What is waiting for you?
July 14, 2015 will always be a date in the history of NASA and an important date for astronomers and all of us who are interested in the cosmos. New Horizons, the NASA space probe, planned since 1990 and launched in 2006, flew by Pluto, the small planet, one sixth the size of earth and smaller than our moon, and took a photo for us. As it turns out, Pluto has a heart-shape on the visible side (although some heartless people have said it looks like a cosmic giant sat down and left an imprint). I prefer the heart image, because it can seem that Pluto has been waiting four and half billion years to say, “Hi, Earth! I love you!” (Probably followed by a muttered, “Now, go away and don’t mess me up, too.”)
Here is what I like about all of it: We didn’t just now discover Pluto and it wasn’t recently formed, it has been there all this time. We didn’t expect to “get something” from it, we just wanted to say we have seen it and we know it better than before. The motivation to explore Pluto from above was primarily because most humans are gifted with a desire to keep searching for new horizons–in our solar system and in our lives and spirits.
What is waiting for you? The test of optimism and courage for many of us is to have faith that no matter what our age or our past experiences, something good is patiently waiting for us–and it may have been there all along. (However, you’ll notice that Pluto didn’t come to us, we went to Pluto. Life is like that.)
Hey, Pluto! I ♥ You Too!
Why Don’t They Manage and Supervise?
Bet you thought this was a lion, huh?
The quick answer to why managers and supervisors seem to not want to be involved in problems, fail to deal with issues, seem oblivious to concerns and neglect many tasks that need to be done, is that often when they attempt to fulfill the roles of a manager or supervisor they get such negative feedback and unpleasant results that it seems to not be worth the effort.
That is the quick answer. However, that can be an excuse for those who never really wanted to take on unpleasant tasks that require careful consideration. They want the position, the title and the salary, but not the hassle. Like Tipper, in the photo, they might wear the costume of a lion (or leader), but they aren’t really a lion (or a leader) at heart.
What about those who seem to have no trouble being bossy and unpleasant, even though they let everything go to heck around them? Well, it is easy to snap at everyone, storm around and be self-absorbed, but not so easy to analyze a specific problem or a problematic person and develop an effective plan of action. A manager or supervisor who is innately mean-spirited will nearly always fall back on being unpleasant when he or she runs out of knowledge and skills.
What about managers and supervisors who are nice people who seem to really want to do well, but things are going to heck around them, too? If a manager or supervisor only feels confident about jollying people out of their bad moods, sympathizing, mild counseling, or making excuses for problem behaviors and performance, that is what he or she will do.
If you are a manager or supervisor, consider how well-managed your team is right now:
*Adequate staff every day–or at least ensuring that all the staff are being used effectively.
*Administrative details handled on time.
*Resources being used correctly.
*The whole group and the work they do moving forward and improving all the time.
Supervision will be demonstrated by:
*Consistent and accurate on-site or at-desk observation of work and how it is being done.
*Immediate response to concerns or the first hint of problematic behavior or performance.
*Appreciating good work, even routine work.
*Looking out for everyone and how they are being treated within the group and by others.
*Keeping the work environment free of distractions and negative influences. If something distracts people from their focus on good work, it’s a negative influence.
*Motivating messages and encouragement.
*Getting the work done well and on time.
*Ensuring that policies and procedures are followed consistently.
*Building relationships with employees, customers and clients, other supervisors and a network of contacts.
*Providing service to customers and clients at a high level, without exception.
*Being an example of good work, all the time.
If you are an employee who is discouraged or irritated at your manager or supervisor, think about the times when their valid efforts have been met with resistance, even by you if the action wasn’t your preference. You might have some empathy for why they don’t make an effort anymore. That’s not a good excuse for them now, but may make a difference in your responses in the future.
The bottom line: Why don’t managers and supervisors manage and supervise? 1.) Their own managers and supervisors don’t make them do it. 2. Employees don’t like it most of the time. 3.) They never wanted to do it. 4.) It requires skill and knowledge they don’t possess. 5.) They think showing up and having the title is all that is required of them.
Don’t you be that kind of manager or supervisor. Self-evaluate often and ask others to evaluate you as well. Make it your goal to consistently and completely do the work you said you would do–for your sake and for the sake of those who rely upon you to do it.
I’ve been told often that if only someone would have known there was going to be a seminar, they would have attended. As a result I’m putting this where those seeking the material I distribute will see it if they visit here.
How to be a Safety and Security Resource for Places of Worship
Wednesday, June 17, 2015
9:00 a.m. – 4:00 p.m.
Southlake Police Department Training Center
100 East Dove Road
$65 per person–contact me about a discount for over three or more registrations
Open to police officers and non-sworn staff as well as church leaders, staff and volunteers.
This seminar provides immediately applicable material to help every participant be a reasonable and practical resource for whole-church safety and security.
*The five components of a comprehensive program of safety and security.
*How to conduct on-site assessments and train others for ongoing and consistent inspections.
*How to develop checklists, guidelines, plans and procedures.
*Gaining cooperation and support –and keeping it going.
*Developing effective materials and briefings.
Contact me by using the Contact tab, for registrations or to ask questions about the seminar. It will be an enjoyable day, filled with useful information and inspiration!
Hosanna! Church, in Lakeville, Minnesota, hosted a church safety and security seminar last week and it was a wonderful event! Jim Caauwe, a long-time law enforcement professional who is now in charge of the Crime Prevention program for the Savage PD, did a massive amount of work to make it happen and it really worked out well. There were over 200 attendees and an equal number of positive thoughts about the day.
I presented about the components of a complete program for the first half of the day and Jim talked about inspections and assessments in the afternoon. We had a sack lunch to help maximize the time, but many people said they would have stayed longer.
If your church or a group of churches or one or more police or sheriff’s departments want to get together to help make a seminar happen, let me know. It’s a two or three month process but is wonderful outreach for any group.
As always, the emphasis of the seminar was on whole-church safety and security–all of the People, Places, Property, Programs and Processes of a place of worship. It’s an upbeat and practical program. Consider it for the churches of your community!
In the book and the movie, The Shining, by Stephen King, author Jack Torrance types constantly on his novel and becomes more deranged as time passes. When his wife looks at his manuscript, she is horrified to see page after page after page filled with the same sentence: All work and no play makes Jack a dull boy.
That is a sadly accurate metaphor for a lot of the wasted time, ineffective busy-work and wheel-spinning that keeps many people from moving forward, getting somewhere and achieving their dreams and goals.
Setting goals is no problem for most of us—we have set hundreds of them in our lifetime. Often we have set the same two or three goals hundreds of times. Here at the beginning of 2015 ask yourself some pertinent questions about your life, work, finances, health and fitness:
1.) If I could wave a magic wand and make one or more aspects of my life different, what would those things be?
2.) What are the things that I could achieve on my own, no magic needed and humanly possible, even though it might be difficult–perhaps very, very difficult?
3.) What do I need to do EVERY DAY, instead of, or in addition to, what I am now doing, if I want to accomplish each of those things?
4.) Based on my history, what is likely to keep me from sticking to it until my goals, hopes or wishes are accomplished? Is it humanly possible for me to overcome those obstacles?
5.) Considering each of my goals: If I do achieve them, is it probable that I’ll decide it wasn’t worth the effort of sticking to it? How will I feel?
6.) Do I have what it takes in courage, conviction and commitment to do what it takes, every day, to move forward and finally be able to move past this goal line?
You may have other ways of motivating yourself or keeping on track for achieving goals, but those six questions can add to your spirit of resolution for 2015. Stop typing the same old things and fill this year’s pages with your accomplishments!
Send me an email to let me know how you’re doing with your magical wishes AKA goals. Or, use the contact form. I don’t publish personal messages and will be happy to hear from you.
Dark waters and a winding trail. Photo by Casey McCorison
If you are suffering from anything–pain, health problems, emotional turmoil, addictions or disorders of any kind or personal or work problems that keep you awake and feeling out of control–you may have found that wishing for relief can become a constant background noise that is almost as distracting as the suffering. Today I read two brief articles written by the same person, Dr. Christine Lasich, which provided some new perspectives for me–and which I realized can be applied to other situations as well.
Dr. Lasich specializes in physical therapy and rehabilitation and has a spinal-pain practice in California. For the last couple of years I have read her Healing Journal (she posts infrequently, but I re-read the old posts). I believe she is sincerely committed to trying to help those who have painful conditions.
Today, I read an article she wrote for the Health Central Site, Five Principles for Treating Both Pain and Addiction. As I read it I was impressed with her concise, logical steps for dealing with a complex problem. They may be well-known from other literature on the topic, but I liked her way of expressing them.
What is the painful part of your life? As I read and thought about those five steps, I thought they could be applied to all of the things that can cause us pain, suffering, unhappiness and discomfort:
*Physical pain and health problems of any kind–both short term and those that are not ever going away.
*Food and drink addictions and disorders: sugar, diet and regular soda, caffeine, specific foods or just quantities of food in general, yo-yo dieting, food obsessions, etc.
*Dependencies and disorders: relationships, a “broken heart” and “heartache”, a specific person who is a negative element, family relationships, money and debt, excessive behaviors, destructive habits and chronic problems that you may have struggled with forever. All the things that you wish were better in your life.
The Five Principles For Treating Both Pain and Addiction are, in brief:
1. Provide Chemical Stability.
2. Motivate for Change.
3. Relieve Suffering
4. Infuse Resiliency
5. Improve Health
Read Dr. Lasich’s very short article to understand how those are applied. Then, do some sit-down thinking to adapt the Five Principles to your situation. I think you will find that the process of reading the article and adapting the principles can start to provide some relief from the pain–any kind of pain–you are feeling. (It’s part of infusing resiliency!) Contact me, if you wish, to let me know how you were able to apply the concepts. I don’t publish personal notes and am happy to hear from anyone who wants to share some thoughts.
Stand out from the herd. (Photo by Casey McCorison, near Jackson Hole, Wyoming,)
Preparing for a Promotional Interview: It’s Never Too Soon to Start
If you want to be promoted to a higher organizational level or move into a specific area of work, start preparing for it long before management announces an opening. Rather than preparing just for the interview, prepare for the position and the work, then let that preparation show in your interview or other testing.
It is true that some in-house interviews are not optimally objective and do not identify the person best suited for the role or task. However, often that accusation is a way to justify not getting the position. One thing is for sure; If being selected based on an interview is the only way to move ahead, you will simply have to hope that the interviewer (s) and interview questions, give you chances to show your best self—then, take advantage of the opportunities.
The first step is to review your career and what you have done in your current work assignment and see how you have demonstrated your readiness for the position you seek. That will help you prepare for two questions that probably will not be spoken, but if provided anyway, will help you stand out from the others:
1. “So what?” This is what interviewers are thinking when you give a list of your career accomplishments. You know you have worked hard and have done several significant things, but the interviewers may need to be told how those things link to the position you seek.
As you discuss the most significant things you have done, link it to the position you seek: “That project taught me a lot about scheduling and time management. I can apply it if I’m chosen for the Team Leader position, by helping team members develop their own skills in that area and by being more effective than I would have been without the project experiences.” One candidate was disarmingly honest and said, several times, “Here is how I’ll use that, if I’m promoted.” There was no question in the minds of the interviewers that he had given it some thought.
2. “Why should we believe you?” This is essentially, “Can you prove it?” It is what interviewers are thinking when you say you will be effective in the new work or that you are a great team player or will be committed to the goals of the manager, or whatever you say you will do and be. Can you prove it by what you have done in your current work? One anecdote to show how you work and what you can be depended upon to do, is worth a dozen unsubstantiated promises.
After the most significant things you promise or state, see if you can provide an example. “Yes, I’m very committed to our company’s values in that area. For example………….” Or, “I know I can adjust to the new software, because….”
Be preparing, all the time. The answers to both of those unspoken questions have to be in-progress all the time–almost from the day you are hired. You can cram facts and knowledge but you cannot cram experiences, accomplishments, reputation and proven skills–those are developed over time.
Not all promotional processes involve an interview, some involve a review of your work or a review of a package you prepare about your work. Many employees discover they do not have as much to offer as they thought they did. They waited until an opening was announced to start preparing to get promoted. If you genuinely have been interested in the job or promotion, you will have done something in your current work that shows it. Find that something, then look for opportunities to let the interviewers know about it. If they never give you the opportunity, be prepared with a closing statement that covers some of it. When they ask, “Do you have anything else you would like to add?,” be ready!
1964: Goldwater, Ann Margaret, The Beatles, Annette, Bill Holden and Jackie Kennedy
Just about fifty years ago, this was a version of People magazine.
*I wonder how far Annette thought she would go after she was engaged? And did she?
*Why was William Holden stalked by death? (He was a favorite actor of mine, who many nowadays don’t know about, unless they watch great old movies.)
*Would you vote for or against Goldwater? (I was a member of Youth for Goldwater.)
*What about the Beatles? In our high school talent show, some of the boys wore mops on their heads and sang, “She Loves You, Yeah, Yeah, Yeah.” Their hair doesn’t look all that long, does it?
*There is the obligatory sexy cover photo–tame by today’s standards. I can’t picture Ann Margaret twerking.
*And, of course, the reference at the top, to the assassination of President John F. Kennedy leaving Jacqueline a widow with two children and an uncertain future. Jackie Kennedy had a lot to deal with in her life and I never fully understood that until I read more about her in later years.
That’s a week in 1964. Save a magazine or print out an Internet article this week and your children will enjoy it in 2064.
That Fresh, New Uniform Feeling
In 1972 or so, women officers on the Denver Police Department were given navy blue shirts to replace the white Ship and Shore blouses we had worn with our skirts prior to that time. In a few months, the skirts changed to pants (men’s pants, which didn’t fit very well, but which worked until we got women’s style pants later.)
You can almost see me saying, “Take my picture!” I was thrilled to have that crisp, new shirt and could hardly wait to get to work. Most of us have had that feeling about work, at some point. Sadly, it goes away quickly for many people and occasionally is hard to dredge up, even for the most motivated. Here is a way to freshen your thinking:
Tomorrow, pretend it is your first day on your job. Wake up excited to start, just as you did on whatever date you started. Get to work and organize your desk or supplies or locker or whatever you work with. Look around at your work space as though you are new and getting things set up, just-so. Think about your salary and having steady employment and how much better that is than looking through the Employment Ads.
Whatever benefits there are about your workplace, notice them and appreciate them fully. Coffee machines, vending machines, kitchenettes, clean bathrooms, supplies, heating and air conditioning, are relatively new features in workplaces. Not all office workers have them and no one who labors outside has those niceties.
Of course, that won’t make the problematic coworker become pleasant and it doesn’t change some of the stressful situations, but it can help you think about the alternatives.
The bottom line is this: Now and then, metaphorically, put on your fresh, new, navy blue shirt and be happy to have a place to go to work.
From www.remember.com– an interesting website.
Hackneyed: A phrase or action that is used so many times it becomes commonplace and dull.
My mother, Creola Kincaid Lewis, told me that her parents ordered her to stop making Egyptian-dancer hand gestures after she had done it dozens of times in one evening. Those hand gestures were popular with teenaged girls that year–1924–because King Tut’s tomb with all its well-persevered artifacts had been discovered and was a cultural phenomenon.
My grandfather, Henry Kincaid, said, “Sis, a few times was funny, but now you’re overdoing it, so stop it.” We could all use that advice.
I won’t give them further attention by listing the popular once-funny-or-cute-or significant-but-now-overdone and hackneyed phrases or actions that distract from communications or reduce it to a trite level. I will just challenge you to notice yourself and vow to reduce the number of times you do, say or write that thing. Then, replace it with something more sincere, personal or original.
Most of us also have figures of speech, comments and opinions that we have said, using the same words every time, hundreds of times, to the point of dullness. Someone I know says, in almost every conversation, “I was a multi-tasker before multi-tasking was a word.” The first time she said it, it was an interesting addition to her comments. After hearing her say it hundreds of times, Henry Kincaid would tell her to stop it.
You can test yourself in several ways:
*What phrases do you use repeatedly that you think are particularly impressive, insightful, funny or current?
*What are the ways you describe yourself or others that immediately come to mind when you’re talking?
*What are the phrases you have read on the Internet or heard on a talk-show or TV or in a movie, that you have adopted for daily use?
Listen to yourself and be on the lookout for overused, hackneyed expressions. Even though you may think it is no worries if you don’t, those who communicate with you regularly will think you are awesome if you do. I’ll do a little Egyptian-dancer gesture to celebrate!