New Supervisor Quotes

It is never too late to be who you might have been." George Elliot

All the games were selected for them by supervisors and had to have some useful, educational purpose. The children learned these new games but unlearned something else in the process: they forgot to be happy, how to take pleasure in little things and last, but not least, how to dream

The daughter of Lithuanian immigrants, born with a precocious scientific intellect and a thirst for chemical knowledge, Elion had completed a master's degree in chemistry from New York University in 1941 while teaching high school science during the day and preforming her research for her thesis at night and on the weekends. Although highly qualified, talented, and driven, she had been unable to find a job in an academic laboratory. Frustrated by repeated rejections, she had found a position as a supermarket product supervisor. When Hitchings found Trudy Elion, who would soon become on of the most innovative synthetic chemists of her generation (and a future Nobel laureate), she was working for a food lab in New York, testing the acidity of pickles and the color of egg yolk going into mayonnaise. Rescued from a life of pickles and mayonnaise…

Self-control is an exhaustible resource. This is a crucial realization, because when we talk about “self-control,” we don’t mean the narrow sense of the word, as in the willpower needed to fight vice (smokes, cookies, alcohol). We’re talking about a broader kind of self-supervision. Think of the way your mind works when you’re giving negative feedback to an employee, or assembling a new bookshelf, or learning a new dance. You are careful and deliberate with your words or movements. It feels like there’s a supervisor on duty. That’s self-control, too.

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LEE RAN THROUGH HIS LIST of required personality traits: flaky, check; Indiana Jones wannabe, check; annoying to his new supervisor, check twice. Not bad for his first hour in the office. His cover story was in place, and Janice and Erica had accepted him at face value.

When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone. My rapture was widely shared. Like many of my countrymen, I went out to buy the best liquors for a celebration with my family and friends, only to find the shops out of stock there was so much spontaneous rejoicing. There were official celebrations as well exactly the same kinds of rallies as during the Cultural Revolution, which infuriated me. I was particularly angered by the fact that in my department, the political supervisors and the student officials were now arranging the whole show, with unperturbed self-righteousness. The new leadership was headed by Mao's chosen successor, Hua Guofeng, whose only qualification, I believed, was his mediocrity. One of his first acts was to announce the construction of a huge mausoleum for Mao on Tiananmen Square. I was outraged: hundreds of thousands of people were still homeless after the earthquake in Tangshan, living in temporary shacks on the pavements. With her experience, my mother had immediately seen that a new era was beginning. On the day after Mao's death she had reported for work at her depas'uuent. She had been at home for five years, and now she wanted to put her energy to use again. She was given a job as the number seven deputy director in her department, of which she had been the director before the Cultural Revolution. But she did not mind. To me in my impatient mood, things seemed to go on as before. In January 1977, my university course came to an end. We were given neither examinations nor degrees. Although Mao and the Gang of Four were gone, Mao's rule that we had to return to where we had come from still applied. For me, this meant the machinery factory. The idea that a university education should make a difference to one's job had been condemned by Mao as 'training spiritual aristocrats.

I wanted to tell Sam this. I wanted to tell him all of it, in beautiful handwritten letters or at least in long, rambling emails that we would later save and print out and that would be found in the attic of our house when we had been married fifty years for our grandchildren to coo over. But I was so tired those first few weeks that all I did was email him about how tired I was. I'm so tired. I miss you. Me too. No, like really, really tired. Like cry at TV advertisements and fall asleep while brushing my teeth and end up with toothpaste all over my chest tired. Okay, now you got me. I tried not to mind how little he emailed me. I tried to remind myself that he was doing a real, hard job, saving lives and making a difference, while I was sitting outside manicurists' studios and running around Central Park. His supervisor had changed the rota. He was working four nights on the trot and still waiting to be assigned a new permanent partner. That should have made it easier for us to talk but somehow it didn't. I would check in on my phone in the minutes I had free every evening but that was usually the time he was heading off to begin his shift. Sometimes I felt curiously disjointed, as if I had simply dreamt him up. One week, he reassured me. One more week. How hard could it be?

The ditch we were digging cut through the middle of an olive grove. Our supervisor gave us instructions to be careful not to damage the roots of the trees. The minute he was out of sight, overseeing work at another ditch, Carlo would take his pickaxe or shovel and hack at the uncovered roots with a satisfied malice and then mask the destruction he had achieved with a new layer of earth. At the time I thought it madness that someone could believe he was thwarting the fascist war effort by mutilating the roots of a few olive trees. But the world still seemed relatively sane to me in those days before the Nazis arrived in Florence.

At an insurance company, I am promoted from my station at the ditto machine to bookkeeper. My supervisor has noticed how hard I work, she will train me. I feel happy in the company of the other secretaries, happy to be one of them, until my new friend advises me, “Don’t ever sit next to the Jews at lunch. They smell.

A new midwife supervisor, Tracy, has started this week and seems absolutely lovely - calm, experienced and sensible. She is now the second midwife supervisor on the unit called Tracy, the current one being a flappy, angry nightmare. To avoid confusion, we have nicknamed them 'Reassuring Trace' and 'Non-reassuring Trace'.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

For two nights we had shelters to ourselves, and on the third we were just exchanging congratulations on this remarkable string of luck when we heard a cacophony of voices approaching through the woods. We peeked around the corner and found a Boy Scout troop marching into the clearing. They said hello and we said hello, and then we sat with our legs dangling from the sleeping platform and watched them fill the clearing with their tents and abundant gear, pleased to have something to look at other than each other. There were three adult supervisors and seventeen Boy Scouts, all charmingly incompetent. Tents went up, then swiftly collapsed or keeled over. One of the adults went off to filter water and fell in the creek. Even Katz agreed that this was better than TV. For the first time since we had left New Hampshire, we felt like masters of the trail.

The more routine his days, the more unruly his nights. He woke after midnight, when the dormitory was dead, starting at imagined sounds—footsteps at the threshold, leather slapping the ceiling. He squinted at the darkness—nothing. Then he was up for hours, in a spell, agitated by rickety thoughts and weakened by an ebbing of the spirit. It wasn’t Spencer that undid him, or a supervisor or a new antagonist slumbering in room 2, rather it was that he’d stopped fighting. In keeping his head down, in his careful navigation so that he made it to lights-out without mishap, he fooled himself that he had prevailed. That he had outwitted Nickel because he got along and kept out of trouble. In fact he had been ruined. He was like one of those Negroes Dr. King spoke of in his letter from jail, so complacent and sleepy after years of oppression that they had adjusted to it and learned to sleep in it as their only bed.

Story time. In September of 1869, there was a terrible fire at the Avondale coal mine near Plymouth, Pennsylvania. Over 100 coal miners lost their lives. Horrific conditions and safety standards were blamed for the disaster. It wasn’t the first accident. Hundreds of miners died in these mines every year. And those that didn’t, lived in squalor. Children as young as eight worked day in and out. They broke their bodies and gave their lives for nothing but scraps. That day of the fire, as thousands of workers and family members gathered outside the mine to watch the bodies of their friends and loved ones brought to the surface, a man named John Siney stood atop one of the carts and shouted to the crowd: Men, if you must die with your boots on, die for your families, your homes, your country, but do not longer consent to die, like rats in a trap, for those who have no more interest in you than in the pick you dig with. That day, thousands of coal miners came together to unionize. That organization, the Workingmen’s Benevolent Association, managed to fight, for a few years at least, to raise safety standards for the mines by calling strikes and attempting to force safety legislation. ... Until 1875, when the union was obliterated by the mine owners. Why was the union broken so easily? Because they were out in the open. They were playing by the rules. How can you win a deliberately unfair game when the rules are written by your opponent? The answer is you can’t. You will never win. Not as long as you follow their arbitrary guidelines. This is a new lesson to me. She’s been teaching me so many things, about who I am. About what I am. What I really am. About what must be done. Anyway, during this same time, it is alleged a separate, more militant group of individuals had formed in secret. The Molly Maguires. Named after a widow in Ireland who fought against predatory landlords, the coal workers of Pennsylvania became something a little more proactive, supposedly assassinating over two dozen coal mine supervisors and managers. ... Until Pinkerton agents, hired by the same mine owners, infiltrated the group and discovered their identities. Several of the alleged Mollies ended up publicly hanged. Others disappeared. You get the picture. So, that’s another type of secret society. The yeah-we’re-terrorists-but-we-strongly-feel-we’re-justified-and-fuck-you-if-you-don’t-agree society. So, what’s the moral of this little history lesson? This sort of thing happens all day, every day across the universe. It happens in Big Ways, and it happens in little ways, too. The strong stomp on the weak. The weak fight back, usually within the boundaries of the rat trap they find themselves confined. They almost always remain firmly stomped. But sometimes, the weak gather in secret. They make plans. They work outside the system to effect change. Like the Mollies, they usually end up just as stomped as everyone else. But that’s just life. At least they fucking tried. They died with their boots on, as much as I hate that expression. They died with their boots on for their people, their family, not for some rich, nameless organization that gives no shits whether they live or die. Or go extinct. Or are trapped for a millennia after they’re done being used. In my opinion, that’s the only type of society that’s worth joining, worth fighting for. Sure, you’re probably gonna die. But if you find yourself in such a position where such an organization is necessary, what do you have to lose? How can you look at yourself if you don’t do everything you can? And that brings us to the door you’re standing in front of right now. What does all this have to do with what you’re going to find on the other side? Nothing!

A simple way to start is to sit down with your child, or, if you’re an adult, sit down with your spouse or some other adult (it’s best to do this with another person, as the interaction makes for more creative, spontaneous, playful, and thorough answers), and respond to the following questions. Have the person asking the questions write down your answers, because this is an important document to save: What three or four things are you best at doing? What three or four things do you like doing the most? What three or four activities or achievements have brought you the most praise in your life? What are your three or four most cherished goals? What three or four things would you most like to get better at? What do others praise you for but you take for granted? What, if anything, is easy for you but hard for others? What do you spend a lot of time doing that you are really bad at? What could your teacher or supervisor do so that your time could be spent more productively? If you weren’t afraid of getting in trouble, what would you tell your teacher or supervisor that he or she doesn’t understand about you?

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).

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.

These are the daily annoyances, the subtle messages of whiteness. But we bear other scars, too. Over and over I have seen white men and women get praise for their gifts and skills while women of color are told only about their potential for leadership. When white people end up being terrible at their jobs, I have seen supervisors move mountains to give them new positions more suited to their talents, while people of color are told to master their positions or be let go. I have been in the room when promises were made to diversify boardrooms, leadership teams, pastoral staff, faculty and staff positions, only to watch committees appoint a white man in the end. It's difficult to express how these incidents accumulate, making you feel undervalued, underappreciated, and ultimately expendable.

bicycle.” The man—his name-tag said DIMITRI, HATCHERY SUPERVISOR—gestured toward the area where bicycles were standing in racks. He had met her at the door, unsurprised by her arrival. Obviously he had been notified that she was on her way. Claire nodded. Confined to the Birthing Unit and its surrounding grounds for over a year now, she had not needed any kind of transportation. And she had walked here, carrying her small case of belongings, from the Birthmothers’ area to the northeast. It wasn’t far, and she knew the route, but after so many months, everything seemed new and unfamiliar. She had passed the school and saw children at their required exercise in the recreation field. None seemed to recognize her, though they looked curiously at the young woman walking along the path at midday. It was unusual. Most people were at their jobs. Those who needed to

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.

There appeared among our letters in 1988 a remarkably vivid account from a woman in Australia, who had been doing housework in the middle of the day when some very strange creatures had abruptly appeared in her sitting room. She observed a willowy being with dark, slanted eyes and a group of short, stocky ones in “brown shrouds,” who seemed to her to be workers, while the tall one was more of a supervisor. It proceeded to overpower her with its mind while the workers moved about in the background, doing what she could not imagine. After a ferocious mental struggle, during which she literally tried to crawl out of the house as she could no longer walk, all went dark. When she woke up, it was hours later. She never found out what had happened to her during that missing time. Presumably, though, the creatures who put her through this ordeal know—and perhaps, also, that is something close to the secret of the ages. In any case, one wonders, looking at Lorie Barnes’s story and the story of the Australian woman, if we are not seeing the outline of a very remarkable and unsuspected structure: we are the kobolds. They are us working, somehow, in the fields of the soul. And one day, many of the living will join them down this very strange path, as we enter this other level of humanity, where what is hidden to us in this state, is the grammar of their ordinary truth.

The men in grey were powerless to meet this challenge head-on. Unable to detach the children from Momo by bringing them under their direct control, they had to find some roundabout means of achieving the same end, and for this they enlisted the children's elders. Not all grown-ups made suitable accomplices, of course, but plenty did. [....] 'Something must be done,' they said. 'More and more kids are being left on their own and neglected. You can't blame us - parents just don't have the time these days - so it's up to the authorities.' Others joined in the chorus. 'We can't have all these youngsters loafing around, ' declared some. 'They obstruct the traffic. Road accidents caused by children are on the increase, and road accidents cost money that could be put to better use.' 'Unsupervised children run wild, declared others.'They become morally depraved and take to crime. The authorities must take steps to round them up. They must build centers where the youngsters can be molded into useful and efficient members of society.' 'Children,' declared still others, 'are the raw material for the future. A world dependent on computers and nuclear energy will need an army of experts and technicians to run it. Far from preparing children from tomorrow's world, we still allow too many of them to squander years of their precious time on childish tomfoolery. It's a blot on our civilization and a crime against future generations.' The timesavers were all in favor of such a policy, naturally, and there were so many of them in the city by this time that they soon convinced the authorities of the need to take prompt action. Before long, big buildings known as 'child depots' sprang up in every neighborhood. Children whose parents were too busy to look after them had to be deposited there and could be collected when convenient. They were strictly forbidden to play in the streets or parks or anywhere else. Any child caught doing so was immediately carted off to the nearest depot, and its parents were heavily fined. None of Momo's friends escaped the new regulation. They were split up according to districts they came from and consigned to various child depots. Once there, they were naturally forbidden to play games of their own devising. All games were selected for them by supervisors and had to have some useful, educational purpose. The children learned these new games but unlearned something else in the process: they forgot how to be happy, how to take pleasure in the little things, and last but not least, how to dream. Weeks passed, and the children began to look like timesavers in miniature. Sullen, bored and resentful, they did as they were told. Even when left to their own devices, they no longer knew what to do with themselves. All they could still do was make a noise, but it was an angry, ill-tempered noise, not the happy hullabaloo of former times. The men in grey made no direct approach to them - there was no need. The net they had woven over the city was so close-meshed as to seem inpenetrable. Not even the brightest and most ingenious children managed to slip through its toils. The amphitheater remained silent and deserted.

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.

Become a junk mail detective. • Commercial catalogs: Go to CatalogChoice.org (they cancel catalogs for you) or call the catalogs directly. I opted out and I have never been happier with my personal sense of decorating and celebrating. • First-class mail: Do not open the unwanted letter. Its postage includes return service; you can write “Refused—Return to sender” and “Take me off your mailing list” on the front of the unopened envelope. I keep a pen in my mailbox for that specific purpose. • Mail addressed to the previous resident: Fill out a U.S. Postal Service change-of-address card for each previous resident. In lieu of a new address, write: “Moved, no forwarding address.” In the signature area, sign your name and write “Form filled by current resident of home [your name], agent for the above.” Hand the form to your carrier or postal clerk. • For standard/ third-class presorted mail: Do not open those that mention “return service requested,” “forwarding service requested,” “change service requested,” or “address service requested.” These postages also include return service, so here, too, you can write “Refused—Return to sender” and “Take me off your mailing list” on the front of an unopened envelope. Otherwise, open the letter, look for contact info, then call/ email/ write to be taken off the mailing list. These items typically include promotional flyers, brochures, and coupon packs. Make sure to also request that your name or address not be sold, rented, shared, or traded. • Bulk mail: Inexpensive bulk mailing, used for items such as community education catalogs, allows advertisers to mail to all homes in a carrier route. It is not directly addressed to a specific name or address but to “local” or “postal customer,” and is therefore most difficult to stop. A postal supervisor told me that my carrier had to deliver them and that he could take them back when refused, but since the postage does not include return service, the mailman would simply throw the mail away with no further action. The best way to reduce the production of such mailings is to contact the senders directly and convince them to either choose a different type of postage or adopt Internet communication instead. In the case of community-born mailing, one could also persuade his/ her city council to boycott the postage preference. But ideally, the U.S. Postal Service would not even provide this wasteful option.

When leaders don't find the way, find new leaders.

Of course, problems come in threes, or at least twos. Rarely onesies. Major Truman Preston could hear the First Family screaming at each other and could care less. What worried him was that the White House was in lockdown, the president seemed a bit off his rocker, and he couldn’t get an outside line on his Department of Defense–issue cell phone. He needed to check in with his supervisor at the Pentagon, but neither cell nor landlines were working. So he sat on the second floor of the Residence, tucked away in a corner, a position he was more than used to, and held the football on his lap. Forty-five pounds of deadweight, with the emphasis on the dead. The surface of the case was dinged and battered and bruised from years of traveling. The damn case was older than he was. You’d think someone would have made the decision to swap the old thing out for a new case. Although the interior was updated with the latest electronics, never the outside. Tradition mattered, even in apparently trivial ways. Despite the turmoil raging and the lack of communication, Preston was his usual calm self

Initially the driver asked the passengers to stay seated and remain on the bus, but after a half hour of conferring with his supervisors, he informed the passengers that another bus was being sent to their location to take them to Los Angeles. The driver gave them an hour and reiterated that the journey would resume on the new bus at ten thirty, and to please be prompt so they wouldn’t be left behind. He gave them a quick tour-guide style run-down of the available restaurants and sites to see in Primm, including a huge Buffalo shaped pool at Buffalo Bills Hotel, and the roller coaster that Finn was suddenly determined to ride. But when the bus driver mentioned that the bullet riddled car of the infamous outlaws, Bonnie and Clyde, was on display at Whiskey Pete’s Hotel and Casino, he and Bonnie looked at each other in wide-eyed wonder. Finn had started to laugh, almost choking on his disbelief. “Now that, Infinity, is a sign,” Bonnie drawled, and immediately scowled. “William’s sign is still in Bear’s car. I’ve got to get it back. If I only come out of this trip with one souvenir, that’s the one I want. A cardboard sign and a big, blond husband. That’s all I ask.

First, understand that “shyness” and social anxiety are two closely related dynamics: Both terms describe a learned response to social interaction. In unfamiliar situations, or even familiar situations whose outcome may be unknown—meeting new people, giving a speech, asking someone for a date, negotiating a raise—a “shy” or socially anxious person may hesitate to pursue the things he or she is interested in, or even begin to avoid situations that cause nervousness or anxiety. For example, if you fear that asking your supervisor to explain a basic point at work will make you appear stupid and you therefore avoid asking questions, you are allowing your social anxiety—your fear of humiliation or embarrassment—to control your actions and inhibit your career success. In your personal life, feeling out of place at parties because of anxiety might lead you to decline many social invitations. When you fear rejection, the interactions you do have can become unsatisfying. Your anxiety can prevent you from giving all you can to a conversation and can prevent others from responding fully to all you have to offer. I call this fear response interactive inhibition.

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.

Nobody can plan the actions of even a thousand living persons, separately. Anyone attempting to control millions must divide them into classes, and make a plan applying to these classes. But these classes do not exist. No two persons are alike. No two are in the same circumstances; no two have the same abilities; beyond getting the barest necessities of life, no two have the same desires. Therefore the men who try to enforce, in real life, a planned economy that is their theory, come up against the infinite diversity of human beings. The most slavish multitude of men that was ever called "demos" or "labor" or "capital" or "agriculture" or "the masses," actually are men; they are not sheep. Naturally, by their human nature, they escape in all directions from regulations applying to non-existent classes. It is necessary to increase the number of men who supervise their actions. Then (for officials are human, too) it is necessary that more men supervise the supervisors. Still, individuals will continue to act individually, in ways that they plan. These ways do not fit into Authority's plan. So still more men are needed, imperatively needed, to stop or to supervise these new ways of acting; and more men to supervise these supervisors; and more men to co-ordinate the constantly increasing complexity of all this supervision. An attempt to exercise a control of individuals that in reality does not exist, must increase in volume.

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

Only by taking the strange on its own terms can we understand ourselves in time. This is the purpose of history, which my doctoral supervisor was taught then passed on to me. It remains the name of the game.

In the spring of 2021, Friedenbach published an op-ed opposing a proposal considered by the San Francisco Board of Supervisors to create, within eighteen months, sufficient homeless shelters and outdoor “Safe Sleeping Sites” for all of the city’s unsheltered homeless. “One can simply take a look to New York City,” she wrote. “Their department spends about $1.3 billion dollars of its budget on providing shelter for their unhoused population while thousands remain on the street. . . . As a result, New York has a higher rate of homelessness than San Francisco.”4 Housing First advocate Margot Kushel of the University of California, San Francisco agreed. “The problem with New York—and I spend a lot of time with people working in the system in New York—is that they spend an estimated $30,000 for each person per year to keep them in shelter. That’s not what we want to do. Because if you create the shelter and you don’t create the housing, then people are just in shelter forever.

A must-read for new supervisors and managers, with lots of essential lessons and tips.

Eleanor Rose,” she informs me over her shoulder. “I’ll be your supervisor while you’re working with us in the Strategy Department.

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.

Taft-Hartley had excluded foremen and supervisors from labor-law coverage, which made workplace unity more difficult because fewer new jobs were blue-collar in character and more positions in the emerging service fields were designated as supervisory, meaning

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.

Firing a manager inspired only the ambitious who wanted to take his or her place. But murder motivated everyone. It belonged in every supervisor’s tool kit.

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

An old TV commercial for Berlitz showed the training of a German coast guard watchman. The supervisor shows the new man all of the monitoring equipment and then leaves him alone to man the controls.  Later, a distress signal comes in: “SOS, we’re sinking! We are sinking.” The new watchman is confused. “What are you sinking about?” he asks. Success and failure in communications often depend on a single word—even a letter or two. The way most people write today—in business, education, government, even journalism and publishing—is the result of an accidental, ad-hoc process of learning and mislearning.

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.

We know when we are misemployed. We know when our talents and efforts are being misappropriated. What we don’t know is how open our supervisors are to hearing about it. As a result of this assignment we made some significant changes that brought about better alignment for the entire staff. Furthermore, we stumbled upon a new tool by which to uncover what our people were thinking and feeling.

Even as there are non-predatory prison workers and guards, the fact is that, structurally, guards and supervisors are dependent upon the practice and threat of sexual violation to divide and subdue the imprisoned population. While guards and supervisors themselves can use powers over the imprisoned for their own sexual power, especially male guards supervising females,[118] all guards and prison officials are part of what Parenti described as a thriving “sex chattel” system in which many men are made “female” sexual slaves, “punks” to other men.[119] In her essay for The New York Times, “Why We Let Prison Rape Go On,” and speaking as one previously imprisoned, Chandra Bozelko writes, “ultimately, prisons protect rape culture to protect themselves.” She adds, “rape persists, in other words, because it’s the cultural wallpaper of American correctional facilities.

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.

If you need to run multiple processes or commands as part of starting a container you should use a service management tool like Supervisor.

That is not how a business professional views his job. The responsibilities are mostly yours . You have to find ways to make sure that the wage paid to you is a bargain. You have to find out what most needs doing, and you have to do it. You have to know when you have made a mistake, and you must bring it to the attention of your boss or supervisor . . . oops! I mean, your customer. Finding a job is just the beginning. Now you must grow in that job, always seeking new areas to expand your responsibilities and continually seeking ways to enhance your usefulness. If your job truly provides no scope at all for these growth strategies, then, as scary as it may be, think seriously about quitting! Find a new job in which you see fewer limitations on your potential.

You may find yourself facing internal enemies, like self-criticism and self-blame, or you may face external enemies, like an overbearing supervisor or a stingy landlord. You find relief from these difficulties when you face them directly. Imagine a difficulty you’re currently dealing with. Now tap in to feelings of love and peace. Once they are concrete enough, aim them toward your trouble. Hold that loving frame of mind for at least ten to twenty minutes, then see if new solutions present themselves.

Scheduling The CMMS provides another benefit to the planning department with regard to manipulating scheduling information. An advance schedule should normally be a simple allocation of work and a daily schedule should involve the supervisors’ personal knowledge of crew individuals for best work assignments. Nevertheless, a CMMS might facilitate some of these efforts. In addition, the CMMS allows easy “what if” reviews of different alternatives. The CMMS also allows easy “publication” of the schedule to anyone interested. This promotes better craft coordination as well as coordination with the operations group for equipment clearances. Some commercial CMMS systems are weak in that they do not understand the wide variance of individual job time estimates (±100%) and think “a 5-hour job should last 5 hours.” Therefore, they guide the scheduler to drag and drop individual names and individual jobs throughout the entire next week to specific hour or even day time slots. Of course, the real-life incidence of wide job time variance plus the real-life intrusion of new, urgent operator requests make such overly detailed advance schedules of little value. In fact, many plants that use them find themselves in long daily meetings just to rearrange the schedule continuously.

It’s a hard policy to sell to most managements. Even to my own management! For years I used to take all new employees to lunch. Among other admonitions, I told them that if they ever got a better offer, they should take it. As soon as they could, my field supervisors ended those lunches. Another frank idea was vetoed by my top people: I wanted to publish their salaries and bonuses, and mine, every year when we issued our annual compensation bulletins.

WE ALL VIEW THE WORLD around us through a unique set of lenses. Much of how we see clinical supervision comes from our own experiences, which have informed our current ideas, beliefs, and practices. Engagement in supervisory conversation invites us into a process about how we can learn to see things differently with “super-vision” – new eyes, new perceptions, new visions. Supervision then becomes a new way of seeing, a super way of visioning (Carroll, 2011). What would happen if we looked at ourselves, our supervisees, our clients, the multiple systems, and all the intertwining relationships in different ways? By sharing our perspectives, I believe that together we can co-create multiple ways of seeing and thinking about the practice of systemic clinical supervision.

The practice of relaying decisions up and down the chain of command is premised on the assumption that the organization has the time to do so, or, more accurately, that the cost of the delay is less than the cost of the errors produced by removing a supervisor. In 2004 this assumption no longer held. The risks of acting too slowly were higher than the risks of letting competent people make judgment calls. We concluded that we would be better served by accepting the 70 percent solution today, rather than satisfying protocol and getting the 90 percent solution tomorrow (in the military you learn that you will never have time for the 100 percent solution).

We persisted with role playing and, about six weeks later, Adam came to therapy with a smile. He had said no. He said it was for something minor: a colleague had texted him to see if he could go in to the office on the weekend and help box some equipment that was going to be transported later that week. At the time of receiving the text, Adam was just about to go for a run along the beach. He had driven about 45 minutes just to get there. So Adam replied to his colleague saying he couldn't. After sending that text message, Adam said he felt an amazing surge of positive energy. He went on the run. But then the fear kicked in. He started thinking he'd get a text from his boss saying to get to the office and help. Despite checking his messages constantly, nothing ever came. A few days later in a staff meeting, Adam shared that he would like to take on a new client. The response was an immediate yes, with his supervisor saying she would set it up for him. When reflecting on these two experiences, Adam said, 'I know it sounds small and trivial, but these two things have given me such a boost. Why didn't I do this sooner?' By being assertive, saying no and sharing his feelings, Adam had unleased a part of himself he usually tried to suppress. He then said, 'What I'd really like to work on in therapy now is how to start thinking about asking a girl out.' In building assertiveness, he went from never saying no to colleagues to asking to take on a client in a staff meeting and wanting to start dating.

Throughout the mission the divers were going to be shadowed by a new remote-controlled device that everyone called a “flying eyeball.” These unmanned orbs, operated from the surface, were about the size of a big beach ball, functioned as mobile klieg lights, and were equipped with cameras so that topside supervisors could watch subsea operations for themselves rather than rely exclusively on garbled Chipmunk narrations.

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.

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)

Realize that bosses are supervisors, not slave masters.

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.

She taught me to love in new ways. In my old house your grandparents ruled with the fearsome rod. I've tried to address you differently––an idea begun by seeing all the other ways of love on display at The Mecca. Here is how it started: I woke up one morning with a minor headache. With each hour at the headache grew. I was walking to my job when I saw this girl on her way to class. I looked awful, and she gave me some Advil and kept going. By mid-afternoon I could barely stand. I called my supervisor. When he arrived I lay down in the stockroom, because I had no idea what else to do. I was afraid. I did not understand what was happening. I did not know whom to call. I was laying there simmering, half-awake, hoping to recover. My supervisor knocked on the door. Someone had come to see me. It was her. The girl with the long dreads helped me out and onto the street. She flagged down a cab. Halfway through the ride, I opened the door, with a cab in motion, and vomited in the street. But I remember her holding me there to make sure I didn't fall out and then holding me close when I was done. She took me to that house of humans, which was filled with all manner of love, put me in the bed, put Exodus on the CD player, and turned the volume down to a whisper. She left a bucket by the bed. She left a jug of water. She had to go to class. I slept. When she returned I was back in form. We ate. The girl with the long dreads who slept with whomever she chose, that being her own declaration of control over her body, was there. I grew up in a house drawn between love and fear. There was no room for softness. But this girl with the long dreads revealed something else––that love could be soft and understanding; that, soft or hard, love was an act of heroism.

If I have any faults as a leader, it would be my overwhelming modesty.

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.

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.

Point 1: Four years of software engineering experience. Point 2: Data analysis was his major job function. Point 3: Had C# and C++ programming experience. Point 4: Supervisor constantly said he had excellent report writing skills. Point 5: Trained new team members.

Software Engineer “I’m a software engineer with four years of experience delivering notable results. I’ve created new software and embedded systems via C++ and C# in manufacturing airplane electronics. My current job requires a lot of collaboration with other technical teams as we conduct data analysis that I pull from global databases. I have also trained new team members and engineers on our data retrieval process. My supervisor has stated that I have excellent technical writing skills based on the comprehensive reports and training manuals I’ve produced that have wide circulation among vendors. These skills and experience will allow me to quickly contribute to your organization and be a highly productive part of your team.

It took a certain skill to make a living off the city’s poorest trailer park, a certain kind of initiative. Tobin’s strategy was simple. He would walk right up to a drug addict or a metal scrapper or a disabled grandmother and say, “I want my money.” He would pound on the door until a tenant answered. It was almost impossible to hide the fact that you were home. It was hard to hide much of anything. Office Susie knew when your check arrived; she put it in your mailbox. And Lenny could plainly see if you had enough money to buy cigarettes or beer or a new bike for your kid but not enough to pay the rent. When a tenant opened the door, Tobin would thrust out his hand and say, “You got something for me?” Sometimes he knocked for several minutes. Sometimes he walked around the trailer, slapping the aluminum siding. Sometimes he asked Lenny or another tenant to rap on the back door while he assailed the front. He called tenants at work, even talking to their supervisors. When caseworkers or ministers would call and say “Please” or “Wait just a minute,” Tobin would reply, “Pay me the rent.

It’s difficult to prepare workers for what to do in a situation when a $2 million piece of equipment breaks in the well or when a highly pressurized hose releases a razorlike stream of air through a pinhole leak, potentially cutting off the limbs of anyone who walks by; or when a tank full of flammable liquid explodes into a ball of flames; or when a tornado touches down a few miles from the well, as happened to one supervisor.

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.

IS IT YOU, OR IS IT ME? For the last six months, Ricky has avoided discussing a potential problem with his wife, Elena, because he’s worried that he may be at fault. His first wife had cheated on him for a full year before he figured out what was going on. That had rocked him to the core. Not only was he devastated by her infidelity; he reeled at his own inability to spot the early-warning signs of something as serious as adultery. Ricky was slow to enter another long-term relationship: once bitten, twice shy. That explains why he dated Elena, a friend from church, for four years before convincing himself that his first marriage was a fluke and that Elena was unlike his first wife. Then he took the plunge. After three years of marriage to Elena, Ricky fell into a running debate, constantly bickering—with himself. He began to see signs that maybe something bad, even hideous, was going on behind his back, but he wasn’t sure if Elena was acting inappropriately or if he was being unnecessarily suspicious. Thus, Ricky remained silent. Clearly, Elena had changed. She appeared to be more secretive about her e-mail, quickly exiting from it when he entered their home office. She took more phone calls out of the room than ever before. As Elena successfully explained those behaviors (it was job related and thus uninteresting), a third issue drove Ricky’s internal debate to new heights. Elena had begun working a great deal more overtime. This had happened off and on throughout their relationship. But what made extended hours more troubling lately was that her new supervisor was an ex-boyfriend, and some of the late-night work was with him.

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