Professionalism In The Workplace Quotes

Your appearance, attitude, and confidence define you as a person. A professional, well-dressed golfer, like a businessperson, gives the impression that he thinks that the golf course and/or workplace and the people there are important.

In the modern workplace, you gotta be a jack-of-all-trades. Mastering your career is all about being adaptable, versatile, and always learning.

Professional development is important, but let's not forget about the most important kind of development - personal brand development. Because in the modern workplace, it's not what you know, it's who knows you.

Every great athlete, artist and aspiring being has a great team to help them flourish and succeed - personally and professionally. Even the so-called 'solo star' has a strong supporting cast helping them shine, thrive and take flight.

The workplace is like a battlefield, and you need to be a warrior to survive. So arm yourself with knowledge and fight for your place in the corporate world.

Sooner or later, we all learn that our immortality is rooted not in our professional involvements and achievements, but in our families. In time, all of our wins and losses in the workplace will be forgotten. If our memories endure, it will be because of the people we have known and touched.

Even as a professional in an integrated world, I had been the only black woman in enough drawing rooms and boardrooms to have an inkling of the chutzpah it took for an African American woman in a segregated southern workplace to tell her bosses she was sure her calculations would put a man on the Moon.

You don't have to prove confidence; when you have it, it'll show. Real confidence is quiet, tactful, civil, and humble.

All conflicts are rooted in emotions. If you can satiate the emotions, you can resolve the conflicts.

If you don't know how you feel, you will certainly not know, why you think the way you think.

Difference between a professional and amateur is like a difference between your dominant hand and non-dominant hand.

If we leave it to professionals themselves to reinvent their workplace, are we asking the rabbits to guard the lettuce?

Fem-i-nist Fight Club / n. Your crew, your posse, your girl gang; your unconditionally helpful professional support system; your ride-or-die homies.

My philosophy of equity feminism demands removal of all barriers to women’s advancement in the political and professional realms. However, I oppose special protections for women in the workplace. Treating women as more vulnerable, virtuous, or credible than men is reactionary, regressive, and ultimately counterproductive.

Professionalism is not about what work you do, it is about how well you do the work.

Few places are more important for dressing appropriately than the workplace, where a professional appearance is crucial.

Certain emotions drive certain thoughts and actions. Knowing your emotional drivers is essential to regulate behavior.

Everything you do, and everything you don't in life, is to satisfy an emotion.

Emotion is the most powerful driver of thoughts and actions. If you can figure your emotion, you can figure your thoughts and actions.

Asian professionals are frequently held back from senior positions by the perception that they don’t have “executive presence,” a factor that similarly operates against other minority groups in the workplace, including women.39 And what constitutes executive presence? Certainly not modesty:

Accepting employment in any organization requires the new employee to adjust their personality in order to meld in with the operable business environment and applicable social climate. An employee whom cannot parrot the ideas, standards, mores, and ethical mandates of their professional organization might endure a turbulently relationship that will expose their core ideology.

Comments about appearance belittle women professionally. Sadly, that's the culture we still live in. We need to start trying to change it by calling out undercutting remarks and educating our peers, but we also have to find a way to navigate the current reality.

Try to hear the impact of what you have done. Don't just hear the action: "You consistently speak over me in work meetings and you do not do that to white people in our meetings." That is easy to brush off as, "I just didn't agree with you," or, "I didn't mean to, I was just excited about a point I was trying to make. Don't make a big deal out of nothing." Try to also hear the impact: "Your bias is invalidating my professional expertise and making me feel singled out and unappreciated in a way which compounds all of the many ways I'm made to feel this way as a woman of color in the workplace.

Instead of trying to find a path to follow, today's most successful professionals seek to acquire the right skills to set themselves up for advancement.

The dreams we had of finding meaning and fulfillment through our jobs have faded into the reality of professional politics, burnout, boredom and intense competition.

Always let your talent do the talking. Never your tantrums.

You build yourself for the 'Workplace' rather than the other way round

Work like a professional. Don’t sweat. Don’t complain.

What types of people you attract might give important cues about you. Even at work.

If you don't know how you feel, you wouldn't know why you act the way you act.

Empathy is not just about being in others shoes, it's also about being in one's own.

In modern society we often try to separate our personal and professional life. But this separation needs to be erased. People work better when they are accepted for who they are, living as a whole human being.

What led to our revolt? Why did our generation suddenly realize that our place in society was changing--and had to change? In part, we were carried by the social and political currents of our time...But even with the social winds in our sails and the women's movement behind us, each of us had to overcome deeply held values and traditional social strictures. The struggle was personally painful and professionally scary. What would happen to us? Would we win our case? Would we change the magazine? Or would we be punished? Who would succeed and who would not? And if our revolt failed, were our careers over--or were they over anyway? We knew that filing the suit legally protected us from being fired, but we didn't trust the editors not to find some way to do us in. Whatever happened, the immediate result is that it put us all on the line. "The night after the press conference I realized there was no turning back," said Lucy Howard. "Once I stepped up and said I wanted to be a writer, it was over. I wanted to change Newsweek, but everything was going to change.

Einstein said, “ Imagination is more important than knowledge,” but you’d be hard-pressed to find schools or corporations that invest in people with those priorities. The systems of education and professional life, similar by design, push the idea-finding habits of fun and play to the corners of our minds, training us out of our creativity.[117] We reward conformance of mind, not independent thought, in our systems — from school to college to the workplace to the home — yet we wonder why so few are willing to take creative risks.

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 employer's control of the political content of the professional's creative work is assured by the ideological discipline developed during professional training. And the employer's control of the workforce is maintained in part through the professional's elitism and support for hierarchy in the workplace.

The incredible benefits of practising and applying mindfulness and self-compassion in the workplace are being increasingly recognised by human resource professionals as well as the medical profession, as the stresses of competing in today’s global economy take their toll on the mental health and emotional wellbeing of many otherwise talented and enthusiastic individuals in the workplace.

Like gratitude, authentic appreciation in the workplace is a realisation that can be nurtured and accessed with daily mindful practice. By and large, people who are grateful, happy and enthusiastic are going to demonstrate better performance than those who are unhappy and unappreciative. There is increasing evidence that a grateful mindset amplifies happiness and mental and emotional wellbeing.

A doctor of professional studies is a doctoral degree for working professionals.It allows you to combine your professional work with study and obtain a doctoral degree based entirely in your workplace.It is studied on a part-time basis and enables advanced practitioners to develop their professional knowledge at the doctoral level, benefiting both individuals and their organizations or professional fields.

People have read so much hype about passion that they feel they are missing something because they do not jump out of bed champing at the bit to get to work. They are afraid that if they are not completely engaged, then they must be dull and uninteresting at best, spiritually bankrupt at worst. The reality is that not everyone needs to feel passionate in their work. Lifestylers, for example, want to have a general sense of professional accomplishment, but they derive their sense of personal fulfillment from activities outside their workplace, whether sports, hobbies, charity work, or family. Many people fulfill vital functions in out society without loving their work, yet they are content in their lives. Perhaps it is only the current obsession with passion that leads some to worry that something is missing.

Double standards in domestic roles are deeply rooted in cultural attitudes and workplace practices. Working mothers are held to higher standards than working fathers and are often criticized for being insufficiently committed, either as parents or professionals. Those who seem willing to sacrifice family needs to workplace demands appear lacking as mothers. Those who take extended leave or reduced schedules appear lacking as leaders.

I’m done being polite about this bullshit. My list of professional insecurities entirely stems from being a young woman. Big plot twist there! As much as I like to execute equality instead of discussing the blaring inequality, the latter is still necessary. Everything, everywhere, is still necessary. The more women who take on leadership positions, the more representation of women in power will affect and shift the deep-rooted misogyny of our culture—perhaps erasing a lot of these inherent and inward concerns. But whether a woman is a boss or not isn’t even what I’m talking about—I’m talking about when she is, because even when she manages to climb up to the top, there’s much more to do, much more to change. When a woman is in charge, there are still unspoken ideas, presumptions, and judgments being thrown up into the invisible, terribly lit air in any office or workplace. And I’m a white woman in a leadership position—I can only speak from my point of view. The challenges that women of color face in the workforce are even greater, the hurdles even higher, the pay gap even wider. The ingrained, unconscious bias is even stronger against them. It’s overwhelming to think about the amount of restructuring and realigning we have to do, mentally and physically, to create equality, but it starts with acknowledging the difference, the problem, over and over.

Yes, in the same way we are not supposed to hedge our language, but research has found that hedging can offset the likability penalty women face when they do negotiate. One script that negotiation expert Hannah Riley Bowles suggests: "I don't know how typical it is for people at my level to negotiate, but I'm hopeful that you'll see my skill at negotiating as something important that I can bring to the job." Basically, you've reframed your greedy, unfeminine need for money as a professional asset.

My generation was raised in an era of increasing equality, a trend we thought would continue. In retrospect, we were naïve and idealistic. Integrating professional and personal aspirations proved far more challenging than we had imagined. During the same years that our careers demanded maximum time investment, our biology demanded that we have children. Our partners did not share the housework and child rearing, so we found ourselves with two full-time jobs. The workplace did not evolve to give us the flexibility we needed to fulfill our responsibilities at home. We anticipated none of this.

Feelings of sudden existential vulnerability now come upon the individual as if from nowhere, in the midst of indifference, in the banal space of work; at the customer service counter, in a warehouse or call centre, as s/he services the remote needs of the globalised professional class in an almost colonial fashion. And this fear also follows the unanchored worker out of the nominal workplace and into the home: it fills gaps in conversations, is readable between the lines of emails, seeps into relationships and crevices of the mind. The precarious worker is then saddled with an additional duty: to hide these feelings.

Free and accessible child care has always been a fundamental demand of the women’s movement, but the legislative efforts to pass such measures have failed. “Everything that our generation asked for as feminists was getting the identical things of what boys had—access to the Ivy League or professional schools or corporate America,” said psychiatrist Anna Fels. “Women now are up against a much deeper structural problem. The workplace is designed around the male life cycle and there is no allowance for children and family. There’s a fragile new cultural ideal—that both the husband and wife work. But when these families are under the real pressure of having a baby or two, there’s a collapse back to old cultural norms and these young parents go back to the default tradition.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

At first glance, professionalism tries to convince you it’s a neutral word, merely meant to signify a collection of behaviors, clothing, and norms “appropriate” for the workplace. We just ask that everyone be professional, the cis white men will say, smiles on their faces, as if they’re not asking for much. We try to maintain a professional office environment. But never has a word in the English language been so loaded with racism, sexism, heteronormativity, or trans exclusion. Whenever someone is telling you to “be professional,” they’re really saying, “be more like me.” If you’re black, “being professional” can often mean speaking differently, avoiding black cultural references, or not wearing natural hair. If you’re not American, “being professional” can mean abandoning your cultural dress for Western business clothes. If you’re not Christian, “being professional” can mean potentially removing your hijab to fit in, sitting by while your officemates ignore your need for kosher or halal food, sucking up the fact that your office puts up a giant Christmas tree every year. If you’re low-income or working class, “being professional” can mean spending money you don’t have on work clothes—“dressing nicely” for a job that may not pay enough for you to really afford to do so. If you’re a woman, “being professional” can mean navigating a veritable minefield of double standards. Show some skin, but don’t be a slut. Wear heels, but not too high, and not too low, either. Wear form-fitting clothes, but not too form-fitting. We offer maternity leave, but don’t “interrupt your career” by taking it. And if you’re trans like me, “being professional” can mean putting your identity away unless it conforms to dominant gender norms.

Michael Lewis, the author of The Blind Side, wrote about professional basketball player Shane Battier, who plays for the Houston Rockets, in an article titled “The No-Stats All-Star.” He describes Battier as follows: “Shane Battier is widely regarded inside the NBA as, at best, a replaceable cog in a machine driven by superstars. And yet every team he has ever played on has acquired some magical ability to win. [Because] Battier . . . seems to help the team in all sorts of subtle, hard-to-measure ways that appear to violate his personal interests.” Subtle, hard-to-measure ways. Lewis continues: Battier’s game is a weird combination of obvious weaknesses and nearly invisible strengths. When he is on the court, his teammates get better, often a lot better, and his opponents get worse—often a lot worse. He may not grab huge numbers of rebounds, but he has an uncanny ability to improve his teammates’ rebounding. He doesn’t shoot much, but when he does, he takes only the most efficient shots . . . On defense, although he routinely guards the NBA’s most prolific scorers, he significantly reduces shooting percentages. [We] call him Lego. When he’s on the court, all the pieces start to fit together. Husbands, children, and coworkers may not understand what it is exactly that we do. Yet because of who we are and what we do, whether in our home, community, or workplace, things magically work. Like Shane Battier, our very presence seems to just make everything and everyone work better together. It’s hard to put your finger on it, but in my experience this “magic” of bringing people together and enhancing their strengths is a talent that many women seem to have. It’s one reason we are so good at being a safe haven and playing a supporting role, but it’s a talent that we can use for great good when we dust off our dreams and put on our Batman suit.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

According to TINYpulse’s 2017 Employee Engagement Report, titled The Broken Bridges of the Workplace, professional development ranked third as a driver for employee happiness. In this report, TINYpulse found that only 26% of employees feel there are adequate opportunities for professional growth. When asked if employees felt that their promotion and career path was clear to them, only 49% believe so.

The computer agntold scale. It also paved the way for increasing reclusive conduct at work and at home. It is becoming increasingly difficult for us to foster lasting professional relationships when the world clips along at megabyte speed and coworkers occupy a private office or separate cubicle. Prior forms of face-to-face communication are rapidly becoming obsolete. The computer age allows people to participate in a vast network of electronic communication and our escalating dependence upon electronic communications will foster rapid e opened doors to mass communication at depersonalization in the workplace. Some people will be frozen out of regular social interactions and no longer enjoy an uplifting one-on-one working relationship that people instinctively crave.

Playwright Noel Coward once said, “Work is more fun than fun.” I included that quote in a seminar guidebook for a sales group a year ago and one of the participants in the back of the room raised his hand and said, “Yeah, Steve, who is this Noel Coward guy? I figure with a quote like that he’s either a porn star or a professional golfer.” That line got a great laugh at my expense, but it also revealed a truth (which almost all humor does). People believe that the fun jobs are always somewhere else. “If only I could get a job like that!” “If only I had been a pro golfer!” But the truth is that fulfilling and fun work can be found in anything. The more we consciously introduce game-playing elements (personal bests listed, goals, time limits, competition with self or others, record-keeping, and so on), the more fun the activity becomes.

Appearance Like it or not, appearance counts, especially in the workplace. Dressing appropriately and professionally is a minimum requirement when applying for a job. Do whatever you can do to make a favorable impression. Dressing appropriately is a way to say that you care about the interview, that it is important to you, and that you take it seriously. It also says you will make an effort to behave professionally once you are with the company. Keep in mind that you are owed nothing when you go on an interview. But behaving professionally by following appropriate business etiquette will nearly always gain you the courtesy of professional treatment in return. The following ideas will help you be prepared to make the best impression possible. In previous exercises, you have examined your self-image. Now, look at yourself and get feedback from others on your overall appearance. Not only must you look neat and well groomed for a job interview, but your overall image should be appropriate to the job, the company, and the industry you are hoping to enter. You can determine the appropriate image by observing the appearance and attitude of those currently in the area you are looking into. But even where casual attire is appropriate for those already in the workplace, clean, pressed clothes and a neat appearance will be appreciated. One young photographer I know of inquired about the style of dress at the newspaper he was interviewing with; informed that most people wore casual clothes, he chose to do the same. At the interview, the editor gently teased him about wearing jeans (she herself was in khaki pants and a sports shirt). “I guess your suit is at the cleaners,” she said, chuckling. But her point was made. Making the effort shows that you take the interview seriously. Second, you should carry yourself as though you are confident and self-assured. Use self-help techniques such as internal coaching to tell yourself you can do it. Focus on your past successes, and hold your body as if you were unstoppable. Breathe deeply, with an abundance of self-confidence. Your goal is to convey an image of being comfortable with yourself in order to make the other person feel comfortable with you.

You’ve begun to master several techniques for controlling your anxiety. You’re learning the finer points of interaction and studying ways to apply your interactive skills. The next step is to add community resources—relevant agencies, groups, and organizations—to your self-help program. As you consider your particular needs, look to your own community for ways to enhance your social system: Parks and recreation departments, churches and synagogues, singles groups, self-help groups, clubs, volunteer organizations, business associations—there is an infinite array of resources to choose from. Contact your local chamber of commerce, consult newspapers for upcoming activities, and even inquire at area shops about any clubs or groups that share an interest (for example, ask at a garden center about a garden club, at a bookstore about a book club, and so on). Working through the exercises in this book is merely one component of a total self-help program. To progress from background knowledge to practical application, you must venture beyond your home and workplace (and beyond the confines of a therapist’s office, if you are in counseling). For people with social anxiety an outside system of resources is the best place to work on interactive difficulties. Here are three excellent reasons to use community resources: 1. To facilitate self-help. Conquering social anxiety necessitates interaction and involvement within the community, which is your laboratory. Using community resources creates a practical means of refining your skills and so moving forward on your individual map for change. 2. To diminish loneliness. Becoming part of the community provides the opportunity to develop personal and professional contacts that can enhance your life in many ways. 3. To network. Community involvement will not only give you the chance to improve your interactive skills, but will allow you to promote your academic or work life as well as your social life. Building connections on different levels can be the key. Any setting can provide a good opportunity for networking. In fact, I met the writer who helped me with this book in a fairly unlikely place—on the basketball court! A mutual friend introduced us, and when the subject of our professional interests came up, we saw the opportunity to work together on this project. You never know!

The most frequent use of a gun in self-defense is when an ordinary citizen feels threatened by a human predator and produces a gun — usually a handgun. The potential robber, rapist, or murderer sees the gun, realizes his victim-selection process needs revision, and takes off faster than a shotgun slug goes through a sheet-rock wall. No one gets hurt. Usually, the incident is not reported to the police, and there is seldom a report of the incident in the local paper or on the local television news — no blood, no story. At the other end of the media-attention scale is when a disturbed individual turns up at a place where many people congregate — a school, a mall, a church, a workplace — and starts shooting, killing and wounding as many as possible. It is these incidents that get national attention across the air-waves, cable television, and newspapers. Screams for more gun control by the country’s professional whiners, who think more laws will solve everything, typically follow. They hate the idea of ordinary citizens carrying concealed handguns for protection, and they hate the people who take responsibility for their own safety.

She watches me take off the shirt, her gaze stroking the ridges of my abs and carved waist. Blood pumps through the veins in my cock. Fuck. Jane. Not in that order. Not in that fucking way. It’s not my job to think about her in any setting outside of client-bodyguard relations. It’s not my job to think about what she’d taste like if I spread her legs. I have pictured it, and I’ll do a hundred deadlifts as punishment for even thinking about her pussy. Unprofessional. Un-fucking professional. It’s not my job to feel a fucking thing other than duty. Responsibility. Devotion – workplace devotion.

The only workplace that prevented a health and safety visit from occurring during my career was professional astronomy. They were adamant that the Occupational Safety and Health Administration (OSHA) were not going to be allowed to visit the Kitt Peak National Observatory in Arizona, USA. They were successful in canceling the scheduled OSHA visit and the result was I became much sicker as time progressed while working there. Part of that sickness was suspected mercury poisoning.

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

There appears to be a higher death rate in the workplace and outside of the workplace in professional astronomy summit workers.

Summit working in professional astronomy is a strange world of hypoxia, altitude sickness, shift work disorder and toxic workplace exposures.

No state in America has taken more aggressive action to reduce the public’s exposure to chemicals, and to secondhand smoke, than California. California banned the sale of flavored tobacco, because it appeals to children, and the use of smokeless tobacco in the state’s five professional baseball stadiums. It prohibited the use of e-cigarettes in government and private workplaces, restaurants, bars, and casinos. San Francisco in late 2020 banned cigarette smoking in apartments.8 In the fall of 2020, California outlawed companies from using in cosmetics, shampoos, and other personal care products twenty-four chemicals it had deemed dangerous.9 And yet breathing secondhand smoke and being exposed to trace chemicals in your shampoo are hardly sufficient to kill. By contrast, hard drug use is both a necessary and sufficient cause to kill, as the 93,000 overdose and drug poisoning deaths of 2020 show. And yet, where the governments of San Francisco, California, and other progressive cities and states stress the remote dangers of cosmetics, pesticides, and secondhand smoke, they downplay the immediate dangers of hard drugs including fentanyl. In 2020, San Francisco even paid for two billboards promoting the safe use of heroin and fentanyl, which had been created by the Harm Reduction Coalition. The first had a picture of an older African American man smiling. The headline read, “Change it up. Injecting drugs has the highest risk of overdose, so consider snorting or smoking instead.” The second billboard’s photograph was of a racially diverse group of people at a party smiling and laughing. The headline read, “Try not to use alone. Do it with friends. Use with people and take turns.”10 When I asked Kristen Marshall of the Harm Reduction Coalition, which oversees San Francisco’s overdose prevention strategy, about the threat posed by fentanyl, she said, “People use it safely all the time. This narrative that gets it labeled as an insane poison where you touch it and die—that’s not how drugs work. It’s not cyanide. It’s not uranium. It’s just a synthetic opioid, but one that’s on an unregulated market.

We’re at a critical juncture. We must future-proof ourselves. So creating alternative education systems which are not hostile to the gospel, for example, is a good idea. However, engagement with the culture should continue. If we are to establish alternative institutions and workplaces that operate around a Christian ethic, we must not do so just for ourselves. There are plenty of non-Christian neighbours and professionals who will also be worn out by the secular culture and seeking an alternative.

There is no blue collar, no white collar, just honor. And honor is defined by character not collar.

Designation without humanity is resignation of humanity.

The term human resources is a violation of human rights. for it designates people as possession of a company. Computers are resources, staplers are resources, but people aren't resources, but the soul of all company and society.

I have lost track of the number of times when I chatted with DEI professionals or even diversity hires of different races and backgrounds who painfully told me that they are put in a position that makes them incapable of making any meaningful changes in their workplace. That their job is primarily to be tokenized and make the institution look and feel good, but in reality they – and any diverse person in their workplace – feel totally paralyzed in environments that look good, but are in fact extremely controlled by the few privileged at the top. [From “The Trump Age: Critical Questions” published on CounterPunch on June 23, 2023]

Improving Decisions About Health, Wealth, and Happiness

With practice, you will learn to understand yourself better and increasingly learn what conviction feels like. As you search for it, you will get better at gearing your efforts to work in a way that will help you get to that feeling. Leaders don’t look for excuses for why they can’t act like an owner. Instead, they embrace the challenge of ownership and encourage their teams to do the same. It helps if, as subordinates, they were regularly encouraged and empowered by their bosses to put themselves in the shoes of decision makers. “Superb professionals define their jobs broadly,” one of my former bosses regularly said to me. “They are always thinking several levels up.” This may explain why many business schools, including Harvard, teach using the case method. This approach certainly can be used to teach analytical techniques, but, for me, it is primarily an exercise in learning to get to conviction. After you’ve studied all the facts of the case on your own, and after you’ve debated those facts in study groups before class and again in class, what do you believe? What would you do if you were in the shoes of the protagonist? The case method attempts to simulate what leaders go through every day. Decision makers are confronted with a blizzard of facts: usually incomplete, often contradictory, and certainly confusing. With help from colleagues, they have to sort things out. Through the case method, students learn to put themselves in the shoes of the decision maker, imagine what that might feel like, and then work to figure out what they believe. This mind-set is invaluable in the workplace. It forces you to use your broad range of skills. It guides you as to what additional analysis and work needs to be done to figure out a particular business challenge. Leaders don’t need to always have conviction, but they do need to learn to search for it. This process never ends. It is a way of thinking. Every day, as you are confronted with new and unexpected challenges, you need to search for conviction. You need to ask yourself: What do I believe? What would I do if I were a decision maker? Aspiring leaders need to resist the temptation to make excuses, such as I don’t have enough power, or it’s not my job, or nobody in the company cares what I think, or there just isn’t time. They must let those excuses go and put themselves mentally in the shoes of the decision maker. From that vantage point, they will start to get a better idea how it feels to bear the weight of ownership.

THE BEST PLACES TO WORK HAVE IT. THE HIGHEST-PERFORMING teams benefit from it. Because of it, individuals thrive professionally and personally—and teams and organizations flourish in our new economy. The “it” I’m referring to? The climate of your workplace. The feeling. The mood. “It” is the chemistry of how you, your team, and your organization work together. The way your workplace “feels” has a tremendous influence on people’s experience, morale, and performance. People thrive in a climate where they feel valued, where they know their contributions are meaningful, and where their core values are closely aligned with the values and character of their employer. Where they don’t feel valued, meaningful, and aligned . . . they just do their jobs. And today, in a world where opportunities to stand out are everywhere and the next killer idea can come from anywhere, “just doing our jobs” isn’t good enough.

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

For example, statistics show that people who curse in the workplace don’t get promoted as often as those who don’t curse. As a contributor to Forbes.com recently noted, 64% of employers said that they’d think less of an employee who repeatedly uses curse words, and 57% would be less likely to promote that person.… A majority of hiring managers said they believe that the use of curse words brings the employee’s professionalism into question, while others are concerned with the lack of control and lack of maturity demonstrated by swearing at work. More than half said using dirty words at work makes an employee appear less intelligent.1

Many of us have been unconsciously programmed to treat walking as a means to an end, especially while in the workplace. Naturally, a lack of mindfulness while walking leaves one hostage to self-perpetuating stress and anxiety. We rush (often while shouting into a mobile phone), completely missing the enjoyment of walking. Walking and breathing, if practised harmoniously, can be peaceful and thoroughly enjoyable. Even walking down a corridor or into an office or wherever we are working or being of service can be a harmonious action.

The lawyers I worked with ran a valuable business, and they were impressive individuals one by one. But the relationships between them were oddly thin. They spent all day together, but few of them seemed to have much to say to each other outside the office. Why work with a group of people who don’t even like each other? Many seem to think it’s a sacrifice necessary for making money. But taking a merely professional view of the workplace, in which free agents check in and out on a transactional basis, is worse than cold: it’s not even rational. Since time is your most valuable asset, it’s odd to spend it working with people who don’t envision any long-term future together. If you can’t count durable relationships among the fruits of your time at work, you haven’t invested your time well—even

The process of applying Mindfulness Burnout Prevention (MBP) in the workplace or any environment has a much more far-reaching effect than simply accessing equanimity throughout the vicissitudes of life. Continuous learning helps us to stay youthful, sharpen our mental faculties and wire new neural connections in our brain (making us better equipped to accomplish); it is also a sign of humility.

A culture of learning in an adult workplace is not just about “training.” A culture of learning is when a community of knowledge workers is empowered and inspired to continually learn and develop as professionals. People learn best by actually doing their work, making mistakes, and collaborating to improve their own practice. It’s an upward spiral: the teachers get better every year as the curriculum gets better, each causing and caused by the other.

Crossing the line—such as sharing your personal information—is not acceptable. Neither is pumping your client for intimate info (as salacious as the details might be!) that they don’t want to share. And you don’t need to be offering free advice, either professional or personal. You are not their shrink.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Benefits of Going Green The benefits of going green are sometimes not similar to obvious right away. For some people, because of this that going green can be so difficult. They have to see immediate or near immediate results of their green efforts. Unfortunately, some benefits take a while and dedication. Now and dedication can be a good thing about going green in itself. When we become more commited to an environmentally friendly lifestyle we study that lifestyle, the aspects of the life-style that is effective on our behalf and then we study new tips that make the lifestyle much better to create. Other merits of going green can be found especially zones of green lifestyles. Benefits of Going Green at Home Going green at your home is among the few places that green lifestyle benefits are shown quickly or in the next short space of time. The first home benefit that many individuals who go green see, is a drop in utility bills and spending. As people commence to make subtle and full blown changes in the volume of energy they use and the manner they make use of it, the utility bills will drop. This benefit shows itself within the first three billing cycles no matter the effective changes. Spending also reduces. The spending pattern of green lifestyles shows a spending reduction because of switching from disposable items to reusable items, pricey chemical items for DIY natural options and swapping out appliances for higher energy levels effiencent models. Simply not only are the advantages observed in healthier lifestyle options, but on top of that they are seen in healthier financial options. Benefits to Going Green at Work Going green at work is problematic to implement and hard to see immediate results from. However, the avantages of going green in the workplace might be incredibly financially beneficial regarding the business. A clear benefit for businesses going green that is the alleviates clutter and increased organization. By utilizing green techniques in your business such as cloud storage, going paperless and energy usage techniques a business will save many dollars each month. This is a clear benefit, but the additional advantage is increased business. Consumers, businesses and sales professionals love aligning themselves with green businesses. It shows an ecological awareness and connection and it has verified that the green business cares about the approach to life of their total clients. The green business logo and concept means the advantage of a higher customer base and increased sales. Advantages and benefits of Going Green within the Community Community advantages and benefits of going green are the explanation as to why many individuals begin contribution in the green movement. Community efforts do take time and effort to develop. Recycling centers, landscaping endeavors and urban gardening projects take community efforts and dedication. These projects can build wonderful benefits regarding the community. Initially the advantages will show in areas similar to a decrease in waste, increased organic gardening options and recycling endeavors to diminish waste in landfills. Eventually the avantages of going green locally can present a residential district bonding, closer knit communities and environmental benefits which will reach to reduced air pollution. There can also be an increase in local food production and local companies booming which helps the regional economy. There are numerous other benefits of going green. These benefits might be comprehensive and might change the thought of how communities, states and personal lifestyles are changed.

Civil-military relations in modern America are characterized more by paradox than by consistency: ordinary Americans support the military more than ever but know less about it than ever. In Washington, senior government policymakers simultaneously overestimate the military’s capabilities and mistrust the military leadership. The US military is widely viewed as the strongest military in the history of the world, but military leaders view conventional military tools as less and less useful for dealing with the complex security threats we face today. Meanwhile, although the military itself is more professional than ever, its internal structures—from recruiting, training, and education to personnel policies—lag badly behind those in most civilian workplaces, making it difficult for the military to change from within. These paradoxes both reflect and contribute to an underlying conundrum. In today’s world, where security challenges increasingly stem from nonstate actors, the cyber domain, the diffuse effects of climate change, and similar nontraditional sources, it is growing ever more difficult to clearly define the US military’s role and mission. We no longer have a coherent basis for distinguishing between war and “not war,” or between military force and other forms of coercion and manipulation. In such a context, we no longer know what kind of military we need, or how to draw sensible lines between civilian and military tasks and roles.

This rule refers to how 70% of a manager’s learning and professional development should be honed through on-the-job stretch assignments. Just 20% should come from mentoring and 10% from taking classes.

It was tough handling angry, troubled kids all day, but that didn’t drain me nearly as much as being snubbed by the professionals who never said a cheerful word, let alone an encouraging one. A smile or a single word of appreciation would have made all the difference.

You must use this control to your full advantage. No matter what happens, at the end of the day, the shocking truth is that they don’t care about you.  Yes. No matter how paranoid you may be rethinking of a certain encounter, none of it will matter when you step outside of the office. And so always remember to know your purpose in any time or in any situation, keep your focus, maintain a professional relationship and succeed in achieving what you need without compromising your own values.

Get professional, no, be professional. You’re in the workplace with no pants on. You’re being willingly sexually harassed by your boss… Wait, it is still harassment if you’re gagging for it? Hmm, I don’t know…he is still my superior, and there’s definitely a power imbalance. Oooh, a big power imbalance. A big, thick power imbalance.

Paperback 204 pages ISBN: 9780996871839 Available in print, digital and audiobook formats If you have ever experienced infighting, such as a team ora department pitting itself against another team or department; if you have ever worked for a micromanaging and overbearing boss; if you have ever navigated the changes that come with a merger or other significant restructuring process, then you have had a front-row seat to organizational drama. David Emerald’s 3 Vital Questions: Transforming Workplace Drama was written for you! “It is impossible to describe what a profound impact the 3 Vital Questions have had on my life, personally and professionally.” —Chris Nagel, Director of Leadership & Team Development, Cleveland

Statistics says, woemn are significantly less inclined to take professional risks as they get more workplace experience under their belt. As you get older, you need to be even more calculating, you would have built a reputation and there is more visiblity if youtake a chance that doesn't pay off. So, start today. No one ever got noticed by playing it safe.

For workplace physical stressors, I advise adding pink to our physical energetic boundary to transmute negativity for positive outcomes; gold to command change and immediately stop an energetic, personal, or professional attack; green to stop a repetitive pattern and initiate a new track; and silver to deflect others’ issues and energies back to them.

the quality of our professional relationships and the culture of our organizations are influenced directly by the way we communicate in the workplace.

Throughout history, one's calling has often been narrowly defined as an occupation (career), a status in life (single or mar-ried), or as secular or consecrated (lay persons or professional Christian ministers). As a result, we often think: "Whatever my calling was, I think I may have missed it." Or, "I'm not trained. I'm just a regular person." Or, "I'm just working, waiting for my true calling to reveal itself." Scripture teaches, however, that every Christian is called by God at conversion. And that calling encompasses the whole of our lives. Recovering this truth revolutionizes how we understand our role--in the workplace and in the world-as men and women sent by Jesus to embody his love.

We didn't assemble a mafia by sorting through resumes and simply hiring the most talented people. I had seen the mixed results of that approach firsthand when I worked at a New York law firm. The lawyers I worked with ran a valuable business, and they were impressive individuals one by one. But the relationships between them were oddly thin. They spent all day together, but few of them seemed to have much say to each other outside the office. Why work with a group of people who don't even like each other? Many seem to think it's a sacrifice necessary for making money. But taking a merely professional view of the workplace, in which free agents check in and out on a transactional basis, is worse than cold: it's not even rational. Since time is your most valuable asset, it's odd to spend it working with people who don't envision any long-term future together. If you can't count durable relationships among the fruits of your time at work, you haven't invested your time well- even in purely financial terms... The kind of recruit who would be most engaged as an employee will also wonder: "Are these the kind of people I want to work with?" You should be able to explain why your company is a unique match for him personally. And if you can't do that, he's probably not the right match. p119-121.

The illnesses in high altitude professional astronomy are generally a mixture of long term altitude sickness and workplace toxicity.

In America, particularly in non-unionized workplaces, this sort of chronic understaffing acquires a logic all its own. If you can stand to lose employee weight, you should; if you don’t, you’re leaving profits on the table. Appropriately staffing isn’t a way to create a better work environment; it’s “bloat.” Workplaces attempt to counter the negative effects of understaffing with professional development, bonuses, perks, snacks, therapy dogs, subsidized gym memberships, swag, happy hours, access to meditation apps; the list is truly endless. One HR person told us that she was always amazed that employees complained about stress and overwork but then never took advantage of the perks. It makes sense, though. They don’t have the time. What would really make their lives better isn’t a meditation app, but adding a few more employees without also adding the expectation of more work.

In 2019 the Department of Justice arrested the head of its New York office on a charge of conspiracy to commit visa fraud.82 The indictment gave an invaluable insight into CAIEP’s recruitment of scientists, engineers, IT specialists and others to return to China with their workplaces’ intellectual property. Building on united front work, the CAIEP works with ethnic Chinese professional associations, ‘friends’ in US universities, and Confucius Institutes, all in close collaboration with Chinese consulates.

In his writing about communism’s insidiousness, Miłosz referenced a 1932 novel, Insatiability. In it, Polish writer Stanisław Witkiewicz wrote of a near-future dystopia in which the people were culturally exhausted and had fallen into decadence. A Mongol army from the East threatened to overrun them. As part of the plan to take over the nation, people began turning up in the streets selling “the pill of Murti-Bing,” named after a Mongolian philosopher who found a way to embody his “don’t worry, be happy” philosophy in a tablet. Those who took the Pill of Murti-Bing quit worrying about life, even though things were falling apart around them. When the Eastern army arrived, it surrendered happily, its soldiers relieved to have found deliverance from their internal tension and struggles. Only the peace didn’t last. “But since they could not rid themselves completely of their former personalities,” writes Miłosz, “they became schizophrenics.”7 What do you do when the Pill of Murti-Bing stops working and you find yourself living under a dictatorship of official lies in which anyone who contradicts the party line goes to jail? You become an actor, says Miłosz. You learn the practice of ketman. This is the Persian word for the practice of maintaining an outward appearance of Islamic orthodoxy while inwardly dissenting. Ketman was the strategy everyone who wasn’t a true believer in communism had to adopt to stay out of trouble. It is a form of mental self-defense. What is the difference between ketman and plain old hypocrisy? As Miłosz explains, having to be “on” all the time inevitably changes a person. An actor who inhabits his role around the clock eventually becomes the character he plays. Ketman is worse than hypocrisy, because living by it all the time corrupts your character and ultimately everything in society. Miłosz identified eight different types of ketman under communism. For example, “professional ketman” is when you convince yourself that it’s okay to live a lie in the workplace, because that’s what you have to do to have the freedom to do good work. “Metaphysical ketman” is the deepest form of the strategy, a defense against “total degradation.” It consists of convincing yourself that it really is possible for you to be a loyal opponent of the new regime while working with it. Christians who collaborated with communist regimes were guilty of metaphysical ketman. In fact, says Miłosz, it represents the ultimate victory of the Big Lie over the individual’s soul.

We don’t need more “professionalism” in our workplaces.

You will spend 90,000 hours of your life working. That’s more than you will spend doing anything else except sleeping. And you know you owe it to yourself to make those hours the most meaningful that they can possibly be. You know you can’t resign yourself to a listless job. You don’t want to spend your one life grinding out work you care little about, a sad office-humor cliché. You’re here because you want more out of your career, even as you’re facing a stupid-tight and ever-shifting job market, nagging self-doubt, the challenges of rampant sexism and racism in the workplace, a persistent wage gap (particularly for women of color), a lack of precedent for female leadership in most careers, a lack of mentors, and mansplaining men everywhere you look. You’re here because you’re tired of feeling quite so delicate, one professional rejection away from emotional cataclysm, a floor puddle of Chunky Monkey and Netflix. Because you want to get stronger and more sure-footed. Because you don’t want to be tripped up by small things like what to say in an e-mail, and big ones like how to ask for a raise. Because you don’t yet know when you need to stand up for yourself and when you definitely don’t need to stand up for yourself. You’re here because you haven’t realized yet that you’re not alone, that even your heroes think they are impostors, that we all think we don’t deserve to be here, we all believe, despite overwhelming evidence to the contrary, that we are irrelevant, incompetent trash people, and soon THEY ARE ALL GOING TO KNOW. You are here because no matter how nasty the self-talk and shitty programming that’s intermittently popping off in your brain, the voices that tell you you’re lazy, untalented, the worst, you need to find empathy for yourself, you need someone to tell you how you are feeling is normal. That you belong. That you CAN do this. Because you can.

I felt I had the right to not be a trustworthy person. It was good to make that clear, even if it worked against my professional future; from now on you should be aware that assigning me a job includes the possibility that I’ll quit halfway through. That was more or less how I put it. It was the closest I would come in this business to an outburst of dignity.

Dwight D. Eisenhower, thirty-fourth president of the United States, was the Supreme Allied Commander in World War II. He said this about logistics: “You will not find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics.

Self directed scholarship has an aesthetic dimension. For a long time I had on the wall of my study the following quote by Jacques Le Goff, the great French medievalist, who believes that the Renaissance came out of independent humanists, not professional scholars. He examined the striking contrast in period paintings, drawings and renditions that compare Medieval university members and humanists: “One is a professor surrounded and besieged by huddled students. The other is a solitary scholar, sitting in the tranquility and privacy of his chambers, at ease in the spacious and comfy room where his thoughts can move freely. Here we encounter the tumult of schools, the dust of classrooms, the indifference to beauty in collective workplaces,There, it is all order and beauty,Luxe, calme et volupté

I am a survivor of workplace harassment.