God 

does not 

question 

your ability,

he 

asks 

about 

your availability...

Entering a hotel, I noticed two doors with two signs.

One said

The other said

The second room was full.......

...........................................................

When employees are psychologically healthy they can grow in their jobs.

:-))

There are two levels at which you argue with your boss. At the first level, the cognitive or intelectual level, you focus on information - be it a fact, a concept, a principle or a procedure. You argue to improve your boss's or your own understanding, retention or application of the material.

At the second level, the emotional level, you focus on expressing your feelings as an emotional reaction or expression of your dislike, which is largely affected by your attitude toward your boss.

If your boss is annoyed when you argue with him at the intellectual level, he is very likely to be either immature or unreasonable. You should waste no time to change your boss...

1. Learn how to say "NO!" without feeling guilty.

2. If you genuinely do not feel inclined to accept an invitation or comply to request, be yourself and express your feeling, but do it tactfully especially when you are interacting with your boss and you are affraid that you might hurt his feeling.

 

3. Project your image as one with a strong personality by standing up to your rights. If you a right to turn down a request then you should exercise that right. When you fail to exercise your right, you are hurting yourself or at least allowing or encouraging others to hurt you.

4. If you have a legitimate, logical or honest reason for wanting to say "NO", no reasonable boss will take your "NO" as rejection of his personality or authority. Should he feel offended, you will then know that you are working for or under an unreasonable boss, in which case, the more you need to "change" your boss....

Alias Cari Boss Baru atau Menjadikan Diri Anda Seorang Boss HeHe. Kecuali Jika Anda Mempunyai Gen Sebagai Pembantu, Penjilat, Atau Parasit Yang Numpang Hidup dan Numpang Beken...Untung Saja Saya Tidak. Pls Read Also An Organization YES-MAN!

You are not always obliged to say "yes" to your boss if it is contrary to your will. You run the risk of double crossing yourself when you say something you do really mean it. By remaining silent, your conscience will remain unscathed and you will feel much, MUCH BETTER.

Accepting with cheerfulness instructions from your boss does not have to depend on your agreeing to what your boss has instructed. If you can agree with that your boss says, so much the better.

At all times, be a professional. Listen, reflect and discuss with your boss. Avoid responding with an immediate "yes" to fake your disagreement for the sake of turning yourself into an incurable organization "yes-man"! Remove your "mask" and be yourself. Ask sensible questions, otherwise be a good listener.

It is said that amount of creativity in the organization is inversely proportional to the number of "yes-man" the organization has.

Neurotic Adaptations Typology:

1. The paranoid style, based on pervasive suspicion and mistrust of other, lead to a preoccupation with intelligence and control activities, centralized power, a reactive mode of developing strategy, high vigilance both externally and internally, an emphasis on diversification, and an internal climate of cynicism, conservatism, and caution.

2. The compulsive style, based on fear of being at the mercy of unecpected events and not in control of things that may affect the organization, leads to a compulsive preoccupation with detail, perfectionism, a heavy emphasis on ritualized and formalized control and procedure, formal policies, tight hierarchies, carefully thought-out and rigidly implemented strategies, a fixation on established  activities ( to the detriment of innovation ), and a climate of dominance and submission.

3. The dramatic style, based on an inordinate need to gain attention and to impress the people who count moss, lead to narcissistic preoccupation, excessive expression of emotion, a craving for activity and excitement, exploitation of other, superficial and often bold decisions, high risk taking, unclear organizational structures or processes that unleash constant change programs, and a climate of ambiguity.

4. The depressive style, based on a feeling of hopelessness and lack-of self confidence, leads to a fatalistic passivity, extreme conservatism and a tendency to adapt bureaucratically to those parts of the enviroment that are most stable and least threatening. There is generally a leadership vacuum and a feeling of guilt and self-blame for whatever misfortunes the organization may experience.

5. The schizoid style, based on feeling that the world does not offer much in the way of satisfaction and that most interactions will eventually not work out, leads to detached aloofness and, in essence, a leadership vacuum. The leader neither leads nor delegates, but detached himself, feel estranged from the organization, and lets the political struggles that result run their course. No concerted product market srategy can develop, and the firm muddles through in fit and starts.

::igoy::