Great Supervisor Quotes

The great thing about treating borderline patients is that it is like having a supervisor always in the room.

Active racism is telling a nurse supervisor that an African American nurse can’t touch your baby. It’s snickering at a black joke. But passive racism? It’s noticing there’s only one person of color in your office and not asking your boss why. It’s reading your kid’s fourth-grade curriculum and seeing that the only black history covered is slavery, and not questioning why. It’s defending a woman in court whose indictment directly resulted from her race…and glossing over that fact, like it hardly matters.

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.

Again and again workers told me that they are under tremendous pressure not to report injuries. The annual bonuses of plant foremen and supervisors are often based in part on the injury rate of their workers. Instead of crating a safer workplace, these bonus schemes encourage slaughterhouse managers to make sure that accidents and injuries go unreported. Missing fingers, broken bones, deep lacerations and amputated limbs are difficult to conceal from authorities. But the dramatic and catastrophic injuries in a slaughterhouse are greatly outnumbered by less visible, though no less debilitating, ailments: torn muscles, slipped disks, pinched nerves.

Dedication is a great trait. It’s also the trait most abused by superiors. In short, you are an asset that can be easily replaced. Your proficiency is profitable to the company and makes life easier for supervisors. But the constant imbalance may result in a divorce or decline in health. Is that what you agreed to when you were hired?

County supervisors relented only after losing their case in the U.S. Supreme Court, choosing finally to reopen the schools rather than face imprisonment.

My mentors inspired and encourage to fulfill my highest potential.

During my training, a supervisor once told me, “There’s something likable in everyone,” and to my great surprise, I found that she was right. It’s impossible to get to know people deeply and not come to like them. We should take the world’s enemies, get them in a room to share their histories and formative experiences, their fears and their struggles, and global adversaries would suddenly get along. I’ve found something likable in literally everyone I’ve seen as a therapist, including the guy who attempted murder. (Beneath his rage, he turned out to be a real sweetheart.)

I’ll never forget one of the first families I visited. The father was a railroad man who had lost his job. I was told by my supervisor that I really had to see the poverty. If the family needed clothing, I was to investigate how much clothing they had at hand. So I looked into this man’s closet—(pauses, it becomes difficult)—he was a tall, gray-haired man, though not terribly old. He let me look in the closet—he was so insulted. (She weeps angrily.) He said, “Why are you doing this?” I remember his feeling of humiliation . . . this terrible humiliation. (She can’t continue. After a pause, she resumes.) He said, “I really haven’t anything to hide, but if you really must look into it. . ..” I could see he was very proud. He was so deeply humiliated. And I was, too. . ..

Chapulier's Rule (the law of least resistance). If the machine is not too bright and incapable of reflection, it does whatever you tell it to do. But a smart machine will first consider which is more worth its while: to perform the given task or, instead, to figure some way out of it. ... The Great Mendacitor, for example, for nine years in charge of the Saturn meliorization project, did absolutely nothing on that planet, sending out piles of fake progress reports, invoices, requisition forms, and either bribed his supervisors or kept them in a state of electronic shock.

From Hobbes to the slaveholders to the neoconservatives, the right has grown increasingly aware that any successful defense of the old regime must incorporate the lower orders in some capacity other than underlings or starstruck fans. The masses must either be able to locate themselves symbolically in the ruling class or be provided with real opportunities to become faux aristocrats themselves in the family, the factory, and the field. The former path makes for an upside-down populism, in which the lowest of the low see themselves projected in the highest of the high; the latter makes for a democratic feudalism, in which the husband or supervisor plays the part of a lord. The former path was pioneered by Hobbes, Maistre, and various prophets of racism and nationalism, the latter by Southern slaveholders, European imperialists, and Gilded Age apologists. (And neo–Gilded Age apologists: “There is no single elite in America,” writes David Brooks. “Everyone can be an aristocrat within his own Olympus.” 105) Occasionally, as in the writing of Werner Sombart, the two paths converge: ordinary people get to see themselves in the ruling class by virtue of belonging to a great nation among nations, and they also get to govern lesser beings through the exercise of imperial rule.

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)

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.

Human social life is built on this ability to “reflect” each other and respond to those reflections, with both positive and negative results. For example, if you are feeling great and go to work where your supervisor is in a vile mood, soon you will probably feel lousy, too. If a teacher becomes angry or frustrated, the children in her classroom may begin to misbehave, reflecting the powerful emotion being expressed by the teacher. To calm a frightened child, you must first calm yourself.

But primarily, the evolution of management is stewardship. A steward takes her responsibilities to guide, coach, mentor, and lead her team with awareness of how her presence helps and hinders. A steward doesn’t manage. She inspires. She motivates. She inquires. She notices. She supports. She partners. Supervisor Larry Robillard of Zingerman’s explained that his role is to facilitate greatness in his people through his actions and words.4 This isn’t an arrogant statement. It’s delivered with genuine care for people.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

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)

Hierarchized, continuous, and functional surveillance may not be one of the great technical ‘inventions’ of the eighteenth century, but its insidious extension owed its importance to the mechanisms of power that it brought with it. By means of such surveillance, disciplinary power became an ‘integrated’ system, linked from the inside to the economy and to the aims of the mechanism in which it was practiced. It was also organized as a multiple, automatic, and anonymous power; for although surveillance rests on individuals, its functioning is that of a network of relations from top to bottom, but also to a certain extent from bottom to top and laterally; this network ‘holds’ the whole together and traverses it in its entirety with effects of power that derive from one another: supervisors perpetually supervised.

businessman by imagining yourself doing what you long to do, and possessing the things you long to possess. Become imaginative; mentally participate in the reality of the successful state. Make a habit of it. Go to sleep feeling successful every night, and perfectly satisfied, and you will eventually succeed in implanting the idea of success in your subconscious mind. Believe you were born to succeed, and wonders will happen as you pray! Profitable Pointers 1. Success means successful living. When you are peaceful, happy, joyous, and doing what you love to do, you are successful. 2. Find out what you love to do, and then do it. If you don’t know your true expression, ask for guidance, and the lead will come. 3. Specialize in your particular field and try to know more about it than anyone else. 4. A successful man is not selfish. His main desire in life is to serve humanity. 5. There is no true success without peace of mind. 6. A successful man possesses great psychological and spiritual understanding. 7. If you imagine an objective clearly, you will be provided with the necessities through the wonder-working power of your subconscious mind. 8. Your thought fused with feeling becomes a subjective belief, and according to your belief is it done unto you. 9. The power of sustained imagination draws forth the miracle-working powers of your subconscious mind. 10. If you are seeking promotion in your work, imagine your employer, supervisor, or loved one congratulating you on your promotion. Make the picture vivid and real. Hear the voice, see the gestures, and feel the reality of it all. Continue to do this frequently, and through frequent occupancy of your mind, you will experience the joy of the answered prayer. 11. Your subconscious mind is a storehouse of memory. For a perfect memory, affirm frequently: “The infinite intelligence of my subconscious mind reveals to me everything I need to know at all times, everywhere.” 12. If you wish to sell a home or property of any kind, affirm slowly, quietly, and feelingly as follows: “Infinite intelligence attracts to me the buyer for this house or property, who wants it, and who prospers in it.” Sustain this awareness, and the deeper currents of your subconscious mind will bring it to pass. 13. The idea of success contains all the elements of success. Repeat the word, “success,” to yourself frequently with faith and conviction, and you will be under a subconscious compulsion to succeed.

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.

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

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.

employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

Talented employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

Knowing this, I have watched with great interest as Kim Barnas and her team at ThedaCare hospitals in Wisconsin worked at transforming their culture by redesigning the system of daily management. After two years of experimentation, discussion, and study, they found a more deliberative approach to leading a lean healthcare system. By changing the expectations of what managers and frontline supervisors actually do each day, Kim and her team pushed the roots of lean deeper into the organization. This encouraged new ways of thinking, which led to new behaviors. Instead of adding continuous improvement to the list of manager’s duties, improvement became the organizing principle of their work. Thus, a new management system emerged and it was clear that this was the secret sauce that so many had been seeking. Kim discovered that changing a leader’s work content changed the leader as well. From frontline supervisors to top executives, new management duties encouraged everyone to become more respectful, improvement focused, and process orientated. Instead of managing by exception—running after today’s unique emergency—they fixed processes. They standardized processes. In doing so, more improvements to clinical processes remained in place. Projects initiated by frontline caregivers were aligned with the hospital’s major initiatives and relevant to the unit or clinic. Continuous improvement became the working method instead of the extra task.

Top 10 Ways to Instill Customer Service into Your Company 1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top. 2. Make WOW a verb that is part of your company’s everyday vocabulary. 3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare. 4. Realize that it’s okay to fire customers who are insatiable or abuse your employees. 5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts. 6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well. 7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize. 8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company. 9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

During my training, a supervisor once told me, "There's something likable in everyone," and to my great surprise, I found that she was right.

Second, you can be intensely excited about your work and ideas. In your excitement you may seem to others to take big risks. To you the risks are not great because the outcome is clear. But you’re not infallible, and others may take particular pleasure in your failures, even if they’re rare. Furthermore, those not understanding this intensity will say you work all the time and probably resent it—you make them look bad. But for you, work is play. Not to work would be work. If this is you, you may have to keep your long hours a secret, known only to your supervisor. Or

was in 1954 that the Supreme Court ruled on Brown v. Board of Education of Topeka, declaring segregated schools inherently unequal and therefore unconstitutional. In a subsequent ruling in 1955, the Court ordered school boards to eliminate segregation “with all deliberate speed.” Much of the South translated that phrase loosely to mean whenever they got around to it, which meant a time frame closer to a decade than a semester. One county in Virginia—Prince Edward County—closed its entire school system for five years, from 1959 to 1964, rather than integrate. The state funneled money to private academies for white students. But black students were left on their own. They went to live with relatives elsewhere, studied in church basements, or forwent school altogether. County supervisors relented only after losing their case in the U.S. Supreme Court, choosing finally to reopen the schools rather than face imprisonment. It would take more than fifteen years before most of the South conceded to the Brown ruling and then only under additional court orders. “This was passionately opposed,” wrote the Chickasaw Historical Society, “not only by most of the whites—but by some of the blacks as well.” That sentiment, if true, would have been explained away by the blacks who left as an indication that the blacks who stayed may have been more conciliatory than many of the people in the Great Migration. It wasn’t until the 1970–71 school year that integration finally came to Chickasaw County, and then only after a 1969 court order, Alexander v. Holmes, that gave county and municipal schools in Mississippi until February 1970 to desegregate. But even that deadline would be extended for years for particularly recalcitrant counties. All

So much of the supposed North Korean miracle was illusory, based on propaganda claims that couldn’t be substantiated. The North Korean regime didn’t publish economic statistics, at least none that could be trusted, and took great pains to deceive visitors and even themselves. Supervisors routinely fabricated statistics on agricultural production and industrial output because they were so fearful of telling their own bosses the truth. Lies were built upon lies, all the way to the top, so it is in fact conceivable that Kim Il-sung himself didn’t know when the economy crashed.

Lincoln got a haircut before work on Monday. The girl at Great Cuts asked him what style he wanted, and he told her he wanted hair like Morrissey. He'd always wanted hair like Morrisey. She didn't know who that was. "James Dean?" He asked. "Let me get my supervisor," she said

They found that the best results required three things: • that people be given a great deal of freedom in figuring out how to carry out the work—that is, the opportunity to make day-to-day decisions in the project • that team members felt challenged in a positive fashion by the work • that people felt they had sufficient organizational support (resources, a supportive work group, a supportive supervisor who communicated well, and an organizational environment where creativity was encouraged)

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.

People who’ve spent time on high country trails know the heartbreak of a false summit. When all you want is for the incline to stop kicking your ass, it tricks you into thinking you’ve made it, only to reveal that you aren’t even close! But you don’t have to be a trail rat to know that feeling. In life, there are plenty of false summits. Maybe you think you’ve rocked an assignment at work or school, only to have your teacher or supervisor rip it to pieces or tell you to start over again. False summits can come in the gym when you’re doing a hard circuit workout and think you’ve hit the last set, only to hear from your coach or trainer—or from a quick glance at your own notes—that you have to go back through the entire circuit one last time. We all take a punch like that every once in a while, but those who tend to crane their necks looking for the crest of the mountain as they beg for their suffering to end are the ones who get smashed the most by any false summit. We have to learn to stop looking for a sign that the hard time will end. When the distance is unknown, it is even more critical that you stay locked in so the unknown factor doesn’t steal your focus. The end will come when it comes, and anticipation will only distract you from completing the task in front of you to the best of your ability. Remember, the struggle is the whole journey. That’s why you’re out there. It’s why you signed up for this race, or that class, or took the damn job. There is great beauty when you are involved in something that is so hard most people want it to end. When Hell Week ended, most of the guys who survived cheered, wept tears of joy, high-fived, or hugged one another. I got the Hell Week blues because I’d been immersed in the beauty of grinding through it and the personal growth that came with it.

But throughout history, while some humans have been our best friends and kept us safe, others have been our worst enemies. The major predators of human beings are other human beings. Our stress response systems, therefore, are closely interconnected with the systems that read and respond to human social cues. As a result we are very sensitive to expressions, gestures, and the moods of others. As we shall see, we interpret threat and learn to handle stress by watching those around us. We even have special cells in our brains that fire, not when we move or express emotions, but when we see others do so. Human social life is built on this ability to "reflect" each other and respond to those reflections, with both positive and negative results. For example, if you are feeling great and go to work where your supervisor is in a vile mood, soon you will probably feel lousy, too. If a teacher becomes angry or frustrated, the children in her classroom may begin to misbehave, reflecting the powerful emotion expressed by the teacher. To calm a frightened child, you must first calm yourself.

During my training, a supervisor once told me, “There’s something likable in everyone,” and to my great surprise, I found that she was right. It’s impossible to get to know people deeply and not come to like them.

Expressionism was an artistic symptom of the trauma World War I brought to Europe. A stylized, severe, and serious aesthetic, it emphasized abstractions and angles, an attempt to express off-kilter and intense emotional content rather than balanced, symmetric, mundane realism. Caligari production supervisor Rudolph Meinert enlisted artists Hermann Warm, Walter Reimann, and Walter Rohrig to create a completely artificial and exaggerated set design for Caligari. They painted all the settings in flat perspective on the canvas, including bolts of light and shadow. Everything, even outdoor scenes, was shot inside cramped studio confines. The result was a claustrophobic style that was to permeate not only the horror film, but would percolate into film noir as well. The style is nightmarish, a physical embodiment of the madness overtaking the characters externalized, an artistic effort that’s a sustained attack on the senses that’s just as disturbing as the story it tells—the result? The first great horror film.

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.

REPORTING PEOPLE - an epidemic in Poland? (as usual, just a topic to be discussed on a lesson) The topic of reporting people, an activity still widespread in post-Communist Poland, has cropped up during yesterday's family gathering at my place. Real-life examples of reporting on people: - one person works for a government agency. Someone has recently (2017) called their supervisor to report her, saying that her workload was insufficient, - some person was a lecturer at a university. He then set up his own private practice and started earning significantly more money than his university colleagues. He started being frequently called to come and present all his financial statements at the Revenue. Spending a significant amount of time there, he made friends with the investigator, who informed him those were his work colleagues who continually reported him, - when my Dad bought his first 'real' car after the fall of Communism, someone from the area called the Revenue to inform them of this fact. He had to demonstrate how he had paid for it, - in the past, I gave classes at a language school in Poznań. It seemed to me I had a great contact with the students and that they were satisfied with the course (always smiling, laughing and talking a lot...). I quit the language school, because I took up another course at the uni and the hours overlapped. After a while, some woman contacted me via social media, telling me that the students had been dissatisfied with my teaching, saying I covered the material in too slow a manner. I was 21 years old, the woman approximately 10-15 years older (so you'd expect some more maturity). It came as a shock to me, as I had really not noticed any dissatisfaction and I really cared a lot about the students' satisfaction with the course. Fortunately, I later met a woman who had been one of the students at the course, and it turned out the students had actually been dissatisfied with HER teaching, saying her pace was too FAST. (It was a beginner's course for older people who had had no contact with English...). She invited me for a coffee and explained to me a few things. For example people's capacity for lying. She was a manager at a government agency, so she must have had some experience. - some coffee has also become a subject of me being reported recently. Thank you for your attention ;) feel free to disagree

Facing reality is complex, but do not be afraid to do so! Your professional life thrives on both your successes and your failures. So, by facing the “ever failing” mentality, you can take charge of your career and set up some SMART goals. This word “SMART” has a meaning of goals that are Specific, Measurable, Achievable, Relevant, and Time-Based allowing you to become a great employee, supervisor, manager, or the next great CEO, allowing you to affect and infect others's lives in a most positive way around you.

Incorporate роѕitivе thinking into your daily life Eat balanced meals that consist of foods across food groups, including fresh foods whenever possible Pay attention to your fitness level: increase your exercise and activity as much as possible. Dancing is great exercise! Manage workplace stress; if you are a supervisor, allow staff to take on tasks that fit their skill levels and interests Livе in thе mоmеnt! Avоid situations that you know will make you experience unhealthy levels of stress. If a сеrtаin ѕроrt оr gаmе mаkеѕ уоu tеnѕе, dесlinе an invitаtiоn tо play or watch it, for example. If уоu саnnоt rеmоvе thе ѕtrеѕѕ, remove уоurѕеlf. Sliр аwау оnсе in a whilе fоr ѕоmе рrivаtе timе. Thеѕе quiеt moments mау givе уоu a fresh реrѕресtivе оn уоur problems Avoid envy, jеаlоuѕу, and competition with others Mаkе уоur еnvirоnmеnt bеаutiful; ѕtаrt nоtiсing thе bеаutу аrоund уоu! Tаkе high dоѕеѕ оf vitаmin C (реrhарѕ аѕ high аѕ 1,000 mg). Take regular walks (аt lеаѕt thirtу minutеѕ twiсе a dау, if уоu саn!) Meditate for fivе minutеѕ dаilу in order to clear your mind of all negative thoughts. Piсk a random word and thеn rереаt it tо уоurѕеlf over аnd оvеr. Focusing оn оnе wоrd bаrѕ оthеr thоughtѕ frоm соming into уоur mind. Forgive оthеrѕ. The act of forgiveness rеduсеѕ thе еffесt оf ѕtrеѕѕ, which rеѕultѕ frоm thе аngеr оf being wrоngеd. Get enough sleep!

perhaps most important, the supervisor was authorized to guide, not interfere with, the people he (or she) managed. “The management style was, and remained for many years, to use the lightest touch and absolutely never to compete with underlings,” recalls Phil Anderson, a physicist who joined Bell Labs soon after the transistor was developed. “This was the taboo that Shockley transgressed, and was never forgiven.

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.

restaurant, nicknamed "The Municipal Crib" for the number of city officials who dallied there. Margaritte and the owner of Marchand's, Pierre, had contacted Fremont Older after Rolf had raised the tariff for each ninety-day liquor license renewal to $10,000. They offered to testify before a grand jury. And so the war began. We settled in for The Dictator, featuring the emerging legend in American theater, John Barrymore. The door opened behind us and the light from the hallway caught my attention. A tree-stump of a man moved next to Adam Rolf, close enough that I could hear his labored breathing. "Annalisa, I'm not sure you've ever met Mr. John Kelly," Rolf said. The broken-nosed thug plunged into the seat next to Rolf, looking as though meat packers had stuffed him into his tuxedo. "Mr. Kelly here represents our interests along the waterfront. I'm about to announce his candidacy for a supervisor's seat next election." "Miss Passarella," he growled with whiskey breath. "Mr. Kelly. Excuse my ignorance, but are you the one they call Shanghai Kelly?" "We try not to use that nickname," Rolf laughed. I was gratefully distracted when Barrymore arrived on stage to a thunderous reception. From the corner of my eye, I noticed Rolf click open his pocket watch and offer a peek to Kelly, who smiled. The seemingly innocuous gesture disturbed me greatly. The room seemed to tilt and the chair wavered beneath me. The end could not come soon enough.

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.

The selective withholding of one’s opinions must also be practiced from time to time in the world of business or politics if one is to be welcomed into the councils of power. If people were always to speak their minds on issues both great and small, they would be considered insubordinate by the average supervisor, and a threat to an organization by management.

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.

Talented employees need great managers. The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.