Staff Appreciation Week Quotes

Choosing an “Away School” There was a time when this section would have been easy. We simply would have said, “Find the nearest Catholic school and send your child to it.” Unfortunately, it is no longer possible to make such blanket statements in an age where in some places teachers and staff are often either openly hostile or passively dismissive toward their own mission to be a Catholic school. It is our opinion that these schools do so at their own peril, because once you take the “Catholic” out of a Catholic school, you end up with a hobbled institution. Fortunately, these inferior institutions remain in the minority of Catholic schools. In fact, we are still very heavily biased in favor of Catholic schools, and we strongly recommend that you consider any and all available Catholic schools before considering other conventional schooling options (e.g., public or non-sectarian private schools). Generally speaking, they have been shown to be more effective than their public counterparts; they typically have smaller, more orderly classes; they support the values and prayers you are trying to teach at home; and they help your child appreciate the importance of the Eucharist by attending Mass during the school week.

holster, and Ridge let him. “Yes, sir.” He waited for Bockenhaimer to point out that neither pilots nor colonels had the experience necessary to command army installations, but the general merely leaned forward to squint at the papers. “Retirement?” He leaned closer, a delighted smile stretching his lips. “Retirement!” Ridge resisted the urge to roll his eyes. He wondered if the general had been a drunk before they shipped him out here—could this place have been a punishment for him as well?—or if commanding a remote prison full of felons had driven him to drink. “Yes, sir,” Ridge said. “If you could tell me about the S.O.P. here and give me a few—” Bockenhaimer jumped to his feet, wobbled—Ridge caught him and held him upright despite being surprised—and lunged for the window. “Is that my flier? I can leave today?” “Yes, sir. But I’d appreciate it if you—” The general threw open the window and waved to the pilot. “Wait for me, son. I’m already packed!” Oddly, the wobbling didn’t slow Bockenhaimer down much when he ran around the desk and out the door. Ridge’s mouth was still hanging open when the general appeared in the courtyard below, a bag tucked under his arm as he raced along the cleared sidewalks. “That’s… not exactly how the change-of-command ceremonies I’ve seen usually go.” Ridge hadn’t been expecting a parade and a marching band, not in this remote hole, but a briefing would have been nice. He removed his fur cap and pushed a hand through his hair, surveying his new office. He wondered how long it would take to get rid of the alcohol odor. He also wondered how long that poor potted plant in the corner had been dead. Hadn’t that young captain been the general’s aide? He couldn’t have had some private come in to make sure the place was cleaned? Maybe the staff was too busy guarding the prisoners, and the officers had to wield their own brooms here. Ridge was looking for the fort’s operations manuals when a knock came at the door. “Sir?” Captain Heriton, the officer who had met him at the flier, leaned in, an apprehensive look on his face. His pale hair and pimples made him look about fifteen instead of the twenty-five or more he must be. “Yes?” “It’s about that woman… she said she was dropped off yesterday—we got a big load of new convicts—and that she doesn’t remember the number she was issued.” “The number?” “Yes, sir. The prisoners are issued numbers instead of being called by name. Keeps down the in-fighting. Some of them are prisoners of war and pirates, and there are a few former soldiers, and some of those clansmen from up in the north hills. It’s easier if they start out with new identities here. The general didn’t brief you?” The captain glanced toward the window—the flier had already taken off. “I guess he did leave abruptly.” “Abruptly, yes, that’s a word.” Not the word Ridge would have used, but he couldn’t bring himself to badmouth the general yet, not until he had spent a couple of weeks here and gotten a true feel for where he had landed. “You don’t happen to know where the operations manuals are, do you?” “They should be in here somewhere, sir.” The captain started to lean back into the hall. “The woman’s report, Captain,” Ridge said dryly. He knew the man hadn’t found it, but wasn’t ready to let some prisoner wander around without

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.