Good Supervisor Quotes

What was behind this smug presumption that what pleased you was bad or at least unimportant in comparison to other things? … Little children were trained not to do “just what they liked’ but … but what? … Of course! What others liked. And which others? Parents, teachers, supervisors, policemen, judges, officials, kings, dictators. All authorities. When you are trained to despise “just what you like” then, of course, you become a much more obedient servant of others — a good slave. When you learn not to do “just what you like” then the System loves you.

My present self is formed almost completely of the people around me. I am currently made up of 30 percent Mrs. Izumi, 30 percent Sugawara, 20 percent the manager, and the rest absorbed from past colleagues such as Sasaki, who left six months ago, and Okasaki, who was our supervisor until a year ago. My speech is especially infected by everyone around me and is currently a mix of that of Mrs. Izumi and Sugawara. I think the same goes for most people. When some of Sugawara’s band members came into the store recently they all dressed and spoke just like her. After Mrs. Izumi came, Sasaki started sounding just like her when she said, “Good job, see you tomorrow!” Once a woman who had gotten on well with Mrs. Izumi at her previous store came to help out, and she dressed so much like Mrs. Izumi I almost mistook the two. And I probably infect others with the way I speak too. Infecting each other like this is how we maintain ourselves as human is what I think.

To lead by example is to offer your life as a living diarry for others to read. Never make your life pages blank; make some marks there. Many people are reading you.

Little children were trained not to do “just what they liked” but…but what?…Of course! What others liked. And which others? Parents, teachers, supervisors, policemen, judges, officials, kings, dictators. All authorities. When you are trained to despise “just what you like” then, of course, you become a much more obedient servant of others—a good slave. When you learn not to do “just what you like” then the System loves you.

He'd seen this babe before--her many counterparts, that is. He knew her kin, distant and near. All her mamas, sisters, aunts, cousins and what have you. And he knew the name was Lowdown with a capital L. He wasn't at all surprised to find her in a setup like this. Not after encountering her as a warden's sister-in-law, the assistant treasurer of a country bank, and a supervisor of paroles. This babe got around. She was the original square-plug-in-a-round-hole kid. But she never changed any. She had that good old Lowdown blood in her, and the right guy could bring it out.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

IN 1953, STANLEY Miller, a graduate student at the University of Chicago, took two flasks—one containing a little water to represent a primeval ocean, the other holding a mixture of methane, ammonia, and hydrogen sulphide gases to represent Earth’s early atmosphere—connected them with rubber tubes, and introduced some electrical sparks as a stand-in for lightning. After a few days, the water in the flasks had turned green and yellow in a hearty broth of amino acids, fatty acids, sugars, and other organic compounds. “If God didn’t do it this way,” observed Miller’s delighted supervisor, the Nobel laureate Harold Urey, “He missed a good bet.

Many curmudgeons believe that a malady afflicts many of today’s twenty-somethings: their sense of entitlement. It is their impression that too many of you think doing routine office tasks is beneath you, and your supervisors are insufficiently sensitive to your needs. Curmudgeons are also likely to think that you have a higher opinion of your abilities than your performance warrants.

Good employees are skilled; great employees are talented. Good employees are friendly; great employees are devoted. Good employees are cautious; great employees are brave. Good employees are calm; great employees are confident. Good employees are educated; great employees are experienced. Good managers are encouraging; great supervisors are forgiving. Good managers are calm; great supervisors are caring. Good managers are truthful; great supervisors are sincere. Good managers are compassionate; great supervisors are generous. Good managers are likable; great supervisors are loving. Good leaders are intelligent; great leaders are wise. Good leaders are bold; great leaders are fearless. Good leaders are artful; great leaders are kind. Good leaders are warriors; great leaders are servants. Good leaders are managers; great leaders are innovators.

Most of any job consists of “pro forma” activity, or tasks designed to keep up the appearance of being productive. The actual job is a few hours a week where your input is actually needed. The rest is designed to make your supervisors, and her managers all the way up to the top, look good because all the workers appear engaged in “important” activity. Remember that being successful entails looking successful. Creating “important” tasks makes people look successful, so they do it to their underlings. This is why you will work all night on projects that never see the light of day, or spend hours each week filling out forms that no one sees. Appearance is more important than reality in dying civilizations.

He had always kept a journal. When he was a young man, in a village outside Rotherham in Yorkshire, he had written a daily examination of his conscience...In the days of the butchery, his journal was full of his desire to be a great man, and his self-castigation... he was a good Latin teacher... a good supervisor... but he was not using his unique gifts, whatever they were, he was *going* nowhere, and he meant to go far. He could not read the circular and painful journals now, with their cries of suffocation and their self-condemnatory periods, but he had them in a bank, for they were part of a record, of an accurate record, of the development of the mind and character of William Adamson, who still meant to be a great man. (-Angels & Insects: Morpho Eugenia)

He had always kept a journal. When he was a young man, in a village outside Rotherham in Yorkshire, he had written a daily examination of his conscience...In the days of the butchery, his journal was full of his desire to be a great man, and his self-castigation... he was a good Latin teacher... a good supervisor... but he was not using his unique gifts, whatever they were, he was *going* nowhere, and he meant to go far. He could not read the circular and painful journals now, with their cries of suffocation and their self-condemnatory periods, but he had them in a bank, for they were part of a record, of an accurate record, of the development of the mind and character of William Adamson, who still meant to be a great man. (-Morpho Eugenia, Angels and Insects)

I went around to four finance companies and borrowed a hundred bucks from each one so we could get married. Then when the collectors came around I persuaded them that they couldn’t find me. One of them that I convinced had my case taken over by his supervisor, who decided not to cooperate with my disappearance and showed up one night at Wagner’s looking for Frank Sheeran. He didn’t know it was me at the door. I said to follow me and I’d take him in to see Mr. Sheeran. He followed me into the bathroom and I gave him a shot to the body and a shot to the jaw and down he went. I didn’t give him the boot or anything. I just wanted to make sure he understood that Mr. Sheeran was too busy to see him that night or any other night. He got the message. Mary had a good job with the Philadelphia

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

Being good at school is a fine skill if you intend to do school forever. For the rest of us, being good at school is a little like being good at Frisbee. It’s nice, but it’s not relevant unless your career involves homework assignments, looking through textbooks for answers that are already known to your supervisors, complying with instructions and then, in high-pressure settings, regurgitating those facts with limited processing on your part. Or, in the latter case, if your job involves throwing 165 grams of round plastic as far as you can.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

I shall report this, and in the meantime the animal can be taken away by one of the porters.’ ‘Don’t you dare,’ said Emmy fiercely. ‘I’ll not allow it. You are—’ It was unfortunate that she was interrupted before she could finish. ‘Ah,’ said Professor ter Mennolt, looming behind the supervisor. ‘My kitten. Good of you to look after it for me, Ermentrude.’ He gave the supervisor a bland smile. ‘I am breaking the rules, am I not? But this seemed the best place for it to be until I could come and collect it.’ ‘Miss Foster has just told me…’ began the woman. ‘Out of the kindness of her heart,’ said the professor outrageously. ‘She had no wish to get me into trouble. Isn’t that correct, Ermentrude?’ She nodded, and watched while he soothed the supervisor’s feelings with a bedside manner which she couldn’t have faulted. ‘I will overlook your rudeness, Miss Foster,’ she said finally, and sailed away. ‘Where on earth did you find it?’ asked the professor with interest. She told him, then went on, ‘I’ll take him home. He’ll be nice company for Snoodles and George.’ ‘An excellent idea. Here is your relief. I shall be outside when you are ready.’ ‘Why?’ asked Emmy. ‘You sometimes ask silly questions, Ermentrude. To take you both home.

I told him it would be a week, seven to ten days to get a new line. He said through his teeth he needed an exact day. I gave him my supervisor's number. This whole time, his wife was in the kitchen wiping a clean counter. I was filling out the work orders and emailing my supervisor to give him a heads-up on a possible call from a member of every cable tech's favorite rage cult when his wife knocked on my van window. She stepped back and called me "ma'am." Which was nice. Her husband with the tucked-in polo shirt had asked my name and I told him Lauren. He heard Lawrence because it fit what he saw and asked if he could call me Larry. Guys like that use your name as a weapon. "Larry, explain to me why I had to sit around here from one to three waiting on you and you show up at 3:17. Does that seem like good customer service to you, Larry? And now you're telling me seven to ten days? Larry, I'm getting really tired of hearing this shit." Guys like that, it was safer to just let them think I was a man. She said she was sorry about him. I said, "It's fine." I said there really wasn't anything I could do. She blinked back the flood of tears she'd been holding since god knows when. She said, "It's just, when he has Fox, he has Obama to hate. If he doesn't have that . . . " She kept looking over her shoulder. She was terrified of him. "I'm sorry," she said. "I just need him to have Fox." I got out of my van.

A PhD student approached me after a writing workshop to recount his tale of woe. “I write these messy, incoherent first drafts,” he lamented. “They’re absolutely awful! Then I have to work on them for hours and hours to bash them into shape. It’s such a frustrating process, and so discouraging. My PhD adviser is a really good writer; she makes it all look so easy. I wish I were more like her.” I didn’t get a chance to interview the student’s supervisor; but if I had, I can guess what she might have told me. Probably something like this: “I write these messy, incoherent first drafts—they’re absolutely awful! Then I have to work on them for hours and hours to bash them into shape. Writing can be a hard and frustrating process, but for the most part, I really enjoy the challenge of honing and polishing my sentences until I get them just right.” Same story, different spin.

One day, UD officers met to review events at their respective posts. A bewildered new officer arrived. “Hey, you’ll never believe it, but I passed the First Lady, and she told me to go to hell!” A second young officer responded, “You think that’s bad? I passed her on the West Colonnade, and all I said was ‘Good morning, First Lady.’ She told me, ‘Go f—yourself.’” “Are you serious?” “‘Go f—yourself’!” He imitated her, pointing a finger. We were stunned but not all of us were surprised. Our sergeant challenged him, but another officer soon corroborated his story. Our sergeant was speechless. We assured the rookie that this wasn’t the job’s normal atmosphere—at least, not under the previous administration. The sergeant fumed and called the watch commander, who pushed things up the Secret Service chain of command, who said they’d forward it to Chief of Staff Leon Panetta. The Service circulated a memo reminding everyone to report any “unusual” First Family interaction to their supervisors.

When Greek and Roman thinkers like Epicurus and Seneca talk about self-sufficiency, they typically contrast it with the first sort of dependency since they worry a good deal about the dangers of patronage. For them, being self-sufficient means, above all else, not being dependent on another person’s favor or good opinion. For much of human history, enjoying the favor of one’s social superiors has been a major avenue to success and an important defense against poverty and oppression. But of course one usually pays a price for such favor. Ideally, favor would be bestowed purely on the basis of merit, but everyone knows that the world does not typically work that way. Dependents must often flatter and fawn; they are expected to endorse their patron’s words and approve of his or her actions. This is true whether one is a courtier complimenting a king, a politician currying favor with the crowd, or an employee hoping to impress a supervisor. Dependency of this sort thus inhibits one’s ability to think, speak, and act as one sees fit. Being independent of such constraints is liberating, which is why Epicurus says that “the greatest fruit of self-sufficiency is freedom.

Along with saying no, the easiest thing you can do to become more influential is just ask. Ask more often, ask more directly, and ask for more. People who ask for what they want get better grades, more raises and promotions, and bigger job opportunities and even more orgasm. This might seem obvious but apparently it isn't. Most people do not realize how often they are not asking until they start asking more often. Whenever our MBA course ends and students share the biggest thing they have learned - after we have done so much together - the most common answer is “just ask”. The full realization comes from practice. What if you’re not sure how to ask? Just ask the other person. Seriously. One of the simplest and most surprising influence hacks is that if you ask people how to influence them, they will often tell you. Most of us are reluctant to ask because we fundamentally misunderstand the psychology of asking and we underestimate our likelihood of success. In one series of experiments, employees were more likely to turn in mediocre work than to ask for deadline extension, fearing their supervisor, would think them incompetent if they asked for extra time. But they had it backward: Managers saw extension requests as a good sign of capability and motivation. Pg 64, 65

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

A man surrounded by genetic damage cannot help but mimic it with his own behavior,” Zoe says. “Matthew, David wants to set up a meeting with your supervisor to discuss one of the serum developments. Last time Alan completely forgot about it, so I was wondering if you could escort him.” “Sure,” Matthew says without looking away from his computer. “I’ll get him to give me a time.” “Lovely. Well, I have to go--I hope that answered your question, Tris.” She smiles at me and slips out the door. I sit hunched, with my elbows on my knees. Marcus was Divergent--genetically pure, just like me. But I don’t accept that he was a bad person because he was surrounded by genetically damaged people. So was I. So was Uriah. So was my mother. But none of us lashed out at our loved ones. “Her argument has a few holes in it, doesn’t it,” says Matthew. He’s watching me from behind his desk, tapping his fingers on the arm of his chair. “Yeah,” I say. “Some of the people here want to blame genetic damage for everything,” he says. “It’s easier for them to accept than the truth, which is that they can’t know everything about people and why they act the way they do.” “Everyone has to blame something for the way the world is,” I say. “For my father it was the Erudite.” “I probably shouldn’t tell you that the Erudite were always my favorite, then,” Matthew says, smiling a little. “Really?” I straighten. “Why?” “I don’t know, I guess I agree with them. That if everyone would just keep learning about the world around them, they would have far fewer problems.” “I’ve been wary of them my whole life,” I say, resting my chin on my hand. “My father hated the Erudite, so I learned to hate them too, and everything they did with their time. Only now I’m thinking he was wrong. Or just…biased.” “About the Erudite or about learning?” I shrug. “Both. So many of the Erudite helped me when I didn’t ask them to.” Will, Fernando, Cara--all Erudite, all some of the best people I’ve known, however briefly. “They were so focused on making the world a better place.” I shake my head. “What Jeanine did has nothing to do with a thirst for knowledge leading to a thirst for power, like my father told me, and everything to do with her being terrified of how big the world is and how powerless that made her. Maybe it was the Dauntless who had it right.” “There’s an old phrase,” Matthew says. “Knowledge is power. Power to do evil, like Jeanine…or power to do good, like what we’re doing. Power itself is not evil. So knowledge itself is not evil.

It’s still strange not to see you in blue,” I say. “It’s time to let all that go, I think,” she answers. “Even if I could go back, I wouldn’t want to, at this point.” “You don’t miss the factions?” “I do, actually.” She glances at me. Enough time has passed between Will’s death and now that I no longer see him when I look at her, I just see Cara. I have known her far longer than I knew him. She has just a touch of his good-naturedness, enough to make me feel like I can tease her without offending her. “I thrived in Erudite. So many people devoted to discovery and innovation--it was lovely. But now that I know how large the world is…well. I suppose I have grown too large for my faction, as a consequence.” She frowns. “I’m sorry, was that arrogant?” “Who cares?” “Some people do. It’s nice to know you aren’t one of them.” I notice, because I can’t help it, that some of the people we pass on the way to the meeting give me nasty looks, or a wide berth. I have been hated and avoided before, as the son of Evelyn Johnson, factionless tyrant, but it bothers me more now. Now I know that I have done something to make myself worthy of that hatred; I have betrayed them all. Cara says, “Ignore them. They don’t know what it is to make a difficult decision.” “You wouldn’t have done it, I bet.” “That is only because I have been taught to be cautious when I don’t know all the information, and you have been taught that risks can produce great rewards.” She looks at me sideways. “Or, in this case, no rewards.” She pauses at the door to the labs Matthew and his supervisor use, and knocks. Matthew tugs it open and takes a bite out of the apple he’s holding. We follow him into the room where I found out I was not Divergent. Tris is there, standing beside Christina, who looks at me like I am something rotten that needs to be discarded. And in the corner by the door is Caleb, his face stained with bruises. I am about to ask what happened to him when I realize that Tris’s knuckles are also discolored, and that she very intentionally isn’t looking at him. Or at me. “I think that’s everyone,” Matthew says. “Okay…so…um. Tris, I suck at this.” “You do, actually,” she says with a grin. I feel a flare of jealousy. She clears her throat. “So, we know that these people are responsible for the attack on Abnegation, and that they can’t be trusted to safeguard our city any longer. We know that we want to do something about it, and that the previous attempt to do something was…” Her eyes drift to mine, and her stare carves me into a smaller man. “Ill-advised,” she finishes. “We can do better.

Christopher Cerf has been composing songs for Sesame Street for twenty-five years. His large Manhattan townhouse is full of Sesame Street memorabilia – photographs of Christopher with his arm around Big Bird, etc. ‘Well, it’s certainly not what I expected when I wrote them,’ Christopher said. ‘I have to admit, my first reaction was, “Oh my gosh, is my music really that terrible?” ’ I laughed. ‘I once wrote a song for Bert and Ernie called “Put Down The Ducky”,’ he said, ‘which might be useful for interrogating members of the Ba’ath Party.’ ‘That’s very good,’ I said. ‘This interview,’ Christopher said, ‘has been brought to you by the letters W, M and D.’ ‘That’s very good,’ I said. We both laughed. I paused. ‘And do you think that the Iraqi prisoners, as well as giving away vital information, are learning new letters and numbers?’ I said. ‘Well, wouldn’t that be an incredible double win?’ said Christopher. Christopher took me upstairs to his studio to play me one of his Sesame Street compositions, called ‘Ya! Ya! Das Is a Mountain!’ ‘The way we do Sesame Street,’ he explained, ‘is that we have educational researchers who test whether these songs are working, whether the kids are learning. And one year they asked me to write a song to explain what a mountain is, and I wrote a silly yodelling song about what a mountain was.’ Christopher sang me a little of the song: Oompah-pah! Oompah-pah! Ya! Ya! Das is a mountain! Part of zee ground zat sticks way up high! ‘Anyway,’ he said, ‘forty per cent of the kids had known what a mountain was before they heard the song, and after they heard the song, only about twenty-six per cent knew what a mountain was. That’s all they needed. You don’t know what a mountain is now, right? It’s gone! So I figure if I have the power to suck information out of people’s brains by writing these songs, maybe that’s something that could be useful to the CIA for brainwashing techniques.’ Just then, Christopher’s phone rang. It was a lawyer from his music publishers, BMI. I listened into Christopher’s side of the conversation: ‘Oh really?’ he said. ‘I see . . . Well, theoretically they have to log that and I should be getting a few cents for every prisoner, right? Okay. Bye, bye . . .’ ‘What was that about?’ I asked Christopher. ‘Whether I’m due some money for the performance royalties,’ he explained. ‘Why not? It’s an American thing to do. If I have the knack of writing songs that can drive people crazy sooner and more effectively than others, why shouldn’t I profit from that?’ This is why, later that day, Christopher asked Danny Epstein – who has been the music supervisor of Sesame Street since the very first programme was broadcast in July 1969 – to come to his house. It would be Danny’s responsibility to collect the royalties from the military if they proved negligent in filing a music-cue sheet.

AT cash-strapped NYCHA, it’s good be be a plumber. Take Housing Authority plumbing supervisor Robert Procida. In fiscal year 2014, Procida earned $232,459 — more than NYCHA Chairwoman Shola Olatoye ($210,000) and even more than Mayor de Blasio ($225,000). Procida got $88,288 in base pay, but added another $142,425 in overtime. That accounts for 1,481 hours of OT — the equivalent of an extra 37 workweeks. He did not return calls seeking comment. Procida and four other plumbers made it to the top of NYCHA’s OT list, a list that cost the authority an amazing $106 million in fiscal year 2014. For an agency that’s facing a $77 million deficit, that amount of overtime is a serious problem.

the whale’s food was withheld for behavioral reasons—that is, to make sure the whales performed to SeaWorld’s expectations. The deprivation I am referring to is vindictive and more insidious. In accordance with SeaWorld policies, trainers have reduced the amount of fish that a whale needs to eat daily—sometimes by more than two-thirds—to remind the orca who provides sustenance at the marine park. It is not done often and it has a mixed record of effectiveness. But it has been one of the trainer’s options for making sure a whale understands that it is best to cooperate. Because SeaWorld meticulously documents the lives, health and constantly shifting psychology of the orcas, the company has kept records of depriving whales of fish to make them behave or perform to the standards set by the trainers. But because such a form of “behavior modification” would sound barbarous to human audiences, the practice has been kept secret. It would not be good for business to say that the stars of the show were not given food in order to make them perform. But it has happened. I have been part of inflicting the policy myself at the request of a supervisor.

Here are eight tips for writing effective cover letters.   Address the cover letter to a specific person, ensuring the correct name, title, company, and address. This shows respect for the person you are sending the résumé to. “To Whom It May Concern” salutations should be used only if you can’t determine the name of the hiring person or the company (for instance, when responding to a blind ad). If you were referred by someone, be sure this is included in the first sentence of the cover letter: “Jennifer Wells suggested I contact you in regard to an accounts receivable position you have open …” It’s an attention grabber. If asked to include salary history or requirements, you must address this or risk being disqualified. Provide a healthy range, such as “Over the past five years I have earned between $35,000 and $48,000. However, I am open to any reasonable offer consistent with my ability to produce results and meet your performance expectations.” If asked for salary requirements, use the same strategy: “I am aware that the salary range for a loss prevention manager in the Houston area averages between $75,000 and $110,000. Given my experience and, most importantly, my ability to make significant contributions to your company, I would hope to be on the upper end of this scale.” If you are sending the résumé out electronically, the cover letter can be inserted as the e-mail itself; just attach your résumé. If you prefer that your cover letter is the first page of the attachment, that’s fine. But the general guideline is not to attach multiple files. Make it easy on the hiring manager and send only one attachment or file to open (unless you have a good reason to do otherwise). Do not rehash what is on the résumé. This is disrespectful of the reader’s time. If you have done a good job with your résumé, you want the cover letter to quickly entice the hiring manager to read your résumé. Cover letters should not be preachy. Sales managers know that sales are the heartbeat of any company; you don’t have to lecture them on this. Nurse supervisors know the importance of compassionate patient care; you don’t have to tell them what they already know. Keep the letter short and concise. The cover letter is not the place to preach or teach. It’s the place to invite recipients to read your résumé! Finally, the four most important words on the cover letter are “I respect your time.” The following cover letter is a sample template to use in these challenging and troubled times. Notice the first four words of the second paragraph.

They said that no French-Catholic women had been deported to concentration camps in Germany during the occupation. There were some French girls who belonged to Nazi groups, who volunteered to go to Germany during the occupation as supervisors in concentration camps and factories. They smiled bitterly and asserted that my brother, with the best intentions, had probably eased the way for a French collaborator, in service to Germany, to escape scot-free. I felt very awkward and disappointed about how people use other people; about how good and evil can interchange; how good intentions can be used by shrewd people to cover up bad acts or even crimes. I was wondering what to tell my brother when I would eventually see him, talk to him, on my arrival in the States. I never told him about my friends' intimations.

One thing which most students never consider is that a good supervisor will be generating ideas about their own research all the time, and discarding the vast majority of them on various grounds. If you expect to have a higher hit rate than your supervisor while you're still an apprentice, then you're being a bit silly.

Tim had tried to tell his supervisors that Vietnam was an iffy choice for a building site, but all they could see was a gleaming new factory producing goods with cheap labor – the profit margin.

Great managers take aim at Base Camp and Camp 1. They know that the core of a strong and vibrant workplace can be found in the first six items: Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development.

As a former consultant, I can tell you that many tout engagement as a panacea. They measure engagement through a short questionnaire, typically including statements like: “I have a best friend at work,” “In the last seven days, I have received recognition or praise for doing good work,” or “My supervisor, or someone at work, seems to care about me as a person.” My chief HR officer friends tell me that engagement surveys fail to tell them how to improve. If your scores are low, do you raise them by somehow convincing more employees to be best friends? Or, if profits are low, is the best fix to start praising people more? We do measure some similar topics at Google (along with dozens more), but don’t merge them into a single all-encompassing construct like engagement. We see better results by instead understanding very specific areas like career development or manager quality.

made a discovery: Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

Lync has its title altered. And so what sort of computer software is it now? Well, it is identified as Lync Mac Business. The particular motive for carrying this out is a need to combine the familiar experience and level of popularity from consumers associated with Lync Mac along with security regarding Lync as well as control feature set. Yet another thing which Lync has got influenced in this specific new version of Lync happens to be the transformation associated with particular graphical user interface aspects which are used in the popular program of Lync Mac. It has been chose to utilize the same icons as in Lync as an alternative to attempting to make new things. Microsoft Company furthermore included the particular call monitor screen which happens to be applied within Lync in order that consumers could preserve an active call seen inside a small display when customers happen to be focusing on yet another program. It is additionally essential to point out that absolutely no features which were obtainable in Lync are already eliminated. And you should additionally understand that Lync Mac happens to be nevertheless utilizing the foundation regarding Lync. And it is very good that the actual software is nevertheless operating on the previous foundation since it happens to be known for the security. However what helps make Lync Mac a great choice if perhaps you're searching for an immediate texting software? There are a wide range of advantages which this particular application has got and we'll have a look at a few of these. Changing from instantaneous messaging towards document sharing won't take a great deal of time. Essentially, it provides a flawless incorporation associated with the software program. An improved data transfer administration is yet another factor that you'll be in a position enjoy from this program. Network supervisors can assign bandwidth, limit people and also split video and audio streams throughout each application and control the effect of bandwidth. In case you aren't making use of Microsoft Windows operating system and prefer Lync in that case possibly you're concerned that you will not be able to utilize this particular application or it is going to possess some constraints? The reply happens to be no. As we've talked about many times currently, Lync is currently best-known as being Lync For Mac Business .There is nothing that is actually extracted from the main edition therefore the full functionality is actually offered for you. And it is certainly great to understand the fact that Lync that we should simply call Lync For Mac version is actually capable to provide you all the characteristics which you'll need. If you happen to be trying to find a fantastic application for your own organization, in that case this is the one particular you are in search of Lync For Mac which will still be acknowledged as being Lync for a long period edition is actually competent to present you with everything that is actually necessary for your organization even if you decided to not utilize Microsoft operating system. Know about more detail please visit lyncmac.com

What is the role of the supervisor in a one-on-one? He should facilitate the subordinate’s expression of what’s going on and what’s bothering him. The supervisor is there to learn and to coach. Peter Drucker sums up the supervisor’s job here very nicely: “The good time users among managers do not talk to their subordinates about their problems but they know how to make the subordinates talk about theirs.” How is this done? By applying Grove’s Principle of Didactic Management, “Ask one more question!

All bosses can be more effective when they work with, rather than against, the peer culture. Bosses who are known as fair and consistent will get more support from the peer culture when they do their dirty work. Research on punishment shows that coworkers often believe that offenders are let off too easily by bosses – especially when they have violated the rules consistently, shown little remorse, and a fair process was used to convict and punish the wrongdoer. In the best workplaces, bosses and their charges agree on what is right and wrong, and peers – not the boss – dish out punishment. Research on employee theft shows that ridicule, ostracism, and nasty gossip by peers is 250 percent more effective for deterring stealing than formal punishment by supervisors.

A key point about a one-on-one: It should be regarded as the subordinate’s meeting, with its agenda and tone set by him. There’s good reason for this. Somebody needs to prepare for the meeting. The supervisor with eight subordinates would have to prepare eight times; the subordinate only once. So the latter should be asked to prepare an outline, which is very important because it forces him to think through in advance all of the issues and points he plans to raise. Moreover, with an outline, the supervisor knows at the outset what is to be covered and can therefore help to set the pace of the meeting according to the “meatiness” of the items on the agenda. An outline also provides a framework for supporting information, which the subordinate should prepare in advance. The subordinate should then walk the supervisor through all the material.

They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

key point about a one-on-one: It should be regarded as the subordinate’s meeting, with its agenda and tone set by him. There’s good reason for this. Somebody needs to prepare for the meeting. The supervisor with eight subordinates would have to prepare eight times; the subordinate only once. So the latter should be asked to prepare an outline, which is very important because it forces him to think through in advance all of the issues and points he plans to raise. Moreover, with an outline, the supervisor knows at the outset what is to be covered and can therefore help to set the pace of the meeting according to the “meatiness” of the items on the agenda. An outline also provides a framework for supporting information, which the subordinate should prepare in advance. The subordinate should then walk the supervisor through all the material.

Should I work on it or let it go?” Debbie also encourages her supervisors to talk candidly about areas she needs to develop. She asks for feedback directly if it is not being given. She tells them, “It’s nice to know that there are good things that I’m doing, but that doesn’t help me improve. Please share with me something that will give me an opportunity to grow.

So, now you’ve arranged the first interview. What next? If you are fortunate enough to have your own office, take a look around and ask yourself how you would feel coming there. If your client is likely to bring a child, is there anything for the child to play with so you can talk to the parent? If the client is in a wheelchair, can she get through the door or do you need to meet in some other office? If the client has trouble speaking English, would it be reassuring to have someone there to translate, or would it be insulting? And lastly, do you have pictures of your current partner or your children on your desk or other personal memorabilia around? If so, it’s probably a good idea to ask your supervisor’s opinion about whether or not to put them away, since they have to do with who you are and not with who the client is, and you have no idea what meaning the client will attribute to them or how she will see you once she has seen them.

giving performance reviews is a very complicated and difficult business and that we, managers, don’t do an especially good job at it. The fact is that giving such reviews is the single most important form of task-relevant feedback we as supervisors can provide. It is how we assess our subordinates’ level of performance and how we deliver that assessment to them individually. It is also how we allocate the rewards—promotions, dollars, stock options, or whatever we may use. As we saw earlier, the review will influence a subordinate’s performance—positively or negatively—for a long time, which makes the appraisal one of the manager’s highest-leverage activities.

First, lucky people notice and act on chance opportunities in their life, creating strong social networks and holding themselves open to new experiences: I was lucky; I went to a grad school that was very open to risk taking and very open to freedom. That was at McGill back in the 1960s. I think they almost had a culture of risk taking, and my supervisor used to tell me, “Just have a go. It doesn’t matter if they reject it.” (Michael Corballis, Psychology, University of Auckland) Second, they trust their intuition: I’m a big fan of following serendipitous encounters: you leave no stone unturned and follow all kinds of paths even if you don’t really expect much there. Some of them of course don’t pan out well, but occasionally, you really get rewarded. (Ann Blair, History, Harvard University) Third, they persevere in the face of criticism and rejection: When I first started getting published in medicine, I was accused of being fluffy, Mickey Mouse. All kinds of awful criticisms were made of my work and my writing—“This isn’t medical,” “You can’t publish this kind of thing as medical research.” The more I received that criticism, the more absolutely determined I became to overcome it. (Gillie Bolton, freelance writer in literature and medicine, United Kingdom) And fourth, they transform bad luck into good by seeing the positive side of unlucky events: I absolutely subscribe to the notion that any feedback is a blessing. I don’t actually care how negative the feedback is; I just keep thinking, “Gosh, this could only strengthen my paper for the next place I’m going to send it to.” (Shanthi Ameratunga, Population Health, University of Auckland)

Self-discrimination undermines confidence and test performance. A history of being underestimated, patronized, ignored, or despised by teachers and supervisors because you happen to be from a particular group will make it harder to achieve.

A key point about a one-on-one: It should be regarded as the subordinate’s meeting, with its agenda and tone set by him. There’s good reason for this. Somebody needs to prepare for the meeting. The supervisor with eight subordinates would have to prepare eight times; the subordinate only once. So the latter should be asked to prepare an outline, which is very important because it forces him to think through in advance all of the issues and points he plans to raise. Moreover, with an outline, the supervisor knows at the outset what is to be covered and can therefore help to set the pace of the meeting according to the “meatiness” of the items on the agenda.

One day at the State Department, about two in the afternoon, I was wandering around and ran into a young lady leaving the building. She did not seem to recognize me, or else she didn’t let me know that she recognized me. I asked her why she was leaving so early. “I’m on flextime,” she told me. “I started at seven a.m.” That got me curious; I didn’t know much about flextime. I fell in stride with her and talked about how it worked for her and her fellow employees. I learned more about the program than I had ever heard from my staff. It was a good program, I realized—worth expanding. Meanwhile, she still didn’t acknowledge who I was. To needle her, I said, “Gee, I’d like to get flextime. How did you do it?” “Ask your immediate supervisor,” she responded. “I’ll do that on Monday, after he comes down from Camp David,” I told her. She didn’t miss a beat. “Good,” she said. “I hope you get it.” She went through the door and I stood there not knowing if I’d been had. But I had learned a lot about flextime, a small thing for me, but a big thing for her and lots of my employees.

Build Your Word Hoard Practice: The Vocabulary of a Personal Experience Choose a subject from personal experience (a place, a person, or an adventure, perhaps). Take five to ten minutes (or more, if you like) to collect, without stopping, every word that comes to you about this subject. Then, as before, select some words and make sentences (or lines of poetry or dialogue, if you prefer) with them. While your goal should be to just play with the words and see what happens, you may find yourself moving into freewriting about your subject. If you find yourself stuck when you want to write about a subject, whether it be a personal experience or not, it can help to start by collecting the vocabulary of that subject. Sometimes just playing with those words can lead you to things you want to say. Build Your Word Hoard Practice: The Vocabulary of a Character Choose a character of your own invention, or use one from a book you love, and bring him firmly to mind. Then imagine that this character is speaking, and collect the words you hear him use. Just focus on words first, as you did in the above practices. Then, once you have collected a long list of this character’s words, choose some of them to make sentences (or partial sentences, if you like) that this character would speak. Build Your Word Hoard Practice: A Vocabulary That Fits Your Readers Have you ever noticed that you often speak differently to different people? Hey, man, wazzup? you might say to your buddy, while Good morning, Mr. Jones would probably be the way you’d address your boss. The same thing can happen when we write: We can choose to select words appropriate to our readers. You may want to experiment with this by picking a subject you know something about and imagining an audience. Now, just as in the previous exercises, unpack from your word hoard the words you need to use to write about your subject to this particular audience. After doing this for a while, pick a different audience and collect words again. For instance, you could pick your eight-year-old nephew the first time, and a professor or supervisor the second. What do you notice about the words you unpack? If you like, you might also want to select words from each list and write some sentences, first to one audience, then to the other. This will give you some good practice in what it feels like to write for different audiences.

The average citizen, with little familiarity of daily practice in prisons, may find it hard to believe that a systematically nurtured and tolerated rape culture exists in U.S. prisons. To be sure, no administrative guidelines in correctional institutions’ manuals suggest or allow for the practice. Many, if not most, supervisors, guards, and other prison personnel present themselves as good citizens trying to do a tough job, and many of them may do so. At the heart of many barbaric systems, however, there often have been significant numbers of basically kind individuals, who yet could not or will not challenge or alter the barbarity of the system. At

PERSONAL PROFILE FOR EFFECTIVE COMMUNICATION Consider the following list of twelve characteristics that are central to communicating both in an interview and on the job. If you feel you are lacking in a particular category, you can use the explanations and suggestions given to enhance your interactive ability in the workplace. 1. Activation of PMA. Use positive thinking techniques such as internal coaching. 2. Physical appearance. Make sure to dress appropriately for the event. In most interviews, business attire (a suit or sport coat and tie for men; a suit, dress, or tailored pants for women) is recommended. What you wear to the interview communicates not only how important the event is to you but your ability to assess a situation and how you should behave in it. Appropriate grooming is essential, both in an interview and on the job. 3. Posture. Carry yourself with confidence. Let your posture communicate that you are a winner. Keep your face on a vertical plane, spine straight, shoulders comfortably back. By simply straightening up and using the diaphragmatic breathing you learned in Chapter 6 (which proper posture encourages), you will feel much better about yourself. Others will perceive you in a more positive light as well. 4. Rate of speech. Your rate of speech ought to be appropriate for the specific situation and person or persons it is intended for. Too fast is annoying, and too slow is boring. A good way to pace your speech is to speak at close to the rate of the person who is talking to you. 5. Eye contact. Absolutely essential for successful communication. Occasionally, you should avert your gaze briefly in order to avoid staring. But try not to look down at your lap or let your eyes wander all around the room as you speak. This suggests a lack of confidence and an inability to stay on track. 6. Facial expressions. You gain more credibility when you are open and expressive. The warmer personality will seem stronger and more confident. And perhaps most important, remember to smile in conversation. If you seem interested and enthusiastic, it will enhance the chemistry between you and the interviewer or your supervisor. You can develop the ability to use facial expressions to your advantage through a kind of biofeedback that makes use of the mirror and continuously experimenting in real life. Look at your reflection for several minutes. Practice being relaxed and create the expressions that are appropriate. Do you look interested? Alert? Motivated? Practice responding to an interviewer. Impress the “muscle memory” of these expressions into your mind.

There was a tree in the plaza. It wasn’t very big and the leaves were yellow and the light it got through the excitingly dramatic smoked glass was the wrong sort of light. And it was on more drugs than an Olympic athlete, and loudspeakers were nested in the branches. But it was a tree, and if you half-closed your eyes and looked at it over the artificial waterfall, you could almost believe that you were looking at a sick tree through a fog of tears. Jaime Hernez liked to have his lunch under it. The maintenance supervisor would shout at him if he found out, but Jaime had grown up on a farm and it had been quite a good farm and he had liked trees and he didn’t want to have to come into the city, but what could you do? It wasn’t a bad job and the money was the kind of money his father hadn’t dreamed of. His grandfather hadn’t dreamed of any money at all. He hadn’t even known what money was until he was fifteen. But there were times you needed trees, and the shame of it, Jaime thought, was that his children were growing up thinking of trees as firewood, and his grandchildren would think of trees as history. But what could you do? Where there were trees now there were big farms, where there were small farms now there were plazas, and where there were plazas there were still plazas, and that’s how it went.

Giftedness in the workplace, however, is tricky to handle. First, your originality can become a particular problem when you must offer your ideas in a group situation. Many organizations stress group problem solving just because it brings out the ideas in people like you, which are then tempered by others. The difficulty arises when everyone proposes ideas and yours seem so obviously better to you. Yet the others just do not seem to get it. When you go along with the group, you feel untrue to yourself and are unable to commit to the group’s results. When you do not, you feel alienated and misunderstood. A good manager or supervisor knows these dynamics and will protect a gifted employee. Otherwise, you may want to offer your giftedness elsewhere.

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.

Janet, my old supervisor, taught me that the library belongs to everyone. The library, Janet used to say, is one of only a few places in the world that one doesn’t need to believe anything or buy anything to come inside … and it is the librarian’s job to look after all those who do.

Sarah Skoterro, in Albuquerque, a veteran of thirty years as a drug counselor, remembered the meth years ago was a party drug. Then, she said, “around 2009, 2010, there was a real shift—a new kind of product. I would do assessments with people struggling for five years with meth who would say ‘This kind of meth is a very different thing.’ ” Skoterro watched people with families, houses, and good-paying jobs quickly lose everything. “They’re out of their house, lost their relationship, their job, they’re walking around at three in the morning, at a bus stop, blisters on their feet. They are a completely different person.” As I talked with people across the country, it occurred to me that P2P meth that created delusional, paranoid, erratic people living on the street must have some effect on police shootings. Police shootings were all over the news by then and a focus of national attention. Albuquerque police, it turns out, had studied meth’s connection to officer-involved fatal shootings, in which blood samples of the deceased could be taken. For years, the city’s meth supply was locally made, in houses, in small quantities. When P2P meth began to arrive in 2009, those meth houses faded. Since 2011, Mexican crystal meth has owned the market with quantities that drove the price from $14,000 per pound down to $2,200 at its lowest. City emergency rooms and the police Crisis Intervention Team, which handles mental illness calls, have been inundated ever since with people with symptoms of schizophrenia, often meth-induced, said Lt. Matt Dietzel, a CIT supervisor. “Meth is so much more common now,” Dietzel told me. “We’re seeing the worst outcomes more often.” In

Years ago, I received a call from a paramedic I had known for a long, long time. He was a true believer; a provider in it to do good more than to do well. By the tone of his voice, I could tell he was in some serious trouble. His voice did not lie. He was. It seemed that some years earlier he had suffered an injury off the job. The injury resulted in several surgeries and months of painful recovery, physical rehabilitation, and pain medicine. It started as an as-needed remedy for intense pain but before long became a physical necessity. When the actual pain no longer necessitated the monthly refills, the feigned pain took over. When that excuse had run its course, new injuries and favors from friends took over. The cycle had begun. Back at work, he became adept at leading his double life; on the job he was clean, sober, and clear-headed, but off-duty the pills took over. The decline was slow, but steady. It would not be long before he would lose all control. One day, on a call with the entire crew, he found himself in the home of a patient whose medicine cupboard was a veritable treasure trove of pain killing goodies. Jackpot! While logging all of the medicines, it was easy to drop a full bottle of a certain pain killer into his pocket, and he did…completely undetected. The patient was transported, and the scene was cleared, and his addiction would be fed for a little while longer. Nobody would ever know. However, as he exited the scene with his supervisor, he was struck with a blunt and harsh realization: This is not who I am and it’s not who I want to be! While still at the curbside, in front of the patient’s home, he pulled the bottle from his pocket, handed it to his supervisor, and admitted sincerely: “I have a problem. I need help.” His supervisor considered the heartfelt and painfully honest plea for help, but the paramedic was summarily fired from a job where he had an impeccable record of exemplary service for nearly two decades. He was stripped of his Paramedic license and reported to local authorities and was charged with multiple felonies by the District Attorney. That was the response from his supervisor and the rest of the morally superior lemmings up the chain of command. He asked for help, and they fucked him…because they were afraid of what actually helping him might look like to the outside world. Not once was he offered treatment or an ounce of compassion. He asked for help; now he was looking at serious prison time. This brings us to the frightened and helpless tone in his voice when he called me. Thankfully, his story ends with the proper treatment: A new career and the entire criminal case being dismissed (he had a great lawyer). Unfortunately, similar stories continue to play out in agencies, both public and private, all across America and they do not, or will not, end so well.

3.​A new general manager arrives at a manufacturing plant and finds that there are multiple layers of supervision and management between him and the hourly workers. Real-time updates take too long to move up or down the line and are often inaccurate. Decisions are delayed until, finally, someone acts. Then implementation slows as it filters down level by level. “Too many managers,” he announces. “We’re going to trim the workforce and flatten the pyramid.” Of the 30 managers and supervisors, 8 are close to retirement, so they are offered enhanced benefits to retire. Three others are poor performers and are laid off, and five more are “reassigned”—which means “demoted,” although no one will admit that. “There,” says the GM. “Now we’re trim and efficient.” But as months go by the results get worse and worse. People are dragging their feet. Rumors abound. The GM keeps talking about how much better the new structure is than the old, hoping that somehow he can convince people to make it work. In logical terms it is better, but he doesn’t realize that his words sound hollow to people who have lost their familiar turf, their sense of self-worth, and many of their good friends.

Step by step instructions to Introduce Sex Toys In The Bedroom Since Fifty Shades of Gray is so mainstream, the majority of the media is discussing sex and sex toys. It is safe to say that you are interested about attempting them however are excessively humiliated? Is it accurate to say that you are uncertain whether they are directly for you and your relationship? Coming up next are some normal misguided judgments about grown-up toys: A great many people don't utilize sex toys Wrong! Numerous good individuals utilize grown-up toys, including individuals most would think about superbly ordinary. Utilizing a grown-up toy doesn't make you "odd" or doesn't utter a word negative about your relationship. It just encourages you have a ton of fun progressively fun in the room! You don't need to impart to your companions, your supervisor or your mom that you utilize toys except if anybody except if you need to. Sex toys are only for masturbation. While grown-up toys are normally utilized for masturbation, numerous couples appreciate utilizing toys together, regardless of whether they are female or male or hetero or gay. Normally these couples are happy with attempting new things together, are liberal, and trusting. Your accomplice will feel lacking on the off chance that you begin utilizing a sex toy. Is it true that you are anxious that in the event that you carry a grown-up toy into the room, it will offend your partner? A grown-up toy can give you a climax, yet it can't disclose to you the amount they cherish you or rub your back. An item is certifiably not a substitute for a genuine individual. On the off chance that your sweetheart has this dread, be touchy and stroke his or her sense of self a smidgen. Similarly as with most relationship issues, great openness is of the utmost importance. Utilizing sex toys can be physically perilous. No chance! Indeed, grown-up toys can have beneficial outcomes on your sexual wellbeing. For instance, numerous specialists and advisors prescribe grown-up toys to ladies who experience difficulty arriving at climax; on the off chance that you experience the ill effects of agonizing sex, vibrators can invigorate blood stream; all ladies can profit by kegel exercisers or kegel balls to condition the pelvic floor muscles; prostate massagers decrease the danger of prostate disease, erectile brokenness and successive evening pee. Ultimately, climaxes help you live more, square torment and, some state, look more youthful. Who wouldn't need that? On the off chance that you use sex toys excessively, you won't have a climax with your accomplice. On the off chance that your accomplice is apprehensive you'll supplant the person in question with your preferred toy, guarantee the person in question that you'll generally keep things diverse in the room: attempt various positions, new toys, light subjugation and dream play.

The supervisory relationship provides the context and the environment wherein the learning process takes place and lays the foundation for the work that will occur in supervision. The quality of the working relationship between the supervisee and supervisor is one of the key components determining the outcomes of clinical supervision. The effectiveness of these relational interactions largely depends on the kind of person the supervisor is and his or her ability to establish and maintain a good connection with the supervisee.

Andy Grove estimated that 90 minutes of a manager's time can enhance the quality of your subordinates work for 2 weeks... The point of the meeting, we wrote, 'the meeting's main purpose is mutual teaching and exchange of information. By talking about specific situations, the supervisor teaches the subordinate skills, know-how and suggests ways to approach things. At the same time, the subordinate provide the supervisor with detailed information about what he's doing and what he's concerned about and what is learned is absolutely essential if the supervisor is to make good decisions. A key point about 1-1s - it should be regarded as the subordinate's meeting with its agenda set by him. What's the role of a supervisor in a 1-1? He should facilitate the subordinate's expression of what's going on and what's bothering him. The supervisor should also encourage the discussion of heart to heart issues during 1-1s because this is the perfect forum for getting at subtle and deep work related items affecting his subordinate. Is he satisfied with his own performance? Does some frustration or obstacle gnaw at him? Does he have doubts about where he is going?' ... Effective 1-1s dig beneath the surface of day to day work. They have a set cadence.

I decided to make the seafood chowder I first ate twenty years ago in the English Market in Cork, Ireland---or at least my own version of that smoky, tomato-based soup with cod, scallops, clams, and shrimp; sometimes (in Ireland), it had periwinkles (sea snails) and enough smoked haddock to give it a wonderful campfire tang. Of course, I had to skip the periwinkles and for the smokiness I made do with frozen finnan haddie. I'd worked on the recipe over the years, cranking the flavors so that when I finally went back to the English Market a couple of years ago, their chowder was so bland and watery that Jack didn't believe it was the same soup I made at home. It was possible that the Irish cook was having a bad day, or someone was trying to stretch the last bit of a used-up batch, or they'd made the recipe from memory for so long, it had ceased being itself---a chef at a good restaurant here in Los Angeles once told me that vigilance is the key to consistency, and that if she or a trusted supervisor didn't keep an eye on the plates as they came out of the kitchen, a dish could become unrecognizable within hours.

Hannah tells me that you helped protect her from the Hispanics during the riot.” “The Hispanics? Oh, the protest, right.” “Call it what you like, son. This place was crawling with spics, and I am grateful that you took care of my only child.” “Well,” I shrugged. “I guess that’s what boyfriends do.” Spics?? “Only good boyfriends,” Hannah said, still tightly holding my left hand. I could never predict when she’d pour on the affection and when she’d act distant. Were all girlfriends this complicated? “I helped pass that law, you understand,” Mr. Walker said. “I’m an advisor to the senator, and it’s about time someone notable, someone of prestige, took a stand on the influx of hispanics into our once great city. The Hispanics were rioting because of that law, because they’re afraid of justice.” “Oh yeah?” I said. I knew nothing about politics or laws. But I had a feeling I disagreed with him. “But I’ll discontinue this tangent before I begin to preach,” he smiled. “Hannah is giving me the warning look.” “Thank you, Daddy,” Hannah said. “The spics destroyed your car,” he said. “Hannah informed me, and then I read the report in the newspaper.” “That was a good car,” I nodded. “I will miss it.” “Well, let me see what I can do to help,” he said. “I’m a financial consultant to many of our nation’s finest automobile manufacturers, including Mission Motorcycles. You have heard of them?” “I don’t know much about any cars. Or motorcycles,” I admitted. “Well, it just so happens, they owed me a favor and agreed to give me a short-term loan on one of their new electric bikes,” he said. And it was then that I realized we were standing beside a gleaming black, silver, and orange motorcycle. I hadn’t noticed before because our school parking lot always looks like a luxury car showcase, and I’d grown numb to the opulence. A sleek black helmet hung from each handle. Mr. Walker placed his palm on the seat and said, “This bike is yours. Until you get a new car.” “Wow,” I breathed. A motorcycle!! “Isn’t it sexy?” Hannah smiled. “It looks like it’s from the future.” “It does,” I agreed. “I’m almost afraid to touch it, like it’ll fly off. But sir, there’s no way…” “Please don’t be so ungrateful as to refuse, son. That’s low class, and that’s not the Walkers. You are in elite company. Dating my daughter has advantages, as I’m sure she’s told you. You just keep performing on the football field.” “Oh…right,” I said. “I’m gratified I can help,” Mr. Walker said and shook my hand again. “I’m expecting big things from you. Don’t let me down. It’s electric, so you’ll need to charge it at night. Fill out the paperwork in the storage compartment and return them signed to Hannah tomorrow. If you wreck it, I’ll have you drowned off Long Beach. I wish I could stay, but I’m late for a meeting with the Board of Supervisors. Hannah, tell your mother I’ll be out late,” he said and got into the back seat of a black sedan that whisked him away.

Living every day knowing people were keeping him down because of the color of his skin, Foster said, "You feel like you are a piece of dynamite ready to explode. The only thing it takes is but a little fire--a cigarette butt--and light the fuse." His explosion came one day at work. "I was pretty good in the computation laboratory; and I had one of my supervisors tell me he wanted me to train another person in that unit [a white man] and 'I want to make him your boss.' That bomb went off--my bomb. He didn't get any training from me and never did he become my damn boss!

they reach the altar. You are the supervisor before you get the title. If you’re not supervisor material, you still won’t be one even after you get the job. If you’re not good husband or wife material, you still won’t be one even after you say “I do.” Your mind is already where you were called to be while you await the actual fulfillment. As

If the supervisor running the meeting is a true leader who wants to hear several perspectives before making an informed decision, that person will want to hear from everyone— including you, the Christian Nice Girl.

Keep in mind that everything you loathe about your current environment or organization was originally somebody’s good idea. At the time it might have even been considered revolutionary. To suggest change is to suggest that your predecessors lacked insight. Or worse, that your current supervisor doesn’t get it! Consequently, it is easier to leave things as they are, to accept the status quo and learn to live with it. While that may be easier, it is not an option for a leader. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader.

When starting out in this field it’s extremely important to remember that, even though you may be an incredibly talented digital artist, part of working in production is the ability to work as a part of a team. No matter how good your reel of previous work is, supervisors and management want to feel comfortable that you are capable of being responsible, efficient and, quite honestly, reasonably pleasant to deal with. Production can be difficult and stressful—nobody wants to deal with personality issues on top of all that.

The TSA liked having fresh agents on the job. Fresh agents with a clear mind and steady hand. Time travel wasn’t for the faint of heart. The pay was good though, but as Scrooby had decided long ago, that even if he didn’t get paid for it, the thrill alone was payment enough. Then again, the TSA realized they couldn’t afford to have disgruntled employees with too much time on their hands and the power of the gods at their fingertips, so the pay was very, very good. Debriefing was routine. And how he hated routine! His supervisor was a senior agent called Guy Krummeck, a rather drab character who liked his shiny silver suits almost as much as he liked to go over every little detail at least three times. Minimum. This time everything went right, so it went quick. Twenty minutes later, tired, he clocked out and went home to his small apartment. Tomorrow, after all, was another day again.

Go to work and mess up a big project. Nothing big enough to get fired, of course. While your supervisor is lecturing you about responsibility, watch the clock and calculate how much she is paying you to listen to her.

We live in a society in which mediocrity is the norm. Many people do as little as they can to get by. They don’t take pride in their work or in who they are. If somebody is watching, they may perform one way, but when nobody is watching they’ll cut corners and take the easy way out. If you are not careful, you can be pulled into this same mentality where you think it’s okay to show up late to work, to look less than your best, or to give less than your best. But God doesn’t bless mediocrity. God blesses excellence. I have observed that the fifth undeniable quality of a winner is a commitment to excellence. When you have a spirit of excellence, you do your best whether anyone is watching or not. You go the extra mile. You do more than you have to. Other people may complain about their jobs. They may go around looking sloppy and cutting corners. Don’t sink to that level. Everyone else may be slacking off at work, compromising in school, letting their lawns go, but here’s the key: You are not everyone else. You are a cut above. You are called to excellence. God wants you to set the highest standard. You should be the model employee for your company. Your boss and your supervisors should be able to say to the new hires, “Watch him. Learn from her. Pick up the same habits. Develop the same skills. This person is the cream of the crop, always on time, great attitude, doing more than what is required.” When you have an excellent spirit like that, you will not only see promotion and increase, but you are honoring God. Some people think, “Let me go to church to honor God. Let me read my Bible to honor God.” And yes, that’s true, but it honors God just as much to get to work on time. It honors God to be productive. It honors God to look good each day. When you are excellent, your life gives praise to God. That’s one of the best witnesses you can have. Some people will never go to church. They never listen to a sermon. They’re not reading the Bible. Instead, they’re reading your life. They’re watching how you live. Now, don’t be sloppy. When you leave the house, whether you’re wearing shorts or a three-piece suit, make sure you look the best you possibly can. You’re representing the almighty God. When you go to work, don’t slack off, and don’t give a halfhearted effort. Give it your all. Do your job to the best of your ability. You should be so full of excellence that other people want what you have. When you’re a person of excellence, you do more than necessary. You don’t just meet the minimum requirements; you go the extra mile. That phrase comes from the Bible. Jesus said it in Matthew 5:41--“If a soldier demands you carry his gear one mile, carry it two miles.” In those days Roman soldiers were permitted by law to require someone else to carry their armor.

Prepare yourself to be a winner You may be in a lower-position job, doing something that seems insignificant. But you know you have so much more in you. It would be easy to slack off and think, “There’s no future here. I’ll prepare as soon as I get out of this place, when good breaks come my way, or when the boss promotes me. Maybe then I’ll take some courses, lose a few pounds, have a better attitude, and buy some nicer clothes.” That’s backward. You must start improving right where you are. Start sharpening your skills while you’re waiting. Study your manager’s work habits. Study your best supervisor. Learn how to do their jobs. Be ready to step into those shoes. When God sees you prepare yourself, then He opens new doors. The scripture says, “A man’s gifts makes room for him.” If no new doors are opening, don’t be discouraged. Just develop your gifts in a new way. Improve your skills. You might feel that your supervisors aren’t going anywhere right now, but if you outgrow them, outperform them, out produce them, and know more than them, your gifts will make room for you. Somewhere, somehow, and some way God will open a door and get you where He wants you to be. Don’t worry about who is ahead of you or when your time will come. Just keep growing, learning, and preparing. When you are ready, the right doors will open. The fact is God may not want you to have your supervisor’s position. That may be too low for you. He may want to thrust you right past your boss and put you at a whole new level. I know former receptionists who went from answering the phones to running multi-million-dollar companies. You can. You will. Develop what’s in you, and you’ll go farther than you can imagine. Have you come down with destination disease? You’re comfortable, not learning anything new. There’s nothing wrong with that, but you have so much more in you.

A good supervisor can step on your toes without messing up your shine.

He sailed through work like the Flying Dutchman. The ship was moving, but nobody was at the helm. His supervisor was concerned that Martin was acting strangely, but he was getting more work done than usual, so she chose not to interfere with a good thing.

Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my company makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

Painting the numbers on a watch face was not easy. The 2, 3, 6, and 8 were particularly difficult. You had to have paint mixed to the right viscosity, a steady hand capable of precise movement, and good eyesight. One woman did about 250 dials per day, sitting at a specially built desk with a lamp over the work surface, wearing a blue smock with a Peter Pan collar. The brush was very fine and stiff, having only three or four hairs, but it would quickly foul up and have to be re-formed. All sorts of methods were tried for putting a point on the brush. Just rubbing it on a sponge didn’t really work. You needed the fine feedback from twirling the thing on your lips. Some factory supervisors insisted on it, showing new hires how it is done, and some factories officially discouraged it while looking the other way. Everybody did it, sticking the brush in the mouth twice during the completion of one watch dial. The radium-infused paint was thinned with glycerin and sugar or with amyl-acetate (pear oil), so it didn’t even taste bad.

As you get healthy, the people around you may begin to relate to you in healthier ways without knowing why. With good boundaries, it’s possible to be relatively unaffected by the turmoil around you. You can be an island of calm within the maelstrom. Sometimes, however, you need to change jobs or departments. But now you know what to look for—a healthy supervisor in an organization where communication is welcome, recovery is honored, and boundaries are respected.

Take more risks by acting without first getting input from your supervisor. Begin with small, low-profile decisions. It helps to factor in the combination of data and feelings when taking a risk. If you have all the data you need and you feel really good about it, it isn’t really a risk at all.