Career Oriented Quotes

It is capitalist America that produced the modern independent woman. Never in history have women had more freedom of choice in regard to dress, behavior, career, and sexual orientation.

Randomness rarely works for businesses.

Presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.... Leaders should strive for authenticity over perfection.

This Strategic, Mutually Beneficial and Romantically Oriented Alliance to Help Further Our Respective Careers—” “S.M.B.R.O.A.H.F.O.R.C. for short,” I offer. “Yeah, uh, I don’t think that’s shorter,” Caz tells me.

The higher our self-esteem, the more likely we are to be creative in our work, which means the more successful we are likely to be. The higher our self-esteem, the more ambitious we tend to be, not necessarily in a career or financial sense, but in terms of what we hope to experience in life - emotionally, creatively and spiritually.

The bar is masculine, and women must adopt traditionally masculine characteristics – cultivated insensitivity, goal-orientated thinking, the prioritising of the material – to compete.

Here’s what I like about God: Trees are crooked, mountains are lumpy, a lot of his creatures are funny-looking, and he made it all anyway. He didn’t let the aardvark convince him he had no business designing creatures. He didn’t make a puffer fish and get discouraged. No, the maker made things—and still does. European film directors often enjoy creative careers, during which their films mature from the manifestos of angry young men to the rueful wisdom of great works by creative masters. Is an afternoon siesta the secret? Is their vita just a little more dolce? We’ve taken espresso to our American hearts, but we haven’t quite taken to the “break” in our coffee breaks. Worried about playing the fool, we forget how to simply play. We try to make our creativity linear and goal oriented. We want our “work” to lead somewhere. We forget that diversions do more than merely divert us.

In third grade, Zoe announced that she thought it was "weird" that I didn't have a job like some of her friends' mothers. Little had changed over the years; she seemed unable to comprehend that willfully derailing oneself from a career-oriented track was not synonymous with being incompetent, unconfident, and unfulfilled.

Project Oxygen found that a good manager (1) is a good coach; (2) empowers and does not micromanage; (3) expresses interest and concern in subordinates’ success and well-being; (4) is results oriented; (5) listens and shares information; (6) helps with career development; (7) has a clear vision and strategy; (8) has key technical skills.

Chapter 1:  Orientation Day

Ah, yes, I remember reading about that—shocking affair. I don’t think I actually ever came across the fellow, though, of course, I knew of him. Toby Armstrong. Nice fellow. Everybody liked him. He had a very distinguished career. Got the V.C.

Hovering somewhere between seventy and eighty years old, the Chair nestled in an office feathered with the books, papers, notes, and tchotchkes accumulated over a lifetime career devoted to the study of the Orient. He had hung an elaborate Oriental rug on his wall, in lieu, I suppose, of an actual Oriental.

Martin Luther King Jr. said, “I’m convinced that if we are to get on the right side of the world revolution, the nation must undergo a radical revolution of values. We must rapidly begin to shift from a thing-oriented society to a person-oriented society…. When machines and computers, profit models and property rights are considered more important than people, the giant triplets of racism, materialism, and militarism are incapable of being conquered.” The context in which Martin Luther King made this comment was a pivotal point in his own career. This is his “Beyond Vietnam” speech, after which virtually all of his former allies turned against him. He was isolated after giving this speech.

The only way that I have seen to keep teenagers out of one another's arms is to give them a bigger, more wonderful goal to offset all the distractions common to their youth. For a young man, that goal should include preparing for a delightful and profitable career, doing something he really enjoys doing. For a young woman, it includes preparing to be the ideal wife, mother and administrative assistant such a passionate and goal-oriented young man will need

…for now I float in a sea of undifferentiated information and pray no one asks me something I should know, but don’t. That’s how I feel for weeks on end, actually, only I’m not floating on the water, I’ve been shot from a cannon to the bottom of the sea and have to make my way back to the surface, mostly unassisted, and weighted down by salt and seaweed, by figuring out which starfish and shells and old cannonballs I need, and how they fit together. It’s not that I’m being hazed, my coworkers are kind and helpful, but they are above the surface, so to reach one I have to stretch my arm up blindly and hope I’m grabbing at the right person, and that they have time to come hang with me under the sea. And even when they do, I can tell from their eyes that they don’t really have time. That every minute spent orienting me is one where something else might be blowing up, just out of sight. And Arjun is right, everyone here is operating on partial information, no one really knows what the fuck is going on.

Amy Wrzesniewski, associate professor of organizational behavior at Yale University, has been studying a classification system that can help you recognize your orientation toward your work and attain greater job satisfaction. She defines work in three ways: 1.​A JOB is a way to pay the bills. It’s a means to an end, and you have little attachment to it. 2.​A CAREER is a path toward growth and achievement. Careers have clear ladders for upward mobility. 3.​A CALLING is work that is an important part of your life and provides meaning. People with a calling are generally more satisfied with the work they do.

Which all boils down to: Happiness equals reality minus expectations. Apparently, you can make people happy by delivering bad news and then taking it back (which, personally, would just make me mad). Still, I knew I could put together some interesting studies, but I felt I’d just be scratching the surface of something else I wanted to say but couldn’t quite put my finger on. And in my new career, and in my life more generally, scratching the surface no longer felt satisfying. You can’t go through psychotherapy training and not be changed in some way, not become, without even noticing, oriented toward the core.

Because hypermobility is typically correlated with career-oriented lifestyles and job demands, one or both parents in mobile families tend to work long hours and so are less available to their children. Having few enough constants in their environment to provide ballast for development, mobility adds another disruptive force—the world turns into a menagerie of changing places and faces. Such children may grow up bored and lonely, looking for constant stimulation. Continually forced to adapt to new situations and people, they may lose the stable sense of self encouraged by secure community anchors. Though socially graceful, like Lisa they typically feel they are gracefully faking it.

Instead of educating college students for jobs that are about to disappear under the rising tide of technology, twenty-first-century universities should liberate them from outdated career models and give them ownership of their own futures. They should equip them with the literacies and skills they need to thrive in this new economy defined by technology, as well as continue providing them with access to the learning they need to face the challenges of life in a diverse, global environment. Higher education needs a new model and a new orientation away from its dual focus on undergraduate and graduate students. Universities must broaden their reach to become engines for lifelong learning.

So what was the dierence between Alison and Jillian? Both were pseudo-extroverts, and you might say that Alison was trying and failing where Jillian was succeeding. But Alison’s problem was actually that she was acting out of character in the service of a project she didn’t care about. She didn’t love the law. She’d chosen to become a Wall Street litigator because it seemed to her that this was what powerful and successful lawyers did, so her pseudo-extroversion was not supported by deeper values. She was not telling herself, I’m doing this to advance work I care about deeply, and when the work is done I’ll settle back into my true self. Instead, her interior monologue was The route to success is to be the sort of person I am not. This is not self-monitoring; it is self-negation. Where Jillian acts out of character for the sake of worthy tasks that temporarily require a different orientation, Alison believes that there is something fundamentally wrong with who she is. It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp.

My own odyssey of therapy, over my forty-five-year career, is as follows: a 750-hour, five-time-a-week orthodox Freudian psychoanalysis in my psychiatric residency (with a training analyst in the conservative Baltimore Washington School), a year’s analysis with Charles Rycroft (an analyst in the “middle school” of the British Psychoanalytic Institute), two years with Pat Baumgartner (a gestalt therapist), three years of psychotherapy with Rollo May (an interpersonally and existentially oriented analyst of the William Alanson White Institute), and numerous briefer stints with therapists from a variety of disciplines, including behavioral therapy, bioenergetics, Rolfing, marital-couples work, an ongoing ten-year (at this writing) leaderless support group of male therapists, and, in the 1960s, encounter groups of a whole rainbow of flavors, including a nude marathon group.

After many years and hundreds of interviews with workers in every conceivable profession, she has found that employees have one of three “work orientations,” or mindsets about our work. We view our work as a Job, a Career, or a Calling.14 People with a “job” see work as a chore and their paycheck as the reward. They work because they have to and constantly look forward to the time they can spend away from their job. By contrast, people who view their work as a career work not only out of necessity, but also to advance and succeed. They are invested in their work and want to do well. Finally, people with a calling view work as an end in itself; their work is fulfilling not because of external rewards but because they feel it contributes to the greater good, draws on their personal strengths, and gives them meaning and purpose. Unsurprisingly, people with a calling orientation not only find their work more rewarding, but work harder and longer because of it. And as a result, these are the people who are generally more likely to get ahead. For

The first thing to understand is that just because somebody interviewed well and reference-checked great, that does not mean she will perform superbly in your company. There are two kinds of cultures in this world: cultures where what you do matters and cultures where all that matters is who you are. You can be the former or you can suck. You must hold your people to a high standard, but what is that standard? I discussed this in the section “Old People.” In addition, keep the following in mind:   You did not know everything when you hired her. While it feels awkward, it is perfectly reasonable to change and raise your standards as you learn more about what’s needed and what’s competitive in your industry.   You must get leverage. Early on, it’s natural to spend a great deal of time integrating and orienting an executive. However, if you find yourself as busy as you were with that function before you hired or promoted the executive, then she is below standard.   As CEO, you can do very little employee development. One of the most depressing lessons of my career when I became CEO was that I could not develop the people who reported to me. The demands of the job made it such that the people who reported to me had to be 99 percent ready to perform. Unlike when I ran a function or was a general manager, there was no time to develop raw talent. That can and must be done elsewhere in the company, but not at the executive level. If someone needs lots of training, she is below standard.

Chapter 1, “Esoteric Antiquarianism,” situates Egyptian Oedipus in its most important literary contexts: Renaissance Egyptology, including philosophical and archeological traditions, and early modern scholarship on paganism and mythology. It argues that Kircher’s hieroglyphic studies are better understood as an antiquarian rather than philosophical enterprise, and it shows how much he shared with other seventeenth-century scholars who used symbolism and allegory to explain ancient imagery. The next two chapters chronicle the evolution of Kircher’s hieroglyphic studies, including his pioneering publications on Coptic. Chapter 2, “How to Get Ahead in the Republic of Letters,” treats the period from 1632 until 1637 and tells the story of young Kircher’s decisive encounter with the arch-antiquary Peiresc, which revolved around the study of Arabic and Coptic manuscripts. Chapter 3, “Oedipus in Rome,” continues the narrative until 1655, emphasizing the networks and institutions, especially in Rome, that were essential to Kircher’s enterprise. Using correspondence and archival documents, this pair of chapters reconstructs the social world in which Kircher’s studies were conceived, executed, and consumed, showing how he forged his career by establishing a reputation as an Oriental philologist. The next four chapters examine Egyptian Oedipus and Pamphilian Obelisk through a series of thematic case studies. Chapter 4, “Ancient Theology and the Antiquarian,” shows in detail how Kircher turned Renaissance occult philosophy, especially the doctrine of the prisca theologia, into a historical framework for explaining antiquities. Chapter 5, “The Discovery of Oriental Antiquity,” looks at his use of Oriental sources, focusing on Arabic texts related to Egypt and Hebrew kabbalistic literature. It provides an in-depth look at the modus operandi behind Kircher’s imposing edifice of erudition, which combined bogus and genuine learning. Chapter 6, “Erudition and Censorship,” draws on archival evidence to document how the pressures of ecclesiastical censorship shaped Kircher’s hieroglyphic studies. Readers curious about how Kircher actually produced his astonishing translations of hieroglyphic inscriptions will find a detailed discussion in chapter 7, “Symbolic Wisdom in an Age of Criticism,” which also examines his desperate effort to defend their reliability. This chapter brings into sharp focus the central irony of Kircher’s project: his unyielding antiquarian passion to explain hieroglyphic inscriptions and discover new historical sources led him to disregard the critical standards that defined erudite scholarship at its best. The book’s final chapter, “Oedipus at Large,” examines the reception of Kircher’s hieroglyphic studies through the eighteenth century in relation to changing ideas about the history of civilization.

What I see all over the world is that the attendance of growth-oriented workshops averages around 80 percent women and 20 percent men. We’ve got a great pool of women maturing rapidly. And then on top of that a lot of women are going for their careers and in other ways coming into their power. So we have in the world a growing imbalance. There are many more women who are becoming spiritually mature than there are men. It is for this reason that I suspect that women will become one of the dominant forces in the world for helping us take the next step.

Due to these influences and many others, iGen is distinct from every previous generation in how its members spend their time, how they behave, and their attitudes toward religion, sexuality, and politics. They socialize in completely new ways, reject once sacred social taboos, and want different things from their lives and careers. They are obsessed with safety and fearful of their economic futures, and they have no patience for inequality based on gender, race, or sexual orientation. They are a the forefront of the worst mental health crisis ind decades, with rates of teen depression and suicide skyrocketing since 2011.

Behind every successful venture and every inspiring career you will find an unflinching aim that was set early in life. Having an aim in life gives purpose to every action and orientation to every result.

enablers I know: results-oriented high achievers. They have real experience working with customers, communities, and constituents. They are practical. They are hardworking. They always have an appetite to make things better. They have a diverse set of jobs in their career that can be tied together with an enablement theme. They are great storytellers. They are mentors. They are technical. They are not afraid to roll up their sleeves and do hard work. They work many thankless hours. Q is all of the above and an inspiration to us all. How do we find and develop more people like Q in corporations? How do we make sure that every team, every department, and every company has their quota of enablers met? If we agree that having more enablers in our businesses will yield great results and build culture, then the next step is to recruit, develop, and mentor more enabler leaders.

Behind the 'Abbasid Caliphate of Baghdad we find the Ummayad Caliphate of Damascus, and behind that a thousand years of Hellenic intrusion, beginning with the career of Alexander of Macedon in the latter half of the fourth century B.C., followed by the Greek Seleucid monarchy in Syria, Pompey's campaigns and the Roman conquest, and only ending with the Oriental revanche of the warriors of early Islam in the seventh century after Christ.

Swami Devi Dyal Institute of Pharmacy The Institute is approved by AICTE & Pharmacy Council of India and is affiliated to Pt. B.D. Sharma University of Health Sciences, Rohtak. Courses Offered: Bachelor in Pharmacy A Bachelor of Pharmacy (Abbreviated B Pharma) is a graduate education degree in the field of pharmacy. The degree is the basic condition for practicing in many countries as a pharmacist and it is about developing necessary skills for counseling patients about understanding and using the properties of medicines. Bachelor of Pharmacy (B.Pharm) is an undergraduate degree course in the field of Pharmacy education. The students those are interested in the medical field (except to become a doctor) can choose this course after the completion of class 12th. After the completion of this degree, the students can practice as a Pharmacist. Pharmacists can work in a range of industries related to the prescription, manufacture & provision of medicines. The duration of this course is 4 years. The B.Pharm is one of the popular job oriented course among the science students after class 12th. In this course the students study about the drugs and medicines, Pharmaceutical Engineering, Medicinal Chemistry etc. This course provides a large no. of job opportunities in both the public and private sector. There are various career options available for the science students after the completion of B.Pharm degree. The students can go for higher studies in the Pharmacy i.e. Master of Pharmacy (M.Pharm). This field is one of the evergreen fields in the medical sector, with the increasing demand of Pharma professional every year. B.Pharm programme covers the syllabus including biochemical science & health care. The Pharmacy Courses are approved by the All India Council of Technical Education (AICTE) & Pharmacy Council of India (PCI). B.Pharma – Bachelor in Pharmacy Program Mode Regular Duration 4 Years No. of Seats 60 Eligibility Passed 10+2 examination with Physics and Chemistry as compulsory subjects along with any one of the Mathematics/ Biotechnology/ Biology. Obtained at least 47% marks in the above subjects taken together. Lateral Entry to Second Year: Candidate must have passed Diploma in Pharmacy course of a minimum duration of 2 years or more from Haryana Board of Technical Education or its equivalent with at least 50% marks in aggregate of all semesters/ years.

Trouble-strewn India was no longer a rich source of career opportunities for English graduates of Oxford and Cambridge, who for decades had taken Indian civil service exams, headed east on Peninsula & Orient steamers to make their fortunes in Bengal, and won fame fighting along India’s northwest frontier.

In the detailed account of the years gone by, we are so far from finding a guiding principle, or even a general orientation, the irregular thread that would allow us to follow the course of the past and to appreciate its relative coherence retrospectively. Instead we find ourselves confronted with a fluid, composite mass where, among certain factual elements in our memories, which are also the memories of our hopes, expectations, and disappointments, there are a few holes that give a strange inconsistency to the days past, an awareness of external constraints of all kinds that weighed on our lives to the point of making us sometimes doubt that they were really ours. And finally there is the premonition that our future will not follow in an orderly way from our present any more than our present has from our past, which precedes but escapes it. In short, exactly the opposite of a curriculum vitae or a career plan, and sometimes the shadow of a doubt about our singular, individual identity.

PREPARE YOURSELF—CHECKLIST If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence? If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

I knew I wanted to work though I am not a highly career-oriented and ambitious woman. I am very passionate about what I do and very determined.

The 10 behaviors of Google’s best managers: Is a good coach. Empowers team and does not micromanage. Creates an inclusive team environment, showing concern for success and well-being. Is productive and results-oriented. Is a good communicator — listens and shares information. Supports career development and discusses performance. Has a clear vision/strategy for the team. Has key technical skills to help advise the team. Collaborates across the company. Is a strong decision maker.

If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you

1 Project Oxygen found that a good manager (1) is a good coach; (2) empowers and does not micromanage; (3) expresses interest and concern in subordinates’ success and well-being; (4) is results oriented; (5) listens and shares information; (6) helps with career development; (7) has a clear vision and strategy; (8) has key technical skills.

SAS Institute has resisted going public because Jim Goodnight, the CEO, is concerned about the effects of public ownership on its employee-centric, family-oriented culture. So long as he holds all the cards, his workers’ loyalty is probably justified, but only so much as they can be certain that he’ll be in charge forever. Which

Many of my female analysands painfully confess that they no longer have an idea of what it is to be feminine. Over twenty-five years ago, the Jungian analyst June Singer, in an article titled “The Sadness of the Successful Woman,” said that she believed that such women are suffering from a particular form of depression: They are mourning for their lost femininity. She also considered this an archetypal problem because it affects all of us—women, men, and children. Singer points out that our patriarchal society places its highest value on the archetype of personal identity. The emphasis on fame in our culture epitomizes this idea. From preschool, to sports, to jobs, to careers, to where and how we live, identity in our culture is based on personal achievements. The terror that goes hand-in-hand with our idolatry of identity grips us when we do not achieve what we want to, plan to, or should accomplish. We must then face the shame of failure, of not being good enough, or of not being who we thought we were. No wonder losing a job, getting divorced, becoming seriously ill, or—even on a smaller scale—having our kid’s team lose a game can fill us (or our kids) with shame. Shame haunts the identity-oriented person.

SMART is an acronym for Specific, Measurable, Achievable, Reasonable and Time-oriented.

Imagine you can’t sleep at night, because after reading the #GirlBizMind Series, you’re excited in possibility. You had been looking for a way to adopt a business-oriented mindset, with an approach that would enable you to build your business, excel in your chosen career, and spread your wings as an entrepreneur.

Most young people today know they need to approach their careers with a variety of skills, maximal flexibility, and readiness to retool as needed. That itself pushes youth toward extended schooling, delay of marriage, and, arguably, a general psychological orientation of maximizing options and postponing commitments.

first-ever professional check. For writing and performing a smash hit routine on a national coast-to-coast radio program, I received the magnificent sum of seven dollars and fifty cents, less seventy-five cents commission to the Thomas Lee Artists’ Bureau (Tommy was Don Lee’s son). The thrill of leaving on our trip around the world was dampened considerably when Harrison Holliway asked me to do the character on a weekly basis. I was heartbroken, but I had to tell him that we were leaving in five days. The continuation of the great career that had begun that Monday would have to wait until my return. •   •   • Just a few words about our trip, which lasted for six interesting and delightful months. The cost, for the three of us, was just under five thousand dollars. In 1934 the only way to cross an ocean was by ship, and the seas were dotted with literally hundreds of vessels carrying their passengers and cargo from one end of the world to the other. Many lines provided ships to service the large and profitable business of transporting people and things from place to place. The Dollar Line, the President Line, Matson, Canadian Pacific, British and Orient, and North German Lloyd were just a few of the many companies, each of which had as many as a ship a week visiting any given

The 8 Project Oxygen Attributes Be a good coach. Empower the team and do not micromanage. Express interest/concern for team members’ success and personal well-being. Be very productive/results-oriented. Be a good communicator—listen and share information. Help the team with career development. Have a clear vision/strategy for the team. Have important technical skills that help advise the team.

It’s no surprise that these fields all attract disproportionate numbers of high-achieving Ivy League optionality chasers; what could be a more appropriate reward for two decades of résumé-building than a seemingly elite, process-oriented career that promises to “keep options open”?

In Shanghai's prime, no city in the Orient, or the world for that matter, could compare with it. At the peak of its spectacular career the swamp-ridden metropolis surely ranked as the most pleasure-mad, rapacious, corrupt, strife-ridden, licentious, squalid, and decadent city in the world. It was the most pleasure-mad because nowhere else did the population pursue amusement, from feasting to whoring, dancing to powder-taking, with such abandoned zeal. It was rapacious because greed was its driving force; strife-ridden because calamity was always at the door; licentious because it catered to every depravity known to man; squalid because misery stared one brazenly in the face; and decadent because morality, as every Shanghai resident knew, was irrelevant. The missionaries might rail at Shanghai's wickedness and reformers condemn its iniquities, but there was never reason for the city to mend its errant ways, for as a popular Chinese saying aptly observed, "Shanghai is like the emperor's ugly daughter; she never has to worry about finding suitors." Other great cities - Rome, Athens, or St. Petersburg, for instance – might flatter themselves that they had been conceived for virtuous, even heroic, purposes. Not so the ugly daughter who reveled in her bastard status. Half Oriental, half Occidental: half land, half water; neither a colony nor wholly belonging to China; inhabited by the citizens of every nation in the world but ruled by none, the emperor's ugly daughter was an anomaly among cities. The strange fruit of a forced union between East and West, this mongrel princess came into the world through a grasping premise-the right of one nation to foist a poisonous drug upon another. Born in greed and humiliation, the ugly daughter grew up in the shadow of the Celestial Empire's defeat by outsiders in the Opium War. Nonetheless, within decades, she had become Asia's greatest metropolis, a brash sprawling juggernaut of a city that dominated the rest of the country with its power, sophistication, and, most of all money.

This is the sad reality in workplaces around the world: Women help more but benefit less from it. In keeping with deeply held gender stereotypes, we expect men to be ambitious and results-oriented, and women to be nurturing and communal. When a man offers to help, we shower him with praise and rewards. But when a woman helps, we feel less indebted. She’s communal, right? She wants to be a team player. The reverse is also true. When a woman declines to help a colleague, people like her less and her career suffers. But when a man says no, he faces no backlash. A man who doesn’t help is “busy”; a woman is “selfish.

. If he had pursued a more traditional Wall Street career, he might have spent his remaining 28 years amassing a bigger and bigger fortune and spending it on the momentary pleasures of a consumption-oriented lifestyle.

While hiring, look for candidates who have been laid off, or who took extended paternity or maternity leave to be with their kids in their growing years. Not only will it give you an excellent hiring experience, in terms of lower joining attrition rate and shorter recruitment cycle, but it will also ensure higher retention rate. People who get laid-off are not bad people or non-performers, it is just that they didn't fit into the culture of one organization or that particular organization couldn't afford them (cost-cutting). Such people deserve to be looked differently and given another chance. People who take an extended break to take care of their infants are career oriented people with a temporary shift in their priorities, do not make it look permanent.

In addition to inflated beauty standards, women are now also expected to be career-driven, achievement-orientated, financially independent, and a competent badass in the boardroom, bedroom, kitchen and nursery. On the flip side, the plights of men are often dismissed and unseen, since men are regarded as the ones wielding all the privilege and power. But what happens when the same societal structures that grant men superiority also deny them the full range of human emotions and threaten their status as men if they experience even the slightest form of sensitivity, vulnerability or indication of their needs for love, emotional safety and tenderness (basically, if men admit to having any attachment needs at all)? What happens when men are paralyzed by shame and made to feel unworthy of love and partnership unless they meet certain masculine expectations around financial or professional success? And what happens to a person’s ability to feel safe and connected when they are transgender or do not fit in the gender binary at all? Many of the personal problems and relationship struggles that we face are actually societal issues impairing our ability to bond, connect and love in secure ways.

Those who chose to stay on in the military, or young professionals who spent their entire careers in the new defense-oriented research organizations that proliferated in the postwar era, were fond of pointing out that nothing much distinguished psychology on campus from psychology administered, directly or indirectly, by the Pentagon; virtually all psychological research had military applications.

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The Superior College Lahore is known for its ever-evolving, unique, and quality education initiatives for educational facilities, fastest expansion, and focuses on innovation for student success. Advertisement This continued legacy of excellence has led Superior College Lahore to achieve “University Status” granted by a gazette notification. The amendment bill of university status for the chartered institute ‘Superior College Lahore’ was presented in the Punjab Assembly on March 09, 2021, which was approved by the Governor Punjab, Chaudhry Muhammad Sarwar on July 23, 2021, while the approved amendment status notification was handed over to the Chairman Superior Group, Prof. Dr. Ch. Abdul Rehman by the Speaker Punjab Assembly, Chaudhry Parvez Elahi on July 26, 2021. Superior University is now Pakistan’s leading university with its core focus on promoting entrepreneurship, Research & innovation ensuring student success to contribute economically Superior Pakistan. The unique program for entrepreneurship development among the youngsters “Entrepreneurship Teaching & Training Development” (ETTP) at Superior University has made a significant difference in students’ career orientation. Focus on developing future job creators instead of job seekers through the power of entrepreneurship has earned great success for the university. The market-ready graduates are prepared through the “3U1M Program” where they spend three years of education in university and one year in the market to seek practical exposure to professional careers. Three indigenous streams for specialization in the final year of the 3U1M Program offer ideal options of Startup, Scaleup, and Design Thinking which ensures 100% job placement. Chairman Superior Group, Prof. Dr. Ch. Abdul Rehman and Rector Superior University, Dr. Sumaira Rehman also share the vision of promoting education in the country and prepare students equipped with attributes of the 21st century. Superior University is taking part in improving the literacy rate to create a socio-economic impact in the country by increasing access to quality education even in all the farfetched areas.

Mystery men with strange persuasive powers, sometimes good but more often evil, are described and discussed in many books with no UFO or religious orientation. A dark gentleman in a cloak and hood is supposed to have handed Thomas Jefferson the design for the reverse side of the Great Seal of the United States (you will find this on a dollar bill). Julius Caesar, Napoleon, and many others are supposed to have had enigmatic meetings with these odd personages. These stories turn up in such unexpected places as Madame Du Barry’s memoirs. She claimed repeated encounters with a strange young man who would approach her suddenly on the street and give her startling prophecies about herself. He pointedly told her that the last time she would see him would serve as an omen for a sudden reversal of her fortunes. Sure enough, on April 27, 1774, as she and her ailing lover, King Louis XV, were heading for the palace of Versailles, the youthful mystery man appeared one final time. “I mechanically directed my eyes toward the iron gate leading to the garden,” she wrote. “I felt my face drained of blood as a cry of horror escaped my lips. For, leaning against the gate was that singular being.” The coach was halted, and three men searched the area thoroughly but could find no trace of him. He had vanished into thin air. Soon afterward Madame Du Barry’s illustrious career in the royal courts ended, and she went into exile. Malcolm X, the late leader of a black militant group, reported a classic experience with a paraphysical “man in black” in his autobiography. He was serving a prison sentence at the time, and the entity materialized in his prison cell: "As I lay on my bed, I suddenly became aware of a man sitting beside me in my chair. He had on a dark suit, I remember. I could see him as plainly as I see anyone I look at. He wasn’t black, and he wasn’t white. He was light-brown-skinned, an Asiatic cast of countenance, and he had oily black hair. I looked right into his face. I didn’t get frightened. I knew I wasn’t dreaming. I couldn’t move, I didn’t speak, and he didn’t. I couldn’t place him racially—other than I knew he was a non-European. I had no idea whatsoever who he was. He just sat there. Then, as suddenly as he had come, he was gone.

It’s useful to contrast the missileers’ dysfunctional culture with that of their navy counterparts who work in nuclear submarines. At first glance, the two groups seem roughly similar: Both spend vast amounts of time isolated from the rest of society, both are tasked with memorizing and executing tedious protocols, and both are oriented toward Cold War nuclear deterrence missions whose time has passed. Where they differ, however, is in the density of the belonging cues in their respective environments. Sailors in submarines have close physical proximity, take part in purposeful activity (global patrols that include missions beyond deterrence), and are part of a career pathway that can lead to the highest positions in the navy. Perhaps as a result, the nuclear submarine fleet has thus far mostly avoided the kinds of problems that plague the missileers, and in many cases have developed high-performing cultures.

...it's no coincidence that the more jobs requiring college degrees become suffused in bullshit, the more pressure is put on college students to learn about the real world by dedicating less of their time to self-organized goal-oriented activity and more of it to tasks that will prepare them for the more mindless aspects of their future careers.

Women have long been subjugated to live a life of sacrificing their dreams. From time immemorial, women have been led to believe that their life is meant to serve others. That they should not have dreams of their own. That they should give up their careers for the sake of their families. You, the woman, are the captain of your ship and master of your soul. Let no one decide for you what is good or bad for you. Whether you should get married or not. At what age you should tie the nuptial knot. And most importantly whether you would become a career oriented woman or a home maker. The decision to all the above choices in life must be made by you and you must never let society make you change your mind!

Newspapers like The New York Times and Washington Post solemnly insisted that they did not discriminate against an employee on the basis of sexual orientation. In practice, however, such papers never hired employees who would openly say they were gay, and homosexual reporters at such papers privately maintained that their careers would be stalled if not destroyed once their sexuality became known. Gays were tolerated as drama critics and food reviewers, but the hard-news sections of the paper had a difficult time acclimating to women as reporters, much less inverts. Few in the business ever talked about this. American journalism was always better at defining others’ foible than its own.

Colleges are just like people. They have personalities, too. Some are laid-back and some are intense; some are friendly and some are reserved; some are spirited and some are blasé; some are conservative and some are liberal. These personalities have extraordinary staying power. Benjamin Franklin founded the University of Pennsylvania in 1740 to further the “useful arts” and, today, Penn still reflects his career-oriented approach to education. It is easy to underestimate just how wide the differences in personality can be. There are some colleges that resemble 1960s communes; there are others where smoking, drinking, and even dancing are banned. You’ll find football, fraternities, and homecoming weekends at some colleges; at others, the students scoff at the mere mention of such frivolities. At some colleges, homosexuality is a chic alternative lifestyle that many students try out because it is cool or “politically correct”; at many others, gays and lesbians are practically tarred and feathered if they come out of the closet.

Just look at the set of unsolvable questions which it sets off even just in this room at the ‘Women Mean Business’ conference. All of the women here have benefited from career advancement. Many could hardly enjoy more. Which of them is willing to offer up that place to somebody of a different skin colour, sexual orientation or class position, and when and how should they do

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Early in her career, the ratio of UX and designers to developers was 1:70. These days, great teams doing consumer-oriented products have ratios of 1:6 because it’s that important to create products that people love.

If a church-going woman is what you value, pursue a church girl. If a stay-at-home wife aligns with your vision, then that’s who you should look for. If you prefer slim women, then seek out a slim woman. If you’re drawn to thicker women, choose a thicker woman. If fitness is important to you, find a fit woman. If you admire a career-oriented woman, go for that. It's perfectly okay to have your preferences. But what you shouldn’t do is marry someone who isn’t your type and make her feel less than others because you’re unsure about what you want.

If a church-going woman is what you value, pursue a church girl. If a stay-at-home wife aligns with your vision, then that’s who you should look for. If you prefer slim women, then seek out a slim woman. If you’re drawn to thicker women, choose a thicker woman. If fitness is important to you, find a fit woman. If you admire a career-oriented woman, go for that. It's perfectly okay to have your preferences. But what you shouldn’t do is marry someone who isn’t your type and make her feel less than others because you’re unsure about what you want.