Supervisor Job Quotes

Efficiency' has come to mean vesting more and more power to managers, supervisors, and presumed 'efficiency experts,' so that actual producers have almost zero autonomy.

My present self is formed almost completely of the people around me. I am currently made up of 30 percent Mrs. Izumi, 30 percent Sugawara, 20 percent the manager, and the rest absorbed from past colleagues such as Sasaki, who left six months ago, and Okasaki, who was our supervisor until a year ago. My speech is especially infected by everyone around me and is currently a mix of that of Mrs. Izumi and Sugawara. I think the same goes for most people. When some of Sugawara’s band members came into the store recently they all dressed and spoke just like her. After Mrs. Izumi came, Sasaki started sounding just like her when she said, “Good job, see you tomorrow!” Once a woman who had gotten on well with Mrs. Izumi at her previous store came to help out, and she dressed so much like Mrs. Izumi I almost mistook the two. And I probably infect others with the way I speak too. Infecting each other like this is how we maintain ourselves as human is what I think.

WHAT’S THE ONE thing that most affects how much people enjoy their jobs? First and foremost, people thrive when they feel appreciated by their supervisors and colleagues—and that means they sense the appreciation is heartfelt and authentic.

That truth set me free, along with other truths like leaning daily on God’s grace and realizing that God’s children are never victims. Everything that touches their lives, he permits. The irony is, you can’t imagine a more victimized person than Jesus. Yet when he died, he didn’t say, “I am finished” but “It is finished.” He did not play the victim, and thus he emerged the victor. Forget the self-pity. True, your supervisor may be trying to push you out of your job. Your marriage may be a fiery trial. You might be living below the poverty level. But victory is ours in Christ. His grace is sufficient. Know this truth and it will set you free. This day, Jesus, I can feel sorry for myself or victorious in you. Show me how to choose the latter.

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

quality control departments have taken the job of quality away from the people that can contribute most to quality—management, supervisors, managers of purchasing, and production workers.

A joy-filled workplace gives people the freedom to use their talents and skills for the benefit of society, without being crushed or controlled by autocratic supervisors.

I’ll never forget one of the first families I visited. The father was a railroad man who had lost his job. I was told by my supervisor that I really had to see the poverty. If the family needed clothing, I was to investigate how much clothing they had at hand. So I looked into this man’s closet—(pauses, it becomes difficult)—he was a tall, gray-haired man, though not terribly old. He let me look in the closet—he was so insulted. (She weeps angrily.) He said, “Why are you doing this?” I remember his feeling of humiliation . . . this terrible humiliation. (She can’t continue. After a pause, she resumes.) He said, “I really haven’t anything to hide, but if you really must look into it. . ..” I could see he was very proud. He was so deeply humiliated. And I was, too. . ..

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

But a highly competitive or unstructured job, or a highly critical supervisor, can trigger the intense, uncontrolled anger and the hypersensitivity to rejection to which the borderline is susceptible. The rage can permeate the workplace and literally destroy a career.

When I first took this job at the factory it was not my intention to work there very long, for I once possessed higher hopes for my life, although the exact nature of these hopes remained rather vague in my youthful mind. While the work was not arduous, and my fellow workers congenial enough, I did not imagine myself standing forever at my designated assembly block, fitting together pieces of metal into other pieces of metal, with a few interruptions throughout that day for breaks that were supposed to refresh our minds from the tedium of our work or for meal breaks to allow us to nourish our bodies. Somehow it never occurred to me that the nearby town where I and the others at the factory lived, travelling to and from our jobs along the same fog-strewn road, held no higher opportunities for me or anyone else, which no doubt accounts for the vagueness, the wispy insubstantiality, of my youthful hopes.

Cooperatives have lower absentee rates and less worker turnover than their conventional competitors. (For instance, the annual rate of turnover in the Mondragon cooperatives in 1974 was two percent, while in comparable capitalist firms it was 14 percent.)94 Members show relatively high individual work effort, tending to act as their own supervisors, at least to a greater degree than employees do elsewhere. Job rotation, where it happens, enhances the attractiveness of the work. And there are greater incentives to help one another than in a competitive environment.

His wife would never admit it to him, but Billy’s guess was that interns killed patients all the time, and their supervisors, with an eye for the long-term healer to come, mainly looked the other way. Well, it was the same with him. In order to get the greater job done, to mold your people as you saw fit and prepare them to effectively do the job in the years to come, you tolerated error, you turned a not-quite-blind eye to the actions of others and to your own actions. You created secrets and you kept secrets. Out on the streets, same thing: depending on the individual and the situation, sometimes you threw the Thor hammer at a misdemeanor, other times you let an individual walk who had no right to sleep in his own bed that night. You did all these things and more because as a boss, if you weren’t willing to play fast and loose when required, if you weren’t willing to make a discreet hash of the rule book now and then, on this job you might as well call in sick. That’s just the way it was. *

Sooner or later, someone will say a no to us that we can’t ignore. It’s built into the fabric of life. Observe the progression of nos in the life of the person who resists others’ limits: the no of parents the no of siblings the no of schoolteachers the no of school friends the no of bosses and supervisors the no of spouses the no of health problems from overeating, alcoholism, or an irresponsible lifestyle the no of police, the courts, and even prison Some people learn to accept boundaries early in life, even as early as stage number one. But some people have to go all the way to number eight before they get the picture that we have to accept life’s limits: “Stop listening to instruction, my son, and you will stray from the words of knowledge” (Prov. 19:27). Many out-of-control adolescents don’t mature until their thirties, when they become tired of not having a steady job and a place to stay. They have to hit bottom financially, and sometimes they may even have to live on the streets for a while. In time, they begin sticking with a career, saving money, and starting to grow up. They gradually begin to accept life’s limits.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

listen, he said, you ever seen a bunch of crabs in a bucket? no, I told him. well, what happens is that now and then one crab will climb up on top of the others and begin to climb toward the top of the bucket, then, just as he's about to escape another crab grabs him and pulls him back down. really? I asked. really, he said, and this job is just like that, none of the others want anybody to get out of here. that's just the way it is in the postal service! I believe you, I said. just then the supervisor walked up and said, you fellows were talking. there is no talking allowed on this job. I had been there for eleven and one-half years. I got up off my stool and climbed right up the supervisor and then I reached up and pulled myself right out of there. it was so easy it was unbelievable. but none of the others followed me. and after that, whenever I had crab legs I thought about that place. I must have thought about that place maybe 5 or 6 times before I switched to lobster.

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 Irishman shambles up to him and asks if there’s any casual job going. “You don’t look to me,” says the supervisor, “as if you know the difference between a girder and a joist.” “I do, too,” says the Irishman indignantly. “The first of them wrote Faust and the second one wrote Ulysses.

It’s not an accident that school is like a job, not an accident that there are supervisors and rules and tests and quality control. You do well, you get another job (the next grade), and continue to do well and you get a real job. Do poorly, don’t fit in, rebel—and you are kicked out of the system.

Imagine having to put a code into your phone when you go to the toilet, and then have a weekly meeting with your supervisor where you have to justify why you were 1.2 minutes above the average toilet break allocated to you last week,” wrote another. Lindsay, who worked as a rep on Walmart and Sam’s Club accounts a few years back, told me the stress of her job caused her to develop digestive problems. “Even though I went to the doctor and brought a note explaining what was wrong, my supervisor still insisted on following me into the bathroom to ‘make sure’ I really did have diarrhea every single time,” Lindsay said. “She would stand outside the stall door and listen to me shit.

Most of any job consists of “pro forma” activity, or tasks designed to keep up the appearance of being productive. The actual job is a few hours a week where your input is actually needed. The rest is designed to make your supervisors, and her managers all the way up to the top, look good because all the workers appear engaged in “important” activity. Remember that being successful entails looking successful. Creating “important” tasks makes people look successful, so they do it to their underlings. This is why you will work all night on projects that never see the light of day, or spend hours each week filling out forms that no one sees. Appearance is more important than reality in dying civilizations.

there are only five simple rules for getting by in the world of work. If you adhere to them, you will be an immense success in life, now and until the day you die. If you do not, you had better hope for a job in the government, join a union, or aspire to fulfill a quota. Here they are: 1. Listen carefully to instructions and never expect to be told anything a second time. 2. Do a complete job, and do it better than your supervisor expects you to do it. 3. Work diligently to the point of discomfort, and without interruption or complaint. 4. Complete all tasks in a timely manner, meaning as soon as possible. 5. If you run out of assigned tasks, look for other jobs to do that help others and the firm. That’s it: five rules to a happy, productive job, to a happy, productive life. Do

I went around to four finance companies and borrowed a hundred bucks from each one so we could get married. Then when the collectors came around I persuaded them that they couldn’t find me. One of them that I convinced had my case taken over by his supervisor, who decided not to cooperate with my disappearance and showed up one night at Wagner’s looking for Frank Sheeran. He didn’t know it was me at the door. I said to follow me and I’d take him in to see Mr. Sheeran. He followed me into the bathroom and I gave him a shot to the body and a shot to the jaw and down he went. I didn’t give him the boot or anything. I just wanted to make sure he understood that Mr. Sheeran was too busy to see him that night or any other night. He got the message. Mary had a good job with the Philadelphia

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

If I had a better job, supervisor, pay, more time, less time, and the list goes on mentality. You are not accepting the fact you have to do you! Your career is yours and yours alone, and ultimately your decisions, your thoughts are your responsibility and not the amount of pay you get or what others get, what others do or do not do. Blaming takes time and energy away from you, your assigned job, and above all, your career potential leaving you with “ever failing” hand in hand towards the unemployment line!

Brad Werner, a complex-systems researcher (which sounds like a job that would be hard to monitor for a supervisor—“Oy, Werner, are you researching that complex system or are you dickin’ around on your phone?”) speaking at last year’s American Geophysical Union (which must surely use pornography on the invitation to have any hope of luring trade), said that our planet is fucked. He researched our complex system—the earth, I suppose, is a complex system—and concluded that we, the people who live on it, are fucked. I’m not even joking: His

Being good at school is a fine skill if you intend to do school forever. For the rest of us, being good at school is a little like being good at Frisbee. It’s nice, but it’s not relevant unless your career involves homework assignments, looking through textbooks for answers that are already known to your supervisors, complying with instructions and then, in high-pressure settings, regurgitating those facts with limited processing on your part. Or, in the latter case, if your job involves throwing 165 grams of round plastic as far as you can.

If being transgender were a job, no-one would apply. Imagine actually applying to be an outcast everywhere you go, feeling out of place even inside your own body, even when looking in a mirror, at old family photo albums, being continually denied by family members you held dear, being barely recognized or even acknowledged by old acquaintances, school or college friends, and taking the brunt of bigotry and spitefulness from colleagues and supervisors? Does being excluded from family events, work parties, and being constantly attacked by religious groups and people sound like fun? How about constantly wondering if you will wake up with civil rights the next morning, or if you will be arrested or beaten up or murdered in the streets by someone you don’t know, or in your own home by someone you do know? How about the likelihood that your family would dress your dead body as someone else they would prefer you to have been for your memorial service, while dead-naming you and disrespecting the person you were and the things you had accomplished in your life? Sound like the job for you? Apply within. If there was a CHOICE, then my dears, EVERYONE would walk away.

Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities at work to learn and grow? These twelve questions are the simplest and most accurate way to measure the strength of a workplace.

My assignment as the post’s adjutant and personnel officer (I ended the war a captain) put me in close contact with the civilian bureaucrats and it didn’t take long for me to decide I didn’t think much of the inefficiency, empire building, and business-as-usual attitude that existed in wartime under the civil service system. If I suggested that an employee might be expendable, his supervisor would look at me as if I were crazy. He didn’t want to reduce the size of his department; his salary was based to a large extent on the number of people he supervised. He wanted to increase it, not decrease it. I discovered it was almost impossible to remove an incompetent or lazy worker and that one of the most popular methods supervisors used in dealing with an incompetent was to transfer him or her out of his department to a higher-paying job in another department. We had a warehouse filled with cabinets containing old records that had no use or historic value. They were totally obsolete. Well, with a war on, there was a need for the warehouse and the filing cabinets, so a request was sent up through channels requesting permission to destroy the obsolete papers. Back came a reply—permission granted provided copies are made of each paper destroyed.

Well, feminine, but not too feminine, then.” “Careful: In Hopkins v. Price-Waterhouse, Ms. Hopkins was denied a partnership because she needed to learn to ‘walk more femininely, talk more femininely, dress more femininely,’ and ‘wear makeup.’” “Maybe she didn’t deserve a partnership?” “She brought in the most business of any employee.” “Hmm. Well, maybe a little more feminine.” “Not so fast. Policewoman Nancy Fahdl was fired because she looked ‘too much like a lady.’” “All right, less feminine. I’ve wiped off my blusher.” “You can lose your job if you don’t wear makeup. See Tamini v. Howard Johnson Company, Inc.” “How about this, then, sort of…womanly?” “Sorry. You can lose your job if you dress like a woman. In Andre v. Bendix Corporation, it was ruled ‘inappropriate for a supervisor’ of women to dress like ‘a woman.’” “What am I supposed to do? Wear a sack?” “Well, the women in Buren v. City of East Chicago had to ‘dress to cover themselves from neck to toe’ because the men at work were ‘kind of nasty.’” “Won’t a dress code get me out of this?” “Don’t bet on it. In Diaz v. Coleman, a dress code of short skirts was set by an employer who allegedly sexually harassed his female employees because they complied with it.” It would be funny if it weren’t true. And when we see that British law has evolved a legal no-win situation very close to this one, a pattern begins to emerge.

Malcolm had often proudly boasted that a sure sign of NOI conversion was a black man’s ability to look a white man dead in the eyes without flinching. He had tested the faith of acolytes in Harlem by challenging them to attempt it on the job. Many were surprised and ashamed by their reflexive diverting of their eyes in the presence of white supervisors. “The Messenger had told me if you trust in Allah, the devil can do nothing to you,” said Jeremiah. “He will take the fear [off] of you. I never was afraid of those crackers.” Long before encountering Elijah Muhammad—as a child, in fact—Malcolm had been conditioned by his parents with a fearless sense of racial pride, combined with an assured equanimity.

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

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

One day, UD officers met to review events at their respective posts. A bewildered new officer arrived. “Hey, you’ll never believe it, but I passed the First Lady, and she told me to go to hell!” A second young officer responded, “You think that’s bad? I passed her on the West Colonnade, and all I said was ‘Good morning, First Lady.’ She told me, ‘Go f—yourself.’” “Are you serious?” “‘Go f—yourself’!” He imitated her, pointing a finger. We were stunned but not all of us were surprised. Our sergeant challenged him, but another officer soon corroborated his story. Our sergeant was speechless. We assured the rookie that this wasn’t the job’s normal atmosphere—at least, not under the previous administration. The sergeant fumed and called the watch commander, who pushed things up the Secret Service chain of command, who said they’d forward it to Chief of Staff Leon Panetta. The Service circulated a memo reminding everyone to report any “unusual” First Family interaction to their supervisors.

This means, a woman might think, that the law will treat her fairly in employment disputes if only she does her part, looks pretty, and dresses femininely. She would be dangerously wrong, though. Let’s look at an American working woman standing in front of her wardrobe, and imagine the disembodied voice of legal counsel advising her on each choice as she takes it out on its hanger. “Feminine, then,” she asks, “in reaction to the Craft decision?” “You’d be asking for it. In 1986, Mechelle Vinson filed a sex discrimination case in the District of Columbia against her employer, the Meritor Savings Bank, on the grounds that her boss had sexually harassed her, subjecting her to fondling, exposure, and rape. Vinson was young and ‘beautiful’ and carefully dressed. The district court ruled that her appearance counted against her: Testimony about her ‘provocative’ dress could be heard to decide whether her harassment was ‘welcome.’” “Did she dress provocatively?” “As her counsel put it in exasperation, ‘Mechelle Vinson wore clothes.’ Her beauty in her clothes was admitted as evidence to prove that she welcomed rape from her employer.” “Well, feminine, but not too feminine, then.” “Careful: In Hopkins v. Price-Waterhouse, Ms. Hopkins was denied a partnership because she needed to learn to ‘walk more femininely, talk more femininely, dress more femininely,’ and ‘wear makeup.’” “Maybe she didn’t deserve a partnership?” “She brought in the most business of any employee.” “Hmm. Well, maybe a little more feminine.” “Not so fast. Policewoman Nancy Fahdl was fired because she looked ‘too much like a lady.’” “All right, less feminine. I’ve wiped off my blusher.” “You can lose your job if you don’t wear makeup. See Tamini v. Howard Johnson Company, Inc.” “How about this, then, sort of…womanly?” “Sorry. You can lose your job if you dress like a woman. In Andre v. Bendix Corporation, it was ruled ‘inappropriate for a supervisor’ of women to dress like ‘a woman.’” “What am I supposed to do? Wear a sack?” “Well, the women in Buren v. City of East Chicago had to ‘dress to cover themselves from neck to toe’ because the men at work were ‘kind of nasty.’” “Won’t a dress code get me out of this?” “Don’t bet on it. In Diaz v. Coleman, a dress code of short skirts was set by an employer who allegedly sexually harassed his female employees because they complied with it.

Along with saying no, the easiest thing you can do to become more influential is just ask. Ask more often, ask more directly, and ask for more. People who ask for what they want get better grades, more raises and promotions, and bigger job opportunities and even more orgasm. This might seem obvious but apparently it isn't. Most people do not realize how often they are not asking until they start asking more often. Whenever our MBA course ends and students share the biggest thing they have learned - after we have done so much together - the most common answer is “just ask”. The full realization comes from practice. What if you’re not sure how to ask? Just ask the other person. Seriously. One of the simplest and most surprising influence hacks is that if you ask people how to influence them, they will often tell you. Most of us are reluctant to ask because we fundamentally misunderstand the psychology of asking and we underestimate our likelihood of success. In one series of experiments, employees were more likely to turn in mediocre work than to ask for deadline extension, fearing their supervisor, would think them incompetent if they asked for extra time. But they had it backward: Managers saw extension requests as a good sign of capability and motivation. Pg 64, 65

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

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

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

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

There is an old saying: “Do right by people and they’ll do right by you.” I don’t hear that expression much anymore, especially in a difficult economy that makes it easy for bad supervisors to tell employees, “You should feel lucky to have a job.” I’m certain that hearing that from my supervisor would fire me up, but probably just not in the way he or she intended.

People who try to blow the whistle on corporate malfeasance or government scandal are often punished, without recourse to the courts. Kei Sugaoka, an American of Japanese descent, was quickly dismissed from his job as a safety inspector for General Electric after he disclosed a cover-up of safety violations at a nuclear reactor in Fukushima. Sugaoka said he watched his supervisors carefully erase videotapes showing cracks in a critical component of the reactor, yet when he “blew the whistle” and told regulators, his name was improperly disclosed to the utility and his employer.

made a discovery: Measuring the strength of a workplace can be simplified to twelve questions. These twelve questions don’t capture everything you may want to know about your workplace, but they do capture the most information and the most important information. They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

What is the role of the supervisor in a one-on-one? He should facilitate the subordinate’s expression of what’s going on and what’s bothering him. The supervisor is there to learn and to coach. Peter Drucker sums up the supervisor’s job here very nicely: “The good time users among managers do not talk to their subordinates about their problems but they know how to make the subordinates talk about theirs.” How is this done? By applying Grove’s Principle of Didactic Management, “Ask one more question!

They measure the core elements needed to attract, focus, and keep the most talented employees. Here they are: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow?

Helping a client with all those things is part of your job. But before you can begin-in fact, before that person walks through the door-you must prepare yourself. In many agencies part of your preparation will be reading some documentation on the client. That may be nothing more than a two-line summary of the problem the client has reported and a telephone number you can call to set up an appointment. On the other hand, if the case is being transferred to you, it may mean a huge file that includes a medical history, a psychiatric evaluation, a mental status exam, a biopsychosocial assessment by a previous clinician (or clinicians), that clinician’s progress notes, a report of psychological testing, a diagnostic code, and many other types of information. Whether it is one page or fifty, though, your response ought to be the same: What don’t I know that I need to know? Start making some written notes for yourself, beginning with those questions that you need to have answered before you call the client back to arrange an appointment. For instance, you may want further clarification of her current problem, if possible, so you can be sure she is coming to the right place. You may want to find out if anyone told her there is a fee charged. Or, if the case appears to involve more than one person, you may want to inquire about who should be included in the first interview. You should raise those questions with your supervisor or with the person who had the initial phone contact.

This is why promotion from within tends to be the approach favored by corporations with strong corporate cultures. Bring young people in at relatively low-level, well-defined jobs with low CUA factors, and over time they will share experiences with their peers, supervisors, and subordinates and will learn the values, objectives, and methods of the organization. They will gradually accept, even flourish in, the complex world of multiple bosses and peer decision-making.

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

A supervisor comes in and is gone in five weeks. Another one comes in. He likewise knows nothing about this job and has no intention to learn much about it, as he too will move on any day.

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

The average citizen, with little familiarity of daily practice in prisons, may find it hard to believe that a systematically nurtured and tolerated rape culture exists in U.S. prisons. To be sure, no administrative guidelines in correctional institutions’ manuals suggest or allow for the practice. Many, if not most, supervisors, guards, and other prison personnel present themselves as good citizens trying to do a tough job, and many of them may do so. At the heart of many barbaric systems, however, there often have been significant numbers of basically kind individuals, who yet could not or will not challenge or alter the barbarity of the system. At

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

My task to keep everyone focused wasn’t easy. A cartoonist pictured two workers in hard hats on a scaffold, one about to jump, holding a notice that he had been fired. The other guy was on a telephone, asking: “Can we get Gene Cernan up here to give Smith that ‘It’s not the end, it’s the beginning’ speech again?” There were a lot of Smiths out there, for some 13,000 Cape workers had lost their jobs over the past several years, and another 900 would get pink slips as soon as we blasted off. Many of the Grumman troops literally worked themselves into unemployment when our lunar module went out the door at Bethpage, and more would be gone at the moment of liftoff. But during one visit there, a supervisor told me, “We’re giving you our heart and soul on this one, Geno. This is the best LM that’s ever gonna fly.” That

There was another equally intriguing result: in the days after a supervisor had slept poorly, the employees themselves, even if well rested, became less engaged in their jobs throughout that day as a consequence. It was a chain-reaction effect, one in which the lack of sleep in that one superordinate person in a business structure was transmitted on like a virus, infecting even well-rested employees with work disengagement and reduced productivity.

Black men in America have rarely romanticized labor, largely because they have for the most part performed less desirable tasks. They knew that performing jobs society deemed menial with bosses and supervisors harassing and persecuting them was not fulfilling.

There was a tree in the plaza. It wasn’t very big and the leaves were yellow and the light it got through the excitingly dramatic smoked glass was the wrong sort of light. And it was on more drugs than an Olympic athlete, and loudspeakers were nested in the branches. But it was a tree, and if you half-closed your eyes and looked at it over the artificial waterfall, you could almost believe that you were looking at a sick tree through a fog of tears. Jaime Hernez liked to have his lunch under it. The maintenance supervisor would shout at him if he found out, but Jaime had grown up on a farm and it had been quite a good farm and he had liked trees and he didn’t want to have to come into the city, but what could you do? It wasn’t a bad job and the money was the kind of money his father hadn’t dreamed of. His grandfather hadn’t dreamed of any money at all. He hadn’t even known what money was until he was fifteen. But there were times you needed trees, and the shame of it, Jaime thought, was that his children were growing up thinking of trees as firewood, and his grandchildren would think of trees as history. But what could you do? Where there were trees now there were big farms, where there were small farms now there were plazas, and where there were plazas there were still plazas, and that’s how it went.

Always interview the person who will be your supervisor to make sure they are qualified and ethical. Working for an unqualified and unethical supervisor could be damaging to your career.

Janet, my old supervisor, taught me that the library belongs to everyone. The library, Janet used to say, is one of only a few places in the world that one doesn’t need to believe anything or buy anything to come inside … and it is the librarian’s job to look after all those who do.

Sarah Skoterro, in Albuquerque, a veteran of thirty years as a drug counselor, remembered the meth years ago was a party drug. Then, she said, “around 2009, 2010, there was a real shift—a new kind of product. I would do assessments with people struggling for five years with meth who would say ‘This kind of meth is a very different thing.’ ” Skoterro watched people with families, houses, and good-paying jobs quickly lose everything. “They’re out of their house, lost their relationship, their job, they’re walking around at three in the morning, at a bus stop, blisters on their feet. They are a completely different person.” As I talked with people across the country, it occurred to me that P2P meth that created delusional, paranoid, erratic people living on the street must have some effect on police shootings. Police shootings were all over the news by then and a focus of national attention. Albuquerque police, it turns out, had studied meth’s connection to officer-involved fatal shootings, in which blood samples of the deceased could be taken. For years, the city’s meth supply was locally made, in houses, in small quantities. When P2P meth began to arrive in 2009, those meth houses faded. Since 2011, Mexican crystal meth has owned the market with quantities that drove the price from $14,000 per pound down to $2,200 at its lowest. City emergency rooms and the police Crisis Intervention Team, which handles mental illness calls, have been inundated ever since with people with symptoms of schizophrenia, often meth-induced, said Lt. Matt Dietzel, a CIT supervisor. “Meth is so much more common now,” Dietzel told me. “We’re seeing the worst outcomes more often.” In

Actually, I called the town supervisor and got an okay to hire you, officially, as a consultant. A hundred bucks a day.” “Wow. Sounds like the kind of job I have to save up for.

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

In the early ’60’s a Yoyodyne executive living near L.A. and located someplace in the corporate root-system above supervisor but below vice-president, found himself, at age 39, automated out of a job. Having been since age 7 rigidly instructed in an eschatology that pointed nowhere but to a presidency and death, trained to do absolutely nothing but sign his name to specialized memoranda he could not begin to understand and to take blame for the running-amok of specialized programs that failed for specialized reasons he had to have explained to him, the executive’s first thoughts were naturally of suicide. But previous training got the better of him: he could not make the decision without first hearing the ideas of a committee.

Years ago, I received a call from a paramedic I had known for a long, long time. He was a true believer; a provider in it to do good more than to do well. By the tone of his voice, I could tell he was in some serious trouble. His voice did not lie. He was. It seemed that some years earlier he had suffered an injury off the job. The injury resulted in several surgeries and months of painful recovery, physical rehabilitation, and pain medicine. It started as an as-needed remedy for intense pain but before long became a physical necessity. When the actual pain no longer necessitated the monthly refills, the feigned pain took over. When that excuse had run its course, new injuries and favors from friends took over. The cycle had begun. Back at work, he became adept at leading his double life; on the job he was clean, sober, and clear-headed, but off-duty the pills took over. The decline was slow, but steady. It would not be long before he would lose all control. One day, on a call with the entire crew, he found himself in the home of a patient whose medicine cupboard was a veritable treasure trove of pain killing goodies. Jackpot! While logging all of the medicines, it was easy to drop a full bottle of a certain pain killer into his pocket, and he did…completely undetected. The patient was transported, and the scene was cleared, and his addiction would be fed for a little while longer. Nobody would ever know. However, as he exited the scene with his supervisor, he was struck with a blunt and harsh realization: This is not who I am and it’s not who I want to be! While still at the curbside, in front of the patient’s home, he pulled the bottle from his pocket, handed it to his supervisor, and admitted sincerely: “I have a problem. I need help.” His supervisor considered the heartfelt and painfully honest plea for help, but the paramedic was summarily fired from a job where he had an impeccable record of exemplary service for nearly two decades. He was stripped of his Paramedic license and reported to local authorities and was charged with multiple felonies by the District Attorney. That was the response from his supervisor and the rest of the morally superior lemmings up the chain of command. He asked for help, and they fucked him…because they were afraid of what actually helping him might look like to the outside world. Not once was he offered treatment or an ounce of compassion. He asked for help; now he was looking at serious prison time. This brings us to the frightened and helpless tone in his voice when he called me. Thankfully, his story ends with the proper treatment: A new career and the entire criminal case being dismissed (he had a great lawyer). Unfortunately, similar stories continue to play out in agencies, both public and private, all across America and they do not, or will not, end so well.

People should be getting bad services or product because you chose to be in the wrong field or you chose to hate your job, supervisor, manager , boss, employment or what you do.

People should note be getting bad services or product because you chose to be in the wrong field or you chose to hate your job, supervisor, manager , boss, employment or what you do.

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

People who’ve spent time on high country trails know the heartbreak of a false summit. When all you want is for the incline to stop kicking your ass, it tricks you into thinking you’ve made it, only to reveal that you aren’t even close! But you don’t have to be a trail rat to know that feeling. In life, there are plenty of false summits. Maybe you think you’ve rocked an assignment at work or school, only to have your teacher or supervisor rip it to pieces or tell you to start over again. False summits can come in the gym when you’re doing a hard circuit workout and think you’ve hit the last set, only to hear from your coach or trainer—or from a quick glance at your own notes—that you have to go back through the entire circuit one last time. We all take a punch like that every once in a while, but those who tend to crane their necks looking for the crest of the mountain as they beg for their suffering to end are the ones who get smashed the most by any false summit. We have to learn to stop looking for a sign that the hard time will end. When the distance is unknown, it is even more critical that you stay locked in so the unknown factor doesn’t steal your focus. The end will come when it comes, and anticipation will only distract you from completing the task in front of you to the best of your ability. Remember, the struggle is the whole journey. That’s why you’re out there. It’s why you signed up for this race, or that class, or took the damn job. There is great beauty when you are involved in something that is so hard most people want it to end. When Hell Week ended, most of the guys who survived cheered, wept tears of joy, high-fived, or hugged one another. I got the Hell Week blues because I’d been immersed in the beauty of grinding through it and the personal growth that came with it.

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

Turner’s plan was dubbed Wisconsin Works (or W-2), and “works” was right: If you wanted a welfare check, you would have to work, either in the private sector or in a community job created by the state. To push things along, child-care and health-care subsidies would be expanded. W-2 meant that people were paid only for the hours they logged on a job, even if that job was to sort little toys into different colors and have the supervisor reshuffle them so they could be sorted again the next day. It meant that non-compliers could have their food stamps slashed. It meant that 22,000 Milwaukee families would be cut from the welfare rolls. Five months after Milwaukee established the first real work program in the history of welfare, Clinton signed welfare reform into federal law.3

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

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

The belief in a supernatural source of evil is not necessary; men alone are quite capable of every wickedness.” Joseph Conrad   PROLOGUE     Washington, D.C. – 1945   It was one a.m. and the small pub was closing. The D.C. night was quiet and had died down, and he was spent. A long week of college classes and a part-time job in a small diner had left him purely exhausted. He slipped out of Joe’s Tavern and looked both ways down the foggy street before making his way along the sidewalk. Dim orange streetlights barely lit his way, every other one seemed to flicker, as if about to go out. The snapping of his shoes on the concrete was the only sound to keep him company. The quiet February night was cold and blustery, and the whiskey he’d consumed in the tavern was the only thing keeping him warm. He walked quickly past businesses, such as butcher shops and beauty shops. They were closed up tight for the night, and the weekend for that matter, and lay silent and dark as he passed. His breath turned to mist in the air as he hurried along. He pulled the collar of his beige trench coat up tighter around his throat as he walked with his head down. He only had five blocks to make it to his modest downtown apartment. His father was a high-ranking government official in the FBI and was paid very well for his talents. As a World War I vet, his father had seen his share of horrors and dumped every last ounce of his energy into his job at the FBI, fighting crime. He was well respected and valued amongst his civil service peers, supervisors, and subordinates. He thought about his father and how much he, too, respected him. It was hard to grow up

they reach the altar. You are the supervisor before you get the title. If you’re not supervisor material, you still won’t be one even after you get the job. If you’re not good husband or wife material, you still won’t be one even after you say “I do.” Your mind is already where you were called to be while you await the actual fulfillment. As

What is a supervisor?” asked the worker. “Someone to make sure you do your job correctly,” answered the retailer. “Why would I need someone to make sure I do my job correctly?” answered the Japanese worker. “That’s my job.

As President Clinton was fine-tuning his plan to “end welfare as we know it,” a conservative reformer by the name of Jason Turner was transforming Milwaukee into a policy experiment that captivated lawmakers around the country. Turner’s plan was dubbed Wisconsin Works (or W-2), and “works” was right: If you wanted a welfare check, you would have to work, either in the private sector or in a community job created by the state. To push things along, child-care and health-care subsidies would be expanded. W-2 meant that people were paid only for the hours they logged on a job, even if that job was to sort little toys into different colors and have the supervisor reshuffle them so they could be sorted again the next day. It meant that non-compliers could have their food stamps slashed. It meant that 22,000 Milwaukee families would be cut from the welfare rolls. Five months after Milwaukee established the first real work program in the history of welfare, Clinton signed welfare reform into federal law.3

The TSA liked having fresh agents on the job. Fresh agents with a clear mind and steady hand. Time travel wasn’t for the faint of heart. The pay was good though, but as Scrooby had decided long ago, that even if he didn’t get paid for it, the thrill alone was payment enough. Then again, the TSA realized they couldn’t afford to have disgruntled employees with too much time on their hands and the power of the gods at their fingertips, so the pay was very, very good. Debriefing was routine. And how he hated routine! His supervisor was a senior agent called Guy Krummeck, a rather drab character who liked his shiny silver suits almost as much as he liked to go over every little detail at least three times. Minimum. This time everything went right, so it went quick. Twenty minutes later, tired, he clocked out and went home to his small apartment. Tomorrow, after all, was another day again.

Tax-Deferred does not mean Tax-Free It never ceases to amaze me when I meet with people who do not know that tax-deferred does not mean tax-free. You mean I have to pay taxes when I take this money!? This is not all mine!? These are common remarks I hear as we are looking at their most recent retirement account statement. Somehow this consideration was missed when they enrolled in the savings plan and each year when they postponed the tax when filing their tax return. I am not a tax professional but I can understand how an accountant or tax preparer wouldn’t think to make sure the client understands that they are postponing taxes and the tax calculation during their working years. I met an accountant that expressed how difficult it is when he gets the client that believed they were ready to leave work only to find out that because of taxes they are coming up a little or a lot short. This happened to one of my relatives that worked at least 30 years as an x-ray technician and then supervisor at a very large hospital. While working, they always had the nice houses, the nice cars, and a nice upper-middle class lifestyle, nothing fancy. After he retired and even though his wife still worked as a school principal, he had to take a sales clerk job at a nearby liquor store so that his family could maintain their lifestyle. I will never forget other relatives joking and laughing about him miscalculating his retirement. I’m certain that his unsuccessful retirement and that of other relatives influenced my interest in retirement planning if for no one else but me. With a limited amount of retirement income, most retirees would prefer to keep their dollars rather than give them to Uncle Sam. Even those with an unlimited source of funds don’t want to pay more taxes than necessary. Fortunately, there are some ways to decrease your tax burden once you’ve done the obvious work of ensuring you’ve taken all the deductions and credits to which you’re entitled when you file your taxes.

We live in a society in which mediocrity is the norm. Many people do as little as they can to get by. They don’t take pride in their work or in who they are. If somebody is watching, they may perform one way, but when nobody is watching they’ll cut corners and take the easy way out. If you are not careful, you can be pulled into this same mentality where you think it’s okay to show up late to work, to look less than your best, or to give less than your best. But God doesn’t bless mediocrity. God blesses excellence. I have observed that the fifth undeniable quality of a winner is a commitment to excellence. When you have a spirit of excellence, you do your best whether anyone is watching or not. You go the extra mile. You do more than you have to. Other people may complain about their jobs. They may go around looking sloppy and cutting corners. Don’t sink to that level. Everyone else may be slacking off at work, compromising in school, letting their lawns go, but here’s the key: You are not everyone else. You are a cut above. You are called to excellence. God wants you to set the highest standard. You should be the model employee for your company. Your boss and your supervisors should be able to say to the new hires, “Watch him. Learn from her. Pick up the same habits. Develop the same skills. This person is the cream of the crop, always on time, great attitude, doing more than what is required.” When you have an excellent spirit like that, you will not only see promotion and increase, but you are honoring God. Some people think, “Let me go to church to honor God. Let me read my Bible to honor God.” And yes, that’s true, but it honors God just as much to get to work on time. It honors God to be productive. It honors God to look good each day. When you are excellent, your life gives praise to God. That’s one of the best witnesses you can have. Some people will never go to church. They never listen to a sermon. They’re not reading the Bible. Instead, they’re reading your life. They’re watching how you live. Now, don’t be sloppy. When you leave the house, whether you’re wearing shorts or a three-piece suit, make sure you look the best you possibly can. You’re representing the almighty God. When you go to work, don’t slack off, and don’t give a halfhearted effort. Give it your all. Do your job to the best of your ability. You should be so full of excellence that other people want what you have. When you’re a person of excellence, you do more than necessary. You don’t just meet the minimum requirements; you go the extra mile. That phrase comes from the Bible. Jesus said it in Matthew 5:41--“If a soldier demands you carry his gear one mile, carry it two miles.” In those days Roman soldiers were permitted by law to require someone else to carry their armor.

Prepare yourself to be a winner You may be in a lower-position job, doing something that seems insignificant. But you know you have so much more in you. It would be easy to slack off and think, “There’s no future here. I’ll prepare as soon as I get out of this place, when good breaks come my way, or when the boss promotes me. Maybe then I’ll take some courses, lose a few pounds, have a better attitude, and buy some nicer clothes.” That’s backward. You must start improving right where you are. Start sharpening your skills while you’re waiting. Study your manager’s work habits. Study your best supervisor. Learn how to do their jobs. Be ready to step into those shoes. When God sees you prepare yourself, then He opens new doors. The scripture says, “A man’s gifts makes room for him.” If no new doors are opening, don’t be discouraged. Just develop your gifts in a new way. Improve your skills. You might feel that your supervisors aren’t going anywhere right now, but if you outgrow them, outperform them, out produce them, and know more than them, your gifts will make room for you. Somewhere, somehow, and some way God will open a door and get you where He wants you to be. Don’t worry about who is ahead of you or when your time will come. Just keep growing, learning, and preparing. When you are ready, the right doors will open. The fact is God may not want you to have your supervisor’s position. That may be too low for you. He may want to thrust you right past your boss and put you at a whole new level. I know former receptionists who went from answering the phones to running multi-million-dollar companies. You can. You will. Develop what’s in you, and you’ll go farther than you can imagine. Have you come down with destination disease? You’re comfortable, not learning anything new. There’s nothing wrong with that, but you have so much more in you.

Ostensibly, he was doing his assistant a favor, but he was aware, given the ravenous look that Lincoln Young occasionally gave him, that the favor he preferred would be for his supervisor to die and free up a job.

Q01. I know what is expected of me at work. Q02. I have the materials and equipment I need to do my work right. Q03. At work, I have the opportunity to do what I do best every day. Q04. In the last seven days, I have received recognition or praise for doing good work. Q05. My supervisor, or someone at work, seems to care about me as a person. Q06. There is someone at work who encourages my development. Q07. At work, my opinions seem to count. Q08. The mission or purpose of my company makes me feel my job is important. Q09. My associates or fellow employees are committed to doing quality work. Q10. I have a best friend at work. Q11. In the last six months, someone at work has talked to me about my progress. Q12. This last year, I have had opportunities at work to learn and grow.

No job descriptions or supervisors are needed in the system which creates a virtuous balance between responsibility and reciprocity

After Chandavarkar shortlisted a few candidates in 1997, Kiran came in for the final interview. All five shortlisted students already had job offers in hand. The interview lasted forty-five minutes, of which Kiran spoke for forty. She spoke about why she wanted to enter pharmaceuticals and how she wanted the company to grow. That ‘campus-placement experience’ was different for Shreehas Tambe. ‘My offer was from Lupin; I don’t think D.B. Gupta [founder and chairman of Lupin] gave a damn about who was joining the company. A general manager had come from Tarapur and we were all very happy because the salary was nice,’ says Tambe, a hefty man with a sense of humour. On hearing Kiran out, he was impressed that the ‘chairperson’ of the company was explaining to a fresher what the vision was. At twenty-three, the idea of working in a pub city wasn’t bad even though leaving Mumbai was not in his scheme of things. ‘I thought it’d be fun to check out the city for two to three years and then come back to Mumbai,’ he remembers thinking. Kiran said she had spoken to his placement manager; she knew his salary and would match it. She insisted that he say yes to the offer right then. Tambe was anxious. He had not submitted his master’s thesis and his supervisor, J.B. Joshi, generally decided where his students would go, which often was Reliance Industries. Surprisingly, after some intimidating remarks like ‘how could you attend the campus interview without asking me’, Joshi encouraged him to join Biocon. He did not conceal his cautionary advice though: ‘Come back after two years, finish your Ph.D and then we’ll see.

As you get healthy, the people around you may begin to relate to you in healthier ways without knowing why. With good boundaries, it’s possible to be relatively unaffected by the turmoil around you. You can be an island of calm within the maelstrom. Sometimes, however, you need to change jobs or departments. But now you know what to look for—a healthy supervisor in an organization where communication is welcome, recovery is honored, and boundaries are respected.