Professional Supervision Quotes

Schoolmastering kept me busy by day and part of each night. I was an assistant housemaster, with a fine big room under the eaves of the main building, and a wretched kennel of a bedroom, and rights in a bathroom used by two or three other resident masters. I taught all day, but my wooden leg mercifully spared me from the nuisance of having to supervise sports after school. There were exercises to mark every night, but I soon gained a professional attitude towards these woeful explorations of the caves of ignorance and did not let them depress me. I liked the company of most of my colleagues, who were about equally divided among good men who were good teachers, awful men who were awful teachers, and the grotesques and misfits who drift into teaching and are so often the most educative influences a boy meets in school. If a boy can't have a good teacher, give him a psychological cripple or an exotic failure to cope with; don't just give him a bad, dull teacher. This is where the private schools score over state-run schools; they can accommodate a few cultured madmen on the staff without having to offer explanations.

the ability to review a lesson multiple times, pause the video, and engage in focused reflection greatly added to professional growth.

If teachers systematically attend to classroom strategies and behaviors (Domain 1), planning and preparing (Domain 2), reflecting on teaching (Domain 3), and collegiality and professionalism (Domain 4), they will surely enhance their professional status.

Original sin is now also translated into sickness, calling in a new and scientific priest craft who rush to the rescue. Man is sick, addicted, lame, and dangerous, needing constant protection and supervision by the state, insurance companies, and a never-ending parade of caring, licensed professionals. We are told over and over again that man’s illness and addictions are costing US billions. Man the slave/resource, is causing US trouble, he is interfering with OUR Plans. Man’s debt has now increased a billion-fold. Those who question the “plans” or the sanity of the metaphors in play, are diagnosed as morally unfit or mentally ill. Evil emerges as a metaphor which refers to those who refuse to accept the Plan—the prevailing Garden of Eden—created by God so She may bestow Her Love and Grace. If man refuses he must be force-fed.

Learning how to do psychotherapy is a complex process, much of which is transacted in the relationship between the beginning therapists and experienced supervisors. When the beginning therapists encounter problems that are beyond their range of experience, the supervisors usually assist in several ways. First, the supervisors offer an intellectual framework in which to understand the problem. References to the professional literature are often suggested. Second, the supervisors offer practical, problem-solving help with the strategies of therapy. Third and most important, the supervisors help the less experienced therapists to deal with feelings of their own that have been evoked by the patients. With the support of competent supervisors, the therapists are usually able to master their own troubled feelings and put them in perspective. This done, the therapists are better able to attend to patients with empathy, and with a confidence in their ability to offer help.

A note about me: I do not think stress is a legitimate topic of conversation, in public anyway. No one ever wants to hear how stressed out anyone else is, because most of the time everyone is stressed out. Going on and on in detail about how stressed out I am isn’t conversation. It’ll never lead anywhere. No one is going to say, “Wow, Mindy, you really have it especially bad. I have heard some stories of stress, but this just takes the cake.” This is entirely because my parents are immigrant professionals, and talking about one’s stress level was just totally outlandish to them. When I was three years old my mom was in the middle of her medical residency in Boston. She had been a practicing obstetrician and gynecologist in Nigeria, but in the United States she was required to do her residency all over again. She’d get up at 4:00 a.m. and prepare breakfast, lunch, and dinner for my brother and me, because she knew she wouldn’t be home in time to have dinner with us. Then she’d leave by 5:30 a.m. to start rounds at the hospital. My dad, an architect, had a contract for a building in New Haven, Connecticut, which was two hours and forty-five minutes away. It would’ve been easier for him to move to New Haven for the time of the construction of the building, but then who would have taken care of us when my mom was at the hospital at night? In my parents’ vivid imaginations, lack of at least one parent’s supervision was a gateway to drugs, kidnapping, or at the very minimum, too much television watching. In order to spend time with us and save money for our family, my dad dropped us off at school, commuted the two hours and forty-five minutes every morning, and then returned in time to pick us up from our after-school program. Then he came home and boiled us hot dogs as an after-school snack, even though he was a vegetarian and had never eaten a hot dog before. In my entire life, I never once heard either of my parents say they were stressed. That was just not a phrase I grew up being allowed to say. That, and the concept of “Me time.

The postwar power of “the media” to determine what shall be embraced as reality is in large part due to the success of the morale culture in wartime. It represents, indeed, its continuation. Today, nothing—neither church, university, library, gallery, philanthropy, foundation, or corporation—no matter how actually worthy and blameless, can thrive unless bolstered by a persuasive professional public-relations operation, supervised by the later avatars of the PR colonels and captains so indispensable to the maintenance of high morale and thus to the conduct of the Second World War.

On this particular day her father, the vicar of a parish on the sea-swept outskirts of Lower Wessex, and a widower, was suffering from an attack of gout. After finishing her household supervision Elfride became restless, and several times left the room, ascended the staircase, and knocked at her father's chamber-door. 'Come in!' was always answered in a heart out-of-door voice from the inside. 'Papa,' she said on one occasion to the fine, red-faced, handsome man of forty, who, puffing and fizzing like a bursting bottle, lay on the bed wrapped in a dressing-gown, and every now and then enunciating, in spite of himself, about one letter of some word or words that were almost oaths; 'papa, will you not come downstairs this evening?' She spoke distinctly: he was rather deaf. 'Afraid not - eh-h-h! - very much afraid I shall not, Elfride. Piph-ph-ph! I can't bear even a handkerchief upon this deuced toe of mine, much less a stocking or slipper - piph-ph-ph! There 'tis again! No, I shan't get up till tomorrow.' 'Then I hope this London man won't come; for I don't know what I should do, papa.' 'Well, it would be awkward, certainly.' 'I should hardly think he would come today.' 'Why?' 'Because the wind blows so.' 'Wind! What ideas you have, Elfride! Who ever heard of wind stopping a man from doing his business? The idea of this toe of mine coming on so suddenly!... If he should come, you must send him up to me, I suppose, and then give him some food and put him to bed in some way. Dear me, what a nuisance all this is!' 'Must he have dinner?' 'Too heavy for a tired man at the end of a tedious journey.' 'Tea, then?' 'Not substantial enough.' 'High tea, then? There is cold fowl, rabbit-pie, some pasties, and things of that kind.' 'Yes, high tea.' 'Must I pour out his tea, papa?' 'Of course; you are the mistress of the house.' 'What! sit there all the time with a stranger, just as if I knew him, and not anybody to introduce us?' 'Nonsense, child, about introducing; you know better than that. A practical professional man, tired and hungry, who has been travelling ever since daylight this morning, will hardly be inclined to talk and air courtesies tonight. He wants food and shelter, and you must see that he has it, simply because I am suddenly laid up and cannot. There is nothing so dreadful in that, I hope? You get all kinds of stuff into your head from reading so many of those novels.

But we noted also in all these victoruous worlds a remarkable identity. For instance, in the loosest possible sense, all were communistic; for in all of them the means of production were communally owned, and no individual could control the labor of others for private profit. Again, in a sense all these world-orders were democratic, since the final sanction of policy was world-opinion. But in many cases there was no democratic machinery, no legal channel for the expression of world-opinion. Instead, a highly specialized bureaucracy, or even a world-dictator, might carry out the business of organizing the world's activity with legally absolute power, but under constant supervision by popular will expressed through radio. We were amazed to find that in a truly awakened world even a dictatorship could be in essence democratic. We observed with incredulity situations in which the "absolute" world-government, faced with some exceptionally momentous and doubtful matter of policy, had made urgent appeals for a formal democratic decision, only to receive from all regions the reply, "We cannot advise. You must decide as your professional experience suggests. We will abide by your decision.

Apple's approach to career development is yet another way it runs contrary to the norms at other companies. The prevalent attitude for workers in the corporate world is to consider their growth trajectory. What's my path up? How do I get to the next level? Companies, in turn, spend an inordinate amount of time and money grooming their people for new responsibilities. They labor to find just the right place for people. But what if it turns out all that thinking is wrong? What if companies encouraged employees to be satisfied where they are because they're good at what they do, not to mention because that might be what's best for shareholders? Instead of employees fretting that they were stuck in terminal jobs, what if they exalted in having found their perfect jobs? A certain amount of office politics might evaporate in a corporate culture where career growth is not considered tantamount to professional fulfilment. Shareholders, after all, don't care about fiefdoms and egos. There are many professionals who would find it liberating to work at what they are good at, receive competitive killer compensation, and not have to worry about supervising others or jockeying for higher rungs on an org chart.

Men with strong religious beliefs tend to form into two broad categories, and constitute churches accordingly. One category, among whom the archtetypal church is the Roman Catholic, desire the certitude and tranquility of hierarchical order. They are prepared to entrust religious truth to a professional clergy, organized in a broad-based triangle of parish priests, with an episcopal superstructure and a pontifical apex. The price paid for this kind of orthodox order is clericalism—and the anticlericalism it provokes. There was never any chance of this kind of religious system establishing itself in America. If there was one characteristic which distinguished it from the start—which made it quite unlike any part of Europe and constituted its uniqueness in fact—it was the absence of any kind of clericalism. Clergymen there were, and often very good ones, who enjoyed the esteem and respect of their congregations by virtue of their piety and preachfulness. But whatever nuance of Protestantism they served, and including Catholic priests when they in due course arrived, none of them enjoyed a special status, in law or anything else, by virtue of their clerical rank. Clergy spoke with authority from their altars and pulpits, but their power ended at the churchyard gate; and even within it congregations exercised close supervision of what their minister did, or did not, do. They appointed; they removed. In a sense, the clergy were the first elected officials of the new American society, a society which to that extent had a democratic element from the start—albeit that such electoral colleges were limited to the outwardly godly.

the direct supervision of management, failing to go to work at a regular time on a regular basis is one of the biggest reasons for failure.

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Start‐ups can be incredibly immature, filled with people who don't behave with professional decorum. In Silicon Valley they call it “lacking adult supervision.

But in 1933 he was a towering figure who was supposed to have discovered something worth study and imitation by all world artificers everywhere. Such eminent persons as Dr. Nicholas Murray Butler6 and Mr. Sol Bloom,7 head of the Foreign Affairs Committee of the House, assured us he was a great man and had something we might well look into for imitation. What they liked particularly was his corporative system. He organized each trade or industrial group or professional group into a state-supervised trade association. He called it a corporative. These corporatives operated under state supervision and could plan production, quality, prices, distribution, labor standards, etc. The NRA provided that in America each industry should be organized into a federally supervised trade association. It was not called a corporative. It was called a Code Authority. But it was essentially the same thing. These code authorities could regulate production, quantities, qualities, prices, distribution methods, etc., under the supervision of the NRA. This was fascism. The anti-trust laws forbade such organizations. Roosevelt had denounced Hoover for not enforcing these laws sufficiently. Now he suspended them and compelled men to combine.

One of the main arguments made by scholars and ‘China watchers’ is that SOEs are under strict control of the Chinese Communist Party and the central government because the top tier of officials of the central SOEs are appointed by the CCP’s Organisation Department jointly with the State Asset Supervision and Administration Commission (Pearson 2007; Chan 2009). Even though it is not a requirement, most senior managers of SOEs are members of the CCP, and ‘many of them circulate back into government positions after a stint as executives’ (Walder 2011: 31). Yet, the appointment of managers for a particular SOE tends to be made from among people who have been around the industry for some time and know the ins and outs of the operation and politics involved. Consequently, regardless of whether they are professional politicians or technocrats, these executives by and large manage the operation of the SOEs primarily according to commercial principles, while implicitly following the party’s guidelines and responding to the party’s specific calls when needed.

Prevention Plain and simple, cancer cannot live in an alkaline and oxygenated environment. That’s it! Cancer loves acidity, sugar (which is highly acidic), and less oxygenated places in the body, to grow and develop. When a person is diagnosed with cancer of any kind and if time is not of the essence to treat it, a three-month regime of organic alkaline nutrition and oxygenation under professional supervision would be ideal to return the body to health or reduce the severity of cancer. This may be something to consult a naturopathic physician or qualified health professional about. Keep in mind that there are places where people who were considered terminally ill have gone for treatment and left weeks later cancer-free. This is a fact.

Legal You will learn that there are restrictions placed upon you in some areas. These restrictions are for your own protection. You will be prohibited from administering medications, recording sponge counts, or carrying out direct physician’s orders regarding treatment of a patient out of your scope of practice. As soon as you overstep your limitations and boundaries and perform any of these actions, you are placing yourself in legal jeopardy. Whether functioning under the supervision of a surgeon or a registered nurse, a CST is always part of the surgical team and you must carry out your responsibilities within the scope of your practice. Never try to do a task that does not fall within that realm. All counts are significant and have important legal ramifications. When performing a count, it is crucial to ensure that the count is correct for the patient’s well-being. When you are scrubbed, you count sponges while the registered nurse observes and records the count. At any given time during a surgical procedure, the CST may request a sponge, and possibly a sharps count to take place. If you are assisting the circulating nurse in a nonsterile role, you may assist with the counts as long as the nurse verifies it. In this scenario, the nurse is legally acting as the surgeon’s agent. It is the responsibility of the registered nurse to obtain the required medications for a case. The CST draws the drugs into syringes and mixes drugs when scrubbed; during this process, the proper sequence of medication verification and labeling must occur. In any phase of your responsibilities, there are possible grounds for legal breaches. Shortcuts may cause a patient to suffer tragic complications, even loss of life. Negligence must be avoided. Both as an employed CST and as a student, you carry the responsibility to do no harm. If you should become discouraged in your role or begin to feel this responsibility is overwhelming, it could simply mean that you need a change; it isn’t always the other team players or the place of employment that are at

But here’s a clue about what’s coming. Sigmund Freud himself, the Father of Psychoanalysis, may have been the only man in his trade to exempt himself from therapy. Indeed, he continued all his life to ignore colleagues who could have supervised his analysis. He also destroyed his personal and professional papers several times in his life, plotted when he was an obscure twenty-eight-year-old to leave any future biographers in the dark, kept his emotional life hidden, and falsified details of his dreams when he did write about them so they couldn’t be analyzed. Why? Because he insisted he’d analyzed himself.*

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

Normand Girard - Professional Operations Manager Normand Girard owns Metamorphosis Development and Remodeling LLC, a residential and commercial construction and renovation company. He takes care of all daily operations, including planning and supervising projects to meet desired results. Normand Girard helps with the acquisition and maintenance of company materials and equipment. His clients widely recognize Girard for his remarkable construction quality and customer service,

In brief, supervision entails several elements: developing the supervisee’s professional skills, supervisee gaining in self-awareness, protecting the client, and mentoring and evaluating the supervisee’s services to clients. These elements are fostered within a learning alliance between supervisor and supervisee[.]

Anger provides the No. 1 difference between a fist-fight and a boxing bout. Anger is an unwelcome guest in any department of boxing. From the first time a chap draws on gloves as a beginner, he is taught to "keep his temper"-never to "lose his head." When a boxer gives way to anger, he becomes a "natural" fighter who tosses science into the bucket. When that occurs in the amateur or professional ring, the lost-head fighter leaves himself open and becomes an easy target for a sharpshooting opponent. Because an angry fighter usually is a helpless fighter in the ring, many prominent professionals-like Abe Attell and the late Kid McCoy- tried to taunt fiery opponents into losing their heads and "opening up." Anger rarely flares in a boxing match. Different, indeed, is the mental condition governing a fist-fight. In that brand of combat, anger invariably is the fuel propelling one or both contestants. And when an angry, berserk chap is whaling away in a fist-fight, he usually forgets all about rules-if he ever knew any. That brings us to difference No. 2: THE REFEREE ENFORCES THE RULES IN A BOXING MATCH; BUT THERE ARE NO OFFICIALS AT A FIST-FIGHT. Since a fist-fight has no supervision, it can develop into a roughhouse affair in which anything goes. There's no one to prevent low blows, butting, kicking, eye-gouging, biting and strangling. When angry fighters fall into a clinch, there's no one to separate them. Wrestling often ensues. A fellow may be thrown to earth, floor, or pavement. He can be hammered when down, or even be "given the boots"- kicked in the faceunless some humane bystander interferes. And you can't count on bystanders. A third difference is this: A FIST-FIGHT IS NOT PRECEDED BY MATCHMAKING. In boxing, matches are made according to weights and comparative abilities. For example, if you're an amateur or professional lightweight boxer, you'll probably be paired off against a chap of approximately your poundage-one who weighs between 126 and 135 pounds. And you'll generally be matched with a fellow whose ability is rated about on a par with your own, to insure an interesting bout and to prevent injury to either. If you boast only nine professional fights, there's little danger of your being tossed in with a top-flighter or a champion.

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Exemplifying the common perception that heterosexual love and intimacy are learned rather than instinctive accomplishments, Dr. Harland William Long, writing for the Eugenics Publishing Company in 1919, spent several pages of the book Sane Sex Life and Sane Sex Living asserting that young couples will rarely ever experience sexual success without the supervision of a knowledgeable medical professional to guide them at each step.

Talk with people outside the company who hire, train, or supervise others doing the same job. Ask what makes an employee great in this position. Talk with employment specialists, recruiters, headhunters, résumé writers, and staffing professionals who work in the field, to discover what employers value most in the job.

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one might make the case that managers have been coopted into the project of globalization and radical competition, which is supposedly brought about through constant change and innovation, as well as tighter and tighter scrutiny of the performance of staff measured against highly reductive metrics. This has affected both how managers are educated to do their jobs, their sense of professionalism and identity and what they find themselves involved in doing as managers. One of their principle roles is thought to be to champion innovation, by designing, implementing and supervising the necessary transformational changes that will guarantee competitive advantage.

So the organisation of society on the basis of functions, instead of on the basis of rights, implies three things. It means, first, that proprietary rights shall be maintained when they are accompanied by the performance of service and abolished when they are not. It means, second, that the producers shall stand in a direct relation to the community for whom production is carried on, so that their responsibility to it may be obvious and unmistakable, not lost, as at present, through their immediate subordination to shareholders whose interest is not service but gain. It means, in the third place, that the obligation for the maintenance of the service shall rest upon the professional organisations of those who perform it, and that, subject to the supervision and criticism of the consumer, those organisations shall exercise so much voice in the government of industry as may be needed to secure that the obligation is discharged.

deliver a set of simplistic messages about what needs fixing. This kind of practice is antithetical to the purposes of instructional rounds and profoundly anti-professional. (p. 4)

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