Supervisor Leaving Quotes

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.

Alex sighed. Of course. Of course his supervisor would be late, and leave him to stand out in the hall all by himself, while he was as nervous as a flea on a scratching dog.

Why are boys so difficult? I mean, really. When they aren't drinking directly out of the carton or leaving the toilet seat up, they are getting all offended because you won't go out with them and threatening to rat you out to your supervisor. Hasn't it occurred to any of them that this is not the way to our hearts? And the problem is, they are just going to keep on doing it, as long as stupid girls like Kelly Prescott keep agreeing to go out with them anyway, in spite of their defects.

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!

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).

In fact, as Foucault and others have shown, prisons and factories came in at about the same time, and their operators consciously borrowed from each other's control techniques. A worker is a part-time slave. The boss says when to show up, when to leave, and what to do in the meantime. He tells you how much work to do and how fast. He is free to carry his control to humiliating extremes, regulating, if he feels like it, the clothes you wear or how often you go to the bathroom. With a few exceptions he can fire you for any reason, or no reason. He has you spied on by snitches and supervisors, he amasses a dossier on every employee. Talking back is called "insubordination," just as if a worker is a naughty child, and it not only gets you fired, it disqualifies you for unemployment compensation… The demeaning system of domination I've described rules over half the waking hours of a majority of women and the vast majority of men for decades, for most of their lifespans. For certain purposes it's not too misleading to call our system democracy or capitalism or -- better still -- industrialism, but its real names are factory fascism and office oligarchy. Anybody who says these people are "free" is lying or stupid.

I told him it would be a week, seven to ten days to get a new line. He said through his teeth he needed an exact day. I gave him my supervisor's number. This whole time, his wife was in the kitchen wiping a clean counter. I was filling out the work orders and emailing my supervisor to give him a heads-up on a possible call from a member of every cable tech's favorite rage cult when his wife knocked on my van window. She stepped back and called me "ma'am." Which was nice. Her husband with the tucked-in polo shirt had asked my name and I told him Lauren. He heard Lawrence because it fit what he saw and asked if he could call me Larry. Guys like that use your name as a weapon. "Larry, explain to me why I had to sit around here from one to three waiting on you and you show up at 3:17. Does that seem like good customer service to you, Larry? And now you're telling me seven to ten days? Larry, I'm getting really tired of hearing this shit." Guys like that, it was safer to just let them think I was a man. She said she was sorry about him. I said, "It's fine." I said there really wasn't anything I could do. She blinked back the flood of tears she'd been holding since god knows when. She said, "It's just, when he has Fox, he has Obama to hate. If he doesn't have that . . . " She kept looking over her shoulder. She was terrified of him. "I'm sorry," she said. "I just need him to have Fox." I got out of my van.

We just remained very calm and for the first time talked about separating. We spent like a month and a half together after that, and then moved out simultaneously from the apartment to different places on the same day. We even said, look, you know, you’re not going to leave me, I’m not going to leave you. we’ll just move out on the same day. It was apparent that we were both ready to do this. When the time came I helped her move some of her things and she helped me move some of my things. The feeling between us was almost like lovers who for some reason had to leave each other. The night that we said goodbye—it was like 11 o’clock and the house was empty. Everything had been put into trucks and moved and so forth and we were in the house and there was no place else to go and so we sat down on the floor and laying down on the floor in our overcoats and I held her and we both cried and it was just heartrending and then we just separated and that was pretty much it. [SUPERVISOR, AGE 38, DIVORCED AFTER 19 YEARS]

If anything, the LAPD had long and famously been guilty of overreaction, as they had shown, for example, during the infamous 1988 raid on two small, adjacent apartment buildings on South Central’s Dalton Avenue. There, eighty LAPD officers had stormed the buildings looking for drugs on a bullshit tip. After handcuffing the terrorized residents—including small children and their grandparents—they then spent the next several hours tearing all the toilets from the floors; smashing in walls, stairwells, bedroom sets, and televisions with sledgehammers; slashing open furniture; and then sending it all crashing through windows into the front yard and arresting anyone who happened by to watch. As they were leaving, the officers spray-painted a large board located down the street with some graffiti. “LAPD Rules,” read one message; “Rolling 30s Die” read another. So completely uninhabitable were the apartments rendered that the Red Cross had to provide the occupants with temporary shelter, as if some kind of natural disaster had occurred. No gang members lived there, no charges were ever filed. In the end, the city paid $3.8 million to the victims of the destruction. A report later written by LAPD assistant chief Robert Vernon called it “a poorly planned and executed field operation [that] involved . . . an improperly focused and supervised aggressive attitude of police officers, supervisors and managers toward being ‘at war’ with gang members.” The

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.

As I leave the DA's office building, the cold wind bring me wide awake. I trot down the steps through the shouting reporters without a word, turning left toward City Hall, which abuts the southeast face of the courthouse Just as I think I've cleared the feeding frenzy, someone catches hold of my arm. I whirl in anger, then find myself facing an elderly black woman huddling in a jacket. 'Yes, ma'am?' I say. 'How can I help you?' "Isobel Handley,' she says with a smile. 'I want to know when you're going to do something about the schools, Mayor. You got elected saying you were gonna fix 'em, but right now it's a crying shame how few children who go into the first grade make it through the twelfth for graduation. And you've been in office two whole years!' The reasons for this state of affairs are both simple and unimaginably complex, and I certainly don't have the resources to go through them on a cold sidewalk. Not today, anyway. But conversations like this one are the daily fare of a mayor. 'I'm talking about the PUBLIC schools,' the woman goes an. "Not the private white schools where the only black kids are football players.' 'Yes, ma'am," I say hopelessly. 'I'm working as hard as I can on the issue, I promise you.' 'If your little girl wasn't in a private school, you'd work harder.' 'Mrs. Handley, I-' 'You don't have to explain, baby, I understand. But you take a stick to them selectmen and supervisors, if you have to. That's what they need. Sometimes I think the schools were better before integration. At least we learned the fundamentals, and we graduated knowing how to read.' There's no point trying to explain that I have no authority over the county supervisors or the state board of education. 'Sometimes I wish I could do exactly what you suggested, Mrs. Handley. Now, you'd better get out of this cold. And Merry Christmas to you.' At last she smiles. 'You too, Mayor. God bless. And don't pay these reporters no mind.

It is then she is struck with the sense that some wild animal has entered behind her and is pacing the room, she takes the form and slowly folds it, places it into her bag, watching the supervisor leave the chair, hearing the silent steps of the animal, sensing its rank breath on her neck, she is afraid to turn around. The silent, seated faces gaping into phones.

there. And what if all of this – Aaron’s grey areas, his habit of sailing close to the wind – had something to do with why Faye was missing? Not Garvin – but someone else whose path Aaron had crossed? Trampled on? She let that thought percolate for a moment. It didn’t add up. How could anyone have known where she and the kids would be that morning? Unless someone had been following them … The cab lurched around a corner and her stomach turned. She hadn’t eaten since the hotel breakfast, but the thought of food made her feel even sicker. How many hours was it now? She looked at her phone. Almost six o’clock. Faye had been missing for nearly ten hours. And now they’re back, standing on Oxford Street, in the heavy evening heat, yet again at a loss as to what to do. Hawthorn asks if they want to go to the supervisor’s office in the station, warning them it won’t be long before reporters realize they’re back. But Aaron wants to stay here, out on the street, where they’ll feel more useful. Sive is numb. Completely numb. As though her mind is shutting down to protect her from thinking the worst. Hawthorn leaves, and Jude texts. She’s in a Regent Street coffee shop, working on something, but she’ll come to meet them now. To regroup, she says. And less than ten minutes later, she’s here beside them, listening while Aaron gives her more details about their false lead in Leytonstone. Sive is only half tuned in as they swap questions and answers – Is Maggie here? Aaron asks. No, she never came back, Jude says. Are their other friends coming? Dave will follow once he runs home to get his car, Aaron says. Scott is staying with Bea and Toby, and Nita is sharing her participation in the search on Insta Live. Jude

699. What did the census supervisor say to the employee who went on an unauthorized vacation? "Have you taken leave of your census?" 700. What would you call scalp exercises to prevent baldness? Hairobics!

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.

An old TV commercial for Berlitz showed the training of a German coast guard watchman. The supervisor shows the new man all of the monitoring equipment and then leaves him alone to man the controls.  Later, a distress signal comes in: “SOS, we’re sinking! We are sinking.” The new watchman is confused. “What are you sinking about?” he asks. Success and failure in communications often depend on a single word—even a letter or two. The way most people write today—in business, education, government, even journalism and publishing—is the result of an accidental, ad-hoc process of learning and mislearning.

There is plenty of research and data clearly demonstrating that while employees may choose to join an organization because of the brand, benefits, and other perceived rewards, they invariably choose to leave an organization because of their relationship with their immediate supervisor. I would also suggest that people choose to leave when they experience a toxic work environment and when they do not have a strong relationship (an Ally) among their peers. Employees, especially talented high performers, always have a

When relationships are not nurtured by a sense of appreciation, the results are predictable:   • Team members will experience a lack of connectedness with others and with the mission of the organization.   • Workers will tend to become discouraged, feeling “There is always more to do and no one appreciates what I’m doing.”   • Often employees will begin to complain about their work, their colleagues, and their supervisor.   • Eventually, team members start to think seriously about leaving the organization and they begin to search for other employment.

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

One day at the State Department, about two in the afternoon, I was wandering around and ran into a young lady leaving the building. She did not seem to recognize me, or else she didn’t let me know that she recognized me. I asked her why she was leaving so early. “I’m on flextime,” she told me. “I started at seven a.m.” That got me curious; I didn’t know much about flextime. I fell in stride with her and talked about how it worked for her and her fellow employees. I learned more about the program than I had ever heard from my staff. It was a good program, I realized—worth expanding. Meanwhile, she still didn’t acknowledge who I was. To needle her, I said, “Gee, I’d like to get flextime. How did you do it?” “Ask your immediate supervisor,” she responded. “I’ll do that on Monday, after he comes down from Camp David,” I told her. She didn’t miss a beat. “Good,” she said. “I hope you get it.” She went through the door and I stood there not knowing if I’d been had. But I had learned a lot about flextime, a small thing for me, but a big thing for her and lots of my employees.

Her supervisor explained that the Family Medical Leave Act did not extend to siblings. A brother, in the eyes of the medical-leave law, was not family.

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

some kind of kindness. If that doesn’t work, I immediately go to another employee or to a supervisor, or I leave the situation altogether. I will not stand there and be physically, mentally, intellectually, or spiritually abused by anyone, ever, because I know that in allowing this to happen, I have given that person permission to treat me that way.

The most significant innovation in Chisholm’s overhaul of the office involves an “early intervention” program, which begins after a defendant is arrested but before arraignment. Each defendant is given an eight-question assessment, which can be conducted in about fifteen minutes and is compared to the information on the rap sheet and in the police report. The questions include: “Two or more prior adult convictions?” “Arrested under age sixteen?” “Currently unemployed?” “Some criminal friends?” A low score can lead to an offer of “diversion”—a kind of unofficial probation that, if successfully completed, leaves the individual without a criminal record. A high score leads to a second, more detailed, fifty-four-question assessment. The questions include: “Ever walked away/escaped from a halfway house?” “Were you ever suspended or expelled from school?” “Does your financial situation contribute to your stress?” “Tell me the best thing about your supervisor/teacher.” Results of the assessment may

It is important for you to understand that people will criticize you even if you don’t give them anything to criticize. Some people will find fault about what you are wearing. They will judge your actions without knowing what kind of directions your supervisor gave you to carry out a particular assignment. Some people will judge your attitude and your living environment. They will criticize the way you talk, walk, and eat. They will criticize the way you pray, dress, preach, teach, sing, and even cook. Some people will always find fault about anything and everything. It seems as if it is sometimes easier for people to focus on another person’s faults, problems, or issues so that they don’t have to cope with their own personal issues, shortcomings, and insecurities. My former pastor, who is now deceased, used to say, “I have six months to mind my own business and another six months to leave everybody else’s alone.” If we live with this kind of attitude, we will not have time to exercise a judgmental spirit or a spirit of criticism or faultfinding. We need to realize that when we criticize other people, we are not giving God glory. Instead, we are giving our opinion, which oftentimes leads to judging others and glorifying the works of the Devil and not God.

Jong-Il’s elite team of bodyguards was one of the most sinister, intriguing aspects of his way of life. He kept 120 of them and preferred them to be orphans; once hired they were not permitted to visit home or to ever leave the Leader’s side. If they wanted to marry, they were only allowed to marry a typist or secretary from a specific unit of the Party, and the matchmaking procedure itself was bizarre. A bodyguard had to apply to his supervisor for marriage, and if the application was approved—likely this decision was Jong-Il’s—the bodyguard would be called to his supervisor’s office on the Third Floor. Twenty photographs were placed on the supervisor’s desk, facedown. Blindly the bodyguard would pick a picture, which the supervisor would then flip over. The woman in the photograph would be the man’s wife. If the bodyguard refused to marry the stranger, he would have to wait another two years before being able to reapply—and this time he would have to marry the girl whose photograph he had blindly drawn, whether he liked the look of her or not, at risk of being dismissed.

Our contemporaries are ceaselessly agitated by two conflicting passions: they feel the need to be directed as well at the desire to remain free. Since they are unable blot out either of these hostile feelings, they strive to satisfy them both together. They conceive a single, protective, and all-powerful government but one elected by the citizens. They combine centralization with the sovereignty of the people. That gives them some respite. They derive consolation from being supervised by thinking that they have chosen their own supervisors. Every individual tolerates being tied down because he sees that it is not another man nor a class of people holding the end of the chain but society itself. Under this system citizens leave their state of dependence just long enough to choose their masters and then they return to it.

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.

First, lucky people notice and act on chance opportunities in their life, creating strong social networks and holding themselves open to new experiences: I was lucky; I went to a grad school that was very open to risk taking and very open to freedom. That was at McGill back in the 1960s. I think they almost had a culture of risk taking, and my supervisor used to tell me, “Just have a go. It doesn’t matter if they reject it.” (Michael Corballis, Psychology, University of Auckland) Second, they trust their intuition: I’m a big fan of following serendipitous encounters: you leave no stone unturned and follow all kinds of paths even if you don’t really expect much there. Some of them of course don’t pan out well, but occasionally, you really get rewarded. (Ann Blair, History, Harvard University) Third, they persevere in the face of criticism and rejection: When I first started getting published in medicine, I was accused of being fluffy, Mickey Mouse. All kinds of awful criticisms were made of my work and my writing—“This isn’t medical,” “You can’t publish this kind of thing as medical research.” The more I received that criticism, the more absolutely determined I became to overcome it. (Gillie Bolton, freelance writer in literature and medicine, United Kingdom) And fourth, they transform bad luck into good by seeing the positive side of unlucky events: I absolutely subscribe to the notion that any feedback is a blessing. I don’t actually care how negative the feedback is; I just keep thinking, “Gosh, this could only strengthen my paper for the next place I’m going to send it to.” (Shanthi Ameratunga, Population Health, University of Auckland)

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.

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.

The client may also raise the question of confidentiality: Who will know about what is discussed between the two of you? This issue will be discussed in a number of different contexts later in the book, but it is important for now to realize that there are some exceptions in practice to the notion that client confidentiality will be upheld at all costs. For instance, information is usually shared in agencies where there is a team approach to treatment decisions. Also, in most settings where students train, there are seminars or other learning situations in which group discussions of cases occur. More importantly, in instances involving certain risks of danger to the client or others, there are exceptions in the law to your right to keep information confidential. You should discuss these issues with your supervisor in advance. You need to find out what exceptions prevail and get some basic guidelines so that you will be prepared and comfortable in talking with your clients about how things work in your agency. Usually, after noting the exceptions, you should be able to reassure the client that no information about her will leave the agency without her written consent.

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

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