa., Lancaster, Pa., and Puerto Rico - the sites associated with recalls of over-the-counter products like Benadryl and Children's Tylenol - "dragged on for years," the article notes. Two hip devices were recalled in 2010 for post-surgical complications, and the company agreed to pay $158 million to the state of Texas to settle claims it improperly marketed the anti-psychotic drug Risperdal to some patients. Other suits surrounding the marketing of this drug are ongoing. Recalls of surgical sutures and contact lenses have been announced as well.

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Years earlier, as Lasting Leadership noted, other companies had demonstrated what came to be seen as poor judgment in the way they handled defective product incidents. For example, Coca-Cola had mismanaged the "contaminated can" incident in Europe in 1999; Intel had initially failed to respond quickly to the calculation errors embedded in its Pentium chip in 1994, and Firestone had initially refused to accept responsibility for SUV roll-overs caused by poorly manufactured tires in 2000.

Burke's actions were the opposite. According to media reports at the time, the Tylenol crisis led the news every night on every station for six weeks. Burke, however, met the challenge head on, contacting the chief of each network's news divisions in order to keep them informed. He also met with the directors of the FBI and the FDA. "There were many people in the company who felt there was no possible way to save the brand, that it was the end of Tylenol," Burke said. "But the fact is, I had confidence in J&J and its reputation, and also confidence in the public to respond to what was right. It helped turn Tylenol into a billion-dollar business."

The person who placed the cyanide in the Tylenol capsules was never found.

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Tylenol and the Legacy of J&J's James Burke

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James Burke received the Presidential Medal of Freedom in 2000 and was named one of history's 10 greatest CEOs by Fortune magazine in 2003. But it was for his handling of the Tylenol tragedy back in 1982 that Burke, CEO of Johnson & Johnson from 1976 to 1989, will be remembered most.