Positive Supervisor Quotes

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…

Gallup found that the key drivers of productivity for employees include whether they feel cared for by a supervisor or someone at work; whether they have received recognition or praise during the past seven days; and whether someone at work regularly encourages their development. Put another way, the ability to communicate consistently positive energy lies at the heart of effective management.

When employees have negative interactions with supervisors, for example, it has five times more impact on their moods than positive interactions.

No, quit limiting God. He may want to open another opportunity or a better position for you. God may intervene in your situation, replacing your supervisor so you can be promoted. One day, you may run that entire company! Once you begin

As I was editing this chapter, a survey of more than thirty-five hundred Australian surgeons revealed a culture rife with bullying, discrimination, and sexual harassment, against women especially (although men weren’t untouched either). To give you a flavor of professional life as a woman in this field, female trainees and junior surgeons “reported feeling obliged to give their supervisors sexual favours to keep their jobs”; endured flagrantly illegal hostility toward the notion of combining career with motherhood; contended with “boys’ clubs”; and experienced entrenched sexism at all levels and “a culture of fear and reprisal, with known bullies in senior positions seen as untouchable.”68 I came back to this chapter on the very day that news broke in the state of Victoria, Australia, where I live, of a Victorian Equal Opportunity and Human Rights Commission report revealing that sexual discrimination and harassment is also shockingly prevalent in the Victorian Police, which unlawfully failed to provide an equal and safe working environment.69 I understand that attempts to identify the psychological factors that underlie sex inequalities in the workplace are well-meaning. And, of course, we shouldn’t shy away from naming (supposedly) politically unpalatable causes of those inequalities. But when you consider the women who enter and persist in highly competitive and risky occupations like surgery and policing—despite the odds stacked against them by largely unfettered sex discrimination and harassment—casual scholarly suggestions that women are relatively few in number, particularly in the higher echelons, because they’re less geared to compete in the workplace, start to seem almost offensive. Testosterone

The farther down the ladder from Anglo-American U.S. citizen to undocumented indigenous Mexican one is positioned, the more degrading the treatment by supervisors, the more physically taxing the work, the more exposure to weather and pesticides, the more fear of the government, the less comfortable one's housing, and the less control over one's own time. Of course, the people on every level of the hierarchy suffer. Yet suffering is also roughly cumulative from top to bottom.

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.

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!

Is motherhood really optional when you’re a perfectly normal woman married to a perfectly normal man? When I was in college, I took on a volunteer position at a literacy organization and tutored teen mothers. It was hard work and tended to be disheartening, as the young women seldom earned their diplomas. My supervisor said to me over espresso and croissants, “Have a baby and save the race!” He was smiling, but he wasn’t kidding. “If girls like this are having all the kids, and girls like you stay childless and fancy-free, what’s going to happen to us as a people?” Without thinking, I promised to do my part.

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.

Put your glasses on mate ….. Come down from there, you’re gonna kill yourself …. Well, what does your Method Statement say? …. Right, let’s get you re-inducted. You need a reminder of site rules ….. Where are your outriggers, mate? ….. Put your glasses on ….. Put your glasses on …. Put your glasses on …. Oh, they steam up, do they? I’ve never heard that one before …. Where’s your mask? If you breathe this shit in you’re going to kill yourself. Silicosis is incurable ….. Right STOP! Do not reverse another inch without a banksman ….. Don’t put your glasses on just because you see me walk around the corner. They won’t protect MY eyes …. Hook yourself on, what’s the matter with you? Are all you scaffolders superhuman or something? ….. Put your glasses on ….. Oi! What stops me walking right in there? Where’s your barriers and signage? ….. Oi! I’m getting showered in fucking sparks here. And so is that can of petrol ….. Put your glasses on …. Where’s the flashback arrestor on this bottle of propane? ….. Hey, pal, stop welding until you’ve sheeted up ….. What are you doing climbing up there? Where’s your supervisor? What did he say about access in this morning’s Safe Start briefing? Nothing? Right, he can sit through another induction tomorrow ….. Where are the retaining pins to the joint clamps in this concrete pump line? SEAMUS! Fucking deal with this, will you? ….Put your glasses on …. Hey! Hey! Come here! Why have you got a nail instead of an ‘R’ clip to the quick-hitch system on your excavator bucket? NO! IT WON’T DO! WHAT THE FUCK IS WRONG WITH YOU? If that bucket falls on someone they’re not going to get up again. And you trust a fucking nail to hold it in position! Take this machine out of service immediately until you’ve got the proper ‘R’ clip! ….. Put your glasses on …. Where’s the edge protection. Who removed the edge protection? Right, let me phone for a scaffolder ….. Put your glasses on ….. Oi! Get out from under there! Never, ever stand underneath a suspended load. Even if all the equipment’s been inspected, which it obviously has, you can never trust the crane driver. He can be taken ill suddenly ….. Come here, mate, let’s have a little chat. Why are you working on Fall Arrest? You’re supposed to be working on Fall Restraint (FR ‘restrains’ you going near the perimeter edge of the building, FA ‘arrests’ your fall if, well, if you fall. If you’re hanging off a building we’ve got less than ten minutes to reach you before you start going into toxic shock brought on by suspension trauma. In other words, we need a Rescue Plan, which is why we’d prefer people work on Fall Restraint)

This honest man is going to the galleys for four years, having been paraded through the usual streets in robes of state and on horseback.”2 “That, it seems to me,” said Sancho Panza, “means he was shamed in public.” “That’s true,” replied the galley slave. “And the crime he was punished for was trading in ears, and even in entire bodies. In other words, I mean that this gentleman is going to the galleys for being a go-between,3 and for having a hint and a touch of the sorcerer about him.” “If you had not added that hint and touch,” said Don Quixote, “for simply being an honest go-between, he does not deserve to be sent to the galleys to row, but to lead and command. Because the position of go-between is not for just anyone; it is an office for the discreet, one that is very necessary in a well-ordered nation and should not be practiced except by the wellborn; there should be supervisors and examiners of go-betweens, as there are for other professions, with a fixed number of known appointees, similar to brokers on the exchange, and in this way many evils would be avoided which are caused because this practice and profession is filled with idiotic and dim-witted people, such as foolish women, pages, and rascals with few years and little experience; when the occasion demands that they find a solution to an important problem, they allow the crumbs to freeze between their hand and their mouth and do not know their right hand from their left.

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

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

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

E. E. Bauermeister, supervisor of education and correctional counselor at California Institution for Men, Chino, California, who told the authors: “I always tell the men in our self-adjustment class that too often what we read and profess becomes a part of our libraries and our vocabularies, instead of becoming a part of our lives.

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

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

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

Ask permission. You must ask me to play with the dog. I am the dog’s supervisor. Keep calm. For the next few weeks, there will be no running or making loud noises in the house. Get help. If there is a problem with the dog and I’m not in the room, you must come get me immediately.

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

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.

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

Imagine how much easier it is for everyone to digest and adopt 30–60 pages to understand almost the entire business instead of 300! Imagine now that a person sitting in one position may only need to understand one page of their process and commit to consistent, perfect execution each and every time. How efficient do you think that person could be in their role if it were that easy? How many mistakes do you think could be avoided? How much simpler would management and accountability be for their supervisor if they had just one or two processes in front of them to follow day in and day out?

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.

curly, waist-length brown hair. One at her workplace “kept touching my hair, pulling my curls to watch them bounce back. Rubbing the top. So when I told her to stop and complained to HR [human resources] and my supervisor, she complained that I wasn’t a people person or team member and I had to leave that position for being ‘threatening’ to a coworker.

[...] The deceptiveness of men without “members, ” that is, castrated men or eunuchs, has historical precedent. There is a long tradition of eunuchs who were used by rulers, heads of state, and magistrates as keepers o f women. Eunuchs were supervisors of the harem in Islam and wardens of women’s apartments in many royal households. In fact, the word eunuch, from the Greek eunouchos, literally means “keeper of the bed. ” Eunuchs were men that other more powerful men used to keep their women in place. By fulfilling this role, eunuchs also succeeded in winning the confidence of the ruler and securing important and influential positions.

I have been challenged, as a supervisor, to adjust my thinking about needing to be “all-knowing” to a position of “not knowing” and greater curiosity. Although I don’t see myself as a particularly intuitive or creative person, guidance while a supervisee has enabled me, as a supervisor, to implement interactive, creative, and sometimes evocative methods in supervision. The use of Satir’s sculpting and coping stances and other Gestalt techniques in group supervision has been very illustrative.

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.

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

If she doesn’t start talking, you might want to introduce yourself again, this time adding to the introduction the fact that you are an intern (or extern, or student, or whatever phrase your school or agency prefers). If you know you will be staying in the agency for only a limited time, ask your supervisor or your school what the policy is concerning when to inform your client of that fact. Some feel it is best to let the client know at the beginning that you are a student and will be leaving the agency on a given date. Others feel it is better to proceed as if you were just another member of the staff and to wait until the client is engaged to tell her about your departure. You will have to find a position on this issue that is comfortable for you, but it is best to clarify it before you start interviewing clients. Some clients may pursue this issue. They may want to know more about your credentials, or they may tell you they were “expecting to see a doctor.” You may need to explain something about how the agency works and who comprises the staff. Or this may lead to a discussion of the client’s previous experience with therapy. It is generally best, however, not to get into an extended discussion about who you are.

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)

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)

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.

My baby sister, Janet, kept us all occupied with her antics. She could climb out of any enclosure and I actually found her on top of a bookcase one day. I gave her the nickname “Sweet Pea” after the character in the Popeye cartoon strip who possessed similar talents. She was a bundle of nervous energy and liked to tear out her pretty blonde hair in bunches, smiling all the while. I think she enjoyed all the attention from all of her supervisors. Thanksgiving was soon upon us, the time when Grandma would take out all her recipes and spices from a large Oriental tin she kept for the holiday seasons. I especially loved her Swedish Spritz Cookies pressed from a cookie press. Grandma took out the cookie sheets and said, “Carol Ann, you be in charge of the nonpareils. Linda, you can sprinkle the red and green sugar on the cookies after I press them out.” “Where did you get this recipe, Grandma?” “In Sweden, actually. I’ll tell you all about it as we bake. After only a three-year stay in Washington, during which Mr. Bliss was assigned to two different positions: first to the Washington, D.C. Conference on the Limitation of Armaments and then as Chairman of the Diplomatic Service Board of Engineers, President Warren Harding finally made Mr. Bliss, a lifelong Republican, the Ambassador to Sweden.

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.

If it becomes clear that you are not going to get your subordinate past the blame-others stage, you will have to assume the formal role of the supervisor, endowed with position power, and say, “This is what I, as your boss, am instructing you to do. I understand that you do not see it my way. You may be right or I may be right. But I am not only empowered, I am required by the organization for which we both work to give you instructions, and this is what I want you to do…” And proceed to secure your subordinate’s commitment to the course of action you want and thereafter monitor his performance against that commitment.

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.

Lately, she’d begun to question her decision to leave her position as a victim specialist. Violet Darger had spent her first four years at the FBI in the Office for Victim Assistance before giving up her position to become an agent trainee. She knew her colleagues thought she was nuts for making the move. Victim specialist jobs were highly competitive. To give that up… to start over at the bottom of the special agent chain was something almost everyone had counseled against. Not that she’d asked for their advice. “Impulsive” was the word her former supervisor had used. That was almost two years ago now, and she’d brushed them off at the time. They didn’t understand. She didn’t expect them to.

Research shows that positive people are more likely to perform better on assigned tasks and are more likely to get favorable evaluations by supervisors.

The Dictator Supervisor When I held a high-visibility position at a Fortune 500 company, I was adamant about the quality of the correspondence that went out of my department. Although I had a superstar staff, I edited all staff memos in order to make them “better.” One day, because time was of the essence, I quickly reviewed a memo in the presence of the writer and concluded that it conveyed the message and required no changes. I would have worded it a little differently, yet I simply stated that it was okay to send it. The woman who had written the memo was ecstatic. She said, “No changes? I can’t believe it!” She was beaming. From that day forward, I made adjustments to staff memos only when it was absolutely necessary. The impact on morale was amazing. I learned something that I had not learned in business school: people need to feel that they exercise some control or authority in their environment.